business

Steve Jobs, genius

From Stephen Fry’s “Steve Jobs” (The New Adventures of Stephen Fry: 6 October 2011):

Henry Ford didn’t invent the motor car, Rockefeller didn’t discover how to crack crude oil into petrol, Disney didn’t invent animation, the Macdonald brothers didn’t invent the hamburger, Martin Luther King didn’t invent oratory, neither Jane Austen, Tolstoy nor Flaubert invented the novel and D. W. Griffith, the Warner Brothers, Irving Thalberg and Steven Spielberg didn’t invent film-making. Steve Jobs didn’t invent computers and he didn’t invent packet switching or the mouse. But he saw that there were no limits to the power that creative combinations of technology and design could accomplish.

I once heard George Melly, on a programme about Louis Armstrong, do that dangerous thing and give his own definition of a genius. “A genius,” he said, “is someone who enters a field and works in it and when they leave it, it is different. By that token, Satchmo was a genius.” I don’t think any reasonable person could deny that Steve Jobs, by that same token, was a genius too.

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Eavesdropping with your cell phone

From David S. Bennahum’s “Hope You Like Jamming, Too” (Slate):

…innovative industrial spies, who have several neat new tricks. These days, a boardroom Mata Hari can purchase a specially designed cell phone that will answer incoming calls while appearing to be switched off. In a business meeting, she could casually leave her phone on the table while excusing herself to go to the bathroom. Once she’s gone, she can call the phone she left behind and eavesdrop on what the other side is saying in her absence.

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Security decisions are often made for non-security reasons

From Bruce Schneier’s Crypto-Gram of 15 July 2004:

There was a single guard watching the X-ray machine’s monitor, and a line of people putting their bags onto the machine. The people themselves weren’t searched at all. Even worse, no guard was watching the people. So when I walked with everyone else in line and just didn’t put my bag onto the machine, no one noticed.

It was all good fun, and I very much enjoyed describing this to FinCorp’s VP of Corporate Security. He explained to me that he got a $5 million rate reduction from his insurance company by installing that X-ray machine and having some dogs sniff around the building a couple of times a week.

I thought the building’s security was a waste of money. It was actually a source of corporate profit.

The point of this story is one that I’ve made in ‘Beyond Fear’ and many other places: security decisions are often made for non-security reasons.

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The real digital divide: knowing how to use what you have & not knowing

From Howard Rheingold’s interview in “Howard Rheingold’s Latest Connection” (Business Week: 11 August 2004):

Here’s where Wikipedia fits in. It used to be if you were a kid in a village in India or a village in northern Canada in the winter, maybe you could get to a place where they have a few books once in a while. Now, if you have a telephone, you can get a free encyclopedia. You have access to the world’s knowledge. Knowing how to use that is a barrier. The divide increasingly is not so much between those who have and those who don’t, but those who know how to use what they have and those who don’t.

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How free riders are good for open source

From Howard Rheingold’s interview in “Howard Rheingold’s Latest Connection” (Business Week: 11 August 2004):

Then there’s open source [software]. Steve Weber, a political economist at UC Berkeley, sees open source as an economic means of production that turns the free-rider problem to its advantage. All the people who use the resource but don’t contribute to it just build up a larger user base. And if a very tiny percentage of them do anything at all—like report a bug—then those free riders suddenly become an asset.

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Clay Shirky on the changes to publishing & media

From Parul Sehgal’s “Here Comes Clay Shirky” (Publisher’s Weekly: 21 June 2010):

PW: In April of this year, Wired‘s Kevin Kelly turned a Shirky quote—“Institutions will try to preserve the problem to which they are the solution”—into “the Shirky Principle,” in deference to the simple, yet powerful observation. … Kelly explained, “The Shirky Principle declares that complex solutions, like a company, or an industry, can become so dedicated to the problem they are the solution to, that often they inadvertently perpetuate the problem.”

CS: It is possible to think that the Internet will be a net positive for society while admitting that there are significant downsides—after all, it’s not a revolution if nobody loses.

No one will ever wonder, is there anything amusing for me on the Internet? That is a solved problem. What we should really care about are [the Internet’s] cultural uses.

In Here Comes Everybody I told the story of the Abbot of Sponheim who in 1492 wrote a book saying that if this printing press thing is allowed to expand, what will the scribes do for a living? But it was more important that Europe be literate than for scribes to have a job.

In a world where a book had to be a physical object, charging money was a way to cause more copies to come into circulation. In the digital world, charging money for something is a way to produce fewer copies. There is no way to preserve the status quo and not abandon that value.

Some of it’s the brilliant Upton Sinclair observation: “It’s hard to make a man understand something if his livelihood depends on him not understanding it.” From the laying on of hands of [Italian printer] Aldus Manutius on down, publishing has always been this way. This is a medium where a change to glue-based paperback binding constituted a revolution.

PW: When do you think a similar realization will come to book publishing?

CS: I think someone will make the imprint that bypasses the traditional distribution networks. Right now the big bottleneck is the head buyer at Barnes & Noble. That’s the seawall holding back the flood in publishing. Someone’s going to say, “I can do a business book or a vampire book or a romance novel, whatever, that might sell 60% of the units it would sell if I had full distribution and a multimillion dollar marketing campaign—but I can do it for 1% percent of the cost.” It has already happened a couple of times with specialty books. The moment of tip happens when enough things get joined up to create their own feedback loop, and the feedback loop in publishing changes when someone at Barnes & Noble says: “We can’t afford not to stock this particular book or series from an independent publisher.” It could be on Lulu, or iUniverse, whatever. And, I feel pretty confident saying it’s going to happen in the next five years.

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These are their brilliant plans to save magazines?

From Jeremy W. Peters’ “In Magazine World, a New Crop of Chiefs” (The New York Times: 28 November 2010):

“This is the changing of the guard from an older school to a newer school,” said Justin B. Smith, president of the Atlantic Media Company. The changes, he added, were part of an inevitable evolution in publishing that was perhaps long overdue. “It is quite remarkable that it took until 2010, 15 years after the arrival of the Internet, for a new generation of leaders to emerge.”

At Time, the world’s largest magazine publisher, Mr. Griffin said he wanted to reintroduce the concept of “charging a fair price, and charging consumers who are interested in the product.” In other words, consumers can expect to pay more. “We spent a tremendous amount of money creating original content, original journalism, fact-checking, sending reporters overseas to cover wars,” he said. “You name it. What we’ve got to do as a business is get fair value for that.” Supplementing that approach, Mr. Griffin said, will be new partnerships within Time Warner, Time Inc.’s parent company, that allow magazines to take advantage of the vast film and visual resources at their disposal. One such partnership in the planning stages, he said, is a deal between a major cosmetics company and InStyle to broadcast from the red carpets of big Hollywood events like the Academy Awards and the Screen Actors Guild Awards.

But one thing Mr. Harty said the company was examining: expanding its licensed products. The company already pulls in more than a billion dollars a year selling products with a Better Homes and Gardens license at Wal-Mart stores. It is now planning to sell plants and bulbs with the magazine’s imprimatur directly to consumers. “We have relationships with all these consumers,” Mr. Harty said. “How can we figure out how to sell them goods and services? We believe that’s a key.”

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Hanoi’s last blacksmith

From Seth Mydans’s “A Lone Blacksmith, Where Hammers Rang” (The New York Times: 25 November 2010):

HANOI, Vietnam — He is the last blacksmith on Blacksmith Street, dark with soot, his arms dappled with burns, sweating and hammering at his little roadside forge as a new world courses past him.

The son and grandson of blacksmiths, Nguyen Phuong Hung grew up when the street still rang with the sounds of the smithies, producing farm equipment, horseshoes and hand tools, before modern commerce and industrial production made them obsolete. “I still remember, when it was raining lightly, the streets were empty and that was all you could hear was the sounds of the hammers,” said Mr. Hung, 49.

The men who worked there left for lighter, better-paying work, and because the word was out that no modern woman would marry a blacksmith, Mr. Hung said. There may be other blacksmiths working in Vietnam, he said, but not here in the capital.

“Once I am gone the street will have no meaning anymore,” he said. “Blacksmith Street will be only a name.” That has been the fate of almost all the 36 narrow streets in Hanoi’s tree-shaded Ancient Quarter, each of them named for the guilds that once controlled them — Fan Street, China Bowl Street, Sweet Potato Street, Conical Hat Street.

There is nothing like this little corner of the urban past anywhere else in Vietnam. Only four of the streets have retained something of their original businesses, said Nguyen Vinh Phuc, a leading historian of Hanoi. There are still jewelry shops on Silver Street, sweets and pastries on Sugar Street, votive papers and toys on Votive Paper Street and pots and pans on Tin Street.

Traders have done business on this spot since the ninth century, Mr. Phuc said. The 36 guilds established themselves at the start of the 19th century.

Blacksmith Street got its name at the beginning of the 19th century, Mr. Phuc said, when French colonial administrators sent out a call for metal workers to help build the Long Bien bridge over the Red River. It was designed by the French architect Gustave Eiffel and became a target of American bombing raids during the Vietnam War.

Mr. Hung’s family has been here from the start, and like his father and grandfather he was called to help out around the forge when he was just a boy, as young as 6. But he rebelled and left for jobs as a driver and factory worker until, when he was 35, his father called him back. “My father told me this is the family trade and I’m the only one left to do it,” Mr. Hung said. “He said, ‘Just watch me work and you’ll learn what to do.’”

Mr. Hung discovered that he loved the work, and that it was his destiny to be a blacksmith. He remembered his father’s words: “When the iron glows red, you earn your money. That is your life.”

Mr. Hung has set up a little tea table on the sidewalk, refilling a thermos from a huge iron kettle that swings gently above the hot coals. A giant bamboo pipe leans against the table, and passersby are welcome to stop for a lungful of strong tobacco.

Mr. Hung hammers with the confidence of a master, bare-handed as he works because he says gloves would dull his touch. Wearing a pair of plastic sandals, he ignores the sparks that sting his feet and pepper his shirt with holes. Flames and smoke gush from the hot metal as he tempers it in a bucket of oil. By the end of the day, his arms and face are black with soot.

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The widespread corruption at the heart of Greek culture

From Michael Lewis’s “Beware of Greeks Bearing Bonds” (Vanity Fair: 1 October 2010):

In just the past decade the wage bill of the Greek public sector has doubled, in real terms—and that number doesn’t take into account the bribes collected by public officials. The average government job pays almost three times the average private-sector job. The national railroad has annual revenues of 100 million euros against an annual wage bill of 400 million, plus 300 million euros in other expenses. The average state railroad employee earns 65,000 euros a year. Twenty years ago a successful businessman turned minister of finance named Stefanos Manos pointed out that it would be cheaper to put all Greece’s rail passengers into taxicabs: it’s still true. “We have a railroad company which is bankrupt beyond comprehension,” Manos put it to me. “And yet there isn’t a single private company in Greece with that kind of average pay.” The Greek public-school system is the site of breathtaking inefficiency: one of the lowest-ranked systems in Europe, it nonetheless employs four times as many teachers per pupil as the highest-ranked, Finland’s. Greeks who send their children to public schools simply assume that they will need to hire private tutors to make sure they actually learn something. There are three government-owned defense companies: together they have billions of euros in debts, and mounting losses. The retirement age for Greek jobs classified as “arduous” is as early as 55 for men and 50 for women. As this is also the moment when the state begins to shovel out generous pensions, more than 600 Greek professions somehow managed to get themselves classified as arduous: hairdressers, radio announcers, waiters, musicians, and on and on and on. The Greek public health-care system spends far more on supplies than the European average—and it is not uncommon, several Greeks tell me, to see nurses and doctors leaving the job with their arms filled with paper towels and diapers and whatever else they can plunder from the supply closets.

A handful of the tax collectors, however, were outraged by the systematic corruption of their business; it further emerged that two of them were willing to meet with me. The problem was that, for reasons neither wished to discuss, they couldn’t stand the sight of each other. This, I’d be told many times by other Greeks, was very Greek.

Tax Collector No. 1—early 60s, business suit, tightly wound but not obviously nervous—arrived with a notebook filled with ideas for fixing the Greek tax-collection agency. He just took it for granted that I knew that the only Greeks who paid their taxes were the ones who could not avoid doing so—the salaried employees of corporations, who had their taxes withheld from their paychecks. The vast economy of self-employed workers—everyone from doctors to the guys who ran the kiosks that sold the International Herald Tribune—cheated (one big reason why Greece has the highest percentage of self-employed workers of any European country). “It’s become a cultural trait,” he said. “The Greek people never learned to pay their taxes. And they never did because no one is punished. No one has ever been punished. It’s a cavalier offense—like a gentleman not opening a door for a lady.”

The scale of Greek tax cheating was at least as incredible as its scope: an estimated two-thirds of Greek doctors reported incomes under 12,000 euros a year—which meant, because incomes below that amount weren’t taxable, that even plastic surgeons making millions a year paid no tax at all. The problem wasn’t the law—there was a law on the books that made it a jailable offense to cheat the government out of more than 150,000 euros—but its enforcement. “If the law was enforced,” the tax collector said, “every doctor in Greece would be in jail.” I laughed, and he gave me a stare. “I am completely serious.” One reason no one is ever prosecuted—apart from the fact that prosecution would seem arbitrary, as everyone is doing it—is that the Greek courts take up to 15 years to resolve tax cases. “The one who does not want to pay, and who gets caught, just goes to court,” he says. Somewhere between 30 and 40 percent of the activity in the Greek economy that might be subject to the income tax goes officially unrecorded, he says, compared with an average of about 18 percent in the rest of Europe.

The easiest way to cheat on one’s taxes was to insist on being paid in cash, and fail to provide a receipt for services. The easiest way to launder cash was to buy real estate. Conveniently for the black market—and alone among European countries—Greece has no working national land registry. “You have to know where the guy bought the land—the address—to trace it back to him,” says the collector. “And even then it’s all handwritten and hard to decipher.”

On he went, describing a system that was, in its way, a thing of beauty. It mimicked the tax-collecting systems of an advanced economy—and employed a huge number of tax collectors—while it was in fact rigged to enable an entire society to cheat on their taxes.

Tax Collector No. 2—casual in manner and dress, beer-drinking, but terrified that others might discover he had spoken to me—also arrived with a binder full of papers, only his was stuffed with real-world examples not of Greek people but Greek companies that had cheated on their taxes. He then started to rattle off examples (“only the ones I personally witnessed”). The first was an Athenian construction company that had built seven giant apartment buildings and sold off nearly 1,000 condominiums in the heart of the city. Its corporate tax bill honestly computed came to 15 million euros, but the company had paid nothing at all. Zero. To evade taxes it had done several things. First, it never declared itself a corporation; second, it employed one of the dozens of companies that do nothing but create fraudulent receipts for expenses never incurred and then, when the tax collector stumbled upon the situation, offered him a bribe. The tax collector blew the whistle and referred the case to his bosses—whereupon he found himself being tailed by a private investigator, and his phones tapped. In the end the case was resolved, with the construction company paying 2,000 euros. “After that I was taken off all tax investigations,” said the tax collector, “because I was good at it.”

The Greek state was not just corrupt but also corrupting. Once you saw how it worked you could understand a phenomenon which otherwise made no sense at all: the difficulty Greek people have saying a kind word about one another. Individual Greeks are delightful: funny, warm, smart, and good company. I left two dozen interviews saying to myself, “What great people!” They do not share the sentiment about one another: the hardest thing to do in Greece is to get one Greek to compliment another behind his back. No success of any kind is regarded without suspicion. Everyone is pretty sure everyone is cheating on his taxes, or bribing politicians, or taking bribes, or lying about the value of his real estate. And this total absence of faith in one another is self-reinforcing. The epidemic of lying and cheating and stealing makes any sort of civic life impossible; the collapse of civic life only encourages more lying, cheating, and stealing. Lacking faith in one another, they fall back on themselves and their families.

The structure of the Greek economy is collectivist, but the country, in spirit, is the opposite of a collective. Its real structure is every man for himself. Into this system investors had poured hundreds of billions of dollars. And the credit boom had pushed the country over the edge, into total moral collapse.

The Vatopaidi monastery, along with 19 others, was built in the 10th century on a 37-mile-long-by-6-mile-wide peninsula in northeast Greece, called Mount Athos. Mount Athos now is severed from the mainland by a long fence, and so the only way onto it is by boat, which gives the peninsula the flavor of an island. And on this island no women are allowed—no female animals of any kind, in fact, except for cats. The official history ascribes the ban to the desire of the church to honor the Virgin; the unofficial one to the problem of monks hitting on female visitors. The ban has stood for 1,000 years.

The ferry chugs for three hours along a rocky, wooded, but otherwise barren coastline, stopping along the way to drop monks and pilgrims and guest workers at other monasteries. The sight of the first one just takes my breath away. It’s not a building but a spectacle: it’s as if someone had taken Assisi or Todi or one of the other old central-Italian hill towns and plopped it down on the beach, in the middle of nowhere. Unless you know what to expect on Mount Athos—it has been regarded by the Eastern Orthodox Church for more than a millennium as the holiest place on earth, and it enjoyed for much of that time a symbiotic relationship with Byzantine emperors—these places come as a shock. There’s nothing modest about them; they are grand and complicated and ornate and obviously in some sort of competition with one another. In the old days, pirates routinely plundered them, and you can see why: it would be almost shameful not to, for a pirate.

Otherwise the experience was sensational, to be recommended to anyone looking for a taste of 10th-century life. Beneath titanic polished golden chandeliers, and surrounded by freshly cleaned icons, the monks sang; the monks chanted; the monks vanished behind screens to utter strange incantations; the monks shook what sounded like sleigh bells; the monks floated by waving thuribles, leaving in their wake smoke and the ancient odor of incense. Every word that was said and sung and chanted was Biblical Greek (it seemed to have something to do with Jesus Christ), but I nodded right along anyway. I stood when they stood, and sat when they sat: up and down we went like pogos, for hours. The effect of the whole thing was heightened by the monks’ magnificently wild beards. Even when left to nature, beards do not all grow in the same way. There are types: the hopelessly porous mass of fuzz; the Osama bin Laden/Assyrian-king trowel; the Karl Marx bird’s nest. A surprising number of the monks resembled the Most Interesting Man in the World from the Dos Equis commercial. (“His beard alone has experienced more than a lesser man’s entire body.”)

For most of the 1980s and 1990s, Greek interest rates had run a full 10 percent higher than German ones, as Greeks were regarded as far less likely to repay a loan. There was no consumer credit in Greece: Greeks didn’t have credit cards. Greeks didn’t usually have mortgage loans either.

But this question of whether Greece will repay its debts is really a question of whether Greece will change its culture, and that will happen only if Greeks want to change. I am told 50 times if I am told once that what Greeks care about is “justice” and what really boils the Greek blood is the feeling of unfairness. Obviously this distinguishes them from no human being on the planet, and ignores what’s interesting: exactly what a Greek finds unfair. It’s clearly not the corruption of their political system. It’s not cheating on their taxes, or taking small bribes in their service to the state. No: what bothers them is when some outside party—someone clearly different from themselves, with motives apart from narrow and easily understood self-interest—comes in and exploits the corruption of their system.

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John Steinbeck on how Europe & America view poverty

From Nathaniel Benchley’s interview of John Steinbeck in “The Art of Fiction No. 45” (The Paris Review: Fall 1969, No. 48):

I wonder whether you will remember one last piece of advice you gave me. It was during the exuberance of the rich and frantic twenties and I was going out into that world to try to be a writer.

You said, “It’s going to take a long time, and you haven’t any money. Maybe it would be better if you could go to Europe.”

“Why?” I asked.

“Because in Europe poverty is a misfortune, but in America it is shameful.”

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How the Madden NFL videogame was developed

From Patrick Hruby’s “The Franchise: The inside story of how Madden NFL became a video game dynasty” (ESPN: 22 July 2010):

1982

Harvard grad and former Apple employee Trip Hawkins founds video game maker Electronic Arts, in part to create a football game; one year later, the company releases “One-on-One: Dr. J vs. Larry Bird,” the first game to feature licensed sports celebrities. Art imitates life.

1983-84

Hawkins approaches former Oakland Raiders coach and NFL television analyst John Madden to endorse a football game. Madden agrees, but insists on realistic game play with 22 on-screen players, a daunting technical challenge.

1988-90

EA releases the first Madden football game for the Apple II home computer; a subsequent Sega Genesis home console port blends the Apple II game’s realism with control pad-heavy, arcade-style action, becoming a smash hit.

madden-nfl-covers-sm.jpg

You can measure the impact of “Madden” through its sales: as many as 2 million copies in a single week, 85 million copies since the game’s inception and more than $3 billion in total revenue. You can chart the game’s ascent, shoulder to shoulder, alongside the $20 billion-a-year video game industry, which is either co-opting Hollywood (see “Tomb Raider” and “Prince of Persia”) or topping it (opening-week gross of “Call of Duty: Modern Warfare 2”: $550 million; “The Dark Knight”: $204 million).

Some of the pain was financial. Just as EA brought its first games to market in 1983, the home video game industry imploded. In a two-year span, Coleco abandoned the business, Intellivision went from 1,200 employees to five and Atari infamously dumped thousands of unsold game cartridges into a New Mexico landfill. Toy retailers bailed, concluding that video games were a Cabbage Patch-style fad. Even at EA — a hot home computer startup — continued solvency was hardly assured.

In 1988, “John Madden Football” was released for the Apple II computer and became a modest commercial success.

THE STAKES WERE HIGH for a pair of upstart game makers, with a career-making opportunity and a $100,000 development contract on the line. In early 1990, Troy Lyndon and Mike Knox of San Diego-based Park Place Productions met with Hawkins to discuss building a “Madden” game for Sega’s upcoming home video game console, the Genesis. …

Because the game that made “Madden” a phenomenon wasn’t the initial Apple II release, it was the Genesis follow-up, a surprise smash spawned by an entirely different mindset. Hawkins wanted “Madden” to play out like the NFL. Equivalent stats. Similar play charts. Real football.

In 1990, EA had a market cap of about $60 million; three years later, that number swelled to $2 billion.

In 2004, EA paid the NFL a reported $300 million-plus for five years of exclusive rights to teams and players. The deal was later extended to 2013. Just like that, competing games went kaput. The franchise stands alone, triumphant, increasingly encumbered by its outsize success.

Hawkins left EA in the early 1990s to spearhead 3D0, an ill-fated console maker that became a doomed software house. An icy rift between the company and its founder ensued.

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A summary of Galbraith’s The Affluent Society

From a summary of John Kenneth Galbraith’s The Affluent Society (Abridge Me: 1 June 2010):

The Concept of the Conventional Wisdom

The paradigms on which society’s perception of reality are based are highly conservative. People invest heavily in these ideas, and so are heavily resistant to changing them. They are only finally overturned by new ideas when new events occur which make the conventional wisdom appear so absurd as to be impalpable. Then the conventional wisdom quietly dies with its most staunch proponents, to be replaced with a new conventional wisdom. …

Economic Security

… Economics professors argue that the threat of unemployment is necessary to maintain incentives to high productivity, and simultaneously that established professors require life tenure in order to do their best work. …

The Paramount Position of Production

… Another irrationality persists (more in America than elsewhere?): the prestigious usefulness of private-sector output, compared to the burdensome annoyance of public expenditure. Somehow public expenditure can never quite be viewed as a productive and enriching element of national output; it is forever something to be avoided, at best a necessary encumbrance. Cars are important, roads are not. An expansion in telephone services improves the general well-being, cuts in postal services are a necessary economy. Vacuum cleaners to ensure clean houses boast our standard of living, street cleaners are an unfortunate expense. Thus we end up with clean houses and filthy streets. …

[W]e have wants at the margin only so far as they are synthesised. We do not manufacture wants for goods we do not produce. …

The Dependence Effect

… Modern consumer demand, at the margin, does not originate from within the individual, but is a consequence of production. It has two origins:

  1. Emulation: the desire to keep abreast of, or ahead of one’s peer group — demand originating from this motivation is created indirectly by production. Every effort to increase production to satiate want brings with it a general raising of the level of consumption, which itself increases want.
  2. Advertising: the direct influence of advertising and salesmanship create new wants which the consumer did not previously possess. Any student of business has by now come to view marketing as fundamental a business activity as production. Any want that can be significantly moulded by advertising cannot possibly have been strongly felt in the absence of that advertising — advertising is powerless to persuade a man that he is or is not hungry.

Inflation

… In 1942 a grateful and very anxious citizenry rewarded its soldiers, sailors, and airmen with a substantial increase in pay. In the teeming city of Honolulu, in prompt response to this advance in wage income, the prostitutes raised the prices of their services. This was at a time when, if anything, increased volume was causing a reduction in their average unit costs. However, in this instance the high military authorities, deeply angered by what they deemed improper, immoral, and indecent profiteering, ordered a return to the previous scale. …

The Theory of Social Balance

The final problem of the affluent society is the balance of goods it produces. Private goods: TVs, cars, cigarettes, drugs and alcohol are overproduced; public goods: education, healthcare, police services, park provision, mass transport and refuse disposal are underproduced. The consequences are extremely severe for the wellbeing of society. The balance between private and public consumption will be referred to as ‘the social balance’. The main reason for this imbalance is relatively straightforward. The forces we have identified which increase consumer demand as production rises (advertising and emulation) act almost entirely on the private sector. …

It is arguable that emulation acts on public services to an extent: a new school in one district may encourage neighbouring districts to ‘keep up’, but the effect is relatively miniscule.

Thus, private demand is artificially inflated and public demand is not, and the voter-consumer decides how to split his income between the two at the ballot box: inevitably public expenditure is grossly underrepresented. …

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Jeff Bezos on the differences between gifts and choices

From Jeff Bezos’s “We are What We Choose: Remarks by Jeff Bezos, as delivered to the Class of 2010 Baccalaureate” (Princeton University: 30 May 2010):

What I want to talk to you about today is the difference between gifts and choices. Cleverness is a gift, kindness is a choice. Gifts are easy — they’re given after all. Choices can be hard. You can seduce yourself with your gifts if you’re not careful, and if you do, it’ll probably be to the detriment of your choices.

Tomorrow, in a very real sense, your life — the life you author from scratch on your own — begins.

How will you use your gifts? What choices will you make?

Will inertia be your guide, or will you follow your passions?

Will you follow dogma, or will you be original?

Will you choose a life of ease, or a life of service and adventure?

Will you wilt under criticism, or will you follow your convictions?

Will you bluff it out when you’re wrong, or will you apologize?

Will you guard your heart against rejection, or will you act when you fall in love?

Will you play it safe, or will you be a little bit swashbuckling?

When it’s tough, will you give up, or will you be relentless?

Will you be a cynic, or will you be a builder?

Will you be clever at the expense of others, or will you be kind?

I will hazard a prediction. When you are 80 years old, and in a quiet moment of reflection narrating for only yourself the most personal version of your life story, the telling that will be most compact and meaningful will be the series of choices you have made. In the end, we are our choices. Build yourself a great story.

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Microsoft’s real customers

From James Fallow’s “Inside the Leviathan: A short and stimulating brush with Microsoft’s corporate culture” (The Atlantic: February 2000):

Financial analysts have long recognized that Microsoft’s profit really comes from two sources. One is operating systems (Windows, in all its varieties), and the other is the Office suite of programs. Everything else — Flight Simulator, Slate, MSNBC, mice and keyboards — is financially meaningless. What these two big categories have in common is that individuals are not the significant customers. Operating systems are sold mainly to computer companies such as Dell and Compaq, which pass them pre-loaded to individual consumers. And the main paying customers for Office are big corporations (or what the high-tech world calls LORGs, for “large-size organizations”), which may buy thousands of “seats” for their employees at hundreds of dollars apiece. Product planning, therefore, is focused with admirable clarity on those whose decisions really matter to Microsoft — the information-technology manager at Chevron or the U.S. Department of Agriculture, for example — rather than some writer with an idea about how to make his colleagues happier with a program.

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Lovely – Microsoft will let companies create ad-filled desktop themes

From Jeff Bertolucci’s “Windows 7 Ads: Microsoft Tarts Up the Desktop” (PC World: 13 November 2009):

Microsoft has announced plans to peddle Windows 7 desktop space to advertisers, who’ll create Windows UI themes–customized backgrounds, audio clips, and other elements–that highlight their brand, Computerworld reports. In fact, some advertiser themes are already available in the Windows 7 Personalization Gallery, including desktop pitches for soft drinks (Coca-Cola, Pepsi), autos (Ducati, Ferrari, Infiniti), and big-budget Hollywood blockbusters (Avatar).

The advertiser themes are different, however, in that they won’t be foisted on unsuspecting users. Rather, you’ll have to download and install the ad pitch yourself. As a result, I doubt many Windows 7 users will gripe about ad themes. Hey, if you’re a Preparation H fan, why not devote the desktop to your favorite ointment?

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Bernie Madoff & the 1st worldwide Ponzi scheme

From Diana B. Henrioques’s “Madoff Scheme Kept Rippling Outward, Across Borders” (The New York Times: 20 December 2008):

But whatever else Mr. Madoff’s game was, it was certainly this: The first worldwide Ponzi scheme — a fraud that lasted longer, reached wider and cut deeper than any similar scheme in history, entirely eclipsing the puny regional ambitions of Charles Ponzi, the Boston swindler who gave his name to the scheme nearly a century ago.

Regulators say Mr. Madoff himself estimated that $50 billion in personal and institutional wealth from around the world was gone. … Before it evaporated, it helped finance Mr. Madoff’s coddled lifestyle, with a Manhattan apartment, a beachfront mansion in the Hamptons, a small villa overlooking Cap d’Antibes on the French Riviera, a Mayfair office in London and yachts in New York, Florida and the Mediterranean.

In 1960, as Wall Street was just shaking off its postwar lethargy and starting to buzz again, Bernie Madoff (pronounced MAY-doff) set up his small trading firm. His plan was to make a business out of trading lesser-known over-the-counter stocks on the fringes of the traditional stock market. He was just 22, a graduate of Hofstra University on Long Island.

By 1989, Mr. Madoff ‘s firm was handling more than 5 percent of the trading volume on the august New York Stock Exchange …

And in 1990, he became the nonexecutive chairman of the Nasdaq market, which at the time was operated as a committee of the National Association of Securities Dealers.

His rise on Wall Street was built on his belief in a visionary notion that seemed bizarre to many at the time: That stocks could be traded by people who never saw each other but were connected only by electronics.

In the mid-1970s, he had spent over $250,000 to upgrade the computer equipment at the Cincinnati Stock Exchange, where he began offering to buy and sell stocks that were listed on the Big Board. The exchange, in effect, was transformed into the first all-electronic computerized stock exchange.

He also invested in new electronic trading technology for his firm, making it cheaper for brokerage firms to fill their stock orders. He eventually gained a large amount of business from big firms like A. G. Edwards & Sons, Charles Schwab & Company, Quick & Reilly and Fidelity Brokerage Services.

By the end of the technology bubble in 2000, his firm was the largest market maker on the Nasdaq electronic market, and he was a member of the Securities Industry Association, now known as the Securities Industry and Financial Markets Association, Wall Street’s principal lobbying arm.

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Coppola on changes in the movie industry

From Bloomberg’s “Francis Ford Coppola Sees Cinema World Falling Apart: Interview” (12 October 2009):

“The cinema as we know it is falling apart,” says Francis Ford Coppola.

“It’s a period of incredible change,” says the director of “The Godfather” and “Apocalypse Now.” “We used to think of six, seven big film companies. Every one of them is under great stress now. Probably two or three will go out of business and the others will just make certain kind of films like ‘Harry Potter’ — basically trying to make ‘Star Wars’ over and over again, because it’s a business.”

“Cinema is losing the public’s interest,” says Coppola, “because there is so much it has to compete with to get people’s time.”

The profusion of leisure activities; the availability of movies on copied DVD and on the Internet; and news becoming entertainment are reshaping the industry, he says. Companies have combined businesses as customers turn to cheap downloads rather than visit shops or movie theaters.

“I think the cinema is going to live off into something more related to a live performance in which the filmmaker is there, like the conductor of an opera used to be,” Coppola says. “Cinema can be interactive, every night it can be a little different.”

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COBOL is much more widely used than you might think

From Darryl Taft’s “Enterprise Applications: 20 Things You Might Not Know About COBOL (as the Language Turns 50)” (eWeek: September 2009). http://www.eweek.com/c/a/Enterprise-Applications/20-Things-You-Might-Not-Know-About-COBOL-As-the-Language-Turns-50-103943/?kc=EWKNLBOE09252009FEA1. Accessed 25 September 2009.

Five billion lines of new COBOL are developed every year.

More than 80 percent of all daily business transactions are processed in COBOL.

More than 70 percent of all worldwide business data is stored on a mainframe.

More than 70 percent of mission-critical applications are in COBOL.

More than 310 billion lines of software are in use today and more than 200 billion lines are COBOL (65 percent of the total software).

There are 200 times more COBOL transactions per day than Google searches worldwide.

An estimated 2 million people are currently working in COBOL in one form or another.

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How to tell if someone is a good writer

How well I could write if I were not here!
Image by Esther_G via Flickr

From Josh Olson’s “I Will Not Read Your Fucking Script” (The Village Voice: 9 September 2009):

It rarely takes more than a page to recognize that you’re in the presence of someone who can write, but it only takes a sentence to know you’re dealing with someone who can’t.

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