jerryking + lessons_learned   209

What You Do Is Who You Are — anecdote and advice from the front lines of tech | Financial Times
Ben Horowitz’s book dishes up management tips gleaned from some unlikely historical figures

Richard Waters 6 HOURS AGO

What You Do Is Who You Are: How To Create Your Business Culture, by Ben Horowitz, Harper Business RRP$29.99, 288 pages
Andreessen_Horowitz  Ben_Horowitz  books  book_reviews  checklists  founders  Genghis_Khan  Great_Man_Theory_of_History  Haiti  lessons_learned  organizational_culture  Silicon_Valley  Toussaint_Louverture  vc  venture_capital  
16 days ago by jerryking
The regulatory woes of Big Tech multiply - In the crosshairs
In a twist, Microsoft, the world’s most valuable listed firm, with a market capitalisation of over $1trn, has hardly been touched by the techlash. It has learned hard lessons from going through the regulatory wringer at the turn of the century: look beyond the cash cow (Windows); rapaciousness ultimately does not pay; and work with regulators. Another Hemingway quote is less well-known among geeks: “The world breaks everyone and afterward many are strong at the broken places.”
'90s  antitrust  Big_Tech  cash_cows  lessons_learned  Microsoft  rapaciousness  regulators 
8 weeks ago by jerryking
As I enter middle age, these are the fitness lessons I wish I could teach my younger self
October 6, 2019 | The Globe and Mail | by PAUL LANDINI.

Mistakes have been made. Efforts were wasted. Time was lost. If I could mentor my 20-year-old self, the first thing I would do is collect all of the tattered fitness and lifestyle magazines that would soon lead me astray and throw them all in the trash where they belong. Then, I would sit myself down and impart the following hard-earned knowledge.

* IT’S SUPPOSED TO BE FUN
Remember recess? Remember how much fun it was to be set loose upon the schoolyard after enduring hours of enforced sitting? ...Playground games such as double dutch, red rover and tag always appealed to me more than traditional sports, but as we age, society tells us to stop playing games, to get serious, to respect and follow the rules. The grown-up rules of physical fitness emphasize pain, suffering and drudgery over pleasure, joy and leisure. Exercise becomes a form of corporal punishment for simply existing; you can’t indulge in any of life’s rewards without having to pay the price on the treadmill the next day........The point here is that there is great happiness to be had in being active, you just have to find the right outlet. Powerlifting, CrossFit, kettlebell sport, parkour, gymnastics, cycling, swimming, dancing, walking, running, rowing, climbing – each of these activities has merit, each can deliver “results.” If your current workout is leaving you bored and listless, try something new. A whole world of movement possibilities awaits.

* START WITH STABILITY
Just like solving an algebra problem or landing a 747, the principles of getting in shape are governed by a specific order of operations. However, unlike the laws of mathematics and aerodynamics, the consequences for ignoring the rules of fitness aren’t as dire. The worst thing that will happen, outside of actually injuring yourself, is a complete lack of progress in reaching any of your goals.

There are variations on these steps, catchy turns of phrase that certain coaches will use to enhance their industry brand, but the gist is the same – first you enhance stability, then you build strength, then you apply that strength to some form of fast, explosive movement. The logic of this continuum is evident – you can’t be fast without being strong, and you can’t be strong without first building a stable foundation. Of course, all of this was beyond me when I first started lifting, which is why I didn’t progress for a long time.

The fitness industry sells itself by using exciting images of muscular people doing cool things – Kettlebell swings! Box jumps! Deadlifts! – the implicit message being: This could be you......know planks and push-ups are boring, but you must master your body first. Then, and only then, are you ready to increase resistance.

* YOU DON’T NEED BARBELLS
This is a corollary to the last two points, if not a summary of my fitness philosophy in general. Barbells are designed to support significant weight – hundreds upon hundreds of pounds – and in that respect, they do their job very well. Now, what about you. What are you wired to do?

If your answer is “move as much weight as humanly possible,” then stick with barbell training. It will serve you well for a time, as long as your technique and programming are sound, but eventually your body will break.......For everyone else, it’s time to think outside of the squat rack. If you’re walking into your workouts with anything less than a semi-reluctant enthusiasm, freeing yourself from the confines of barbells and benches can have a dramatic impact on your mindset. Think push-ups over bench press, pull-ups over pull-downs, sled pushes over squats. Actually, everyone should squat, you just don’t need to sling a barbell on your back to do so.
aging  CrossFit  exercise  fitness  lessons_learned  midlife  play  pull-ups  push-ups  squats  stability  strength_training 
10 weeks ago by jerryking
Companies should learn from history to avoid repeating mistakes of the past
September 27, 2019 | The Globe and Mail | by HARVEY SCHACHTER.

Those who cannot learn from history are doomed to repeat it. -George Santayana
*****************************************************************
BEST BUSINESS HISTORY BOOKS
If you want to improve your knowledge of business history, two good places to start might be Prof. Martin’s books, From Wall Street to Bay Street, the first overview of the Canadian financial system in half a century, co-written with Christopher Kobrak, and Relentless Change, the only case book for the study of Canadian business history. Beyond that, here’s three others he suggests you could benefit from:

* Northern Enterprise: Five Centuries of Business History by Michael Bliss;
* Historical Atlas of Canada, Volumes I to III with different editors;
* Madisson Database Project 2018 by The Groningen Growth and Development Centre, Faculty of Economics and Business, University of Groningen, The Netherlands.
*****************************************************************

Joe Martin, a professor of Canadian business history and strategy at Rotman School of Management, is on a mission. He believes Canadians lack sufficient knowledge of history in general and business history in particular. But rather than seize upon Santayana’s famed quote about the value of history, he points to an anonymous businessman who said, “I study history so I can make my own mistakes.”.....We fail in business schools, where virtually no courses are offered (other than at Harvard Business School, which has included history programs since its founding in 1908 and now has about 20 historians affiliated to the school). And we fail in corporations, where new leaders think history begins with their ascension and the few histories produced on the organization tend to be heavily sanitized....Certain themes recur in business history, of course. Recessions are one. Some signs suggest we may be on the cusp of one now, but each time they hit many corporate leaders seem flabbergasted, as if nobody ever experienced this situation before....Then there’s boom-and-bust. In the dot-com heyday of the late 1990s, Prof. Martin notes in an interview, he was chairman of Angoss Software Corp. and watching his net worth go up $250,000 a week. It was glorious until it started going down $250,000 a week. It seemed new, but history is littered with equivalent situations. .....At the core of understanding the history of our economy should be the baseball diamond growth model developed at the Stern School at New York University. At home plate is government because an effective political system enables economic growth. First base is a sound financial system, to allow growth. At second base are enterprising entrepreneurs to build upon that. Third base is for sophisticated managers of large corporations......As for corporate histories, he prefers them done by historians, with full access to the material, including key players. ....“Learn from history so you don’t repeat the mistakes of the past. That’s critical,”
best_of  boom-to-bust  books  business_archives  business_history  Canada  Canadian  dotcom  Harvey_Schachter  history  Joe_Martin  lessons_learned  Michael_Bliss  quotes  recessions  Rotman 
11 weeks ago by jerryking
Five ways to avoid ever forgetting to pack something again
September 1, 2019 | The Globe and Mail | DOMINI CLARK.

THERE’S AN APP FOR THAT
If you haven’t travelled for some time, turn to the pros – which in this case means apps that help you pack. One to try is Packr, which generates a detailed list once you provide information such as your gender (male or female), whether the trip is for business or leisure, what activities you will be participating in (such as hiking, photography or formal dinner) and accommodation type (including cruise).

DIY LIST
Of course, we all have particular tastes and needs, so investing the time to create your own list might be worth it. If you’re a hard copy sort of person, create a multi-use grid-type version with items in the first column, followed by multiple columns for your “done" checkmarks. This style works particularly well in bullet journals.

NEVER UNPACK
Not completely, at least. If you have duplicates of certain items, simply keep them in your suitcase (after you’ve laundered them, if applicable) so they’re always ready to go. Some suggestions: an old bathing suit, a spare phone charger, basic toiletries, an umbrella, ear plugs and an empty water bottle. (This is an excellent use of all that free branded stuff you get at conferences and trade shows.)

VISUAL CUES
For things you can’t spare to keep stowed away, create visual cues. An eyeglass case reminds contact-lens wearers to pack a backup pair. A shoe bag makes sure you don’t forget heels. Other ideas include a jewellery roll, labelled packing cubes (underwear, shirts, etc) and your camera instruction manual (assuming you’re not using it regularly).

LEARN FROM DOING
Inevitably on some trip you will wish you had brought some item it had never occurred to you to pack before. Nail clippers, for instance, or perhaps a clothespin (great for keeping curtains closed). When that happens update your packing list straight away if possible, or set a reminder task to do so when you return home. Even better, toss one in before the bag goes back in the closest so it’s there for next time.
DIY  lists  lessons_learned  mobile_applications  packing  travel  tips  visual_cues 
september 2019 by jerryking
Kawhi’s silence was golden for making a deal without making enemies - The Globe and Mail
CATHAL KELLY
PUBLISHED JULY 7, 2019

"Never let anyone outside of the family know what you're thinking.". Vito Corleone.
basketball  Cathal_Kelly  closedmouth  cunning  deal-making  Kawhi_Leonard  lessons_learned  NBA  silence  smart_people  taciturn  Toronto_Raptors  wisdom 
july 2019 by jerryking
Top takeaways from Toronto’s Collision tech conference
MAY 28, 2019 | The Globe and Mail | JARED LINDZON.
SPECIAL TO THE GLOBE AND MAIL
PUBLISHED
Collision  lessons_learned  technology  Toronto 
may 2019 by jerryking
Da Vinci code: what the tech age can learn from Leonardo
April 26, 2019 | Financial Times | by Ian Goldin.

While Leonardo is recognised principally for his artistic genius, barely a dozen paintings can be unequivocally attributed to him. In life, he defined himself not as an artist but as an engineer and architect......History does not repeat itself, but it rhymes. The Renaissance catapulted Italy from the Medieval age to become the most advanced place on Earth. Then, as now, change brought immense riches to some and growing anxiety and disillusionment to others. We too live in an age of accelerating change, one that has provoked its own fierce backlash. What lessons can we draw from Leonardo and his time to ensure that we not only benefit from a new flourishing, but that progress will be sustained? When we think of the Renaissance, we think of Florence. Leonardo arrived in the city in the mid 1460s, and as a teenager was apprenticed to the painter Verrocchio. The city was already an incubator for ideas. At the centre of the European wool trade, by the late 14th century Florence had become the home of wealthy merchants including the Medicis, who were bankers to the Papal Court. The city’s rapid advances were associated with the information and ideas revolution that defines the Renaissance. Johann Gutenberg had used moveable type to publish his Bible in the early 1450s, and between the time of Leonardo’s birth in 1452 and his 20th birthday, some 15m books were printed, more than all the European scribes had produced over the previous 1,500 years.

..as Leonardo knew, and the Silicon Valley techno-evangelists too often neglect, information revolutions don’t only allow good ideas to flourish. They also provide a platform for dangerous ideas. The Zuckerberg information revolution can pose a similar threat to that of Gutenberg.

In the battle of ideas, populists are able to mobilise the disaffected more effectively than cerebral scientists, decently disciplined innovators and the moderate and often silent majority. For progress to prevail, evidence-based, innovative and reasoned thinking must triumph.
.....Genius thrived in the Renaissance because of the supportive ecosystem that aided the creation and dissemination of knowledge — which then was crushed by the fearful inquisitions. Today, tolerance and evidence-based argument are again under threat.
accelerated_lifecycles  architecture  broad-based_scientific_enquiry  capitalization  cross-disciplinary  cross-pollination  curiosity  dangerous_ideas  digital_economy  diversity  engineering  Florence  genius  globalization  human_potential  ideas  immigrants  Italy  industry_expertise  Johan_Gutenberg  lessons_learned  Leonardo_da_Vinci  Medicis  medieval  physical_place  polymaths  observations  Renaissance  Renaissance_Man  Silicon_Valley  silo_mentality  tolerance  unevenly_distributed  visionaries 
april 2019 by jerryking
At a Critical Time for U.S. Soccer, Abby Wambach Is on a Mission
April 15, 2019| WSJ | By Jocelyn Silver.

Wambach’s latest book, a feminist guidebook called Wolfpack: How to Come Together, Unleash Our Power, and Change the Game. The crisp, 112-page “rally cry” stems from a viral commencement speech that Wambach delivered at Barnard College in 2018, in which she recounted the story of how biologists reintroduced wolves into Yellowstone National Park, where they improved the park’s ecosystem. Wambach compares women to wolves, encouraging them to break out of fairytale narratives. “If I could go back and tell my younger self one thing it would be this,” she said in the address. “Abby, you were never Little Red Riding Hood. You were always the Wolf.”

At Plymouth Church, Wambach sports a shirt reading “Ain’t No Little Red.” Doyle opts for a “Wolfpack” hat and black patent leather Louboutins. She comes onstage with arms whirling, miming punches.

As a two-time Olympic gold medalist and the world’s all-time top goal scorer of any gender, Wambach retired in 2015, notching a World Cup title on her fourth try. Though she wrote a more traditional sports memoir shortly after, Wolfpack marks a shift into more clearly demarcated self-help. It traces an arc in her personal life.
Abby_Wambach  affirmations  athletes_&_athletics  books  commencement  domino_effects  empowerment  failure  inspiration  leadership  lessons_learned  mission-driven  quotes  rules_of_the_game  rule_breaking  soccer  speeches  sports  superstars  tokenism  women 
april 2019 by jerryking
Abby Wambach’s Leadership Lessons: Be the Wolf
April 9, 2019 | The New York Times | By Maya Salam.

“So many of us can relate to playing by rules that were never set up for us to win.”
— Abby Wambach, two-time Olympic gold medalist and World Cup champion.

Abby Wambach, who led the United States women’s team to a World Cup championship in 2015, is focused on a new kind of goal: motivating women to become leaders.....In her new book, “Wolfpack,” Wambach, 38, shares lessons she learned from decades of training, failure and triumph on the field. It is based on the commencement speech she gave at Barnard College in New York in 2018.

“If I could go back and tell my younger self one thing, it would be this: ‘Abby, you were never Little Red Riding Hood; you were always the wolf,’”.......In “Wolfpack,” Wambach offers eight new rules to help women succeed professionally and personally. And she hopes her ideas trigger a domino effect. “When one person stands up and demands the ball, the job, the promotion, the paycheck, the microphone, that one gives others permission to do the same,”

Here are the four of her “new rules,” and the norms she hopes they’ll upend:
(1) “Champion each other.”
Old Rule: Be against each other.
New Rule: Be FOR each other.
“Power and success and joy are not pies,” Wambach writes. “A bigger slice for one woman doesn’t mean a smaller slice for another.”
(2) “Be grateful and ambitious.”
Old Rule: Be grateful for what you have.
New Rule: Be grateful for what you have AND demand what you deserve.
“I was so grateful for a paycheck, so grateful to represent my country, so grateful to be the token woman at the table, so grateful to receive any respect at all that I was afraid to use my voice to demand more,” Wambach writes. “Our gratitude is how power uses the tokenism of a few women to keep the rest of us in line.”
(3) “Make failure your fuel.”
Old Rule: Failure means you’re out of the game.
New Rule: Failure means you’re finally IN the game.
“Imperfect men have been empowered and permitted to run the world since the beginning of time,” Wambach writes. “It’s time for imperfect women to grant themselves permission to join them.”
(4) “Lead from the bench.”
Old Rule: Wait for permission to lead.
New Rule: Lead now — from wherever you are.
“The picture of leadership is not just a man at the head of a table,” Wambach writes. “It’s also every woman who is allowing her own voice to guide her life and the lives of those she cares about.”
Abby_Wambach  affirmations  athletes_&_athletics  books  commencement  domino_effects  empowerment  failure  inspiration  leadership  lessons_learned  quotes  rules_of_the_game  rule_breaking  soccer  speeches  sports  superstars  tokenism  women 
april 2019 by jerryking
Focus | Three things I wish I knew the day I became a Cabinet minister
March 27, 2019 | The Nassau Guardian | • Zhivargo Laing is a Bahamian economic consultant and former Cabinet minister who represented the Marco City constituency in the House of Assembly.
Bahamas  Caribbean  humility  lessons_learned  politicians  think_threes 
march 2019 by jerryking
I covered the City for 20 years — here’s what I learnt
March 8, 2019 | Financial Times | by Sarah Gordon |

Sarah Gordon says businesses must do more to improve their image and dispel widespread misconceptions
culture  farewells  finance  financial_journalism  leadership  lessons_learned  noughties  women 
march 2019 by jerryking
The 48 Laws of Power by Robert Greene Summary & Notes - Nat Eliason
Law 23: Concentrate your forces
intensity defeats extensity every time.

Law 24: Play the perfect courtier
The laws of court politics:

Avoid ostentation.Practice nonchalance. Be frugal with flattery. Arrange to be noticed. Alter your style and language according to the person you are dealing with. Never be the bearer of bad news. Never affect friendliness and intimacy with your master. Never criticize those above you directly. Be frugal in asking those above you for favors. Never joke about appearances of tastes. Do not be the court cynic. Be self observant. Master your emotions. Fit the spirits of the times. Be the source of pleasure

Law 25: Re-Create Yourself
Be the master of your own image rather than letting others define it for you.

The world wants to assign you a role in life. And once you accept that role you are doomed.

Remake yourself into a character of power. Working on yourself like clay should be one of your greatest and most pleasurable life tasks.

The first step in the process of self-creation is self-consciousness— being aware of yourself as an actor and taking control of your appearance and emotions.

The second step in the process of self-creation is a variation on the George Sand strategy: the creation of a memorable character, one that compels attention, that stands out above the other players on the stage.

Law 26: Keep your hands clean
Conceal your mistakes, have a scapegoat around to blame.

Make use of the cats paw.
bad_news  emotional_mastery  lessons_learned  political_power  Robert_Greene  rules_of_the_game 
february 2019 by jerryking
Do You Keep a Failure Résumé? Here’s Why You Should Start. - The New York Times
What is a failure résumé? Whereas your normal résumé organizes your successes, accomplishments and your overall progress, your failure résumé tracks the times you didn’t quite hit the mark, along with what lessons you learned.

Melanie Stefan, a lecturer at Edinburgh Medical School, knows this well. A few years ago, she called on academics to publish their own “failure résumés,” eventually publishing her own. On it, she lists graduate programs she didn’t get into, degrees she didn’t finish or pursue, harsh feedback from an old boss and even the rejections she got after auditioning for several orchestras.

What’s the point of such self-flagellation?

Because you learn much more from failure than success, and honestly analyzing one’s failures can lead to the type of introspection that helps us grow — as well as show that the path to success isn’t a straight line.
advice  failure  lessons_learned  résumés  self-flagellation  straight-lines  tips  anti-résumé  personal_accomplishments 
february 2019 by jerryking
What the lessons of 1918 can teach today’s world leaders
NOVEMBER 1, 2018 | Financial Times | Simon Kuper.

The Armistice of 1918 is a model for how not to treat other countries. The historian Margaret MacMillan points out that Germany’s humiliation didn’t mechanically cause the second world war: there were 20 years in-between. Still, visiting Compiègne, you inevitably think of contemporary parallels. Here are some lessons for world leaders gathering in Paris next week to commemorate 1918:

• In international relations, treat even your opponents like long-term business partners.
• Nationalist passions are easy to excite and hard to put back in the bottle.
• A humiliated country will look for scapegoats — and some people will jump from angry words to violence.
• Prosperity is fragile.
• Wars beget wars. Foch helped beget Hitler; the Middle Eastern borders drawn at Versailles helped beget today’s conflicts in the region; the Korean war isn’t dead yet either, and the American civil war lives on as a north-south culture clash....Still, peace in the region cannot remain the EU’s selling point. Precisely because Europeans have come to take peace for granted, they now (rightly) ask: “What have you done for me lately?”
• Absence of war is always a political achievement.
anniversaries  Armistice  Brexit  fragility  humiliations  leaders  lessons_learned  Margaret_McMillian  Simon_Kuper  WWI 
november 2018 by jerryking
I’ve Interviewed 300 High Achievers About Their Morning Routines. Here’s What I’ve Learned. - The New York Times
By Benjamin Spall
Oct. 21, 2018
Experiment with your wake-up time
While the majority of the people I’ve interviewed tend to get up early — the average wake-up time for everyone I’ve talked to is 6:27 a.m. — successful people like to experiment to find the sweet spot that works for them.......Make time for whatever energizes you
Most successful people carve out time in their morning to commit to things that make them feel relaxed, energized and motivated. That can mean working out, reading, meditating or just spending time with your loved ones.....
Get enough sleep
The quality of your sleep the night before directly impacts your ability to perform the next day and, indeed, your ability to enjoy your day. Your morning routine means nothing without a good night’s sleep behind it. Not getting enough sleep has been linked to chronic diseases like diabetes and heart disease, and might even decrease the effectiveness of your immune system.

Don’t become complacent about how much sleep you need; most people require between seven and nine hours of sleep a night. If you’re constantly trying to get by on less than seven hours of sleep, it will catch up with you, likely sooner rather than later......Adapt your routine to different situations
While it might not always be possible to keep your full morning routine in place when you’re away from home, it is possible to have a travel-ready routine that is always there when you need it.....Don’t beat yourself up
Nearly everyone I’ve talked to said they don’t consider one, two or even three missed days of their morning routine a failure, so long as they get back to it as soon as they can.
GTD  productivity  routines  lessons_learned  insomnia  adaptability  best_practices  choices  serenity  sleep  high-achieving  early_risers  diabetes  immune_system 
october 2018 by jerryking
Hard Lessons (Thanks, Amazon) Breathe New Life Into Retail Stores
Sept. 3, 2018 | The New York Times | By Michael Corkery.

Barbara Kahn, a marketing professor and former director of the retailing center at the Wharton School, has written “The Shopping Revolution” describing the disruption in the retail industry.

It may be too early to declare the death of retail. Americans have started shopping more — in stores. From the garden section at Walmart to the diamond counters at Tiffany & Company, old-school retailers are experiencing some of their best sales growth in years....Stores that have learned how to match the ease and instant gratification of e-commerce shopping are flourishing, while those that have failed to evolve are in bankruptcy or on the brink....Amazon has forever changed consumer behavior....Many successful stores are now a cross between a fast-food drive-through and a hotel concierge......Doomsayers have predicted that online shopping, led by Amazon, would one day conquer all of retail, rendering brick and mortar obsolete....But the pace of closings has slowed, as the most unprofitable stores have been culled and the weakest companies have collapsed....Far from retrenching, many retailers are expanding their physical presence or spending billions to overhaul existing stores......Many of the new stores are supposed to be all things to all shoppers — what the industry calls an “omni-channel” experience.

Customers can order online and pick up at the store. They can order online and have their purchases delivered home, in some cases, on the same day. Or they can visit the store
Amazon  BOPIS  bricks-and-mortar  consumer_behavior  e-commerce  home-delivery  instant_gratification  lessons_learned  omnichannel  retailers  revitalization  same-day  store_closings  Target  Tiffany  books  Wharton 
september 2018 by jerryking
Private service held for John McCain before burial at Naval Academy - The Globe and Mail
PUBLISHED SEPTEMBER 2, 2018 | THE ASSOCIATED PRESS | SUSAN WALSH
ANNAPOLIS, MD.

One scheduled speaker at the service, Sen. Lindsey Graham, said before the service that he would tell the audience that “nobody loved a soldier more than John McCain, that I bear witness to his commitment to have their back, travel where they go, never let them be forgotten.”..........“There’s a lesson to be learned this week about John McCain,” said Graham, R-S.C.

“No. 1, Americans appreciate military service. ... If you work hard and do your homework and know what you’re talking about, people will listen to you. That if you pick big causes bigger than yourself, you’ll be remembered,” he told “Fox News Sunday.”

“He tried to drain the swamp before it was cool, that you can fight hard and still be respected. If you forgive, people appreciate it, and if you admit to mistakes, you look good as a stronger man. That’s the formula, John McCain. This was a civics lesson for anybody who wanted to listen. Why do we remember this man? Because of the way he conducted his public life.”
civics  John_McCain  obituaries  tributes  lessons_learned  military_academies 
september 2018 by jerryking
10,000 Hours with Reid Hoffman: What I Learned | Ben Casnocha
16 Lessons Learned (Among Many!)
1. People are complicated and flawed. Root for their better angels.
2. The best way to get a busy person’s attention: Help them.
3. Keep it simple and move fast w...
lessons_learned  advice  entrepreneurship  culture  psychology  productivity  self-deception  self-delusions  success  thought_experiments  networking  career  via:enochko  Reid_Hoffman  Ben_Casnocha  from notes
august 2018 by jerryking
Ten Lessons from Michael Batnick’s Book ‘Big Mistakes’ – Ivanhoff Capital
The best way for investors to learn from mistakes is to let others make them, then read about it

In his first book, Michael Batnick outlines the big investing and trading mistakes of some of the most successful investors and brightest minds that are known to humankind. Most mistakes revolve around the same themes:
– being overleveraged and building too big positions in assets that were illiquid or suddenly became illiquid;
– venturing outside of expert zone when having to manage a much bigger amount of capital;
– overconfidence and hubris;
– normal mistakes that cannot really be prevented; they are part of the investing process;
– fear of missing out.
lessons_learned  mistakes  investing  investors  overconfidence  books  book_reviews  personal_finance 
june 2018 by jerryking
College Advice I Wish I’d Taken
OCT. 17, 2017 | The New York Times | by Susan Shapiro.

* A’S ARE COOL AND COME WITH PERKS. As a student, I saw myself as anti-establishment, and I hated tests; I barely maintained a B average. I thought only nerds spent weekends in the library studying. .... I was retroactively envious to learn that a 3.5 G.P.A. or higher at many schools qualifies you for free trips, scholarships, grants, awards, private parties and top internships... Students certainly don’t need to strive obsessively for perfection, but I should have prioritized grades, not guys.

* SHOW UP AND SPEAK UP If a class was boring or it snowed, I’d skip. My rationale was that nobody in the 300-person lecture hall would notice and I could get notes later.... as a teacher, I see that the students who come weekly, sit in front, and ask and answer questions get higher grades and frankly, preferential treatment. ..... participating can actually lead to payoffs. I reward those who try harder with recommendations, references, professional contacts and encouragement.

* CLASS CONNECTIONS CAN LAUNCH YOUR CAREER As an undergrad, I rarely visited my professors during office hours....In graduate school, on the other hand, I went to the readings of a professor I admired. Eventually, I’d go to his office just to vent. Once, after I complained about a dead-end job, he recommended me for a position at The New Yorker, jump-starting my career.
But it’s not just your professors who will help your life trajectory. Several classmates of mine from graduate school wound up working as editors at other publications, and they have since hired me for freelance work. Years later, I’ve helped students and colleagues where I teach, at the New School and New York University, land jobs, get published and meet with editors and agents.

* PROFESSORS ARE PEOPLE, TOO As a teacher, I’ve kept all the letters, cards and poems of gratitude I’ve been sent. It’s nice to be appreciated, and it makes a lasting impression. After one of my intro sessions, a freshman from Idaho blurted out: “Awesome class! It’s like you stuck my fingers in a light socket.” I laughed and invited her to speed walk with me around the local park — an activity I take part in nightly as a sort of active office hours — and we workshopped ideas that led to her first book. And when a student confided she was dying to take another class with me but had lost her financial aid, I let her audit. In retrospect, I should have been more open with the instructors I admired.

* FIND YOUR PROFESSORS ON SOCIAL MEDIA I answer all emails, and while I may not accept all friend requests, I respond to students who follow me on Facebook, Twitter and Instagram. More important, social media is where I post about panels, job openings and freelance work.
advice  Colleges_&_Universities  lessons_learned  playing_in_traffic  reflections  success  regrets  GPA  perks  students  professors  nerds 
october 2017 by jerryking
My top 5 investing lessons after 30 years as an economist
September 25th | The Globe and Mail | DAVID ROSENBERG.

After 30 years of experience as a Street economist, you pick up a lot of learning lessons – especially from the mistakes made along the way. Here are my top five below:

* Don’t put all your eggs in one basket (concentrated portfolios but diversified geographically and across the asset classes);
* There is no such thing as a sure thing (the forecast is just a base case across a continuum of possibilities across a distribution curve);
* Marry your partner, not your forecast – it may not love you back (what gets economists into trouble is lack of humility; admitting you’re wrong is never easy);
* If you don’t have a Plan B, you don’t have a plan. If you are wrong, it is imperative to know in what direction – and delineate the new course of action;
* Anything that can’t last forever, won’t last forever.
concentration_risk  economists  investing  lessons_learned  Plan_B  diversification  Bay_Street  Wall_Street  market_corrections  bear_markets  mistakes  forecasting  economic_cycles  beyondtheU.S.  Gluskin_Sheff  David_Rosenberg  probabilities  humility  contingency_planning  never_forever  asset_classes 
september 2017 by jerryking
Daniel S. Schwartz of Restaurant Brands International on the Value of Hard Work
SEPT. 8, 2017 | The New York Times| By ADAM BRYANT.

When you think about your leadership style today, do you see their[his parent's] influence?

Probably the biggest influence they’ve had is about always being very respectful of other people. Neither of them led teams or organizations, but there was always this emphasis on kindness and manners and just being a good person.

I always have that in the back of my head, regardless of who I’m talking to. The world’s a small place, life’s short, and so you should only be nice to people. I don’t raise my voice at work. I don’t have tantrums.......Alex Behring, who heads up 3G, gave me some great advice early on. He said that you have to manage the people, not the business. .....What were other early lessons for you?

If you want to change something or if you want to really influence or impact someone, you need to be in that person’s market and be with them face to face. You can’t run a multinational business from your desk. You can’t just get on the phone and tell the people that you need to do things differently.

If you make the trip, that’s a big investment of time for you. People appreciate that, and they’re going to be more open to your feedback. You’ll also have more credibility because you’ve seen their business and been in their market......How do you hire?

I like people who are passionate, who have persevered and who are clearly humble and not arrogant. It’s O.K. to be confident, but not arrogant. I like people who genuinely are looking for a project and not a job.
CEOs  hard_work  Tim_Hortons  Popeyes  Burger_King  hiring  leadership  3G_Capital  RBI  Daniel_Schwartz  lessons_learned  humility 
september 2017 by jerryking
Tornado-Ravaged Hospital Took Storm-Smart Approach During Rebuild - Risk & Compliance Journal.
Aug 30, 2017 | WSJ | By Ben DiPietro.

...................“Preparation for what these events can be–and belief they can actually happen–is important so you make sure you are preparing for them,” ....trying to undertake whatever is your organizational mission in the midst of a tornado or other devastating event is much harder, given the high emotions and stress that manifests itself at such moments.

“Understand the possibilities and pre-planning will make that go a lot better,”

===============================
As Hurricane Harvey has shown, extreme weather events can devastate a region’s infrastructure. Hospital operator Mercy had its own experience of this in 2011 when a tornado ripped through Joplin, Mo., killing 161 people and destroying its hospital.

Hospital operator Mercy took the lessons it learned from that tornado experience and incorporated them into the design of the new hospital–and also changed the way it plans and prepares for disasters. The new facility reflects a careful risk assessment, as Mercy took into account not only the physical risk of tornadoes but the risks to power supplies and medical supplies.

“We always prepare, always have drills for emergencies, but you never quite can prepare for losing an entire campus,” ....“Now we are preparing for that…it definitely changed the way we look at emergency management.”

** Protecting What Matters Most **
Mercy took the lessons it learned from that devastating weather event and applied them when it was time to build its latest hospital, which was constructed in a way to better withstand tornadoes while providing more secure systems infrastructure and adding backup systems to ensure operations continued unimpeded, ......Even the way medical supplies were stored was changed; instead of storing supplies in the basement, where they were inaccessible in the immediate aftermath of the tornado, they now are kept on each floor so staff don’t need to go hunting around for things they need during an emergency.....“The first priority is to save lives, the second is to minimize damage to the facility,”

** Focus on the Worst **
many companies worry about low-severity, high-frequency events–those things that happen a lot. They instead need to focus more on high-severity events that can cause a company to impair its resilience. “....identify and work on a worst-case scenario and make sure it is understood and the company is financially prepared for it,”

work with its key vendors and suppliers to know what each will do in the face of a disaster or unexpected disruption. “...large companies [should] know their key vendors prior to any major incidents,” ...“Vendors become partners at that time and you need to know people will do what you need them to do.”

A company needs to assess what is most important to its operations, map who their vendors are in those areas and engage them in various loss scenarios .... It should review its insurance policy language against possible weather events, identify any gaps and either revise policies to fill those holes or to at least make sure executives understand what the risks are of leaving those gaps unattended.
==================================
See also :
What to Do Before Disaster Strikes - WSJ.com ☑
September 27, 2005 | WSJ | By GEORGE ANDERS.
start by cataloging what could go wrong. GM, for example, has created "vulnerability maps" that identify more than 100 hazards, ranging from wind damage to embezzlement. Such maps make it easier for managers to focus on areas of greatest risk or gravest peril.
low_probability  disasters  Hurricane_Harvey  extreme_weather_events  hospitals  tornadoes  design  rebuilding  preparation  emergencies  lessons_learned  worst-case  natural_calamities  anticipating  insurance  vulnerabilities  large_companies  redundancies  business-continuity  thinking_tragically  high-risk  risk-management  isolation  compounded  network_risk  black_swan  beforemath  frequency_and_severity  resilience  improbables  George_Anders  hazards  disaster_preparedness  what_really_matters 
september 2017 by jerryking
Mental bias leaves us unprepared for disaster
August 14, 2017 | Financial Times | Tim Harford.

Even if we could clearly see a crisis coming, would it have made a difference?

The 2004 storm, Hurricane Ivan, weakened and turned aside before striking New Orleans. The city was thus given almost a full year's warning of the gaps in its defences. The near miss led to much discussion but little action.

When Hurricane Katrina hit the city, evacuation proved as impractical and the Superdome as inadequate as had been expected. The levees broke in more than 50 places, and about 1,500 people died. New Orleans was gutted. It was an awful failure but surely not a failure of forecasting.

Robert Meyer and Howard Kunreuther in The Ostrich Paradox argue that it is common for institutions and ordinary citizens to make poor decisions in the face of foreseeable natural disasters, sometimes with tragic results.

There are many reasons for this, including corruption, perverse incentives or political expediency. But the authors focus on psychological explanations. They identify cognitive rules of thumb that normally work well but serve us poorly in preparing for extreme events.

One such mental shortcut is what the authors term the “amnesia bias”, a tendency to focus on recent experience (i.e. "disaster myopia" the human tendency to dismiss long-ago events as irrelevant, to believe This Time is Different and ignore what is not under one’s nose). We remember more distant catastrophes but we do not feel them viscerally. For example, many people bought flood insurance after watching the tragedy of Hurricane Katrina unfold, but within three years demand for flood insurance had fallen back to pre-Katrina levels.

We cut the same cognitive corners in finance. There are many historical examples of manias and panics but, while most of us know something about the great crash of 1929, or the tulip mania of 1637, those events have no emotional heft. Even the dotcom bubble of 1999-2001, which should at least have reminded everyone that financial markets do not always give sensible price signals, failed to make much impact on how regulators and market participants behaved. Six years was long enough for the lesson to lose its sting.

Another rule of thumb is “optimism bias”. We are often too optimistic, at least about our personal situation, even in the midst of a more generalized pessimism. In 1980, the psychologist Neil Weinstein published a study showing that people did not dwell on risks such as cancer or divorce. Yes, these things happen, Professor Weinstein’s subjects told him: they just won’t happen to me.

The same tendency was on display as Hurricane Sandy closed in on New Jersey in 2012. Robert Meyer found that residents of Atlantic City reckoned that the chance of being hit was more than 80 per cent. That was too gloomy: the National Hurricane Center put it at 32 per cent. Yet few people had plans to evacuate, and even those who had storm shutters often had no intention of installing them.

Surely even an optimist should have taken the precautions of installing the storm shutters? Why buy storm shutters if you do not erect them when a storm is coming? Messrs Meyer and Kunreuther point to “single action bias”: confronted with a worrying situation, taking one or two positive steps often feels enough. If you have already bought extra groceries and refuelled the family car, surely putting up cumbersome storm shutters is unnecessary?

Reading the psychological literature on heuristics and bias sometimes makes one feel too pessimistic. We do not always blunder. Individuals can make smart decisions, whether confronted with a hurricane or a retirement savings account. Financial markets do not often lose their minds. If they did, active investment managers might find it a little easier to outperform the tracker funds. Governments, too, can learn lessons and erect barriers against future trouble.

Still, because things often do work well, we forget. The old hands retire; bad memories lose their jolt; we grow cynical about false alarms. Yesterday’s prudence is today’s health-and-safety-gone-mad. Small wonder that, 10 years on, senior Federal Reserve official Stanley Fischer is having to warn against “extremely dangerous and extremely short-sighted” efforts to dismantle financial regulations. All of us, from time to time, prefer to stick our heads in the sand.
amnesia_bias  biases  books  complacency  disasters  disaster_myopia  dotcom  emotional_connections  evacuations  financial_markets  historical_amnesia  lessons_learned  manias  natural_calamities  optimism_bias  outperformance  overoptimism  panics  paradoxes  perverse_incentives  precaution  recency_bias  short-sightedness  single_action_bias  Tim_Harford  unforeseen  unprepared 
august 2017 by jerryking
For workers, challenge is all to easily ducked
July 2017 | Financial Times | Tim Harford

Cal Newport: Deep Work
Robert Twiggs : Micromastery

The modern knowledge worker — a programmer, a lawyer, a newspaper columnist — might appear inoculated from Adam Smith’s concern. We face not monotony but the temptations of endless variety, with the entire internet just a click away. All too easily, we can be pulled into the cycle of what slot-machine designers call a “ludic loop”, repeating the same actions again and again. Check email. Check Facebook. Check Instagram. Check Twitter. Check email. Repeat....what is a ludic loop but “performing a few simple operations, of which the effects, too, are perhaps always the same”?

Smith was concerned about jobs that provided no mental challenge: if problems or surprises never arose, then a worker “has no occasion to exert his understanding, or to exercise his invention, in . . . removing difficulties which never occur.”

For the modern knowledge worker, the problem is not that the work lacks challenge, but that the challenge is easily ducked. This point is powerfully made by computer scientist Cal Newport in his book Deep Work. Work that matters is often difficult. It can be absorbing in mid-flow and satisfying in retrospect, but it is intimidating and headache-inducing and full of false starts.

[Responding to ] Email is easier. And reading Newport’s book I realised that email posed a double temptation: not only is it an instant release from a hard task, but it even seems like work. Being an email ninja looks professional and seems professional — but all too often, it is displacement activity for the work that really matters.

A curious echo of Smith’s warning comes in Robert Twigger’s new book Micromastery. Mr Twigger sings the praises of mastering one small skill at a time: not how to cook, but how to make the perfect omelette; not how to build a log cabin, but how to chop a log. We go deep — as Newport demands — but these sharp spikes of skill are satisfying, not too hard to acquire and a path to true expertise.

They also provide variety. “Simply growing up in the premodern period guaranteed a polymathic background,” writes Twigger. To prosper in the premodern era required many different skills; a smart person would be able to see a problem from many angles. A craft-based, practical upbringing means creative thinking comes naturally. “It is only as we surge towards greater specialisation and mechanisation that we begin to talk about creativity and innovation.”

Three lessons:
(1) learning matters. Smith wanted schooling for all; Twigger urges us to keep schooling ourselves. Both are right.
(2) serious work requires real effort, and it can be tempting to duck that effort. Having the freedom to avoid strenuous thinking is a privilege I am glad to have — but I am happier when I don’t abuse that freedom. [Mavity says: “If you need to produce an idea, isolating yourself can be enormously beneficial.”......“How you do that in a big open-plan office with 100 other people trying to be creative at the same time?.......Solitude is in hopelessly short supply at a time when companies are captivated by the financial allure of the open-plan office and its evil twin, hot-desking. ]
(3) old-fashioned craft offered us something special. To Smith it was the challenge that came from solving unpredictable problems. To Twigger it is the variety of having to do many small things well. To Newport, it is the flow that comes from deep immersion in a skill that requires mastery. Perhaps all three mean the same thing.

Smith realised that the coming industrial age threatened these special joys of work. The post-industrial age threatens them too, in a rather different way. ....“The understandings of the greater part of men are necessarily formed by their ordinary employments,” wrote Smith. So whether at work or at play, let us take care that we employ ourselves wisely.
Adam_Smith  books  busywork  Cal_Newport  distractions  expertise  GTD  hard_work  industrial_age  knowledge_workers  lessons_learned  productivity  polymaths  premodern  procrastination  skills  solitude  thinking_deliberatively  Tim_Harford  what_really_matters 
august 2017 by jerryking
I see history as my root and my illumination
5 August /6 August 2017 | Financial Times | by Kwame Nkrumah Cain.

Sir, I am a bit perplexed at how Henry Mance can assert that history is “rarely instructive” (“ ‘Dunkirk’ shows that the past is not an open book”, July 29). At Stanford University, I was particularly attracted to history because Dionysius of Halicarnassus praised it as “philosophy learnt by example” [ Greek historian and teacher of rhetoric, who flourished during the reign of Caesar Augustus.]. Even to this day, such study helps me heed the counsel of the dead and marshal the strength of my own mind.

I see history as a laboratory rich in a hundred thousand experiments in economics, religion, literature, science and government. I see history as my root and my illumination, as the road from whence I came and the only light that can clarify the present and guide me into the future.

As Johann Wolfgang von Goethe stated: “He who cannot draw on 3,000 years is living from hand to mouth.” (i.e. my take is that being able to draw on 3,000 yrs. of living is the definition of wisdom).
========================================

Comment:
Gene 4 days ago
History is the great uncontrolled experiment on human behavior. Lessons should be drawn from it with caution (as history shows).
letters_to_the_editor  history  quotes  tools  hand-to-mouth  Greek  lessons_learned  skepticism  experimentation  wisdom  human_behavior  the_counsel_of_the_dead  foresight  Kwame_Nkrumah 
august 2017 by jerryking
The Pop-Up Employer: Build a Team, Do the Job, Say Goodbye -
JULY 12, 2017 | The New York Times | By NOAM SCHEIBER.

Two Stanford biz profs, Melissa Valentine and Michael Bernstein, have introduced the idea of “flash organizations” — ephemeral setups to execute a single, complex project in ways traditionally associated with corporations, nonprofit groups or governments.....information technology has made the flash organization a suddenly viable form across a number of industries.....intermediaries are already springing up across industries like software and pharmaceuticals to assemble such organizations. They rely heavily on data and algorithms to determine which workers are best suited to one another, and also on decidedly lower-tech innovations, like middle management......Temporary organizations capable of taking on complicated projects have existed for decades, e.g. Hollywood, where producers assemble teams of directors, writers, actors, costume and set designers and a variety of other craftsmen and technicians to execute projects with budgets in the tens if not hundreds of millions.....Jody Miller, a former media executive and venture capitalist, a co-founder of the Business Talent Group, sets up temporary teams of freelancers for corporations. “We’re the producers,” Ms. Miller said. “We understand how to evaluate talent, pick the team.”.....
Three lessons stand out across the flash-type models. First is that the platforms tend to be highly dependent on data and computing power....Second is the importance of well-established roles. ...Third, there is perhaps the least likely of innovations: middle management. The typical freelancer performs worker-bee tasks. Flash-like organizations tend to combine both workers and managers...........Flash organizations have obvious limits....they tend to work best for projects with well-defined life spans, not continuing engagements....“The bottleneck now is project managers,” ... “It’s a really tough position to fill.”.....even while fostering flexibility, the model could easily compound insecurity. Temporary firms are not likely to provide health or retirement benefits. ..... the anxiety is legitimate, but these platforms could eventually dampen insecurity by playing a role that companies have historically played: providing benefits, topping off earnings if workers’ freelance income is too low or too spotty, even allowing workers to organize.
pop-ups  freelancing  on-demand  ephemerality  producers  execution  Hollywood  project_management  teams  data  algo  lessons_learned  Business_Talent_Group  Gigster  Artella  Foundry  Slack  pharmaceutical_industry  Outsourcing  contractors  job_insecurity  middle_management  gig_economy  ad_hoc  dissolutions  short-term  short-lived 
july 2017 by jerryking
16 lessons on scaling from Eric Schmidt, Reid Hoffman, Marissa Mayer, Brian Chesky, Diane Greene…
Chris McCannFollow
Community Lead @ Greylock Partners. Previously founded @StartupDigest. Photographer.
Dec 8, 2015
1. What “blitzscaling” means
2. Startup advice can’t be applied generally across stages
3. The top consideration of scaling is when to scale
4. Before product-market-fit hire slowly
5. Few things are critically important, most don’t matter (changes by stage)
6. One of the keys to get to scale, is to do things that don’t scale.
7. The reason to scale in the first place
8. The first level of scale is moving from one team to two teams (building and supporting)
9. Recruiting becomes the #1 priority when scaling
10. Have a framework for judging talent
11. Remember that even at scale, great products come from small teams
12. Hiring from the outside vs. promoting from within
13. Have a strong culture
14. Communication with 100's+ of employees is tough

15. Scaling is moving away from problem solving to coaching

Jeff Weiner, CEO of LinkedIn
From Jeff Weiner: On the continuum of Problem Solving <=> Coaching
Coaching — Founders tend to be people who are good at getting things done, therefore they look to solve problems rather than coaching people to solve them. The problem with this is when you add people into the organization — when they have a problem, if the founder solves it for them — they will keep coming back to the founders to solve problems.
This won’t scale. You have to coach people to solve their own problems. Then you need to coach people to coach other people to solve problems. This is how you get to true scale.

16. The role of a CEO during blitzscaling

Eric Schmidt, former CEO of Google, Executive Chairman at Alphabet
From Eric Schmidt: My role was to manage the chaos. There are different kinds of CEO’s and there is more than one answer.
venture_capital  lessons_learned  growth  scaling  howto  Reid_Hoffman  Silicon_Valley  blitzscaling  coaching  unscalability 
july 2017 by jerryking
Conglomerates Didn’t Die. They Look Like Amazon. - The New York Times
Andrew Ross Sorkin
DEALBOOK JUNE 19, 2017

Amazon's purchase of Whole Foods re-opens the debate about conglomerates which supposed to be dead, a relic of a bygone era of corporate America as investors supposedly want smaller, nimbler, more focused companies......Amazon is just one of several digital-economy conglomerates. Alphabet, the parent company of Google, is another. Facebook is quickly becoming a conglomerate, too...... today’s tech-enabled conglomerates, are spending, and often losing, tens of billions of dollars annually on all sorts of projects and acquisitions that may or may not turn out to be successful. But investors are seemingly willing to give these new behemoths a free pass in the name of growth and innovation — until they aren’t.

If there is any lesson from the last breed of industrial conglomerates, it is that there is a natural life cycle to most of them....When it comes to Amazon (or Alphabet, or any of the new conglomerates), the question is whether there is something fundamentally different about these businesses given their grounding in digital information — especially as they expand into complex brick-and-mortar operations like upscale supermarkets.

In an age of big data and artificial intelligence, are businesses that look disparate really similar? And can one company’s leadership really oversee so many different businesses? When does it become too big to manage?...a recent article in the Yale Law Journal made a compelling case that Amazon has built perhaps the ultimate economic mousetrap — one impervious to the natural life cycle of a conglomerate, but one that might ultimately prove to be anticompetitive.

The author, Lina M. Khan, a Yale Law student who has written about antitrust law and competition policy, argued that Amazon had created a “platform market” and can use its size and scale to subsidize its entrance into new businesses through predatory pricing.....The economics of platform markets create incentives for a company to pursue growth over profits,.....Amazon’s role as both a distributor and cloud provider for many of its competitors gives it an unfair advantage. “This dual role also enables a platform to exploit information collected on companies using its services to undermine them as competitors,”.....Jeff Bezos, is clear. The man who is assembling the 21st century’s most fearsome new conglomerate once explained his view of competition this way: “Your margin is my opportunity.”
conglomerates  Andrew_Sorkin  Jeff_Bezos  Amazon  GE  Jeff_Immelt  unfair_advantages  Whole_Foods  Silicon_Valley  digital_economy  Alphabet  Facebook  lessons_learned  Yale  Charles_Munger  antitrust  competition  Berkshire_Hathaway  platforms  predatory_practices  diversification  FTC  margins  staying_hungry  life_cycle  Lina_Khan  competition_policy 
june 2017 by jerryking
On the Other Side of Terror’s Boom
JUNE 5, 2017 | The New York Times | By JULIETTE KAYYEM.

[Currently, in the aftermath of politician's comments on acts of terror like London (June 3, 2017)], there is an exclusive [over]focus on what is called in the crisis management lexicon “left of boom.” The measure of success, in other words, is simply whether or not an attack happened. It’s a simple metric, and surely one that terror organizations want us to adopt. It is a calculation weighted in their favour. Any attack, no matter how successful, is a victory for them and a defeat for us....The measure of success in counterterrorism efforts is not simply whether an attack occurred or not. Another measure must be whether fewer people died or were harmed because of the actions of police, fire fighters, emergency managers, public health officials and the voluntary efforts of the public.

But it is the other side of that spectrum — “right of boom” — where nations must also begin to define victory, especially in an age when we can’t prevent every attack no matter how much we would like to. We can still succeed, however, by making these attacks less effective and therefore less scary. While governments are already focusing on both sides of the boom, prevention takes too much of the spotlight from the more familiar, and often rote, activities of first responders.....“Right of boom” policies are not merely luck; they are the product of sophisticated planning and heeding the lessons learned from previous attacks...... Any successful terror attack is going to elicit fear, but fear is intensified when the consequences of the attack are not minimized and managed effectively. Admittedly, right of boom planning can seem defeatist or less aggressive than saying that we will stop all the terrorists. It shouldn’t......Right of boom planning is no more fatalistic than aggressively treating the growth of a cancer cell or building a sea wall as the oceans rise. They are all an acknowledgment that the harm has happened, but that we ought to try to command the depth of the loss.
terrorism  resilience  crisis  crisis_management  lessons_learned  pre-emption  left_of_the_boom  right_of_the_boom 
june 2017 by jerryking
Yale to Build Tool Offering Real-Time Lessons on Financial Crises -
May 9, 2017 | WSJ | By Gabriel T. Rubin.

Yale University will launch an online platform to provide real-time support to policy makers dealing with financial crises, with the help of a $10 million gift from business leaders and philanthropists Bill Gates, Jeff Bezos, Bloomberg Philanthropies and the Peter G. Peterson Foundation.

The gift represents a major expansion of the Yale Program on Financial Stability, a degree-granting program in the university’s school of management that aims to train early- and midcareer financial regulators from around the globe.

The new resources will support a small staff of researchers, led by Professor Andrew Metrick, as they build a database of “lessons from hundreds of interventions from past crises,” the university said. The effort is the first of its kind, according to Yale, and reflects a need for more research on “wartime” situations, rather than the preventive sort of regulatory research done by central banks around the world. Central banks often avoid extensive crisis preparations out of reluctance to promote moral hazard, leaving policy makers to reinvent the wheel each time a new crisis arises.....Mr. Geithner, who serves as the chairman of the Program on Financial Stability, said that he and other policy makers would have been able to act faster and with greater confidence during the financial crisis with access to the tools that Mr. Metrick’s team will build.

“There were probably four or five periods when the crisis was escalating, the panic was spreading, sitting on the phone for 20 hours a day trying to figure out how to do things,” Mr. Geithner recalled. “And we hadn’t had to do some of those things since the Great Depression. That took us a lot of time, and that can be costly.”

The open online platform will include descriptions of specific interventions—for example, the use of a “bad bank” to hold distressed assets—and will detail what did and didn’t work well in each case.
Yale  Colleges_&_Universities  crisis  regulators  Walter_Bagehot  central_banks  real-time  databases  lessons_learned  policy_tools  Peter_Peterson  reinventing_the_wheel  policymakers  confidence  economic_downturn  decision_making  speed  the_Great_Depression  crisis_management  crisis_response  Tim_Geithner  moral_hazards  financial_crises 
may 2017 by jerryking
Three Hard Lessons the Internet Is Teaching Traditional Stores
April 23, 2017 | WSJ | By Christopher Mims.
Legacy retailers have to put their mountains of purchasing data to work to create the kind of personalization and automation shoppers are getting online
(1) Data Is King
When I asked Target, Walgreens and grocery chain Giant Food about loyalty programs and the fate of customers’ purchasing data—which is the in-store equivalent of your web browsing history—they all declined to comment. ...Data has been a vital part of Amazon’s retail revolution, just as it was with Netflix ’s media revolution and Google and Facebook ’s advertising revolution. For brick-and-mortar retailers, purchasing data doesn’t just help them compete with online adversaries; it has also become an alternate revenue source when profit margins are razor-thin. ....Physical retailers must catch up to online retailers in collecting rich data without making it feel so intrusive. Why, exactly, does my grocery store need my phone number?

(2) Personalization + Automation = Profits
Personalization and Automation = Profits
There’s a debate in the auto industry: Can Tesla get good at making cars faster than Ford, General Motors and Toyota can get good at making self-driving electric vehicles? The same applies to retail: Can physical retailers build intimate digital relationships with their customers—and use that data to update their stores—faster than online-first retailers can learn how to lease property, handle inventory and manage retail workers? [the great game ]

Online retailers know what’s popular, and how customers who like one item tend to like certain others. So Amazon’s physical bookstores can put out fewer books with more prominently displayed covers. Bonobos doesn’t even sell clothes in its stores, which it calls “guideshops.” Instead, customers go there to try clothes on, and their selections are delivered through the company’s existing e-commerce system.

Amazon’s upcoming Go convenience stores, selling groceries and meal kits, don’t require cashiers. That’s the sort of automation that could position Amazon to reap margins—or slash prices—to a degree unprecedented for retailers in traditionally low-margin categories like food and packaged goods.

While online retailers are accustomed to updating inventory and prices by the hour, physical retailers simply don’t have the data or the systems to keep up, and tend to buy and stock on cycles as long as a year, says George Faigen, a retail consultant at Oliver Wyman. Some legacy retailers are getting around this by teaming up with online players.

Target stocks men’s shaving supplies from not one but two online upstarts, Harry’s and Bevel. Target has said that, as a result, more customers are coming in to buy razors, increasing the sales of every brand on that aisle—even good old Gillette. Retailers have long relied on manufacturers to drive customers to stores by marketing their goods and even managing in-store displays. The difference is this: In the past, new brands had to persuade store buyers to dole out precious shelf space; now the brands can prove themselves online first.

(3) Legacy Tech Won’t Cut It

Perhaps the biggest challenge for existing retailers, says Euromonitor’s Ms. Grant, is finding the money to transition to this hybrid online-offline model. While Target has announced it will spend $7 billion over the next three years to revamp its stores, investors fled the stock in February after Target reported 2017 profits might be 25% less than expected.

When Warby Parker, the online eyeglasses retailer, set out to launch stores across the U.S., the company looked for in-store sales software that could integrate with its existing e-commerce systems. It couldn’t find a system up to the task, so it built one from scratch.

These kinds of systems allow salespeople to know what customers have bought both online and off, and what they might be nudged toward on that day. “We call it the ‘point of everything’ system,” says David Gilboa, co-founder and co-chief executive.

Having this much customer knowledge available instantly is critical, but it’s precisely what existing retailers struggle with, Mr. Faigen says.

Even Amazon is experiencing brick-and-mortar difficulties. In March, The Wall Street Journal reported that the Go stores would be delayed because of kinks in the point-of-sale software system.

Andy Katz-Mayfield, co-founder and co-chief executive of Harry’s, is skeptical that traditional retailers like Wal-Mart can make the leap, even if they invest heavily in technology.

The problem, he says, is that selling online isn’t just about taking orders through a website. Companies that succeed are good at selling direct to consumers—building technology from the ground up, integrating teams skilled at navigating online marketing’s ever-shifting terrain and managing the experience through fulfillment and delivery, Mr. Katz-Mayfield says.

That e-commerce startups are so confident about their own future doesn’t mean they are right about the fate of traditional retailers, however.

A report from Merrill Lynch argues Wal-Mart is embarking on a period of 20% to 30% growth for its e-commerce business. A spokesman for the company said that in addition to acquisitions, the company is focused on growing its e-commerce business organically.

It isn’t hard to picture today’s e-commerce companies becoming brick-and-mortar retailers. It’s harder to bet on traditional retailers becoming as tech savvy as their e-competition.[the great game]
lessons_learned  bricks-and-mortar  retailers  curation  personalization  e-commerce  shopping_malls  automation  privacy  Warby_Parker  Amazon_Go  data  data_driven  think_threes  Bonobos  Amazon  legacy_tech  omnichannel  Harry’s  Bevel  loyalty_management  low-margin  legacy_players  digital_first  Tesla  Ford  GM  Toyota  automobile  electric_cars  point-of-sale  physical_world  contra-Amazon  brands  shelf_space  the_great_game  cyberphysical  cashierless  Christopher_Mims  in-store  digital_savvy 
april 2017 by jerryking
Life lessons: Looking back and taking stock - Western Alumni
Life lessons: Looking back and taking stock

by Paul Wells, BA'89

“Young people are educated in many ways,” he wrote, “but they are given relatively little help in understanding how a life develops, how careers and families evolve, what are the common mistakes and the common blessings of modern adulthood.”.....every few months when I sit down to write one of these columns, I do a little stock-taking. And a few times after a major screw-up or a minor triumph I’ve tried to do it in a more formal way. It’s true that just about every time I’ve bet everything on a new direction, it’s worked out better than if I’d stayed put. Once I bet everything and it worked out very badly. But even then, failure made a better life possible.

These are not lessons university teaches us well. Partly that’s because the young so rarely have any interest in learning them. I spent a lot more time at Western trying to figure out how to be successful than I did trying to figure out how to be happy. I figured 'happy' was in the gods’ hands, not mine. Almost everything that followed was accident.

To the extent we can learn how to live a good life, I think that so far, we learn it better from the arts and humanities than from science or even social science. Aristotle and Haydn have helped get me out of more fixes than cell biology did, although to be fair I was a lousy scientist. I’m quite sure it’ll never be possible to know, to three decimal places, how to live life well. Too many variables. But the question is still worth asking.

I’m with the Yale class of ’42. Change and risk have stood me in better stead than stasis and worry ever did. There may be a role for universities in teaching that much, at least.
advice  anti-résumé  chance  Colleges_&_Universities  David_Brooks  failure  happiness  lessons_learned  next_play  no_regrets  Paul_Wells  reflections  risk-taking  success  life_lessons 
february 2017 by jerryking
Sree Sreenivasan: The Met ousted one of its top executives, so he used Facebook to show them what they lost — Quartz
June 23, 2016 | QUARTZ| Jenni Avins

(1) Build your network before you need it.“You need an incredible support group, and people who understand.” said Sreenivasan. “You have to build it when you don’t need it.” keep your resumé and LinkedIn profile fresh, maintain your professional contacts, and be generous with your time and advice. “Join LinkedIn today, when you don’t need a job,” said Sreenivasan. “Desperation does not work on LinkedIn.”
(2) Go public as soon as you can. Sreenivasan realized that at his level, offers wouldn’t immediately pile up—especially in the summer. So the same day the Met sent a company-wide memo about Sreenivasan’s departure, he went ahead and posted the aforementioned note on Facebook. be open and free. See what happens. Let the universe help.’”
(3) It’s okay to be vulnerable. be willing to be vulnerable,” said Jarvis. “And you have to trust your friends.”
(4) Control the narrative by setting it free. Sharing vulnerability doesn’t necessarily worsen it, Jarvis explained. Quite the contrary: The benefits of sharing—and thereby controlling—one’s own story far outweigh the risks
(5) Be open to meetings and advice. “I’m meeting everybody,” said Sreenivasan. (Indeed, when I asked him if we could take a walk to discuss his strategy on a Monday afternoon, he was booked through the evening; hence our morning commute through the park.) There’s no shame in taking tons of meetings—especially when one’s calendar is suddenly open. You never know which one might lead somewhere.
Sree_Sreenivasan  job_search  Managing_Your_Career  companywide  lessons_learned  digital_media  museums  meetings  networking  vulnerabilities  narratives 
december 2016 by jerryking
Ben Chestnut of MailChimp: Learn to Love the Job You’ve Got - The New York Times
By ADAM BRYANT SEPT. 2, 2016

What are some leadership lessons?

Never sacrifice momentum. I might know a better path, but if we’ve got a lot of momentum, if everyone’s united and they’re marching together and the path is O.K., just go with the flow. I may eventually nudge them down a new path, but never stop the troops midmarch.
CEOs  leadership  lessons_learned  momentum  operational_tempo 
september 2016 by jerryking
The Phone Call That Saved Israel
The key lessons are
1) facts are better than "concepts", so we had better get all the facts we can. With out facts all one has is opinions, and we know how accurate those are.
2) facts can be igno...
espionage  Egypt  facts  humint  Israel  lessons_learned  letters_to_the_editor  pretense_of_knowledge  security_&_intelligence  Yom_Kippur_War  from notes
august 2016 by jerryking
The Money Letter That Every Parent Should Write - The New York Times
By RON LIEBER JUNE 17, 2016

"....consider the old-fashioned letter. It’s long enough to tell some tales to bolster your advice, and if it’s written with enough soul, there’s a good chance the recipient will keep it for a long time. Plus, it’s a literal conversation piece, since the good letters will inspire more curiosity about how the writers oversee their own financial affairs....A good letter, according to Ms. Palmer, should include at least one story about a large financial challenge and another one about a big money triumph. Then, include a list of crucial habits and the tangible things they have helped the family achieve.

HEED YOUR IGNORANCE Quite often, the best stories and takeaways come from the biggest mistakes.
BEWARE OF GENIUS: Don’t trust the person who claims to be omniscient either.
STICK TO YOUR SELLING PLANS We can be blinded by flattery from the seats of power,” “Be aware of this in your business lives.” Selling something that is still valuable is the hardest part of any trade, he added. So if you can’t name three good reasons to continue owning something, then it’s time to sell.
BUDGETS ARE ABOUT VALUES. What you spend says a lot about what you stand for, and if you don’t like what your own notebook says about you, try to make it look different next month.
personal_finance  parenting  Communicating_&_Connecting  writing  investing  investors  mentoring  values  budgets  advice  self-discipline  lessons_learned  wisdom  habits  financial_planning  ownership  ignorance  origin_story  takeaways  family  storytelling  financial_challenges  family_office  generational_wealth  soul-enriching  coverletters  unsentimental 
june 2016 by jerryking
Drew Houston of Dropbox: Figure Out the Things You Don’t Know - The New York Times
By ADAM BRYANT JUNE 3, 2016

What were some early leadership lessons after starting Dropbox?

The first thing is having a healthy paranoia for trying to find out what you don’t know that you don’t know. The question I would ask myself — even in the beginning, and I still do today — is, six months from now, 12 months from now, five years from now, what will I wish I had been doing today or learning today?

Reading has been essential. I have always wondered why people put so much energy into trying to have coffee with some famous entrepreneur when reading a book is like getting many hours of their most crystallized thoughts.
Dropbox  CEOs  organizational_culture  unknowns  paranoia  reading  lessons_learned  information_gaps  humility  pretense_of_knowledge 
june 2016 by jerryking
What can businesses learn from the sporting world's approach to fan engagement? | Technology | The Guardian
Technology is enhancing the sports fan’s experience - including the ability to order beer without leaving your seat. Photograph: Randy Faris/Corbis
Benjamin Robbins
Friday 26 September 2014
fans  engagement  sports  lessons_learned 
april 2016 by jerryking
Cyber stickups that retail chiefs should have learnt to fear
31 October/1 November 2015 | FT | Philip Delves Broughton

The risks in retail are now of an entirely different nature....
cyber_security  retailers  data_breaches  CEOs  Philip_Delves_Broughton  hackers  risks  Pentagon  lessons_learned 
november 2015 by jerryking
Gen. Stanley McChrystal’s Lessons Learned - WSJ
By ALEXANDRA WOLFE
May 8, 2015

Next week, Gen. McChrystal will release a new book, “Team of Teams,” in which he describes how he and his staff remade the Joint Special Operations Task Force in the Middle East to fight a new kind of decentralized, tech-savvy enemy. (The book is co-written by Tantum Collins, David Silverman and Chris Fussell.) The general remade the Task Force in part by using technology such as daily videoconferences to create something he calls “shared consciousness.” The goal was to empower subordinate units to make decisions far more quickly and with greater precision than a traditional hierarchy could. It wasn’t easy. “In some ways, the military has sort of invented bureaucracy,”
Stanley_McChrystal  JSOC  lessons_learned  books  teams  operational_tempo  shared_consciousness 
may 2015 by jerryking
Five things the TD Centre can teach us about how to build Toronto - The Globe and Mail
MARCUS GEE
The Globe and Mail
Published Friday, May. 01 2015,

The TD towers were a radical departure both in scale and in style. The tallest of the original two soared to 56 floors, dominating the skyline like nothing before or since. Rising from its six-acre site at King and Bay, it was everything the old buildings around it were not. While they featured arched windows and gargoyles, Greek columns and bronze roofs, the design of the TD Centre was all austerity and simplicity.

It is just this sort of future that the creators of the TD Centre had in mind when they hired one of the era’s most renowned architects to build them something outstanding. The architect was Ludwig Mies van der Rohe (1886-1969), the Chicago-based German émigré who liked to say that “less is more.” He referred to his works as “skin-and-bones” architecture, and his unadorned steel-and-glass boxes were meant to reflect the spirit of a modern technological era.

It took ambition and foresight to pull off something as bold as the TD Centre. It meant thinking about what the city would become instead of just coping with what it was. Those qualities sometimes seem lacking in today’s Toronto. There are still things we can learn from those dark towers.

First, don’t be afraid of tall buildings.
Second, investing in quality pays.
Third, maintain what you have.
Fourth, pay attention to details.
Finally, always think about the future. Toronto, and Canada, were in a risk-taking frame of mind when the first tower took shape. Expo 67, the wildly successful world’s fair, was under way in Montreal. The striking new Toronto City Hall by Finnish architect Viljo Revell had opened two years earlier.
'60s  ambitions  architecture  boldness  foresight  history  lessons_learned  Marcus_Gee  skyscrapers  Bay_Street  TD_Bank  Toronto  design  forward_looking  PATH  detail_oriented  minimalism  quality  Expo_67  risk-taking  mindsets  pay_attention 
may 2015 by jerryking
Four ways to harvest value from ‘failure’ - The Globe and Mail
JOE NATALE
Special to The Globe and Mail
Published Wednesday, Feb. 04 2015

Here are four ways to bring tuition value to life in your organization:

1. Reward the blunt and the honest.

2. Make sure everybody has some skin in the game...Reflect upon our successes and our failures and, most importantly, to share and study them and create a constructive dialogue within their teams. Creating tuition value only works if it becomes everyone’s responsibility.

3. Know when to fold them. We have heard many times that it’s important to fail fast, and yet too many organizations take far too long to put a bullet in projects that are going nowhere.

4. Pump up the volume of your customer’s voice.
attrtion_rates  failure  lessons_learned  value_creation  customer_feedback  feedback  reflections  kill_rates  skin_in_the_game 
february 2015 by jerryking
From War Room to Boardroom: Leadership Lessons From Two Generals - WSJ
Dec. 8, 2014 | WSJ |

Start to build relationships so that you have something to fall back on when you disagree on the issues.

What leadership lessons should we take from the American experience in Iraq and Afghanistan?

GEN. MCCHRYSTAL: The first thing is we didn’t do due diligence before we went in. We didn’t understand the problem to the depth that we needed to. We didn’t take the time to do it, and we didn’t nurture the experts.

If we gathered all the Pashtun and Arabic speakers in the U.S. military, we could probably fit them on this stage. And yet, after World War II began, after Pearl Harbor, we trained more than 5,000 military members to speak Japanese. We just haven’t made that level of effort.

The other thing is we go at this with different parts of our government. Every agency wants to help but they want to protect their equities, and you can’t do a complex endeavor like this unless you can build a truly integrated team in which everybody is focused.
leadership  lessons_learned  shared_consciousness  operational_tempo  Stanley_McChrystal  teams  NSC  security_&_intelligence  generalship  ISIS  al_Qaeda  Taliban  learning_organizations  adaptability  decision_making  speed  languages  Arabic  Pashtun  relationships 
december 2014 by jerryking
Holman Jenkins: Sony Lesson: Don’t Get Hacked - WSJ
By HOLMAN W. JENKINS, JR.
Dec. 19, 2014

What we want to know, the FBI is unlikely to find out: What exactly North Korea’s role was and how it may have stimulated others to act on its behalf. North Korean hackers stand on the shoulders of giants—Russian content thieves, Chinese business-secret spies, the politically minded hacktivsts who’ve been strafing Sony for a decade. Hacking is a swarm effort. Participants often don’t even know each other’s real names and nationalities. Don’t be surprised if hacker networks are also full of U.S. agents working for various government departments. Arrests might not have been made in the PlayStation case if a key participant hadn’t been an FBI informant....How Sony’s data security, given this history, could have been so third-rate is a mystery for a future business-school case study....
Holman_Jenkins  lessons_learned  hackers  cyber_security  North_Korea  cyber_warfare  Sony  vulnerabilities  blackmail  cyberattacks 
december 2014 by jerryking
The key to winning a dogfight? Focus - The Globe and Mail
HARVEY SCHACHTER
Special to The Globe and Mail
Published Sunday, Dec. 14 2014,

Keep your focus: Stay abreast of your field, reading widely and probing for information. His team’s knowledge of how to handle the dire situation they faced, from outwitting the enemy after being hit, to the latest survival training when plunged into the water, kept them alive. “The better informed you are, the better you will be,” he said....to get better you have to debrief after your skirmishes....Do you consistently get the most important things done at work? Your day is jammed with many activities, some important and some minutia. You need to know: If you could only accomplish only one thing, what that would be. Events will arise during the day that require your attention, and you must deal with them. But he notes that we often find ourselves in reactive mode, which can sometimes be misguided. This question addresses the active mode, setting out a plan of what to accomplish for the day...How do you and your teammates prepare for each day’s biggest challenges at work? Top guns have lots of computer displays surrounding them in the cockpit. Because of that complexity, they need a simple plan and to spend time discussing the “what ifs,” so when plans need to be altered, they can manoeuvre effectively. “It’s the same with business people. If you’re surprised, you will have trouble,” he warned.
Vietnam_War  veterans  focus  lessons_learned  U.S._Navy  Harvey_Schachter  feedback  scenario-planning  anticipating  preparation  contingency_planning  debriefs  post-mortems  simplicity  off-plan  priorities  surprises  market_intelligence  beforemath 
december 2014 by jerryking
When Yahoo Met Alibaba: The Third Time Was the Charm
August 6, 2014 | Deckposts | Susan Decker

I serve on two boards with noted investor Charlie Munger — Costco and Berkshire Hathaway. Munger is a legendary business leader with an abundance of wisd...
boards_&_directors_&_governance  lessons_learned  Charlie_Munger  Costco  Berkshire_Hathaway  learning_agility  quotes  from notes
december 2014 by jerryking
Nokia a lesson for backers of Canada’s nanny state - The Globe and Mail
Oct. 17 2014 | The Globe and Mail | BRIAN LEE CROWLEY.

How did it all go so wrong? And what might Canada learn from Finland’s downfall?

One obvious conclusion is not to put all your eggs in one basket, but it goes well beyond that. There was a time when economic change worked slowly enough that you could get a generation or two’s employment out of an industry before it was overtaken by innovation. Detroit dominated automobile manufacturing for many decades before its own complacency and the innovativeness of European and Asian producers came into play. In a similar vein, Nokia allowed itself to believe in its own infallibility, and Finland meekly followed suit. But the forces of change are now so powerful and lightning fast that sometimes a single product release from a competitor can signal the death knell of a previously healthy company or industry....Canada is rife with industries with their heads stuck in the sand, almost invariably because they believe they can shelter behind a friendly bureaucrat with a rulebook.

Examples abound in fields as diverse as telecoms, dairy, airlines, broadcasting, taxis and transport. Could there have been a bigger farce than the CRTC’s attempt to manhandle online content provider Netflix?...The real lesson of Nokia’s demise was that there is no substitute for being driven by what customers want, which is quality products and service at the lowest possible price...Every deviation from this relentless focus on what customers actually want makes your market a tasty morsel for the disrupters.
concentration_risk  Nokia  Finland  mobile_phones  disruption  Netflix  Uber  CRTC  complacency  accelerated_lifecycles  protectionism  nanny_state  customer_focus  change_agents  Finnish  demand-driven  lessons_learned  automotive_industry  downfall  change  warning_signs  signals  customer-driven  infallibility  overconfidence  hubris  staying_hungry 
october 2014 by jerryking
Ebola: Can we learn from SARS? - The Globe and Mail
RICHARD SCHABAS AND NEIL RAU
Contributed to The Globe and Mail
Published Wednesday, Aug. 27 2014

here are four key things to know about Ebola:

1. It’s fundamentally spread from animal to human, not human to human.
This is an animal outbreak, with humans as collateral damage. The driving force is new infections acquired from animals. Human-to-human outbreaks are short-lived. This is not a single human outbreak starting from a “case zero.”

The specific animal reservoir for Ebola is unknown but is probably a jungle animal used for food, known as “bush meat.” The large number of cases in West Africa must be the result of more human contact with infected animals, either because there are more infected animals or because they are consumed or hunted more aggressively in West Africa than elsewhere. While identifying a specific animal host would certainly aid in prevention efforts, bush meat remains an important source of dietary protein and won’t be abandoned overnight as a food source. Ebola is a disease of poverty – a potentially deadly meal is better than no meal at all.

2. Unlike SARS, this outbreak won’t end quickly.

This is bad news for West Africa, which should expect a steady stream of new human infections.

3. Quarantine was abandoned a century ago.

There is an essential difference between quarantine and case isolation. Quarantine targets well people potentially incubating an infection; it’s impractical, ineffective and economically disruptive. Case isolation, on the other hand, targets individuals showing symptoms of disease and is the cornerstone of effective infection control.
4. Ebola may cause a scare, but it can’t cause an outbreak in Canada.
Ebola  SARS  flu_outbreaks  lessons_learned  disease  viruses  zoonosis  short-lived  collateral_damage  bad_news  Africa  West_Africa  infections 
september 2014 by jerryking
What Harper learned from Chrétien the street fighter - The Globe and Mail
LAWRENCE MARTIN
Special to The Globe and Mail
Published Tuesday, Sep. 23 2014

Stephen Harper had seen what happened to Mr. Chrétien, what happened to Margaret Thatcher and, having partaken in Reform’s rebellion, what happened to Brian Mulroney’s Tories. All three leaders were multiple election winners. It didn’t matter. They couldn’t keep the lid on.

As Tom Flanagan and Preston Manning have reminded us, Mr. Harper was imperious to begin with. But he learned exceedingly well from those examples. As he heads into an election year, he faces hardly a whimper of internal dissent; this despite trailing Justin Trudeau’s Liberals for the last year and a half.
Lawrence_Martin  Stephen_Harper  Jean_Chrétien  lessons_learned 
september 2014 by jerryking
WWE champ, fitness goddess Trish Stratus shares how she kicks butt - The Globe and Mail
Sep. 21 2014 | The Globe and Mail | COURTNEY SHEA.

Here, some of her other secrets to success.

(1) The calm in the middle of the ring. Take time every day to disconnect is so important for having perspective. For Trish Stratus, hot yoga is her stress-eliminating device.

(2) Preparedness is a weapon. Trish's mentor, Robert Kennedy,the then publisher of magazines Oxygen and MuscleMag, gave her the opportunity to do a photo shoot. He told her about it two months in advance, set her up with a trainer and said, “Go get ready for it.” Trish's formula for success, is "preparedness meets opportunity". Many people are given opportunities in life, but they aren’t able or willing to prepare for them. Opportunities happen more often then you think but you have to be ready for them.

(3) I am woman, hear me headlock. Setbacks occur, but keep busting your butt out there, keep working, keep working, and eventually people will realize and recognize your contribution. Sometimes having to overcome hurdles is also a chance to make a mark.

(4) To get it right, write it down. Take notes. Make (to-do) lists. Keeping track of things can enhance awareness, mindfulness, and even inspiration.

(5) Authenticity matters (even in scripted wrestling). The best wrestlers– the ones that have longevity and resonate most with the audience – are almost always when it’s an amped-up version of the actual personality.
authenticity  calm  disconnecting  fitness  hard_work  hotties  inspiration  journaling  lessons_learned  lists  mentoring  mindfulness  models  note_taking  opportunities  personal_energy  preparation  self-awareness  setbacks  To-Do  readiness  women  yoga 
september 2014 by jerryking
What TD Bank’s Ed Clark learned on the job - The Globe and Mail
Sep. 19 2014 | G&M | LEAH EICHLER.

1. Listen.

2. Learn on the job.

3. Hire people smarter than you.

4. People and culture are everything.

5. Give employees opportunities to stretch themselves.
TD_Bank  banking  banks  CEOs  leaders  lessons_learned  listening  hiring  organizational_culture  Leah_Eichler  Ed_Clark  smart_people 
september 2014 by jerryking
Can we defeat the Islamic State? | Fareed Zakaria
September 11, 2014 | | By Fareed Zakaria.

Here are a few lessons to think about.
* Don’t always take the bait. In one of his videotaped speeches to his followers, Osama bin Laden outlined his strategy. “All that we have to do is to send two mujahedeen to the furthest point east to raise a piece of cloth on which is written al-Qaeda,” he said, “in order to make [American] generals race there.”
The purpose of the gruesome execution videos was to provoke the United States. And it worked. We have to act against this terror group. But let’s do it at a time and manner of our choosing, rather than jumping when it wants us to jump.
* Don’t overestimate the enemy. The Islamic State, also known as ISIS or ISIL, is a formidable foe, but the counterforces to it have only just begun. And if these forces — the Iraqi army, the Kurdish pesh merga, U.S. air power — work in a coordinated fashion, it will start losing ground.
* Remember the politics. Military action must be coupled with smart political strategy.
Fareed_Zakaria  Middle_East  lessons_learned  ISIS  Iraq  provocations  overestimation  politics 
september 2014 by jerryking
What a 94-year-old track star can teach us about aging - The Globe and Mail
BRUCE GRIERSON
Special to The Globe and Mail
Published Saturday, Jan. 11 2014

four tips for staying mentally sharp:

Play games

The brain isn’t a muscle, but it works like one in its use-it-or-lose-it dimension. Our brains are way more plastic than we used to think, and a challenged brain can grow new neural connections quite deep into old age. Olga is crazy for Sudoku, the Japanese number game, and she does the hard ones. In pen.

Learn another language

Olga’s Ukranian is a little rusty but it’s there – so she discovered when global interest in her grew and Ukrainian news teams came knocking. A 2013 study by the Institute of Medical Sciences in Hyderabad, India – the largest of its kind to date – found that having a second language delays the onset of dementia by around four-and-a-half years, on average.

Make a mistake, then take notes

To speed up learning, of any skill or subject, we need immediate and specific feedback on our performance. Champion chess and backgammon players promptly review the game they just lost, just as top students promptly review and correct errors. Olga actually happens to have a gene linked to learning from your mistakes. But it’s likely her habits, more than her genes, that are driving the bus here. Very little she does escapes her own immediate and systematic appraisal. In her bowling league, for example, “When I get a strike, I take note of where I was standing and how hard did I throw it,” she says, “and then try to duplicate those conditions.”

Exercise

Better even than mental activity is exercise combined with it. Exercise comprehensively it beats back cognitive decline as we age. Exercise grows the hippocampus, the brain region associated with making and consolidating memories; it’s what you want to lean on when you start misplacing your glasses, or worse.
aging  howto  cognitive_skills  decline  error_correction  human_errors  journaling  lessons_learned  mistakes  postmortems  systematic_approaches 
september 2014 by jerryking
9 Ugly Lessons About Sex From Big Data
Sept. 9, 2014 | TIME | Jack Linshi @jacklinshi

Christian Rudder, author of Dataclysm and a founder of OkCupid, dives into the numbers and surfaces with some revelations on love, sex, race and culture
lessons_learned  massive_data_sets  dating  OkCupid 
september 2014 by jerryking
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