asterisk2a + jeff   50

There's precedent for Amazon competing with so many companies. It doesn't end well. — Quartz
The German drugmaker Bayer, which saw its profits fall 17% in the third quarter of 2017 as pharmacies closed, even has a name for it: “the Amazon Effect.”
Amazon  Jeff  Bezos  anti-trust  antitrust  monopsony  monopoly  Google  duopoly  anti-competitive 
october 2017 by asterisk2a
What the Panama Papers Tells Us About Global Capitalism
never seen David Cameron red-faced, so much! [...] sold in 2010!? And what was before that time? The time he was a MP!? [...] we are not all in this together, for sure! // book the hidden wealth of nations. - 7-8trn tax evasion and avoidance - not taxed. //&! Rumble - Just like FDR - Bernie Welcomes the GE CEO Hatred... - youtu.be/jT7NIoDS1gw - taking advantage of the tax laws THEY MADE.
Panama  Papers  David  Cameron  George  Osborne  tax  evasion  tax  amnesty  tax  avoidance  Super  Rich  Toff  Privileged  Establishment  Westminster  Whitehall  expense  scandal  No  Representation  Career  Politicians  1%  legal  loopholes  plutocracy  oligarchy  Tories  nasty  party  Richard  Wolff  Conservative  shell  company  offshore  banking  tax  loopoles  budget  deficit  austerity  fairness  Generationengerechtigkeit  neoliberal  neoliberalism  accounting  scandal  corporate  scandal  white-collar  crime  trickle-down  economics  free  market  corporate  tax  rate  Budget2016  self-regulation  underinvestment  squeezed  middle  class  working  poor  Gini  coefficient  child  poverty  corruption  bribery  money  laundering  UK  USA  Bahamas  CaymanIslands  income  distribution  tax  credit  Disabled  vulnerable  babyboomers  triple-lock  pension  DWP  capital  gains  tax  income  tax  receipts  secular  stagnation  western  world  social  mobility  income  mobility  trust  low  pay  shareholder  capitalism  crony  capitalism  low  income  Service  Sector  Jobs  Universal  Basic  class  warfare  disposable  income  discretionary  spending  credit  bubble  economic  history  Gesellschaft  Wertegesellschaft  materialism  consumerism  status  anxiety  pay 
april 2016 by asterisk2a
Paris Klimagipfel: Bill Gates, Jeff Bezos, Jack Ma investieren Milliarden in saubere Energie - SPIEGEL ONLINE
Bill Gates, Jeff Bezos, Ratan Tata, Jack Ma: Einige weltbekannte Superreiche und 20 Staaten setzen den Ton für die Klimaverhandlungen in Paris. Sie wollen Milliarden in saubere Energie für Entwicklungsländer investieren. // Wenn Gates und Bezos es ernst meinen, heatten sie schon lange ihre Unternehmen auf "CARBON NEUTRAL" strategie geschickt. //&! bit.ly/1NWM8wf
Positioning  capitalism  Opportunism  opportunist  COP21  crony  capitalism  climate  change  global  warming  corporate  governance  Jeff  Bezos  Bill  Gates  carbonfootprint  carbon  tax  carbon  trading  scheme  Wall  Street  shareholder  value  profit  maximisation  short-termism  underinvestment  renewable  energy  fossil  fuel  hypocrisy  corporate  strategy  corporate  media  corporate  welfare  corporate  scandal  corporate  social  responsibility  corporate  culture  corporate  values 
november 2015 by asterisk2a
The Information's 411-10/23 "Blood Feuds" by The Information Podcasts | Free Listening on SoundCloud
11:30 // science is hard. stupid. and a non-consumer product. duh. //&! HYPE CYLCE - on 5 magazine covers and not even public! because she is, as female science-based founder/ceo a rarity and it sells papers >> on.recode.net/1PcJ8zW - Theranos CEO Elizabeth Holmes’s Five Best Cover Story Appearances, Ranked
Theranos  Hype  Cycle  Silicon  Valley  Elizabeth  Holmes  Steve  Jobs  Leadership  vision  visionary  missionary  Trope  messaging  message  PR  spin  doctor  Mark  Zuckerberg  credibility  glass  cliff  glass  ceiling  gender-based  discrimination  gender-based  harassment  Venture  Capital  B2B  Box  Aaron  Levie  B2C  Google  Inc.  Google  Search  communication  TOS  EULA  consumer  product  Protection  23andme  Tesla  Motors  Elon  Musk  journalismus  journalism  investigative  journalism  Amazon  disruption  disrupting  markets  Uber  Travis  Kalanick  Jeff  Bezos 
october 2015 by asterisk2a
FED Impact on Tech: Bloomberg West (Full Show 9/18) - YouTube
16:40 - how to consume amazon offerings!? via their platform, silo. closed. drm. // distribution model - for prime - lock-in - convenience - less friction. // "Kids don't care much about quality." // taking share of media consumption. // compelling offering - music, series, streaming, e-commerce, gaming, ... // it's not about entry point to access, lowering the price point of entry for the consumption device and the subscription of amazon prime in aggregate - and lock the consumer in. the aggressive price is an attack strategy (opening up/diversifying the price point) of the distribution model to grow the prime business. //
Amazon  Amazon  Prime  distribution  model  subscription  model  business  model  marginal  cost  Kindle  Tablet  phablet  iPad  Platform  DRM  Hardware  Entertainment  utility  Amazon  Dash  Button  e-commerce  pure  play  Escapeism  Gaming  Netflix  Apple  Music  Spotify  HBO  original  programming  Top  Gear  House  of  Cards  Television  TV  cable  provider  iPad  Pro  differentiate  differentiation  business  strategy  Cash  Cow  Jeff  Bezos  AWS  market  share  Walmart  Jet.com  monopsony  duopoly 
september 2015 by asterisk2a
The Myth of Valley DoucheBaggery - John Battelle's Search Blog
But I think our industry culture is moving far faster than the writers at Silicon Valley might wish to believe. I think we’re seeing the rise of a new culture, one that rejects arrogance and the founder worship which breeds it. Inevitable outliers aside, the Valley and technology culture I experience every day in my work at NewCo is one of passion, sweat, earnestness, and good intentions. Sure, we all fuck up. And sure, the press (especially, not surprisingly, the press in New York) has a field day when someone does. But by and large, the teams making companies like Slack, LiveRamp, Medium, Earnest, MetroMile, Lyft, Okta, Pinterest, and hundreds more are damn fine people, and they are dedicating their lives to making something that creates positive change – a product or service that makes the world a better place (even if it’s in a small way). [...] When you’re facing existential threat, our tolerance for douchebaggery in the name of making more money at any cost, ....
Silicon  Valley  counter  culture  brogrammer  asshole  culture  asshole  game  Steve  Jobs  CEO  Leadership  corporate  culture  corporate  values  vision  mission  impact  Privileged  Establishment  Toff  wantrepreneur  Trust  Fund  Kid  Campus  Evan  Spiegel  Hype  Cycle  insular  cooperation  partnerships  Collaborative  collaboration  Open  Platform  Wall  Street  shared  economic  interest  profit  maximisation  shareholder  value  post-capitalism  crony  capitalism  Millennials  character  Travis  Kalanick  capitalism  exploitation  Apple  PR  spin  doctor  Amazon  Jeff  Bezos  corporate  social  responsibility  CSR  Salesforce  Marc  Benioff  social  entrepreneurship  Non-Profit  long-term  view  short-term  view  opportunist  Opportunism  Start-Up  advice  Start-Up  lesson 
september 2015 by asterisk2a
Arbeitsbedingungen ǀ Der eigentliche Skandal ist ein anderer — der Freitag
Amazon verfolgt lediglich eine Strategie. Doch all das ist gar nicht so entscheidend, denn auch wenn der Artikel ein schockierendes Firmenbild aufzeigt, kann man dem Unternehmen daraus __nur bedingt einen Vorwurf machen. Letztendlich befindet sich Amazon in einem harten Konkurrenzkampf__ und versucht daher die leistungsfähigsten Mitarbeiter zu gewinnen und zu behalten – weniger leistungsstarke Mitarbeiter kann man dagegen nicht gebrauchen. Diese Strategie ist in großen Erfolgsunternehmen kein Einzelfall, sondern Normalität. [...] Der eigentliche Skandal sind die Logistikzentren
Amazon  competitive  competition  e-commerce  commodity  business  commoditization  margin  Jeff  Bezos  monopoly  monopsony  oligopol  oligopoly  Google  Shopping  Silicon  Valley  HR  human  resources  corporate  culture  corporate  values  identity  White-collar  Worker  Blue-collar  Worker  work  environment  workplace  beyond  workplace  drama  work  life  balance 
august 2015 by asterisk2a
Episode 647: Hard Work Is Irrelevant by NPR's Planet Money
Patty McCord helped create a workplace at Netflix that runs more like a professional sports team than a family. If you're not up to scratch, you're off the team. Is this the future of work? [ its not long-hours, its about output, ... can you do it in 4-day vs 5-day week? ] [ essential employees only ] [ output (results) more valued than input (hours in the office) ]
Netflix  Amazon  corporate  culture  corporate  values  HR  human  resources  hiring  people  management  team  management  Jeff  Bezos  Reed  Hastings  productivity  execution  Office  Politics 
august 2015 by asterisk2a
What to Make of Amazon's Work Practices? | Bothsides of the Table
It’s best encapsulated in a famous Jeff Bezos quote, “You can work long, hard or smart, but at Amazon.com you can’t choose two out of three,” [...] Try working at Goldman Sachs, [...] You think it’s different at any of the top consulting firms? [...] You see organizations like these thrive on large pools of some of the country’s best and brightest graduates that trade off 2-5 years of work experience under extreme pressure in exchange for skills, experiences & relationships that will last a lifetime. [Accelerated Learning] [...] Think its a cake walk working @ any of the countries top law firms? [...] Should we do an article on what it’s like to be a medical resident? How abt working in the US military? Chief of Staff for a major political figure? What abt a top athlete in the NFL or NBA or even part of the coaching staff. Think they dont have work/life balance challenges in a field theyve chosen to work in? [#Top 100 of X vs avg white- or blue-collar worker ] [what u optimize for?]
Silicon  Valley  Amazon  Jeff  Bezos  HR  human  resources  hiring  recruiting  recruitment  people  management  team  management  corporate  culture  corporate  values  Start-up  Start-up  of  You  career  advice  career  ladder  accelerated  learning  White-collar  Worker  average  Failure  Blue-collar  Worker  Workers  Union  benefits  perks  Google  Microsoft  beyond  workplace  drama  workplace  work  environment  environment  SME  SMB  Germany  culture  work  life  balance  well  being  chronic  stress  happiness  index  elite  athlete  elite  sports  war  for  talent  ID  Tour  of  Duty  Reed  Hastings  Netflix  Reid  Hoffman  linkedin  Intel  Apple  life  lesson  life  hacker  Gary  Vaynerchuk  Hustle  advice  lesson  4-day  work  week  TeamTreehouse  Ryan  Carson  Facebook  Twitter  Dick  Costolo  productivity  focused  Focus  execution  entrepreneurship  Founders  Success  competitive  competition  competitiveness  knowledge 
august 2015 by asterisk2a
#mediabuzz | Howard Kurtz | Fox News
Amazon a cyber-sweatshop? SARAH LACY praised the New York Times reporting on Amazon: "When you freak out the tech world, you're a powerful news organization." // "brutally efficient" 'white and blue collar jobs being exposed to the same treatment manual work and service sector jobs have been treated by competition and globalisation (flat and borderless world), for the last +30 years. "it's what you don't say and how it gets interpreted down the line." // Investigative Journalism! NYT (paper), a institution, a stalwart of investigative journalism, reporting, holding companies and people accountable, .... same along the line of bit.ly/1NRsG5N - One overlooked theme emerging from the Times’s Amazon story is the power of the paper itself. // this story underlines, is a data point in time, you can look back on. and say the world went this way such and such // competing on price is the easiest thing to do! the first thing in reach! its about the hard things that actually leverage/multiplier
Amazon  Apple  journalismus  investigative  journalism  journalism  NYT  NYTimes  New  York  Times  Blue-collar  Worker  White-collar  Worker  knowledge  economy  knowledge  Future  of  Work  Mobile  Creatives  Mobile  Creative  career  ladder  career  advice  well  being  environment  life  balance  Silicon  Valley  commodity  business  commoditization  Service  Sector  Jobs  working  poor  precarious  squeezed  middle  class  Sozialer  Abstieg  competitive  competitiveness  Workers  Union  Sarah  Lacy  Jeff  Bezos  corporate  culture  corporate  values  quantified  self  accountability  oversight  democracy  corporate  media  Seth  Godin  Purple  Cow  being  remarkable  Zero  Hour  Contract  Contractor  self-employment  marketplace  efficiencies  1099  Gig  freelancing  freelance  labour  market  manual  labour  Niedriglohnsektor  Precariat  Leiharbeit  lohndumping  Lohnzurückhaltung  Zeitarbeit  economic  history  trickle-down  economics  neoliberalism  neoliberal  job  market  job  creation  short-term  thinking 
august 2015 by asterisk2a
Amazon's Culture: Toxic or Just Tough? by The Jay & Farhad Show
Hello! This week, Farhad Manjoo (New York Times) and Jay Yarow (Business Insider) are joined by special guest Jodi Kantor (New York Times) to discuss her polarizing article about Amazon's culture. // // how technology functions in the workplace - efficiency, quantified self << the feedback tool you can always use, what ever your state of emotion, gripe, stick, bias, prejudice, ... feudal Darwinism creeps into knowledge worker, white-collar and blue-collar workers, MBA's and PhD's. [...] contributes to gender inequality (women with the back on their wall, leave or get started and forget about family & kids, life.) [...] brutal years are NOT Tour of Duty - Reid Hoffman The Alliance. // PS: Reed Hastings (Netflix) Culture document transpires that it is expected to contribute, even if it doesn't spell it out. Netflix also had to fight and overcome as much as Amazon! Proves again that internal & external environment a company finds itself affects its values & culture inevitable [Thesis].
Amazon  corporate  culture  corporate  values  HR  human  resources  ethical  machine  Silicon  Valley  quantified  self  marketplace  efficiencies  workplace  beyond  workplace  drama  work  environment  chronic  stress  Office  Politics  worklife  well  being  happiness  index  crony  capitalism  capitalism  profit  maximisation  shareholder  value  work  life  balance  performance  review  Jeff  Bezos  people  management  team  management  gender  inequality  book  Netflix  Reid  Hoffman  Reed  Hastings  linkedin  The  Alliance  Start-up  of  You  competitive  competition  competitiveness  Alibaba  Google  Facebook  China  Japan  culture  society  peer  pressure  sustainability  sustainable  lesson  advice  war  for  talent  benefits  perks  4-day  work  week  glass  ceiling  glass  cliff  diversity  human  capital  workforce  hiring  recruiting  recruitment  personal  values  Leadership  CEO  business  management  management 
august 2015 by asterisk2a
[ AMAZON's culture ] by USA TODAY Tech (podcast)
Amazon, Silicon Valley, Unicorns and Decacorns - go go go even for broke. making things happen. winning the category. // vs Google and Facebook are those that won sort of automatically and had not that much internal and external pressure growing up. had not to fight surviving dot.com crash. Facebook sort of became a self-runner despite of its many missteps. Amazon had to fight all the way, and still has to fight because now it faces antitrust on both sides of the Atlantic. That creates, inadvertently, a specific culture that has been cited by personal examples in the NYT piece.
Amazon  Silicon  Valley  Unicorn  Decacorn  corporate  culture  corporate  values  work  environment  environment  perks  benefits  beyond  workplace  drama  Office  Politics  career  ladder  career  advice  Leadership  CEO  Jeff  Bezos  Millennials  peer  pressure  people  management  business  management  team  management  HR  human  resources  hiring  burnout  chronic  stress  stress  work  life  balance  workplace 
august 2015 by asterisk2a
Darwinism At Your Doorstep: Why You Only Care About Amazon Now | TechCrunch
“You either fit here or you don’t,” and that in Seattle the company has a widespread reputation for its toughness. For now, you have a choice whether to work for Amazon. For now, you have options. Amazon is the vanguard of a very scary movement in the tech sector but we’re not all there yet (though some techbros on Twitter seem happy at the thought of Amazon culture catching on). [...] Why do we care suddenly about working conditions when it turns out that white-collar employees are the ones getting shafted? The workers at Amazon fulfillment centers have much less choice and much less power than the marketers and engineers in the Times piece. [...] We’re acting shocked and horrified that Amazon applies what it calls “purposeful Darwinism” to people with MBAs and PhDs, // [ trend, conditions known in service sector job and manual labour sector swapping over into the cushy world of blue-/white-collar worker ] Capitalism regresses toward feudalism.
Amazon  Silicon  Valley  corporate  culture  corporate  values  HR  human  resources  squeezed  middle  class  Sozialer  Abstieg  White-collar  Worker  Blue-collar  Worker  working  poor  precarious  work  class  warfare  USA  UK  competitive  competitiveness  competition  neoliberalism  neoliberal  perks  benefits  Europe  globalization  globalisation  borderless  Software  Is  Eating  The  World  automation  Robotics  flat  self-employment  freelance  freelancing  Zero  Hour  Contract  Contractor  Service  Sector  Jobs  manual  labour  job  market  labour  economics  labour  market  western  secular  stagnation  economic  history  differentiate  differentiation  Seth  Godin  career  ladder  career  advice  being  remarkable  Purple  Cow  Future  of  Mobile  Creatives  Mobile  Creative  destruction  capitalism  crony  capitalism  Wall  Street  profit  maximisation  shareholder  value  Jeff  Bezos  monopsony  monopoly  deflationary  deflation  wage  stagnation  trickle-down  economics  Thomas  Piketty  book  Universal  Basic  Income  tax  code  Super  Rich  1%  inequality  inequality  Gini  coefficient  tax  capital  gains  tax  capital  gains  technological  progress  skill-biased  technological  change  technological  history  augmented  intelligence  living  standard  standard  of  living  cost  of  living  living  wage 
august 2015 by asterisk2a
Josh Elman on Twitter: "1/ Most companies that are rushing to create something big bold and new for the world have intense cultures."
1/ Most companies that are rushing to create something big bold and new for the world have intense cultures. 2/ nyti.ms/1WsDjlf this Amazon article seems to critique a culture that is in many ways winning and innovating 3/ that said, i'm pretty horrified by the treatment of people with life and medical issues if true. need to find compassion. // complexity of it: nature, nurture, environment (internal and external), demands, competition, period it lived through (ie lived through dot.com crash and was told too many times that it was dead, and now its a monopsony/monopoly facing antitrust in US and Europe). // https://twitter.com/jeffweiner/status/632914676599406592 // &! One overlooked theme emerging from the Times’s Amazon story is the power of the paper itself. - bit.ly/1KCWSym - aka 'it must be true, its the nyt' // “The truth is rarely pure and never simple.” ― Oscar Wilde, The Importance of Being Earnest
Amazon  Silicon  Valley  corporate  culture  corporate  values  Jeff  Bezos  investigative  journalism  journalismus  journalism  Social  Media 
august 2015 by asterisk2a
The office after Amazon: is the workplace becoming a jungle? | Technology | The Guardian
Certain companies operating in certain fields with certain competition, can and inadvertently develop certain cultures. That some describe as ruthless competitive externally and internally. You could even say that Reed Hastings culture document transpires that this is a workplace where it is expected of you, to contribute and solve problems for our customers (competitive and toppling the established players). PayPal too. And Jeff talks about being obsessive about the customer and inventing in the name of the customer (build a monopsony/monopoly). Gates made MSFT internally competitive (build a monopoly), working long hours, and as they were externally. Very different to FB and Google and their business & product position. // The recent claims about Amazon’s aggressive corporate culture were a cause of consternation to many – but plenty of others couldn't see what the problem was. So is a gentler, more relaxed office culture any better for employees? And is it even what they want?
Silicon  Valley  Seattle  Amazon  Jeff  Bezos  corporate  culture  corporate  values  Microsoft  Netflix  Start-Up  lesson  Start-Up  advice  Google  Facebook  Nature  nurture  work  environment  environment  workplace  beyond  workplace  drama  capitalism  competitiveness  competitive  stress  chronic  stress  HR  human  resources  Leadership  people  management  team  management  Paypal 
august 2015 by asterisk2a
Why Bezos' Denials About Exploitation at Amazon Sound Like Sociopathic CEO-Speak | Alternet
It is impossible, therefore, for a libertarian to accept that a worker can ever be exploited. Being the fully realized Randian heros that they are, abusive working conditions will simply compel workers to walk across the street, making any workplace abuse short of criminality a virtual impossibility.  So when the New York Times published its measured indictment of Amazon's dog-eat-dog corporate culture last Sunday, the response from Amazon's finely honed PR department — and its ideological confederates in Silicon Valley— was equal parts laughter and equal parts dismissal. It wasn't just unfair, in their minds; it was a contradiction in terms. The tautology of libertarian orthodoxy means that anyone who stayed at Amazon had to, by definition, be happy. So what gives? Jeff Bezos was quick to insist that the Amazon described in the New York Times report was not the Amazon he knew. Which is bizarre since this isn't the first time Amazon's dystopian company culture has been exposed.
Amazon  liberalism  Ayn  Rand  Silicon  Valley  Jeff  Bezos  neoliberalism  neoliberal 
august 2015 by asterisk2a
Jeff Bezos Revealed: Building Amazon One Box at a Time - YouTube
Not in Silicon Valley. Not inside the bubble. was not inside the bubble when it imploded. // can not rest on your laurels. can not stop for a second innovating. even trying hard to disrupt yourself (Kindle) and capture the market (monopsony - in book and ebook market and w audible the audiobook market). and taking out your partners (delivery firms) with building very close to the city their warehouses. also, locking in customers with Amazon Prime, and convenience one click order. and having the verything store. Amazon A9 - its search engine could be the one of the top 5 search engines in the world. Google, YouTube, ... Amazon? or Bing/Yahoo in between? // Nobody can compete on price with Amazon with popular items! they discount popular items to attract (loss leader items). making it up all the other items of the long tail // run in late with lots of antitrust. // all encompassing (encapsulating every decision) motto: obsessing over customer & inventing in the name of the customer.
Amazon  Kindle  audible  competitive  competitiveness  competition  Start-Up  lesson  Start-Up  advice  IPO  growth  round  e-commerce  Jeff  Bezos  e-book  ebook  ebooks  books  book  Print  is  Dead  user  behaviour  Amazon  Prime  Platform  Marketplace  efficiencies  long-tail  long-term  view  long-term  thinking  monopoly  monopsony  antitrust  creative  destruction  disruption  disrupting  markets  customer  experience  user  experience  Silo  TOS  Silicon  Valley  corporate  culture  corporate  values 
august 2015 by asterisk2a
Pando: Disruption or human lives? Amazon story shows we'll soon have to pick a side
Several VCs and insiders clicked on a story link and found themselves appalled the Times would take down a company where human stress and fatigue were merely the exhaust fumes of a splendid machine. Amazon is a success, dammit! It's winning and innovating! // // &! Nothing new about corporate values and treatment and conditions of its workers at it EU warehouses - https://youtu.be/xdrkY_NpgrY - Ausgeliefert! Leiharbeiter bei Amazon | Reportage & Dokumentation | ARD
human  capital  human  resources  HR  corporate  culture  people  management  team  management  Personal  business  management  hiring  Amazon  Jeff  Bezos  corporate  values 
august 2015 by asterisk2a
Commentary: Amazon whiffs in response to New York Times report | Poynter.
Here’s one manager quoted midway through a section about an Orwellian “continual performance improvement algorithm” that keeps tabs on staffers. “Data creates a lot of clarity around decision-making,” said Sean Boyle, who runs the finance division of Amazon Web Services and was permitted by the company to speak. “Data is incredibly liberating.” [...] Here’s a sample of the non-denial denial from founder and CEO Jeff Bezos (who also owns The Washington Post) published by Geekwire last night. I strongly believe that anyone working in a company that really is like the one described in the NYT would be crazy to stay. I know I would leave such a company. [ Amazon Exec Gayle King ] Here’s my fundamental reaction to the story: I’ve been at Amazon more than five months now, but more importantly, people like Jeff Bezos, the founder, people who’ve been at the company for 10 or 15 years — don’t recognize the Amazon that The New York Times wrote about.
Amazon  HR  human  resources  hiring  corporate  culture  corporate  values  Jeff  Bezos 
august 2015 by asterisk2a
Jeff Bezos Says The New York Times’ Amazon Expose Got It All Wrong | TechCrunch
Notably, though, Amazon CEO Jeff Bezos — a tech mover and shaker himself — isn’t one such apologist. “The article doesn’t describe the Amazon I know or the caring Amazonians I work with every day,” Bezos wrote in an internal memo obtained by GeekWire, the tech blog based in Seattle, Amazon’s home turf. “I strongly believe that anyone working in a company that really is like the one described in the NYT would be crazy to stay. I know I would leave such a company,” Bezos added in the note, which urged staff to contact him personally with evidence of staff mistreatment in line with the story. // " I don’t think any company adopting the approach portrayed could survive, much less thrive, in today’s highly competitive tech hiring market." // &! tcrn.ch/1hlbJq7 // &! opportunistic clickbait by TechCrunch - tcrn.ch/1Ktfe4E
Amazon  Jeff  Bezos  HR  human  resources  corporate  culture  corporate  values  hiring 
august 2015 by asterisk2a
The tragedy behind Amazon’s toxic management fad | Andre Spicer | Comment is free | The Guardian
The ‘rank and yank’ philosophy Amazon uses to manage its own people has failed hundreds of companies, and tarnished hundreds of thousands of lives [...] Jeff Bezos, the Amazon founder and chief executive, has repudiated its claims. “The article doesn’t describe the Amazon I know or the caring Amazonians I work with every day,” he said in an email to staff. “But if you know of any stories like those reported, I want you to escalate to HR … our tolerance for any such lack of empathy needs to be zero.” [...] It works by measuring employees on a wide range of metrics, ranking them on the basis of their performance, then splitting them into three groups: a small number of high performers who are lavishly rewarded; a large group of average performers who hold on to their jobs; and a third group of under-performers who are “managed out” of the organisation. This has created a system where, in the words of one ex-employee, “you learn how to diplomatically throw people under the bus”.
Amazon  Jeff  Bezos  corporate  culture  corporate  values  HR  human  resources  OKR  people  management  team  management  KPI 
august 2015 by asterisk2a
You probably don't want to work for Amazon | The Verge
Amazon is known for its cutthroat efficiency and harsh tactics; it's what makes it possible to get a pack of toilet paper delivered to your door in less than 24 hours. But CEO Jeff Bezos' love of precision and data goes far beyond fulfilling orders and undercutting competitors' prices. It permeates every aspect of the workplace. [...] Working at the retail giant's Seattle offices is apparently nothing like showing up to work at an idyllic Silicon Valley campus. // &! on.recode.net/1fhOStC &! on.recode.net/1THgExm - SVers take shots at the NYT's piece vs "_reflexive criticism_" by those who left AMZN. ( flashy offices *false sense of success* leased with money from Venture Capital, companies pushing PR on their A, B, C round like its a major milestone ). Keith Rabois "Awaiting the NYT expose on Kobe Bryant's success or Jordan's. Or any Olympic medalist." &! Josh Elman ["start-ups can] have intense cultures." --- My take, its about the balance of things! // how to nudge to be no asshole
Amazon  corporate  culture  corporate  values  Jeff  Bezos  workplace  beyond  workplace  drama  work  environment  Silicon  Valley  OKR  Google  Netflix  Reed  Hastings  Tony  Hsieh  Zappos  Facebook  linkedin  Reid  Hoffman  Start-Up  advice  Start-Up  lesson  Ryan  Carson  TeamTreehouse  stress  chronic  stress  Success  Gary  Vaynerchuk  Collaborative  cooperation  backstabbing  asshole  culture  asshole  game  gossip  culture  loyalty 
august 2015 by asterisk2a
Amazon’s Dash Buttons Hint at a Future of Interface-Free Shopping | Re/code
[ Amazon / Jeff's mantra, obsess over the customer and invent in the name/for the customer, dash button is just the next sensible common sense iteration of their frequent item subscription option during check-out (re-order in 1-2-3 months automatically) and their Prime Membership Subscription (free shipping) >> convenient, on-demand, frictionless, no need to think about it, nothing annoying. it's incremental, but it is an improvement. what is not incremental is printing it at your home - Star Trek replicator style, that is 3D printing - what it promises to be. ] There are a couple different ways to look at Amazon’s Dash Buttons. The first, and most obvious, is that they are a gimmick. But these buy buttons also support a shopping experience that involves almost zero interaction, whether that means browsing store shelves (IRL!) or tapping a touchscreen to browse and buy virtually.
e-commerce  Amazon  friction  frictionless  Jeff  Bezos  multi-product  company  pure  play  user  experience  user  behaviour  on-demand  mobile  phone  mobile  homescreen  mobile  first  convenience  augmented  intelligence  3D  printing 
august 2015 by asterisk2a
Reid Hoffman on best strategies, valuable lessons, the PayPal mafia & creating early social networks - YouTube
book on culture, HR & career // 4 companies that inspire HR and culture - Amazon (Jeff Bezos) 'obsess over customer,' 'invent in the name for customer,' 'it's still day 1,' &! Zappos (Tony Hseih) 'everyone is a customer advocate' &! Netflix (Reed Hastings) 'Freedom & Responsibility' &! TeamTreehouse (Ryan Carson) '4 day work week,' 'think like an owner,' 'productivity; work@work, dont collaborate @ the cafeteria,' 'less Google.' 'dont guilt people 2stay in the office 4 10-12 hours with perks' &! Buffer's Transparency & Communication &! 37signals/wordpress & garyv be nice & respectful. // &maybe too Skidelsky: leisure time. and 25 days of holidays. Alain de Botton - work doesnt have 2be ur sole identity! & actually shouldnt be. // &! min 57 hiring advice! mix highly talented driven hungry learning machines (people) with 1-2 people with some kind of experience 4 guidance and not making mistakes that have been don't already elsewhere (& holding also a mirror up >> anti-dogma)
Start-up  of  You  book  HR  human  resources  Tony  Hsieh  Reed  Hastings  Netflix  Jeff  Bezos  Reid  Hoffman  Robert  Skidelsky  lesson  advice  corporate  culture  corporate  values  corporate  social  responsibility  CSR  productivity  Alain  de  Botton  sociology  status  anxiety  Psychology  war  for  talent  hiring  dogma  Buffer  Wordpress  Matt  Mullenweg  David  Heinemeier  Hansson  37signals 
august 2015 by asterisk2a
My Dad kicked ass at Wii bowling: Or, why it’s okay to compete with Travis Kalanick | PandoDaily
We investors would never bet against the CEO! And yet, if you consider the most respected tech CEOs like Steve Jobs and Jeff Bezos, they aren’t just CEOs investors doubted. Their very leadership is defined in their defiance of what investors wanted. On that front, the love Uber investors have for TK is itself a warning sign for the company. Here’s what I’d say to Uber investors: You own part of what is potentially one of the most powerful corporate combustion engines ever devised by mankind. Congratulations! But it’s both stable and unstable, and it could end up blasting up into uncharted space or blowing up in your face. And please don’t portray your loved ones as losers to puff up the legend of TK. As I have been reminded time and again: thinking about hyping an already overvalued company? Good luck. [TK doesnt do conservative nor gratitude, he had his battles with a 'mediocre' outcome b4. TKs past experience & grudges are imprinted on Uber] [walking on a double edged samurai sword]
Uber  Travis  Kalanick  Silicon  Valley  Leadership  Hype  Cycle  Steve  Jobs  Jeff  Bezos  Vision 
february 2015 by asterisk2a
Amazon: Warum Jeff Bezos Milliarden-Verluste kalt lassen - SPIEGEL ONLINE
Die Management-Grundsätze Bezos' sind kein Geheimnis. Als er seine Unternehmensgründung 1997 an die Börse brachte, schrieb er einen Brief an Investoren, in dem er seine Strategie kurz und bündig darlegte und den er seitdem jedem neuen Geschäftsbericht beilegt. Darin findet sich der zentrale Grundsatz, nachhaltig und langfristig zu investieren - also nicht wegen kurzfristiger Gewinne oder um den Aktienkurs zu befeuern. Ein Kernsatz in dem Brief lautet: "Wir werden anstatt ängstlicher mutige Investitionsentscheidungen treffen, wo immer wir es als ausreichend wahrscheinlich einschätzen, Marktführer zu werden. Einige werden sich auszahlen, andere nicht. Dazugelernt haben werden wir in jedem Fall." Gleich darauf folgt die Klarstellung, dass Bezos künftige Cashflows wichtiger sind als Gewinne der Gegenwart.
Amazon  Jeff  Bezos  ROI  cash  flow  Start-Up  lesson  Start-Up  advice  growth  round  growth  hacker  growth  hacking  investment  business  investment  Marktanteile  customer  acquisition  customer  retention  user  churn  user  acquisition  short-term  thinking  short-term  view  long-term  thinking  long-term  view  Wall  Street  oligopoly  oligopol  profit  maximisation  AWS  Wall-Mart  Google  Microsoft  Alibaba  Rakuten 
december 2014 by asterisk2a
Amazon Bound: Is Bezos reaching his limits? | PandoDaily
... next partial thread for one part of its business; massadopting of 3D printing, which is a long way out but will eventually happen in +10-15 years.
Amazon  Jeff  Bezos  shareholder  value  conglomerate 
november 2014 by asterisk2a
Bezos Faces Season of Worsts as Losses Mount | Hacker News
According to the book "The Everything Store", Amazon employees pay for the parking ($20-30 per day). Coffee machines are ancient varieties but it's better than past when employees also had to pay for coffee. You get the desk that is downright cheapest possible thing you can get. And so on... If you are wondering how Amazon can attract any talent at all, the answer is that 70% staff is college hires that were promised significant stock. The caveat is that it doesn't even start getting vested until after 3rd year. Most of the hires leaves in about 2 year (attrition rate is being rumored as much as 70%). So their secret is feeding the growth engine on huge swaths of college hires that can be lured for stock options in distant futures with expectation that they will just leave before vesting starts. [...] Amazon seems to really lack a unified culture, [ ... explains those who actually stay, get promoted ... see http://www.bbc.co.uk/news/business-29617115 ]
people  management  HR  human  resources  hiring  management  product  management  project  management  team  management  technical  lead  Jeff  Bezos  work  environment  Personal  workplace  workforce  knowledge  worker  practical  skills  practical  skill  set  Mobile  Creative  Mobile  Creatives 
october 2014 by asterisk2a
Amazon's Monopoly Must Be Broken Up: A Radical Plan for the Tech Giant | New Republic
n Thiel’s phrasing: “Creative monopolies aren’t just good for the rest of society; they’re powerful engines for making it better.” Thiel makes an important point: The Internet-age monopolies are a different species; they flummox our conventional ways of thinking about corporate concentration and have proved especially elusive to those who ponder questions of antitrust, the discipline of law that aims to curb threats to the competitive marketplace. Part of the issue is the laws themselves, which were conceived to manage an industrial economy—and have, over time, evolved to focus on a specific set of narrow questions that have little to do with the core problem at hand. [... amazon seems to do nothing illegal ...] [...] Unchallenged monopolists have little incentive to disrupt industries they already control.
Amazon  Jeff  Bezos  Peter  Thiel  oligopoly  oligopol  antitrust  Bundeskartellamt  collusion  bribery  corruption  commoditization  commodity  business  Walmart  consumer  choice  Protection  diversity  Wall  Street  shareholder  shareholder  value  competition  creative  destruction 
october 2014 by asterisk2a
Why Amazon Has No Profits (And Why It Works) | Andreessen Horowitz
Amazon has perhaps 1% of the US retail market by value. Should it stop entering new categories and markets and instead take profit, and by extension leave those segments and markets for other companies? Or should it keep investing to sweep them into the platform? Jeff Bezos’s view is pretty clear: keep investing, because to take profit out of the business would be to waste the opportunity. He seems very happy to keep seizing new opportunities, creating new businesses, and using every last penny to do it. Still, investors put their money into companies, Amazon and any other, with the expectation that at some point they will get cash out. With Amazon, Bezos is deferring that profit-producing, investor-rewarding day almost indefinitely into the future. This prompts the suggestion that Amazon is the world’s biggest ‘lifestyle business’ – Bezos is running it for fun, not to deliver economic returns to shareholders, at least not any time soon. || via bit.ly/1pY1U3a
Amazon  Wall  Street  Jeff  Bezos  Zappos  AWS  Amazon  Prime  business  investment  e-commerce  ecommerce  Retail  market  share  convenience 
september 2014 by asterisk2a
Amazon Pounces On Twitch After Google Balks Due To Antitrust Concerns
Google was unable to close the deal, because it was concerned about potential antitrust issues that could have come with the acquisition. The Mountain View, Calif. company already owns YouTube, the world’s most-visited content streaming site, which competes with Twitch to broadcast and stream live or on-demand video game sessions. One source noted that because of the concerns, Google and Twitch could not come to an agreement on the size of a potential breakup fee in case the deal did not go through. Representatives at Twitch could not be immediately reached for comment while representatives at  Google declined to comment. +++ http://www.businessinsider.com/what-happened-to-the-google-twitch-acquisition-2014-8?op=1 +++ !!Start-Up lesson >> http://pando.com/2014/08/25/twitch-ceo-on-jilting-goolge-amazon-shares-our-long-term-values-but-does-it-really/ !! // Google failed @social & human aspect again. Twitch better than YouTube. + tcrn.ch/1tyKLNv + HN - http://bit.ly/1tDvj2T
Twitch  Google  Amazon  YouTube  Platform  antitrust  Yahoo!  M&A  Jeff  Bezos  acquisition  advertising  engagement  Video  streaming  attention  attention  span  advertisement  marketing  audience  user  acquisition  customer  acquisition  corporate  culture  corporate  values  personal  values  Start-Up  lesson  Start-Up  advice  community  freemium  Entertainment  eSport  gaming  competitive  gaming  network  effect  branding  Brand  Brand  Social  Media  beings  creativity  Google+ 
august 2014 by asterisk2a
Why AOL Should Not Have Bought Huffington Post And Patch - Forbes
AOL's media business not profitable ie Huffpost and Patch not profitable. ... Q can large scale internet only media units not be profitable? - Is that a law? like gravity? Why is gawker profitable, because it doesn't have the excess, overhead and perks AOL's media unit got. << lots of execs, vp's, directors, lots of reporting that isn't really work, vertical structure - hierarchy. || Gawker Media is a Cayman Islands-incorporated online media company and blog - http://en.wikipedia.org/wiki/Gawker_Media "In 2009, the corporation was estimated to be worth $300 million, with $60 million in advertising revenues and more than $30 million in operating profit.[3]" || >> Lesson - don't build overhead, stuff that is not doing actual work for the business to turn a operational profit. || http://bit.ly/1q1BQ4G + http://bit.ly/1i29pU0 + http://read.bi/1lqvmg9 + http://bit.ly/1pyGZ6j + http://bit.ly/1kWGL6i ||
AOL  Tim  Armstrong  HuffingtonPost  Patch  Huffington  Post  journalismus  Journalism  content  network  short-form  content  throwaway  content  paid  content  content  creator  digital  content  content  curation  content  content  distribution  micro  content  Niche  microcontent  paidcontent  TechCrunch  Crunchbase  BuzzFeed  UpWorthy  Gawker  BusinessInsider  Washington  Post  Jeff  Bezos  business  model  business  plan  overhead  Lean  Start-Up  Start-Up  lesson  Start-Up  advice  engagement  marketing  advertisement  advertising  direct  response  marketing  Yahoo!  web  publishing  publishing  2.0  blog  blogosphere 
june 2014 by asterisk2a
Why I’m Bullish on the News - POLITICO Magazine
Go maximum mass or maximum specific. [...] News organizations are also going to have to mix and match revenue models. I see eight obvious ones: advertising, subscriptions, premium content, events, cross-media promotion, crowdfunding, micropayments and philanthropy. [...] Today, this same science culture, this civilization of engineers and math, is again on the rise. And to many, it feels like it’s running away with the future. [...] The point is that, for people who aren’t deep into math and science and technology, it is going to get far harder to understand the world going forward. || + http://www.politico.com/magazine/story/2014/05/1-destroy-the-village-2-save-it-105923.html + http://www.politico.com/magazine/story/2014/05/lords-of-the-viral-internet-105905.html + http://www.politico.com/magazine/story/2014/04/brauchli-keller-interview-the-new-york-times-is-not-going-to-turn-into-buzzfeed-105900.html
investigative  journalism  journalism  journalismus  citizenjournalism  Marc  Andreessen  news  industry  news  paper  nytimes  Silicon  Valley  Niche  Content  Technology  advertising  advertisement  craigslist  job  board  revenue  model  business  plan  business  model  freemium  marketplace  technological  history  internet  culture  culture  shock  mass  culture  subculture  Pop  Popular  BuzzFeed  Twitter  Social  Media  Facebook  Reddit  history  science  culture  science  Moore's  Law  unintended  consequences  unknown  unknowns  complexity  disrupting  markets  disruption  publishing  publishing2.0  self-publishing  publishing  2.0  singularity  BitCoin  communication  public  relations  PR  Nate  Silver  monopoly  oligopol  oligopoly  barriers  to  entry  print  magazine  print-is-dead  Jeff  Jarvis  marketplace  of  ideas  Viral  Viral  Video  entrepreneurial  entrepreneurship  Gary  Vaynerchuk  Huffington  Post  Gawker  Washington  Post  NPR 
may 2014 by asterisk2a
Jeff Bezos Bought The Washington Post For One Thing: Distribution ⚙ Co.Labs ⚙ code + community
[surrounding yourself with smarter people] In some sense you wouldn’t even be human anymore. People like Jeff are better regarded as hyper-intelligent aliens with a tangential interest in human affairs . . . Trust me folks, I saw this happen time and again, for years. Jeff Bezos has all these incredibly intelligent, experienced domain experts surrounding him at huge meetings, and on a daily basis he thinks of shit that they never saw coming. It’s a guaranteed facepalm fest. [...] Purpose-built distribution networks for different kinds of content are beginning to solidify into infrastructure, just as e-commerce did 10 years ago. And if we’ve learned anything about Bezos, it’s that he loves to own his own infrastructure and leverage it into new kinds of business we can’t even imagine right now.
journalism  digital-content  AWS  Kindle  investigative  journalism  ebook  journalismus  Jeff  Bezos  e-commerce  contentdeliverynetwork  ebooks  platform  paradgimshift  paidcontent  Amazon  Web  Services  Steve  Jobs  Apple  short-form  content  content  CEO  newspapers  Washington  Post  Amazon  infrastructure  jeffbezos  content  creator  newspaper 
august 2013 by asterisk2a

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