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He even wears the black turtle neck.  A little more insight into the Mac Cult of Jobs.

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He even wears the black turtle neck.  A little more insight into the Mac Cult of Jobs.

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Lessons of Steve Jobs: Guy Kawasaki at TEDxUCSD

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My daughter's dog Mary Lou thinks she is a lap dog.

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My daughter's dog Mary Lou thinks she is a lap dog.

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Same topic, slightly difference presentation.

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Same topic, slightly difference presentation.

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12 Lessons Steve Jobs Taught Guy Kawasaki

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I am a HUGE Silicon Valley Fan.  Having already tried, and failed to start my own studio I can completely empathize with Richard Hendricks.  I can honestly say I have learned a lot about business by watching this show.

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I am a HUGE Silicon Valley Fan.  Having already tried, and failed to start my own studio I can completely empathize with Richard Hendricks.  I can honestly say I have learned a lot about business by watching this show.

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Silicon Valley: Season 1 Episode 2 Clip | HBO

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I could not wait for this semester to startup.  I know I am not the same generation of most students, but I plan on being a model one.

I kinda cheated on this since I gave up all my hobbies last Veteran's Day.  Now its all about business, I spend my spare time working my business model and startup plan.

At times its a struggle, but I know it will pay off in the long run.

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The 9 building blocks of business model generation

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The 9 building blocks of business model generation

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I would recommend the book Business Model Generation to any student of business. Here is an overall about the nine building blocks of the model.

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The Business Model Canvas - 9 Steps to Creating a Successful Business Model - Startup Tips

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You have to know yourself to lead others.

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You have to know yourself to lead others.

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Great talk about finding your panic monster and staying in control of your time and life.

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Inside the Mind of a Master Procrastinator | Tim Urban | TED

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Everyday, everyway

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Bachman Turner Overdrive-Taking care of business

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The frat house culture clique of most tech startups.

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Silicon Valley Season 1: Episode #1 Clip - Programmers (HBO)

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Its a movie clip, but it shows the difference between Jobs and Woz.

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One of my favorite movies, a good clip about discussing differences in the point of view of generations.

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I recommend this book to anyone interested in developing products and decision points in management.

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I recommend this book to anyone interested in developing products and decision points in management.

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Ben Horowitz speaking at Startup Grind about building a company's culture. He uses the Haitian Revolution, the only successful slave revolt in history, as an example for a culture.

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How to Start a Cultural Revolution | Ben Horowitz (Andreessen Horowitz) @ Startup Grind Global

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I am currently reading and studying Measure What Matters, it explains OKRs (Objective and Key Results) which discusses about setting goals and is an of evolution task related management to goal related management.

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Why the secret to success is setting the right goals | John Doerr | TED

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Below is an article from the Harvard Business Review and my choice for module two discussion.

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Executive Summary

We are witnessing a big, transitional moment - akin to the transition from analog to digital, or the realization that globalization is a really big deal. Companies are beginning to realize that paying attention to the longer term, to the perceptions of their company, and to the social consequences of their products is good business. A few answers come to mind. The first is millennials' growing role in the workforce. The second is a declining confidence on the part of executives that government will step in and fix some of our biggest problems - from climate change to inequality. And the third is the scale and power of big companies.

Ryan McVay/Getty Images

Jana Partners, the activist hedge fund, isn't known as a tree-hugging hippie sort of firm. Yet, last month it joined with the California State Teachers' Retirement System to send a letter to Apple's board warning about the effects of the company's devices on children. The same month, Blackrock CEO Larry Fink sent a letter telling companies that his firm would consider social responsibility when making investments. And Mark Zuckerberg told investors that Facebook would be making changes to its platform that would help users in the long-term, even though, he warned, in the short-term the result would be users spending less time on it.

We are witnessing a big, transitional moment - akin to the transition from analog to digital, or the realization that globalization is a really big deal. Companies are beginning to realize that paying attention to the longer term, to the perceptions of their company, and to the social consequences of their products is good business.

This realization is arriving not a moment too soon. The world badly needs a more sustainable form of capitalism if we're going to build a more inclusive, prosperous society and avoid catastrophic climate change. Of course, many of us have been saying this for a while - that we need to think more about the long-term, consider social context, and incorporate sustainability into business. (Fink, to his credit, has been talking about long-termism for years.) The question, then, is: why now? Why are more and more mainstream players taking this seriously?

Series

The Economy in 2018

In my discussions with executives and in my teaching at Harvard Business School, two answers come to mind. The first is millennials' growing role in the workforce. My students today are more likely to focus on a business's impact on the environment or society at large, and to insist that companies have a positive social mission. The second is a declining confidence on the part of executives that government will step in and fix some of our biggest problems - from climate change to inequality. (This decline mirrors a decline among the broader population.) Both of these trends existed before Trump became president, but his election has accelerated them both.

Even so, the fundamental question around sustainable business remains how companies can bridge the gap between their own apparent self-interest and the broader needs of society. If a company decides to do the right thing, won't its competitors take advantage? That question remains critical. It's hard work to run a firm and to consistently make payroll, much less save the world. As I tell my students, rule one is: Don't crash the company. We can't expect managers to focus primarily on anything other than building a thriving, profitable enterprise.

That said, there is growing recognition that over the long- or even the medium-term, the interests of companies and the interests of society are more aligned than many people once thought. In some industries and under some conditions, socially and environmentally responsible firms are at least as profitable and sometimes more profitable than their conventional rivals, and there is some evidence to suggest that a focus on the long-term pays off. Moreover, many shareholders care about more than short-term profits.

But there is one other reason all of this is happening now, one that perhaps represents a silver lining within a more worrying trend. It's no coincidence that the firms I mentioned above are Apple, Facebook, and BlackRock. Apple is an enormously powerful firm, and its actions can set the agenda for an entire industry. If an individual developer sets out to make an app that is better for kids, it may or may not gain any traction; if Apple makes this issue a priority, an entire ecosystem will shift. The same is true of Facebook. It has such a high share of the market that when there's a problem with fake news it becomes, in large part, Facebook's problem. BlackRock is a giant, too, and finance is another industry where a small number of big players dominate.

Big firms face different incentives, for a few reasons. To the extent these firms have market power, they're less subject to quarter-to-quarter competitive pressure. That means it's easier for them to focus on the long-term. And, to some degree, they have room to use that market power to pursue social objectives - especially if their investors or their employees pressure them to do so.

Big firms can also internalize certain externalities. An externality is a cost from a transaction that doesn't fall on the buyer or the seller. If I pollute the air to make a product I sell to you, the cost of that pollution is spread out across society, and isn't incorporated in the price I charge you for the product. Externalities pose problems for markets, since neither buyer nor seller have any incentive to deal with the costs. But sometimes, for really large firms, things work differently.

A somewhat apocryphal story about Henry Ford illustrates the principle. One example of an externality comes when firms pay their workers too little. The firm doesn't necessarily bear the full cost from doing so (though it might bear some) nor does the firm's customers. Society, on the other hand, might pay substantial costs. For one thing, if workers don't have money to spend, the entire economy could suffer. Ford supposedly raised wages in his factories in part because he believed that if his workers had more money in their pockets, they'd buy more Ford cars. The Ford story doesn't add up, if you assume that Ford believed that his move alone was enough to raise overall demand for cars.

But if you think instead that he was signaling to his competitors that if they all moved none of them would be at a disadvantage and that aggregate demand for the industry would increase, then the principle arguably holds in other contexts for some of today's giants. (And, of course, there's some evidence that he was also hoping to reduce turnover - which is entirely consistent with the idea that firms that handle this well look for short-term wins at the same time they're looking for longer-term changes.)

Consider Facebook and news. If you sign-on to Facebook, read some fake news, and later tell several of your friends what you read, there's a clear negative externality. The cost to your friends of hearing that fake news wasn't considered in that interaction between you and Facebook. But what if instead of telling your friends in person, you shared the fake news on Facebook? There are still costs from fake news that are externalized. However, the higher the share of such discussion that happens on Facebook, the more that Facebook is forced to bear the cost. This dynamic is increasingly giving Facebook a significant incentive to take action.

This isn't an argument for monopoly. There's considerable research suggesting the U.S. economy is too concentrated, and I'm in favor of rigorous enforcement of antitrust laws. Nonetheless, I believe we must push the sustainability agenda as hard as we can, wherever we can. And right now, we are in a moment where big companies are waking up to the business case for social responsibility, and to the wisdom of taking a longer-term view. There are good reasons why large firms can be leaders in sustainability, and by doing so change the standards of entire industries. Big retailers and textile firms can make supply chains greener, safer, and less corrupt. And though this sort of self-regulation is seldom sufficient, it can lay the groundwork for systemic change.

We need more big companies to commit to renewable energy and to lobbying for legislation that imposes the real cost of burning fossil fuels on the buyers of fossil fuels. We need more big companies to commit to paying more than the minimum wage - and to lobbying for minimum wage legislation. To say they're not going to dump stuff in the river, or buy from those who do. To insist that they won't corrupt local authorities in the developing world. And to demonstrate that you can be a successful business not just in spite of but because of these commitments. The top 500 firms' revenues equate to nearly 37% of world GDP. What would happen if you could convince 100 of them to commit to go carbon-free and to take a less antagonistic view of their labor force?

That scenario isn't likely. Nor is it a substitute to good public policy and healthy democratic governance. But it's more likely than it was just a few years ago. And it's a start.

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More and More CEOs Are Taking Their Social Responsibility Seriously

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Executive Summary We are witnessing a big, transitional moment - akin to the transition from analog to digital, or the realization that globalization is a really big deal. Companies are beginning to realize that paying attention to the longer term, to the perceptions of their company, and to the social consequences of their products is good business.

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Amazon Data Mines the largest American Cities in a contest.

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For Amazon, which is led by Jeff Bezos, the search for a second headquarters appears to have worked out rather nicely. Credit Credit Jim Watson/Agence France-Presse - Getty Images

It can be concluded the Amazon HQ2 competition was a farce and it was always about pitting the two states against each other for tax breaks. BTW Bezos has two homes in those cities (i.e. preordained winners). #HQ2 #amazon
- Ed Chan (@Architect_Ed) November 6, 2018

Amazon's critics were apoplectic at what they called a bait and switch.

"I was shocked," said Robert B. Engel of the Free & Fair Markets Initiative, a nonprofit that is a determined foe of the retailer on all fronts. "They've duped more than the bidders. They've duped all of us. They can't even live up to a promise that wasn't fair to anyone but Amazon."

From the company's point of view, however, things seem to be working out rather nicely.

The quest kept a persistent spotlight on Amazon as the suitor everyone sought - would it choose Denver? maybe Atlanta? surely Chicago? - even as the company apparently decided instead to set up smaller operations in the Washington metro area and in New York City, the two most obvious places all along. (Amazon declined to comment.)

Amid the guessing game, the company got information from dozens of cities about how much they would pay for a strong Amazon presence, valuable data that it will no doubt use to expand.

"What we see is Amazon evolving into a corporation whose headquarters is virtual and whose physical presence will span the globe," said Charles R. T. O'Kelley, director of the Berle Center on Corporations, Law and Society at Seattle University. "Instead of being headquartered in one place and moving to a second headquarters, Amazon is going to be, and be thought of as, everywhere."

This, after all, is how Amazon sees its destiny: to become not just the everything store, as it was branded a mere five years ago, but the everything company. People will buy groceries from Amazon, be entertained by Amazon shows, pick up snacks at Amazon Go stores, see all the ads they need on Amazon, find a plumber through Amazon, communicate through Amazon's Alexa virtual assistant - and that is just the beginning.

Set against such ambition, the words "second headquarters" or, in Amazon parlance, "HQ2," which proved so beguiling to the media, politicians and local governments ultimately mean little.

"The word 'headquarters' is a nontechnical, nonlegal term, but it plays well in the press to talk like this," Mr. O'Kelley said. "It was a great P.R. move in all kinds of ways."

Qinghai Wang, a finance professor at the University of Central Florida who has studied corporate headquarters, agreed.

"Corporate headquarters, or at least the part that is central to decision-making, should be just in one place," he said. "Boeing, another Seattle company that moved headquarters more than 10 years ago, only moved a few hundred people to Chicago. Amazon is a big company, and it has a very big headquarters already."

Image

The Long Island City section of Queens, N.Y. After a lengthy search process, Amazon is said to be set to split its second headquarters between the riverfront neighborhood and the Crystal City area of Arlington, Va. Credit Stefano Ukmar for The New York Times

At least one expert realized some time ago how the game would end.

"Don't be surprised if later this year, Amazon announces that it's going to have more than one HQ2," the City Observatory, a think tank in Portland, Ore., said in an essay posted in January. One reason: "If a single winner is announced, and its competitors are dismissed, then Amazon's negotiating position becomes much weaker," the essay said. Having multiple winners, on the other hand, would allow the company to play one off the other.

Even as the news sank in on Monday, some people rued the lost chance that Amazon would do something truly transformative - not just for the company, but for its new home.

"Big tech is at a pivotal moment, and Amazon is at the head of the class," said Scott Phillips, an entrepreneur who submitted a headquarters proposal to build an enormous city for Amazon in rural Oklahoma. "It is time for them to aggressively think not just about their bottom line but about ways they can do right by the world."

Washington and New York already have lots of tech talent, which of course explains why Amazon would move to those places. "Amazon could have pulled a new region of the country onto the 'haves' list and pioneered much of the world's future in the process," Mr. Phillips lamented.

In a way, the two-headquarters story was too good to be true even when Amazon proclaimed it bluntly and at length. "Amazon HQ2 will be Amazon's second headquarters in North America," the company said in its promotional material. "We expect to invest over $5 billion in construction and grow this second headquarters to include as many as 50,000 high-paying jobs - it will be a full equal to our current campus in Seattle."

Instead, while nothing official has been announced and things could shift at the last minute, it appears HQ2 will rank with the company's proclamation that drones would deliver packages. When the chief executive, Jeff Bezos, unveiled that initiative on "60 Minutes," he said the drones would come in "four, five years." That was almost exactly five years ago.

The drones have not taken flight, but many articles about them did. Amazon likewise gained enormous amounts of raw publicity from its search for a second headquarters.

It gained something else as well.

"It's tempting to roll your eyes at this soap opera, but Amazon will walk away from this stunt with a cache of incredibly valuable data," said Stacy Mitchell of the Institute for Local Self-Reliance, a frequent Amazon critic. "It's learned all kinds of things from the bidding cities - like their future infrastructure plans - that even their citizens are not privy to."

Here's what next, she said: "Amazon will put this data to prodigious use in the coming years as it looks to expand its market power and sideline the competition."

Amazon is always expanding its market power. Consider a routine news release it issued Friday: "Amazon Announces 14th Inland Empire Fulfillment Center in Beaumont," it said. Fulfillment center is a fancy term for warehouse. The Inland Empire is a vast area east of Los Angeles. To build 14 warehouses there in six years is a feat. Amazon said it was now the largest employer in the region.

Amazon likes to release news on its own schedule. But the headquarters story leaked out to outlets including The Washington Post - owned by Mr. Bezos - and The Wall Street Journal. It was a rare stumble for a company that excels at controlling the narrative.

The real narrative, now and always with Amazon, is its ambition - sometimes veiled, sometimes overt, but never absent. The satirical site The Onion took the present to its logical extreme last month:

"After a search for a new location lasting more than a year, a massive dome was seen descending from the sky and enclosing the whole nation Friday as Amazon C.E.O. Jeff Bezos announced to a horrified American populace that it was now living inside his company's second headquarters."

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Multiple Headquarters Move Amazon Closer to Its Goal: Everything Company

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Amazon defied expectations by splitting its second headquarters into two locations. For the internet company, it seems to be working out rather nicely.

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I first took this test in my early 20s and had split results, I then took it in my 30s and read the companion book, I am every inch the ISTP.

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Extensive, research-backed profiles of 16 personality types: learn how different personalities approach romantic relationships, career choices, friendships, parenthood, and more.

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The puzzle of motivation | Dan Pink | TED

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Why the secret to success is setting the right goals | John Doerr | TED

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I first learned about this in the 1972 Field Manual of Military Leadership from Nam vets, then the geniuses took it out of the FM in the 80s, glad I learned it when I did, it helped in Iraq

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Maslow's hierarchy of needs aims to explain why do we do the things we do. Why do people work at a job they don't like? Why do people eat pizza? Why do you help others? In 1943 Abraham Maslow proposed a theory of motivation explaining human behavior in a paper called "A Theory of Human Motivation".

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Communication loss between Engineering and Sales

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Communication loss between Engineering and Sales

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Watch this show...Silicon Valley!

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more Silicon Valley

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Silicon Valley Season 2: Episode #4 Clip (HBO)

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🔴 2 Easy Steps: Break Even Analysis for Cost Volume Profit Analysis Tutorial

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you are going to have it one way or the other

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Very influencial book I read when I was young, I trained his son in Germany some years later.

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Figure it out and get better

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TED talks!!!

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Scott Szwast: The global business next door

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How to...

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Focus Forward - Laura Goodrich - How to go Global for a Small Business

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I have heard a lot of debates on both sides on whether or not to make one...decide for yourself

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How to Write a Business Plan to Start your Own Business in 2019

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Start with a Plan

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How To Write a Business Plan To Start Your Own Business

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TED again...but they are so good.

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THE POWER OF DECISION-MAKING | BENEDIKT AHLFELD | TEDxGraz

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A step by step approach

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The steps of the strategic planning process in under 15 minutes

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I have seen another of this guy's vidoes and they are pretty good

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5 Myths That Block Effective Delegation in Business

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How to create a high performance culture | Andrew Sillitoe | TEDxRoyalTunbridgeWells

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6 Characteristics of a High Performance Culture