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Behind the cloud: the untold story of how Salesforce.com went from idea to billion-dollar company--and revolutionized an industry by Marc Benioff, Carlye Adler

"World Economic Forum" Davos, Albert Einstein, An Inconvenient Truth, Apple's 1984 Super Bowl advert, barriers to entry, Bay Area Rapid Transit, business continuity plan, call centre, carbon footprint, Clayton Christensen, cloud computing, corporate social responsibility, crowdsourcing, digital divide, iterative process, Larry Ellison, Marc Benioff, Maui Hawaii, Nicholas Carr, platform as a service, Salesforce, San Francisco homelessness, Silicon Valley, SoftBank, software as a service, Steve Ballmer, Steve Jobs, subscription business

It’s the playbook for Enterprise 2.0.” —From the Foreword by MICHAEL DELL Behind the Cloud the untold story of how salesforce.com went from idea to billion-dollar company— and revolutionized an industry Marc Benioff Chairman & CEO of salesforce.com and Carlye Adler www.josseybass.com the salesforce.com playbook How did salesforce.com grow from a start-up in a rented apartment into the world’s fastest growing software company in less than a decade? For the first time, Marc Benioff, the visionary founder, chairman, and CEO of salesforce.com, tells how he and his team created and used new business, technology, and philanthropic models tailored to this time of extraordinary change.

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It’s the playbook for Enterprise 2.0.” —From the Foreword by MICHAEL DELL Behind the Cloud the untold story of how salesforce.com went from idea to billion-dollar company— and revolutionized an industry Marc Benioff Chairman & CEO of salesforce.com and Carlye Adler www.josseybass.com the salesforce.com playbook How did salesforce.com grow from a start-up in a rented apartment into the world’s fastest growing software company in less than a decade? For the first time, Marc Benioff, the visionary founder, chairman, and CEO of salesforce.com, tells how he and his team created and used new business, technology, and philanthropic models tailored to this time of extraordinary change.

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—Charles Moore, executive director, Committee Encouraging Corporate Philanthropy LEADERSHIP US $27.95 | CAN $33.95 the salesforce.com playbook Marc R. Benioff is the chairman and CEO of salesforce.com (NYSE: CRM), which he cofounded in 1999. Under Benioff’s direction, salesforce.com has grown from a groundbreaking idea into a publicly traded company that is the market and technology leader in enterprise cloud computing. Salesforce.com has received a Wall Street Journal Technology Innovation Award, been lauded as one of BusinessWeek’s Top 100 Most Innovative Companies, been named No. 7 on the Wired 40, was selected for the past two years as a Top Ten Disrupter by Forbes, and been voted one of the world’s most ethical companies by Business Ethics Magazine.

Alpha Girls: The Women Upstarts Who Took on Silicon Valley's Male Culture and Made the Deals of a Lifetime by Julian Guthrie

"Susan Fowler" uber, "World Economic Forum" Davos, Airbnb, Alan Greenspan, Andy Rubin, Apollo 11, Apple II, barriers to entry, Bear Stearns, Benchmark Capital, blockchain, Bob Noyce, call centre, cloud computing, credit crunch, deal flow, disruptive innovation, Elon Musk, equal pay for equal work, Fairchild Semiconductor, fear of failure, game design, Gary Kildall, glass ceiling, hiring and firing, information security, Jeff Bezos, Larry Ellison, Louis Pasteur, Lyft, Marc Benioff, Mark Zuckerberg, Menlo Park, Mitch Kapor, new economy, PageRank, peer-to-peer, pets.com, phenotype, place-making, private spaceflight, retail therapy, ROLM, Ronald Reagan, Rosa Parks, Salesforce, Sand Hill Road, Sheryl Sandberg, Silicon Valley, Silicon Valley startup, Skype, Snapchat, software as a service, South of Market, San Francisco, stealth mode startup, Steve Jobs, Steve Jurvetson, Steve Wozniak, Susan Wojcicki, TaskRabbit, Teledyne, Tim Cook: Apple, Timothy McVeigh, Travis Kalanick, uber lyft, unpaid internship, upwardly mobile, urban decay, UUNET, web application, William Shockley: the traitorous eight, women in the workforce

Parker Harris, Dave Moellenhoff, Frank Dominguez, Paul Nakada, and the programming and tech development team had built a prototype within a month of joining Salesforce in March 1999. (Dominguez flew down from Portland during the week and slept on a futon under his desk.) That July Magdalena had been the one to convince Benioff to leave Oracle to work on Salesforce full-time. She told him, “It’s time for you to be a full-time entrepreneur.” Salesforce had ten employees and a two-page website, with a recruiting page that requested that résumés be sent to cooljobs@salesforce.com. Salesforce had gained traction by offering free trials to small companies, mostly start-ups.

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He wanted her to work with the guy Siebel had chosen to run the new division of Sales.com. “You want me to counsel the competition?” Magdalena asked. “We have Sales.com as a portfolio company,” Federman said. “You have Salesforce.com as your private investment. I trust you won’t make us privy to Salesforce, and you won’t make Salesforce privy to us.” As a board member of Salesforce—not to mention its first outside investor—she was, in effect, Marc Benioff’s boss. She was helping to build Salesforce. On the other hand, she worked for USVP. It had a multibillion-dollar fund invested across industries but concentrated in several telecommunications companies at very high valuations.

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They could earn double the commissions by landing long-term deals. And having contracts enabled Salesforce to start selling to larger customers. Soon, just as Magdalena predicted, cash started streaming in. In early 2003 Salesforce posted its first cash-flow-positive quarter. As things stabilized—for now—Magdalena continued her habit of stopping by Salesforce to talk with the team. She liked visiting with Courtney Broadus, an engineer who had joined Salesforce from Oracle. Courtney told Magdalena a funny story about arriving at Salesforce for her nine o’clock job interview the morning after the B-52’s concert sales event.

Getting Started With OAuth 2.0 by Ryan Boyd

MITM: man-in-the-middle, Salesforce, social graph, web application

You can find the authorization server URL in the API provider’s documentation. For Salesforce, the URL is https://login.salesforce.com/services/oauth2/token Here are the required POST parameters: grant_type Specified as “password” for this flow. scope The data your application is requesting access to. It is not required for Salesforce and is optional for other APIs. The Winter ’12 version of Salesforce introduces optional values for this parameter. client_id The value provided to you when you registered your application. Although optional in the spec, this value is required by Salesforce. Registration of the app is achieved using the App Setup→Develop→Remote Access menu.

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instance_url The URL prefix the client application should use to access the API. This response parameter is specific to Salesforce’s implementation. signature A signature used to validate that the identity URL hasn’t been modified since being sent from the server. Although Salesforce issues signatures that can be verified, it isn’t strictly necessary; instead, the application can use the built-in protections of HTTPS to ensure communication with Salesforce’s servers. This response parameter is specific to Salesforce’s implementation. issued_at (Salesforce-specific value) The time the signature was generated, used for validating it.

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Programmatic revocation is defined in a draft extension to the OAuth 2.0 specification and is implemented by popular OAuth providers such as Salesforce and Google. Salesforce allows for revocation of both refresh tokens and access tokens, while Google only enables revocation of refresh tokens. Here’s an example revocation request: curl "https://accounts.google.com/o/oauth2/revoke?token=ya29.AHES6ZSzF" The extension also defines a JSONP “callback” query parameter that OAuth providers can optionally support. Both Salesforce and Google support this parameter. A 200 response code indicates successful revocation. Chapter 3. Client-Side Web Applications Flow The Implicit Grant flow for browser-based client-side web applications is very simple.

The Facebook era: tapping online social networks to build better products, reach new audiences, and sell more stuff by Clara Shih

Benchmark Capital, business process, call centre, Clayton Christensen, cloud computing, commoditize, conceptual framework, corporate governance, crowdsourcing, glass ceiling, jimmy wales, Marc Benioff, Mark Zuckerberg, Metcalfe’s law, Network effects, pets.com, pre–internet, rolodex, Salesforce, Savings and loan crisis, semantic web, sentiment analysis, Sheryl Sandberg, Silicon Valley, Silicon Valley startup, social graph, social web, software as a service, tacit knowledge, Tony Hsieh, web application

From the Library of Kerri Ross C h a p te r 1 2 Th e Fu t u re o f S o c i a l B u s i n e s s 209 Greater Collaboration Across Organizations As organizational boundaries become less rigid, we will see greater collaboration take place across different organizations. Salesforce to Salesforce is a prime example of how this might play out. It’s a neat idea: Instead of a social network of people, Salesforce to Salesforce is a social network of companies. It allows companies to easily share data such as leads, opportunities, accounts, contacts, and tasks with their suppliers, vendors, partners, and customers that also use Salesforce. In a social network of people, the primary interactions might be exchanging messages, writing on someone’s wall, or referring a friend for an open job requisition.

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Here’s an example: Company X uses Salesforce to Salesforce to share leads with its indirect channel partners and introduce approvals around any joint selling opportunities. Company X also automates workflow to adjust orders to its vendors for raw materials based on customer demand downstream. Lastly, Company X provides customers with real-time visibility into its order fulfillment process and the ability to log customer support cases. Just as the people-centric social networking discussed throughout this manuscript helps facilitate interactions and transactions between individuals, Salesforce to Salesforce makes interactions and transactions between companies easier and more efficient with this innovative new conception of an online social network.

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From the Library of Kerri Ross 210 Pa r t I I I Yo u r S te p - B y - S te p G u i d e to Us i n g Fa ce b o o k fo r B u s i n e s s Figure 12.2 Salesforce to Salesforce is an online social networking service for companies. A company, such as Liberty Resellers in this case, maintains a set of connections with partner companies, such as vendors, suppliers, channel partners, and customers. Companies can make and accept connection requests just like an individual would on LinkedIn or Facebook. Figure 12.3 With Salesforce to Salesforce, companies can choose to share certain data and workflow, such as accounts, contacts, leads, opportunities, tasks, or custom data, by publishing these to specific connections.

Groundswell: Winning in a World Transformed by Social Technologies by Charlene Li, Josh Bernoff

business process, call centre, centre right, citizen journalism, crowdsourcing, demand response, Donald Trump, estate planning, Firefox, folksonomy, John Markoff, Kickstarter, knowledge worker, off-the-grid, Parler "social media", Salesforce, Silicon Valley, skunkworks, social bookmarking, social intelligence, Streisand effect, the long tail, Tony Hsieh

Steve is the VP in charge of the platform—basically, the foundation of the product and its development environment—at salesforce.com. Saleforce.com makes customer relationship management applications. If you’re a salesperson, you open up salesforce.com on your PC and use it to manage the opportunities and leads you’re working on. Salesforce.com also fills a similar role in service and marketing departments. But salesforce.com itself isn’t software. It’s an on-demand service, delivered through the Internet. That means salesforce.com can deliver updated and improved capabilities far more quickly. And that’s why speed is important to Steve. Salesforce.com evolves rapidly. The company used to put out three new releases per year.

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“We were looking at doing this ourselves,” said John Taschek, salesforce.com’s VP of strategy. “But Crispy had the technology to find out the kinds of things people wanted to know.” So salesforce.com launched a site with Crispy News (and, eventually, bought the company). In the fall of 2006, salesforce.com launched the salesforce.com IdeaExchange (ideas.salesforce.com) and invited customers to itemize their development priorities. Before this, customers’ ideas had fallen like snowflakes, enveloping the development process in an undifferentiated blanket of suggestions. Now the ideas were channeled and directed by the groundswell of Salesforce.com’s own customers.

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Now the ideas were channeled and directed by the groundswell of Salesforce.com’s own customers. In one year, over five thousand ideas arrived; now the best ones bubbled to the top. The customers were organizing their priorities for salesforce.com. Not all of them were easy for Salesforce.com to swallow. One of the first and most popular suggestions addressed the “sawbanner,” a text ad that popped up every time a customer logged in to salesforce.com. The sawbanner was beloved in Salesforce.com’s marketing department, since it enabled the company to communicate directly with everyone using the software about new releases, conferences, and the like. But people attempting to get work done weren’t so happy with it.

Disrupted: My Misadventure in the Start-Up Bubble by Dan Lyons

activist fund / activist shareholder / activist investor, Airbnb, Ben Horowitz, Bernie Madoff, Big Tech, bitcoin, Blue Bottle Coffee, call centre, Carl Icahn, clean tech, cloud computing, content marketing, corporate governance, disruptive innovation, dumpster diving, Dunning–Kruger effect, fear of failure, Filter Bubble, Golden Gate Park, Google Glasses, Googley, Gordon Gekko, growth hacking, hiring and firing, independent contractor, Jeff Bezos, Larry Ellison, Lean Startup, Lyft, Marc Andreessen, Marc Benioff, Mark Zuckerberg, Mary Meeker, Menlo Park, minimum viable product, new economy, Paul Graham, pre–internet, quantitative easing, ride hailing / ride sharing, Rosa Parks, Salesforce, Sand Hill Road, sharing economy, Sheryl Sandberg, Silicon Valley, Silicon Valley ideology, Silicon Valley startup, Skype, Snapchat, software as a service, South of Market, San Francisco, Stanford prison experiment, Steve Ballmer, Steve Jobs, Steve Wozniak, tech billionaire, tech bro, tech worker, TED Talk, telemarketer, tulip mania, uber lyft, Y Combinator, éminence grise

At the keynote I’m sitting next to one of our sales reps, who tells me that Salesforce.com has been calling our customers, urging them to dump HubSpot and switch to ExactTarget, which has been renamed Salesforce Marketing Cloud. Salesforce.com claims that its marketing software is better than HubSpot and works seamlessly with Salesforce.com’s core CRM software. These claims may or may not be true, but Salesforce.com makes a compelling sales pitch. A lot of our customers use Salesforce.com. They bought HubSpot as a kind of add-on to their CRM software. Why keep paying extra for HubSpot when they can buy their marketing software from the same company that makes their CRM software? No doubt Salesforce.com also offers an attractive price if you buy the bundle.

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No doubt Salesforce.com also offers an attractive price if you buy the bundle. “So what do you say when your customers tell you that Salesforce.com is trying to poach them away?” I ask the sales rep. “What story can we tell our customers to counter the story they’re getting from Salesforce?” The sales rep just shrugs. Halligan has decided that if Salesforce.com is going to enter our market space, then we will enter theirs. In secret, HubSpot’s engineers have started developing a CRM program to compete against Salesforce.com, but we haven’t announced it yet. Cranium has become obsessed with Salesforce.com. He hates these guys! He wants to kill them! He’s like Ahab stalking the whale.

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More depressing is that Benioff represents a threat to HubSpot, and while he may be ridiculous, he’s not someone you want to have as an enemy. Salesforce used to be HubSpot’s biggest ally, investing in HubSpot and even selling HubSpot software to its customers. Halligan loved Benioff so much that he named the company’s biggest conference room after him. That happy relationship ended six months ago when Salesforce acquired one of HubSpot’s rivals, ExactTarget. Supposedly Benioff first tried to buy HubSpot, but Halligan rejected his offer. At the keynote I’m sitting next to one of our sales reps, who tells me that Salesforce.com has been calling our customers, urging them to dump HubSpot and switch to ExactTarget, which has been renamed Salesforce Marketing Cloud.

The Automatic Customer: Creating a Subscription Business in Any Industry by John Warrillow

Airbnb, airport security, Amazon Web Services, asset allocation, barriers to entry, call centre, cloud computing, commoditize, David Heinemeier Hansson, discounted cash flows, Hacker Conference 1984, high net worth, Jeff Bezos, Network effects, passive income, rolodex, Salesforce, sharing economy, side project, Silicon Valley, Silicon Valley startup, software as a service, statistical model, Steve Jobs, Stewart Brand, subscription business, telemarketer, the long tail, time value of money, zero-sum game, Zipcar

At SellabilityScore.com, our sales reps use Salesforce.com, a subscription service that allows us to manage our customers’ contact information and track our sales. We also use Salesforce.com as a calendar so our people know each other’s schedules. Our salespeople track their daily goals in Salesforce so they know where they are every day based on their plan. We have since customized the platform so that we send quotes directly to our customers from Salesforce. Salesforce is now fully integrated into our team’s daily work flow—our flight path, if you will. We can’t get much done in our company without logging into Salesforce. And because we’ve customized the platform and integrated it into our daily activities, the cost for us to switch to a competitive product like Infusionsoft would be high.

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WhatsApp company overview, CrunchBase. crunchbase.com/company/whatsapp. CHAPTER 11: THE PEACE-OF-MIND MODEL 1. Freeman, Mike, “Qualcomm Sells Stake in Tagg—The Pet Tracker,” UT San Diego, July 10, 2013. utsandiego.com/news/2013/Jul/10/Qualcomm-Tagg-Pet-Tracker-Private-Equity. 2. “Salesforce.com Signs Definitive Agreement to Acquire Radian6, the Industry’s Leading Social Media Monitoring Platform,” Salesforce.com, press release, March 30, 2011. salesforce.com/ca/company/news-press/press-releases/2011/03/110330.jsp. 3. “Berkshire’s Corporate Performance vs. the S&P 500,” Berkshire Hathaway, February 26, 2010. berkshirehathaway.com/letters/2009ltr.pdf. CHAPTER 12: THE NEW MATH 1.

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The model was popularized by the software industry but can be used by any company with customers willing to pay to jump the service queue. Doubling Down on the Subscription Model Salesforce.com is a subscription business that provides software that sales teams use to manage their contacts online. The company has doubled its bet on the subscription business model by also offering subscription-based service packs they call Success Plans. At Salesforce .com, everyone gets basic-level support: you submit a ticket through the online system, and someone will provide you with an e-mail response within two business days.

Subscribed: Why the Subscription Model Will Be Your Company's Future - and What to Do About It by Tien Tzuo, Gabe Weisert

3D printing, Airbnb, airport security, Amazon Web Services, augmented reality, autonomous vehicles, Big Tech, bike sharing, blockchain, Brexit referendum, Build a better mousetrap, business cycle, business intelligence, business process, call centre, cloud computing, cognitive dissonance, connected car, data science, death of newspapers, digital nomad, digital rights, digital twin, double entry bookkeeping, Elon Musk, factory automation, fake news, fiat currency, Ford Model T, fulfillment center, growth hacking, hockey-stick growth, Internet of things, inventory management, iterative process, Jeff Bezos, John Zimmer (Lyft cofounder), Kevin Kelly, Lean Startup, Lyft, manufacturing employment, Marc Benioff, Mary Meeker, megaproject, minimum viable product, natural language processing, Network effects, Nicholas Carr, nuclear winter, pets.com, planned obsolescence, pneumatic tube, profit maximization, race to the bottom, ride hailing / ride sharing, Salesforce, Sand Hill Road, shareholder value, Silicon Valley, skunkworks, smart meter, social graph, software as a service, spice trade, Steve Ballmer, Steve Jobs, subscription business, systems thinking, tech worker, TED Talk, Tim Cook: Apple, transport as a service, Uber and Lyft, uber lyft, WeWork, Y2K, Zipcar

A $10 million company with 80 percent subscription revenue starts every year with $8 million in the bank. If stock valuations are forward-looking predictions, then subscriptions are forward-looking revenue models. None of the founders of Zuora were new to these issues. I had the good fortune to join Salesforce as employee #11, and helped turn it into a billion-dollar company over the next ten years. All of us early folks at Salesforce came out of the traditional, on-premise software industry. We were all pretty fed up with it. We thought that companies like Oracle, Siebel, and others were creating a needlessly complicated product that was sold by a mercenary sales force and promoted by a parasitic systems integration industry.

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to “What does my customer want, and how can I deliver that as an intuitive service?” When Salesforce launched, everyone realized that it was different—no more huge installations and piles of hardware. It was software as a service, not a static product. Because of that, we were empowered to come up with new ways to market it, to sell it, and to run a truly subscription-based company. The ideas we came up with—usage-based pricing, multitiered editions, customer success organizations—are now standard operating procedure for software-as-a-service companies, but when we were building Salesforce, none of them existed. We had to invent them. But starting everything from scratch had its downsides, too.

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This is why a lot of subscription companies may “look” unprofitable, but they are actually awesome businesses. It’s also why I roll my eyes every time I hear an analyst complaining about the lack of profitability at companies like Salesforce and Box. Even while the Subscription Economy has taken hold across multiple multibillion-dollar industries, investors, analysts, and investor media continue to miss the fundamental differences between product and subscription companies that make their financial measurements just as disparate. When I was at Salesforce, we spent a lot of time and energy educating investors and analysts on the vast performance differences between subscription software companies and traditional software companies.

Dual Transformation: How to Reposition Today's Business While Creating the Future by Scott D. Anthony, Mark W. Johnson

activist fund / activist shareholder / activist investor, additive manufacturing, Affordable Care Act / Obamacare, Airbnb, Amazon Web Services, Andy Rubin, Apollo 13, asset light, autonomous vehicles, barriers to entry, behavioural economics, Ben Horowitz, Big Tech, blockchain, business process, business process outsourcing, call centre, Carl Icahn, Clayton Christensen, cloud computing, commoditize, corporate governance, creative destruction, crowdsourcing, death of newspapers, disintermediation, disruptive innovation, distributed ledger, diversified portfolio, driverless car, Internet of things, invention of hypertext, inventory management, Jeff Bezos, job automation, job satisfaction, Joseph Schumpeter, Kickstarter, late fees, Lean Startup, long term incentive plan, Lyft, M-Pesa, Marc Andreessen, Marc Benioff, Mark Zuckerberg, Minecraft, obamacare, Parag Khanna, Paul Graham, peer-to-peer lending, pez dispenser, recommendation engine, Salesforce, self-driving car, shareholder value, side project, Silicon Valley, SimCity, Skype, software as a service, software is eating the world, Steve Jobs, subscription business, the long tail, the market place, the scientific method, Thomas Kuhn: the structure of scientific revolutions, transfer pricing, uber lyft, Watson beat the top human players on Jeopardy!, Y Combinator, Zipcar

In 1999, Marc Benioff founded Salesforce.com. He was one of the pioneers of a movement that came to be called software as a service, or SaaS. As internet connectivity became increasingly ubiquitous and access speeds spiked, Benioff bet on a shift in the historical means by which companies distributed computer software. Rather than require customers to go to a retail store or order shrink-wrapped software through a mail catalog, Salesforce’s core customer relationship management (CRM) software, which helped companies manage their salesforce, was licensed to users, hosted and maintained by Salesforce, and delivered over the internet.

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Gilbert tried at one point to integrate the Deseret salesforce. However, he found that even when the A salesforce hit its targets for traditional products to traditional customers, it would always be 15 percent to 20 percent under plan for new products to new customers. He recalls telling one of his traditional sales leaders, “Look, if you are an entrepreneur and your sales organization is constantly coming under plan, what would you do?” The response was that you’d fire them and hire someone else. And that’s what Gilbert eventually did when he and his team peeled off responsibility for B and parked it in a separate salesforce. The new organization doubled growth from the start.

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Rather than require customers to go to a retail store or order shrink-wrapped software through a mail catalog, Salesforce’s core customer relationship management (CRM) software, which helped companies manage their salesforce, was licensed to users, hosted and maintained by Salesforce, and delivered over the internet. The year Benioff founded Salesforce.com, market leader Siebel Systems was on a tear, and things only improved for the next three years. The traditional software vendor’s sales surged from $45 million in 1996 to $2.1 billion in 2001. As Benioff’s disruptive model established itself, however, Siebel’s sales reversed, declining to $1.3 billion in 2004. Oracle announced plans to acquire the company for almost $6 billion in September 2005. During the next decade Salesforce grew to almost $7 billion in revenue, and its stock rose almost 500 percent, leaving the former upstart with a $50 billion valuation in mid-2016.

The Crux by Richard Rumelt

activist fund / activist shareholder / activist investor, air gap, Airbnb, AltaVista, AOL-Time Warner, Bayesian statistics, behavioural economics, biodiversity loss, Blue Ocean Strategy, Boeing 737 MAX, Boeing 747, Charles Lindbergh, Clayton Christensen, cloud computing, cognitive bias, commoditize, coronavirus, corporate raider, COVID-19, creative destruction, crossover SUV, Crossrail, deep learning, Deng Xiaoping, diversified portfolio, double entry bookkeeping, drop ship, Elon Musk, en.wikipedia.org, financial engineering, Ford Model T, Herman Kahn, income inequality, index card, Internet of things, Jeff Bezos, Just-in-time delivery, Larry Ellison, linear programming, lockdown, low cost airline, low earth orbit, Lyft, Marc Benioff, Mark Zuckerberg, Masayoshi Son, meta-analysis, Myron Scholes, natural language processing, Neil Armstrong, Network effects, packet switching, PageRank, performance metric, precision agriculture, RAND corporation, ride hailing / ride sharing, Salesforce, San Francisco homelessness, search costs, selection bias, self-driving car, shareholder value, sharing economy, Silicon Valley, Skype, Snapchat, social distancing, SoftBank, software as a service, statistical model, Steve Ballmer, Steve Jobs, stochastic process, Teledyne, telemarketer, TSMC, uber lyft, undersea cable, union organizing, vertical integration, WeWork

If it is to persist over time, it will face an ongoing series of challenges, each of which should be dealt with. Existence is an ongoing quest, and making strategy is ongoing work. There can be no one approach, or “strategy,” for dealing with them all, as we will see from the challenges that Salesforce.com and Ryanair have faced. SALESFORCE.COM The development of Salesforce.com nicely illustrates the sequence of challenge and strategic response that shapes a company over time. To say that Salesforce.com had a “strategy” during its development so simplifies the concept as to make it almost meaningless. Marc Benioff was the kind of kid who wrote adventure games for his Atari. In college he was able to get a summer job writing code at Apple for the forthcoming Macintosh.

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This idea then morphed into one of letting customers adapt the product to their own circumstances. Salesforce.com took the original tabs (Accounts, Leads, and so forth) and added “blank tabs” that the user could customize. The key to making this work was AppExchange, which was essentially an app store for business software. When it was introduced in 2005, several reviewers called it an “iTunes for business.” Then in 2006 came tools for writing code to actually run on Salesforce’s servers (Apex) along with tools for building custom visual interfaces. With these steps, Salesforce.com was moving away from simply being a cloud-based CRM to being a cloud platform for a wide range of business applications.

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STRATEGY IS A JOURNEY 1. “Mid-market CRM Total Cost of Ownership” (Yankee Group, July 2001). 2. Marc R. Benioff and Carlye Adler, Behind the Cloud: The Untold Story of How Salesforce.com Went from Idea to Billion-Dollar Company—and Revolutionized an Industry (San Francisco: Jossey-Bass, 2009), 134. 3. Ben McCarthy, “A Brief History of Salesforce.Com, 1999–2020,” November 14, 2016, www.salesforceben.com/brief-history-salesforce-com. 4. Marc Benioff, comments at Dreamforce 7, November 18, 2009. 5. “Telegraph Travel,” Telegraph, September 28, 2016. 6. “Telegraph Travel”; Michael Hogan, “Michael O’Leary’s 33 Daftest Quotes,” Guardian, November 8, 2013. 7.

People Powered: How Communities Can Supercharge Your Business, Brand, and Teams by Jono Bacon

Airbnb, barriers to entry, behavioural economics, Black Lives Matter, blockchain, bounce rate, Cass Sunstein, Charles Lindbergh, content marketing, Debian, Firefox, gamification, if you build it, they will come, IKEA effect, imposter syndrome, Internet Archive, Jono Bacon, Kickstarter, Kubernetes, lateral thinking, Mark Shuttleworth, Minecraft, minimum viable product, more computing power than Apollo, planetary scale, pull request, Richard Stallman, Richard Thaler, Salesforce, Scaled Composites, sexual politics, Silicon Valley, SpaceShipOne, TED Talk, the long tail, Travis Kalanick, Virgin Galactic, Y Combinator

“Axe Change—The Official Site for Fractal Audio Presets, Cabs and More,” Axe Change, accessed March 2, 2019, http://axechange.fractalaudio.com/. 21. Dan Ariely, “What Makes Us Feel Good About Our Work?,” TED, October 2012, https://www.ted.com/talks/dan_ariely_what_makes_us_feel_good_about_our_work. 22. “Salesforce Customers List,” Sales Inside, accessed May 2, 2018, https://www.salesinsideinc.com/services-details/salesforce-customers-list. 23. “Salesforce Trailblazer Community,” Salesforce, accessed February 25, 2019, https://success.salesforce.com/. 24. “Firefox Crop Circle,” FirefoxCropCircle.com, accessed November 30, 2018, https://firefoxcropcircle.com/circle/; “SpreadFirefox,” Mozilla Firefox, November 2013, https://blog.mozilla.org/press/files/2013/11/nytimes-firefox-final.pdf. 25.

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A community provides a shared environment where members can build relationships with the company, consume and contribute additional value, and see this value being consumed by other members. This builds goodwill. It creates trust. It builds brand loyalty. One example is Salesforce. Their Customer Relationship Management (CRM) system is big business, providing a central database platform where businesses track customers, clients, partners, and more. As I scribble these words down, Salesforce is arguably the most popular CRM system in the world. Boasting 150,000 customers and an estimated 3.75 million subscribers, Salesforce has an enormous customer base across a broad range of industries.22 The product itself is very comprehensive (some may argue a little too comprehensive), with a number of integrated services bolted in.

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_OS, 264 positivity, 185 postponed (status), 147 pragmatism, 184 prioritization of audience personas, 112–13 of community leadership staff requirements, 257 of community within organization, 262–63 of goals for incentives, 214 prizes, incentive, xvii–xviii problem solving, in Community On-Ramp Model, 134, 136, 137 Procter & Gamble, 9, 10 product development, 25–27 product enhancement, 86 productive participation, success as, 162–67 Product Success Model, 50–52 product team, community leadership staff reporting to, 261 promotion of in-person events, 239 of job openings, 258 promotions, 193 publication, of reputation scores, 229 public communities, 13, 179–80 pull requests, 204 Pulp Fiction (film), 127 Quarterly Community Strategy, 162, 167–70 Quarterly Delivery Plan, 145–51, 182, 189, 192 in Bacon Method, 34 and Big Rocks, 89, 90 in cadence-based cycles, 168–70 components of, 146–47 for departmental alignment, 263 examples of, 147–48 and Organizational Capabilities Maturity Model, 176 principles of building, 149–51 Quarterly Reviews, 268 questions answering community members’, 134 asking, 51, 85, 134, 273 quiet community members, engaging, 122 Random House, 10 React Native, 134 realistic objectives, 89–90, 95–96, 149–50 real-time chat channel, 250 recordings, of digital training sessions, 244 recruitment, 86, 258–59 Reddit, 24, 228 Reddit Science community, 45 Reddit Sneakers community, 45 Red Hat, 25–26, 56, 261 referral halo, 60–61, 188 referrals, hiring through, 258 Regular members, 129, 140–43 advancement of, 196–97 at community summits, 242 engagement with, 199–201 incentivizing, 214, 215, 219, 221–22, 227 maturity model for, 165, 166 mentoring for, 203, 205 relatedness, in SCARF model, 106–7 relationship building at conferences, 242 in Engagement Strategy, 199 relationships with community, 72 value generation in, 79 representativeness, 217 reputation score, 48, 228–29 respect, for Core members, 144 responsiveness, 198 retention, 157 reviewing community strategy, 268 Organizational Capabilities Maturity Model, 175 Quarterly Delivery Plan, 150 rewards for audience persona, 115, 117, 118 in Community Participation Framework, 145 for Core members, 201 in Growth Strategy, 196 in incentives, 212, 214–16 on Incentives Map, 230, 232 risks with community building, 154–55 with community strategy, 29–32 Rock, David, 104 role models, 186 round-table discussions, 246 Saint-Exupéry, Antoine de, 137 Salesforce, 9, 21–22 Salesforce Success Community, 21–22 Salesforce Trailblazer Community, 21–22 sales leads, community members as, 120–21 sales team, interactions of community and, 29, 87, 120–21 Samsung, 128 SAP, 10 SAP Community Network, 10 satisfaction, 215 scaling up, 202–6 SCARF model of behavior, 104–8, 121, 141 SCORECast, 239 Scott, Bon, 62 Seasoned Advice community, 63–64 SecondLife, 26, 27 self-direction, 139 self-respect, 17 sessions attending conference, 241 community summit, 248–49 Setup Tools stage, 132, 136, 137 shared interests, 45–47 shared projects, in communities, 52–54 Shinoda, Mike, 183–84 Shuttleworth, Mark, 1 Sierra Club, 18 siloing, 171–72, 186 simplicity, of on-ramp steps, 137 skills development, 233 in Community On-Ramp Model, 133, 136, 137 organizational, 162, 171–76 as source of value, 82 training for, 206, 243–45 skills gap, 192 small events, co-organizing, 239 Smallwood, Rod, 39 social capital, 19 social media, 193, 276 societies, behavior in, 211–12 Software Development Kit (SDK), 65 Solve Problems stage, 132–33, 136, 137 Space X, 40 speaking, at conferences, 238–39, 241 specialization, 45–47 specific goals, 160 Spirit of St.

Blitzscaling: The Lightning-Fast Path to Building Massively Valuable Companies by Reid Hoffman, Chris Yeh

"Susan Fowler" uber, activist fund / activist shareholder / activist investor, adjacent possible, Airbnb, Amazon Web Services, Andy Rubin, autonomous vehicles, Benchmark Capital, bitcoin, Blitzscaling, blockchain, Bob Noyce, business intelligence, Cambridge Analytica, Chuck Templeton: OpenTable:, cloud computing, CRISPR, crowdsourcing, cryptocurrency, Daniel Kahneman / Amos Tversky, data science, database schema, DeepMind, Didi Chuxing, discounted cash flows, Elon Musk, fake news, Firefox, Ford Model T, forensic accounting, fulfillment center, Future Shock, George Gilder, global pandemic, Google Hangouts, Google X / Alphabet X, Greyball, growth hacking, high-speed rail, hockey-stick growth, hydraulic fracturing, Hyperloop, initial coin offering, inventory management, Isaac Newton, Jeff Bezos, Joi Ito, Khan Academy, late fees, Lean Startup, Lyft, M-Pesa, Marc Andreessen, Marc Benioff, margin call, Mark Zuckerberg, Max Levchin, minimum viable product, move fast and break things, Network effects, Oculus Rift, oil shale / tar sands, PalmPilot, Paul Buchheit, Paul Graham, Peter Thiel, pre–internet, Quicken Loans, recommendation engine, ride hailing / ride sharing, Salesforce, Sam Altman, Sand Hill Road, Saturday Night Live, self-driving car, shareholder value, sharing economy, Sheryl Sandberg, Silicon Valley, Silicon Valley startup, Skype, smart grid, social graph, SoftBank, software as a service, software is eating the world, speech recognition, stem cell, Steve Jobs, subscription business, synthetic biology, Tesla Model S, thinkpad, three-martini lunch, transaction costs, transport as a service, Travis Kalanick, Uber for X, uber lyft, web application, winner-take-all economy, work culture , Y Combinator, yellow journalism

One of the classic Silicon Valley plays is to move from an app to a platform so that you can attract people to build on and to your platform (thereby leveraging the network effect of compatibility). Salesforce.com’s Force.com ecosystem is a great example of this. By offering the ability to build third-party applications on top of the Salesforce platform, Salesforce benefits from a “force multiplier.” There are over 2,800 apps on the Salesforce AppExchange, and an International Data Corporation (IDC) study showed that the Salesforce ecosystem generates 2.8 times the revenues of Salesforce.com itself. That means that while Salesforce.com has revenues of “only” $8.4 billion, its platform gives it the economic impact of a $32 billion company.

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Founded 1997, Stamford, CT ROCKET MORTGAGE RocketMortgage.com Through the Rocket Mortgage website or mobile app, users can upload financial details and get a mortgage loan decision in minutes. Quicken Loans launched Rocket Mortgage in November 2015, Detroit, MI SALESFORCE.com Salesforce.com Salesforce.com provides cloud-based applications for sales, service, and marketing, as well as enabling partners to offer and run their own solutions on the Salesforce Platform. Founded February 1999, San Francisco, CA SLACK Slack.com Slack provides cloud-based collaboration tools and services that connect teams with the apps, services, and resources they need to get work done.

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BLITZSCALING IS BOTH AN OFFENSIVE STRATEGY AND A DEFENSIVE STRATEGY. On offense, blitzscaling allows you to do several things. First, you can take the market by surprise, bypassing heavily defended niches to exploit breakout opportunities. For example, Slack’s rapid growth after its launch blindsided a host of entrenched competitors like Microsoft and Salesforce.com. Second, you can leverage your lead to build long-term competitive advantages before other players are able to respond. We’ll explore this concept in greater detail later on. Third, blitzscaling opens up access to capital, because investors generally prefer to back market leaders. You can win this mantle if you blitzscale, and with it raise more money more easily and more quickly than your lagging competitors.

Blue Ocean Strategy, Expanded Edition: How to Create Uncontested Market Space and Make the Competition Irrelevant by W. Chan Kim, Renée A. Mauborgne

Asian financial crisis, Blue Ocean Strategy, borderless world, call centre, classic study, cloud computing, commoditize, creative destruction, disruptive innovation, endogenous growth, Ford Model T, haute couture, index fund, information asymmetry, interchangeable parts, job satisfaction, Joseph Schumpeter, Kickstarter, knowledge economy, machine translation, market fundamentalism, NetJets, Network effects, RAND corporation, Salesforce, Skype, telemarketer, The Wealth of Nations by Adam Smith, There's no reason for any individual to have a computer in his home - Ken Olsen, Thomas Kuhn: the structure of scientific revolutions, Vanguard fund, zero-sum game

A good example to illustrate this dynamic renewal process is Salesforce.com. Salesforce.com made a series of successful strategic moves to renew its blue ocean in the B2B customer relationship management (CRM) industry. Since its initial strategic move in the early 2000s, Salesforce.com has sustained undisputed market leadership in the blue ocean of on-demand CRM automation that it created for nearly fifteen years. This is all the more impressive as it operates in the fast-moving high-tech sector. While numerous competitors, both large, established incumbents with deep pockets and new upstarts, have tried to dislodge it over the years, Salesforce.com has repeatedly broken away from the pack by value-innovating again as other companies’ value curves began to converge toward its own.

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Instead, Salesforce.com offered business users web-based CRM solutions that focused on core functionalities, worked instantaneously upon subscription, and had high reliability and usability with ubiquitous access at a small fraction of the cost of traditional CRM software. In this way, Salesforce.com created a blue ocean of all new demand that captured small and medium-sized companies that had effectively been noncustomers of the industry. Over time, however, competitors jumped in to reap profits from the new market space of on-demand CRM automation that Salesforce.com created. Large players offered hybrid solutions, and an increasing number of small players entered the on-demand CRM market in an attempt to provide similar offerings. To break away from the competition, Salesforce.com made a new blue ocean strategic move to renew its initial value innovation offering.

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While numerous competitors, both large, established incumbents with deep pockets and new upstarts, have tried to dislodge it over the years, Salesforce.com has repeatedly broken away from the pack by value-innovating again as other companies’ value curves began to converge toward its own. In this way, it has successfully avoided the trap of competing and kept itself in the blue. Consider: In 2001, Salesforce.com redefined the traditional CRM software industry, by effectively making traditional packaged software largely irrelevant. Gone were the needs for expensive software, complicated and time-consuming client-side installation, difficulty and risk in use, and the constant need for costly maintenance and upgrades. Instead, Salesforce.com offered business users web-based CRM solutions that focused on core functionalities, worked instantaneously upon subscription, and had high reliability and usability with ubiquitous access at a small fraction of the cost of traditional CRM software.

Dataclysm: Who We Are (When We Think No One's Looking) by Christian Rudder

4chan, Affordable Care Act / Obamacare, bitcoin, cloud computing, correlation does not imply causation, crowdsourcing, cuban missile crisis, data science, Donald Trump, Edward Snowden, en.wikipedia.org, fake it until you make it, Frank Gehry, Howard Zinn, Jaron Lanier, John Markoff, John Snow's cholera map, lifelogging, Mahatma Gandhi, Mikhail Gorbachev, Nate Silver, Nelson Mandela, new economy, obamacare, Occupy movement, p-value, power law, pre–internet, prosperity theology / prosperity gospel / gospel of success, race to the bottom, retail therapy, Salesforce, selection bias, Snapchat, social graph, Steve Jobs, the scientific method, the strength of weak ties, Twitter Arab Spring, two and twenty

“We, the users” See Jenna Wortham, “Valley of the Blahs: How Justin Bieber’s Troubles Exposed Twitter’s Achilles’ Heel,” New York Times Bits blog, January 25, 2014, bits.blogs.nytimes.com/2014/01/25/valley-of-the-blahs-how-justin-biebers-downfall-exposed-twitters-achilles-heel/. In 2012, Salesforce.com My discussion of Salesforce’s job post draws on the following sources: Drew Olanoff, “Klout Would Like Potential Employers to Consider Your Score Before Hiring You. And That’s Stupid,” TechCrunch, September 29, 2012, techcrunch.com/2012/09/29/klout-would-like-potential-employers-to-consider-your-score-before-hiring-you-and-thats-stupid/. Jessica Roy, “Want to Work at Salesforce? Better Have a Klout Score of 35 or Higher,” BetaBeat, September 27, 2012, betabeat.com/2012/09/you-may-not-work-at-salesforce-unless-you-have-a-klout-score-of-35-or-higher/.

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BetaBeat’s article “Want to Work at Salesforce? Better Have a Klout Score of 35 or Higher” got the general reaction just right with their one-word subhead: “Ugh.” However, the real concern: that we’re all going to be reduced to numbers, and soon, deserves a longer discussion. Salesforce was, and is, a trendsetter—certainly in the world of online marketing. They were Forbes’s “Most Innovative Company in America” the same year they put up that post. They hire hundreds of people a year, and, even more to the point, when award-winning innovators do something new, other companies copy it. If Salesforce is asking for Klout scores, then everyone will soon be asking for Klout scores.

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On the one hand, these people have gotten the equivalent of a D− grade on their only reason to exist. On the other, they have a higher score than anyone I know. In 2012, Salesforce.com, the cloud-computing behemoth, posted a job opening that listed a Klout score of at least 35 as a “desired skill.” It wasn’t positioned as a requirement, but they put it up there along with the allow-us-to-state-the-obvious attributes like “ability to work … as a part of a team,” so it was presumably a core part of the job. Salesforce’s business specialty is quantification—they help companies market through data.4 So it’s not that surprising that they would approach hiring in the same quantified way.

The 80/20 Principle: The Secret to Achieving More With Less by Richard Koch

Abraham Maslow, Albert Einstein, always be closing, Apple Newton, barriers to entry, business cycle, business process, delayed gratification, fear of failure, Ford Model T, Great Leap Forward, income inequality, inventory management, Johann Wolfgang von Goethe, knowledge worker, profit maximization, rolodex, Ronald Reagan, Salesforce, The future is already here, Vilfredo Pareto, wage slave

Eventually he agreed to release one of the international team, fired the sales director of domestic, and put the young man from international in charge. Suddenly, the previously unstoppable loss of market share was reversed. Not all such stories will have a happy ending, but in sales it is generally true that nothing fails like failure and vice versa. Finally, what about salesforce training? “Is it worth investing in training the lower 80% of the salesforce to enhance their performance levels, or is it a waste of time because so many of them are destined to wash out regardless of training?”13 As on any issue, ask yourself what answer the 80/20 Principle implies. My answer: • Only train those who you are reasonably sure plan to stick around with you for several years

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Stop training the bottom 50 percent, unless it is clear that you are obtaining a good payback even on this effort. Many salesforce performance differentials do derive from pure selling skill, but many do not. These structural factors can also be looked at in 80/20 terms. Selling is not just having good sales techniques 80/20 Analysis can identify structural reasons that reach far beyond individual competence. These structural factors are often much easier to address, and even more rewarding, than dealing with individual merit. A great deal often depends on the products being sold and the customers being served: Look at the salesforce. We find, for example, that 20 percent of our salespeople are generating 73 percent of our sales; we find that 16 percent of our products are accounting for 80 percent of sales; also, 22 percent of our customers are producing 77 percent of our sales… Looking further at our salesforce, we find that Black has 100 active accounts. 20 of these produce about 80 percent of Black’s sales.

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We find, for example, that 20 percent of our salespeople are generating 73 percent of our sales; we find that 16 percent of our products are accounting for 80 percent of sales; also, 22 percent of our customers are producing 77 percent of our sales… Looking further at our salesforce, we find that Black has 100 active accounts. 20 of these produce about 80 percent of Black’s sales. Green covers 100 counties, and we find that 80 percent of her customers are concentrated in only 24 counties. White sells 30 different products. Six account for 81 percent of her sales.14 We have already highlighted the 80/20 Principle’s application to products and customers in the section on marketing. Those in charge of salesforces should therefore: • Focus every salesperson’s efforts on the 20 percent of products that generate 80 percent of sales.

The AI-First Company by Ash Fontana

23andMe, Amazon Mechanical Turk, Amazon Web Services, autonomous vehicles, barriers to entry, blockchain, business intelligence, business process, business process outsourcing, call centre, Charles Babbage, chief data officer, Clayton Christensen, cloud computing, combinatorial explosion, computer vision, crowdsourcing, data acquisition, data science, deep learning, DevOps, en.wikipedia.org, Geoffrey Hinton, independent contractor, industrial robot, inventory management, John Conway, knowledge economy, Kubernetes, Lean Startup, machine readable, minimum viable product, natural language processing, Network effects, optical character recognition, Pareto efficiency, performance metric, price discrimination, recommendation engine, Ronald Coase, Salesforce, single source of truth, software as a service, source of truth, speech recognition, the scientific method, transaction costs, vertical integration, yield management

AI-First aggregators operate their systems on another vendor’s infrastructure. Incumbents are effectively the database from which the AI-First product pulls data. A good example is a software application that plugs into Salesforce, the cloud-based CRM. Applications can plug into and run within the Salesforce application, pulling data and processing functions on the computing infrastructure running Salesforce, effectively reducing the marginal cost of transacting data in the AI-First product to zero. Aggregation theory explains the current market power of companies such as Netflix but also the potential for even more market power going to AI-First companies.

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Product lock-in comes from other vendors needing to run their software in a specific interface. This increases lock-in because there are fewer differences between competing product interfaces. For example, Salesforce offers a CRM system with lots of features and allows vendors to build apps on top of this CRM, but only if those apps run in the Salesforce interface. This makes it hard for customers to see additional value in apps running inside Salesforce. Personnel lock-in comes from the customers’ staff getting used to using a product based on its architecture, data, or interface. This increases switching costs from competitors.

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Software Intelligent systems sometimes have an application with a user interface to deliver the predictions, but other times they directly integrate with existing systems. For example, an AI-First CRM company might build a new application for salespeople to use every day, or it might feed recommendations into an existing CRM, such as Salesforce. In the latter case, where the system feeds into another front-end application, it will need to hook into that application through an API. That’s easier when the application has an open API (Salesforce again), and more difficult when it’s a closed (and often paid) API, like SAP, or when it has no API at all, requiring a custom integration. Building an application is a totally new software project with a different set of considerations that are beyond the scope of this book.

Tomorrow's Capitalist: My Search for the Soul of Business by Alan Murray

"Friedman doctrine" OR "shareholder theory", "World Economic Forum" Davos, activist fund / activist shareholder / activist investor, Airbnb, Alan Greenspan, Alvin Toffler, Berlin Wall, Bernie Sanders, Big Tech, Black Lives Matter, blockchain, Boris Johnson, call centre, carbon footprint, commoditize, coronavirus, corporate governance, corporate raider, corporate social responsibility, COVID-19, creative destruction, Credit Default Swap, decarbonisation, digital divide, disinformation, disruptive innovation, do well by doing good, don't be evil, Donald Trump, Ferguson, Missouri, financial innovation, Francis Fukuyama: the end of history, Frederick Winslow Taylor, future of work, gentrification, George Floyd, global pandemic, Greta Thunberg, gun show loophole, impact investing, income inequality, intangible asset, invisible hand, Jeff Bezos, job automation, knowledge worker, lockdown, London Whale, low interest rates, Marc Benioff, Mark Zuckerberg, market fundamentalism, means of production, minimum wage unemployment, natural language processing, new economy, old-boy network, price mechanism, profit maximization, remote working, risk-adjusted returns, Ronald Reagan, Salesforce, scientific management, shareholder value, side hustle, Silicon Valley, social distancing, Social Responsibility of Business Is to Increase Its Profits, The Future of Employment, the payments system, The Wealth of Nations by Adam Smith, Tim Cook: Apple, Washington Consensus, women in the workforce, work culture , working poor, zero-sum game

“This teenage climate activist had thrown down the gauntlet to some of the world’s most powerful business leaders, and they weren’t entirely sure how to react—not least because they knew deep down that she was right.” Benioff has backed up his commitment with action, and Salesforce has already achieved net-zero greenhouse gas emissions. Its headquarters, Salesforce Tower, which is the tallest building in San Francisco, has the largest onsite water recycling system in a US commercial high-rise. This is especially significant in drought-prone California, where water conservation is an environmental priority. Other CEOs have taken steps for action on climate that go beyond mere gestures.

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If it wasn’t something that directly affected their finances, they were inclined to keep their heads down and stay out of the line of fire. That began to change in 2014, when the state of Indiana passed a “religious liberties” law that was viewed as restricting the rights of gay people. Salesforce CEO Marc Benioff was one of the very first to speak out. After then governor Mike Pence signed the bill into law, Benioff threatened to dramatically reduce his company’s investment in the state and cancel all Salesforce programs that would involve travel to Indiana. Benioff inspired others to take a stand as well, forcing Pence to revise the law to forbid businesses from denying service because of sexual orientation.

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But I was struck by Gates’s words in Davos. Something new was going on. Something was changing. In subsequent years, I heard others articulate variations on the same theme. Harvard Business School professor Michael Porter called it “shared value capitalism.”3 Whole Foods cofounder John Mackey described it as “conscious capitalism.”4 Salesforce CEO Marc Benioff spoke of “compassionate capitalism.”5 Hedge fund billionaire Paul Tudor Jones called it “JUST Capital.” Lynn Rothschild, who had married into the legendary banking family, called it “inclusive capitalism.” Increasingly, the leaders of business found it necessary to put adjectives before the economic system that had brought them their success.

The Future of Technology by Tom Standage

air freight, Alan Greenspan, barriers to entry, business process, business process outsourcing, call centre, Clayton Christensen, computer vision, connected car, corporate governance, creative destruction, disintermediation, disruptive innovation, distributed generation, double helix, experimental economics, financial engineering, Ford Model T, full employment, hydrogen economy, hype cycle, industrial robot, informal economy, information asymmetry, information security, interchangeable parts, job satisfaction, labour market flexibility, Larry Ellison, Marc Andreessen, Marc Benioff, market design, Menlo Park, millennium bug, moral hazard, natural language processing, Network effects, new economy, Nicholas Carr, optical character recognition, PalmPilot, railway mania, rent-seeking, RFID, Salesforce, seminal paper, Silicon Valley, Silicon Valley ideology, Silicon Valley startup, six sigma, Skype, smart grid, software as a service, spectrum auction, speech recognition, stem cell, Steve Ballmer, Steve Jurvetson, technological determinism, technology bubble, telemarketer, transcontinental railway, vertical integration, Y2K

These companies build huge datacentres so that other companies do not have to. The best-known asp today is Salesforce.com, a San Francisco firm that made its debut on the stockmarket in June 2004. As the name suggests, Salesforce.com specialises in software that salespeople use to keep track of their marketing leads and client information. Traditionally, firms buy this kind of software from vendors such as Siebel Systems, then try to integrate it into their own datacentres. With Salesforce.com, however, firms simply pay a monthly fee, from $65 per user, and go to Salesforce.com’s website, just as they go to Amazon’s when they want to shop for books, or eBay’s to buy secondhand goods.

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“I can train the average customer in under 45 minutes on the phone,” claims Marc Benioff, Salesforce.com’s boss, adding that traditional software packages often take weeks to learn. The it staff of the firm using Salesforce.com also have less work to do. They do not have to install any new software on the firm’s own computers, and can leave Salesforce.com to worry about integrating its software with the client’s other systems. Even upgrading the software becomes much easier. Instead of shipping boxes of cds to its customers, Salesforce.com simply shuts down its system for a few hours on a weekend night, and when clients log on again on Monday morning they see the new version in their browsers.

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But it already seems certain that in future it firms will increasingly be in the business of techniques rather than technology. 18 COMING OF AGE At your service Despite early failures, computing will eventually become a utility arc benioff (not a grey hair in sight) is not afraid to mix religion and business. In February 2003, the practising Buddhist and chief executive of salesforce.com, a San Francisco start-up, invited 200 customers and friends to a benefit concert featuring David Bowie, with proceeds going to the Tibet House, a New York cultural centre whose patron is the Dalai Lama. But Mr Benioff also used the event to get his firm’s message across: “Freedom from software”.

Startupland: How Three Guys Risked Everything to Turn an Idea Into a Global Business by Mikkel Svane, Carlye Adler

Airbnb, Ben Horowitz, Benchmark Capital, Burning Man, business process, call centre, Chuck Templeton: OpenTable:, cloud computing, credit crunch, David Heinemeier Hansson, Elon Musk, fail fast, housing crisis, Jeff Bezos, Kickstarter, Marc Benioff, Menlo Park, remote working, Ruby on Rails, Salesforce, Sand Hill Road, Silicon Valley, Silicon Valley startup, Skype, software as a service, South of Market, San Francisco, Steve Jobs, subscription business, Tesla Model S, web application

But I got to know him the best as the subject of an onstage interview I conducted at Le Web 2012, a full year after I had written a post describing the $3.4 billion SAP/SuccessFactors acquisition as “boring.” What impressed me the most about Svane was his reluctance to show fear when asked about Salesforce’s ‘Assistly’ buy, which within a month would be turned into the Salesforce Zendesk competitor Desk.com. He also indicated in the interview that Zendesk had had an acquisition offer for 100 million dollars, which he turned down. Bold. Svane later told me that he believed I was “the voice of a generation” when I called the SAP acquisition by SuccessFactors “boring.”

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Timing Is Everything Working in this on-and-off manner, it took us a long time to build the product, but maybe that was a blessing. The software industry was shifting, and we felt more and more supported in our original beliefs. The provisioning of software was becoming simpler and less expensive. The trends in the consumer world were starting to sweep through enterprises. Salesforce.com was built on a new delivery model, and founder Marc Benioff was evangelizing “the End of Software” as we knew it. 27 Page 27 Svane c01.tex V3 - 10/24/2014 8:14 P.M. S TA R TU P L A N D 37signals in Chicago was lean and small, another company blazing the trail. As mentioned earlier, it’s ironic that one of its key people, Danish programmer David Heinemeier Hansson, had been let go at Caput.

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Although Alex had selected Scandinavian furniture that looked clean and modern, it was definitely a setup for one guy only. There was only one real work chair. Whoever got in first (Alex) took it. The others sat on old kitchen chairs. The desk we worked at was an old door on sawhorses. (I’m not sure why. I know Amazon and salesforce.com started with desks built out of doors, but we were unaware that this was a trend happening across the pond; it was more of a utilitarian decision.) Working together in the small loft, we quickly learned each other’s quirks and foibles. It’s so intimate to be working in someone’s home. You see everything.

Billion Dollar Loser: The Epic Rise and Spectacular Fall of Adam Neumann and WeWork by Reeves Wiedeman

Adam Neumann (WeWork), Airbnb, asset light, barriers to entry, Black Lives Matter, Blitzscaling, Burning Man, call centre, carbon footprint, company town, coronavirus, corporate governance, COVID-19, cryptocurrency, digital nomad, do what you love, Donald Trump, driverless car, dumpster diving, East Village, eat what you kill, Elon Musk, Erlich Bachman, fake news, fear of failure, Gavin Belson, Gordon Gekko, housing crisis, index fund, Jeff Bezos, low interest rates, Lyft, Marc Benioff, margin call, Mark Zuckerberg, Masayoshi Son, Maui Hawaii, medical residency, Menlo Park, microapartment, mortgage debt, Network effects, new economy, prosperity theology / prosperity gospel / gospel of success, reality distortion field, ride hailing / ride sharing, Salesforce, Sand Hill Road, sharing economy, Sheryl Sandberg, Silicon Valley, Silicon Valley startup, Skype, Snapchat, SoftBank, software as a service, sovereign wealth fund, starchitect, stealth mode startup, Steve Jobs, Steve Wozniak, subscription business, TechCrunch disrupt, the High Line, Tim Cook: Apple, too big to fail, Travis Kalanick, Uber for X, uber lyft, Vision Fund, WeWork, zero-sum game

Chapter Fourteen The Holy Grail AS SOON AS ADAM landed in San Francisco after his visit with Howard Schultz, he drove to a dinner party at the home of Marc Benioff, the founder of Salesforce, with whom Neumann had become friendly. Benioff launched Salesforce during the last dot-com boom and came out the other side as a majordomo of the start-up world. He was preparing to move his company into an eponymously named tower that would be San Francisco’s tallest. Salesforce, which offered back-end technological solutions for corporations, was at the leading edge of the software-as-a-service movement. The new business model centered on selling subscriptions to a variety of computer applications that could be accessed through the cloud.

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WeWork’s operations depended on a hodgepodge of Google Docs and disorganized spreadsheets, and Adler’s team built a pair of programs to streamline operations: Space Man would handle billing, while Space Station would help community managers keep track of their locations—everything from reports about broken toilets to notes about what kind of dessert each member liked so that community managers could hand out personalized gifts. Some employees questioned the value of building these systems at all. Why not buy software from Salesforce or another tech giant instead of leaning on the company’s small team of developers and engineers to patch together its own system? But Adam maintained a sense that he and his company could do the impossible, and everyone from Miguel on down found it easier to find a way to make things happen rather than question the wisdom of his ambitions.

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The new business model centered on selling subscriptions to a variety of computer applications that could be accessed through the cloud. Masa had built his fortune selling floppy disks and CD-ROMs, but thirty years later, SaaS businesses were producing some of Silicon Valley’s largest valuations: Salesforce, Slack, Palantir, and a host of largely anonymous companies that offered new cloud-based services forming the backbone of the new economy. But the flock of Silicon Valley unicorns had grown so large that Benioff himself had become nervous. The kind of rapid expansion that venture capital made possible wasn’t sustainable without discipline.

Human + Machine: Reimagining Work in the Age of AI by Paul R. Daugherty, H. James Wilson

3D printing, AI winter, algorithmic management, algorithmic trading, AlphaGo, Amazon Mechanical Turk, Amazon Robotics, augmented reality, autonomous vehicles, blockchain, business process, call centre, carbon footprint, circular economy, cloud computing, computer vision, correlation does not imply causation, crowdsourcing, data science, deep learning, DeepMind, digital twin, disintermediation, Douglas Hofstadter, driverless car, en.wikipedia.org, Erik Brynjolfsson, fail fast, friendly AI, fulfillment center, future of work, Geoffrey Hinton, Hans Moravec, industrial robot, Internet of things, inventory management, iterative process, Jeff Bezos, job automation, job satisfaction, knowledge worker, Lyft, machine translation, Marc Benioff, natural language processing, Neal Stephenson, personalized medicine, precision agriculture, Ray Kurzweil, recommendation engine, RFID, ride hailing / ride sharing, risk tolerance, robotic process automation, Rodney Brooks, Salesforce, Second Machine Age, self-driving car, sensor fusion, sentiment analysis, Shoshana Zuboff, Silicon Valley, Snow Crash, software as a service, speech recognition, tacit knowledge, telepresence, telepresence robot, text mining, the scientific method, uber lyft, warehouse automation, warehouse robotics

Jinha, “Article 50 Million: An Estimate of the Number of Scholarly Journals in Existence,” Learned Publishing 23, no. 1 (July 2010): 258–263. 5.Author interview with Shivon Zilis, January 31, 2017. 6.Author interview with Colin Hill, CEO of GNS Healthcare, February 12, 2016. 7.Ibid. 8.Margaret Rhodes, “Check Out Nike’s Crazy New Machine-Designed Track Shoe,” Wired, July 20, 2016, https://www.wired.com/2016/07/check-nikes-crazy-new-machine-designed-track-shoe/. 9.Author interview with Scott Clark, CEO of SigOpt, November 22, 2016. 10.Author interview with Colin Hill, CEO of GNS Healthcare, February 12, 2016. 11.Author interview with Brandon Allgood, CTO of Numerate, July 7, 2016. 12.Ibid. Chapter 4 1.Phil Wainewright, “Salesforce Captures the Limits of AI in a Coca-Cola Cooler,” Diginomica, March 7, 2017, http://diginomica.com/2017/03/07/salesforce-captures-the-limits-of-ai-in-a-coca-cola-cooler/. 2.“Transitioning to a Circular Economy,” Philips, https://www.usa.philips.com/c-dam/corporate/about-philips-n/sustainability/sustainabilitypdf/philips-circular-economy.pdf. 3.Jordan Crook, “Oak Labs, with $41M in Seed, Launches a Smart Fitting Room Mirror,” TechCrunch, November 18, 2015, https://techcrunch.com/2015/11/18/oak-labs-with-4-1m-in-seed-launches-a-smart-fitting-room-mirror/. 4.

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ID=939124067092027067004014122095071122024055052015007029075097084030114081117071005117010025040030028099033029108085078084110085058032042047078116106068114072091072007017066053119084126001064066091030110015091108011105082068097088118126016099093096024091&EXT=pdf. 16.Conversation with Bill Ruh, CEO for General Electric Digital, April 11, 2017. 17.Ibid. 18.Accenture client work and Accenture Research case example research findings (estimate) 19.Nicholas Fearn, “Ducati Corse Turns to IoT to Test MotoGP Racing,” Internet of Business, March 8, 2017, https://internetofbusiness.com/ducati-corse-races-iot/. 20.Anthony Ha, “Salesforce Acquires Smart Calendar App Tempo, App Will Shut Down on June 30,” Tech Crunch, May 29, 2015, https://techcrunch.com/2015/05/29/salesforce-acquires-tempo/. 21.“Nielsen Breakthrough Innovation Report, European Edition,” Nielsen, December 2015, http://www.nielsen.com/content/dam/nielsenglobal/eu/docs/pdf/Nielsen%20Breakthrough%20Innovation%20Report%202015%20European%20Edition_digital_HU.pdf. 22.Mike Rogoway, “Facebook Plans ‘Cold Storage’ for Old Photos in Prineville,” Oregonian, February 20, 2013, http://www.oregonlive.com/silicon-forest/index.ssf/2013/02/facebook_plans_cold_storage_fo.html. 23.

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As the authors point out, we must invest in training millions of people for the jobs of tomorrow and establish guardrails to ensure that as AI evolves, the benefits accrue to all of humanity. Human + Machine is a roadmap to the future—read it if you’re serious about understanding the impact of AI and how it is driving growth.” — MARC BENIOFF, Chairman and CEO, Salesforce “Human + Machine is a well-written and well-researched book that addresses the missing middle of AI: how humans and machines can collaborate so as to augment—not replace—human skills. From the manufacturing floor to the back office to the individual, Paul and James offer wonderfully approachable and actionable insight into the changing nature of work

More From Less: The Surprising Story of How We Learned to Prosper Using Fewer Resources – and What Happens Next by Andrew McAfee

back-to-the-land, Bartolomé de las Casas, Berlin Wall, bitcoin, Blitzscaling, Branko Milanovic, British Empire, Buckminster Fuller, call centre, carbon credits, carbon footprint, carbon tax, Charles Babbage, clean tech, clean water, cloud computing, congestion pricing, Corn Laws, creative destruction, crony capitalism, data science, David Ricardo: comparative advantage, decarbonisation, DeepMind, degrowth, dematerialisation, Demis Hassabis, Deng Xiaoping, do well by doing good, Donald Trump, Edward Glaeser, en.wikipedia.org, energy transition, Erik Brynjolfsson, failed state, fake news, Fall of the Berlin Wall, Garrett Hardin, Great Leap Forward, Haber-Bosch Process, Hans Rosling, humanitarian revolution, hydraulic fracturing, income inequality, indoor plumbing, intangible asset, James Watt: steam engine, Jeff Bezos, job automation, John Snow's cholera map, joint-stock company, Joseph Schumpeter, Khan Academy, Landlord’s Game, Louis Pasteur, Lyft, Marc Andreessen, Marc Benioff, market fundamentalism, means of production, Michael Shellenberger, Mikhail Gorbachev, ocean acidification, oil shale / tar sands, opioid epidemic / opioid crisis, Paul Samuelson, peak oil, precision agriculture, price elasticity of demand, profit maximization, profit motive, risk tolerance, road to serfdom, Ronald Coase, Ronald Reagan, Salesforce, Scramble for Africa, Second Machine Age, Silicon Valley, Steve Jobs, Steven Pinker, Stewart Brand, Ted Nordhaus, TED Talk, telepresence, The Wealth of Nations by Adam Smith, Thomas Davenport, Thomas Malthus, Thorstein Veblen, total factor productivity, Tragedy of the Commons, Uber and Lyft, uber lyft, Veblen good, War on Poverty, We are as Gods, Whole Earth Catalog, World Values Survey

Opportunity Is Not,” Axios, March 21, 2018, https://www.axios.com/talent-is-distributed-equally-opportunity-is-not-1521472713-905349d9-7383-470d-8bad-653a832b4d52.html. Salesforce is buying enough carbon credits: Akshat Rathi, “If Your Carbon Footprint Makes You Feel Guilty, There’s an Easy Way Out,” Quartz, May 3, 2017, https://qz.com/974463/buying-carbon-credits-is-the-easiest-way-to-offset-your-carbon-footprint/. Salesforce has also announced its intentions: “Salesforce Invests in Its Largest Renewable Energy Agreement to Date, the Global Climate Action Summit, and a More Sustainable Future,” Salesforce, August 30, 2018, https://www.salesforce.com/company/news-press/press-releases/2018/08/180830/. Google reached 100 percent renewable energy for all global operations: “100% Renewable,” Google Sustainability, accessed March 25, 2019, https://sustainability.google/projects/announcement-100/.

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The most worrying longer-term problem that we face is clearly global warming. Companies are obviously huge contributors to this problem. Are they also contributing meaningfully to solutions? In some sectors, they are. The software company Salesforce is buying enough carbon offsets to make up for all the CO2 produced by its data centers around the world. Because of this, all of Salesforce’s cloud computing customers can now say that their interactions with the company are carbon neutral. Salesforce has also announced its intentions to move away entirely from fossil fuel energy sources by 2022. Other large technology companies, including Apple, Facebook, and Microsoft, have similar plans.

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—Marc Andreessen, cofounder of Netscape and Andreessen Horowitz “In More from Less Andrew McAfee lays out a compelling blueprint showing how we can support human life using fewer natural resources, improve the state of the world, and replenish the planet for centuries to come.” —Marc Benioff, chairman and co-CEO of Salesforce “A must-read—timely and refreshing! Amid the din of voices insisting that the ravages of climate change are unstoppable, McAffee offers a desperately needed nuanced perspective on what governments and society have got right, and he compellingly argues that commendable progress has already been made.

Lean Analytics: Use Data to Build a Better Startup Faster by Alistair Croll, Benjamin Yoskovitz

Airbnb, Amazon Mechanical Turk, Amazon Web Services, Any sufficiently advanced technology is indistinguishable from magic, barriers to entry, Bay Area Rapid Transit, Ben Horowitz, bounce rate, business intelligence, call centre, cloud computing, cognitive bias, commoditize, constrained optimization, data science, digital rights, en.wikipedia.org, Firefox, Frederick Winslow Taylor, frictionless, frictionless market, game design, gamification, Google X / Alphabet X, growth hacking, hockey-stick growth, Infrastructure as a Service, Internet of things, inventory management, Kickstarter, lateral thinking, Lean Startup, lifelogging, longitudinal study, Marshall McLuhan, minimum viable product, Network effects, PalmPilot, pattern recognition, Paul Graham, performance metric, place-making, platform as a service, power law, price elasticity of demand, reality distortion field, recommendation engine, ride hailing / ride sharing, rolodex, Salesforce, sentiment analysis, skunkworks, Skype, social graph, social software, software as a service, Steve Jobs, subscription business, telemarketer, the long tail, transaction costs, two-sided market, Uber for X, web application, Y Combinator

Products that boost revenues are easier for people to believe in—just look at lotteries and get-rich-quick schemes versus savings plans and life insurance. Eventbrite and Kickstarter know this. An ecosystem will form around you. This is similar to the platform model. Salesforce and Photoshop are good examples of this: Salesforce’s App Exchange has thousands of third-party applications that make the CRM (customer relationship management) provider more useful and customizable, and Photoshop’s plug-in model added features to the application far more quickly than if Adobe had coded them all itself.

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You can find him on Twitter as @acroll, or email him at alistair@solveforinteresting.com. Ben Yoskovitz is an entrepreneur with more than 15 years of experience in web businesses. He started his first company in 1996 while completing university. In 2011, he joined GoInstant as VP Product. The company was acquired in September 2012 by Salesforce.com, and he continues in his role with GoInstant and Salesforce.com. Ben has been blogging since 2006. His Instigator Blog (http://instigatorblog.com) is recognized as one of the top blogs on startups and entrepreneurship. Ben is also an active mentor to numerous startups and accelerator programs. He regularly speaks at startup conferences and events, including the Michigan Lean Startup Conference, the Internet Marketing Conference, and the Lean Startup Conference.

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Rose, Kevin, Measuring the MVP Rubicon Consulting, Content Creation and Interaction The Rules of Work (Pearson), Span of Control and the Railroads Rumsfeld, Donald, Eight Vanity Metrics to Watch Out For Running Lean (Maurya), Running Lean and How to Conduct a Good Interview S SaaS (Software as a Service) model about, Model Two: Software as a Service (SaaS) Backupify case study, Backupify’s Customer Lifecycle Learning ClearFit case study, ClearFit Abandons Monthly Subscriptions for 10x Growth key takeaways, Wrinkles: Freemium, Tiers, and Other Pricing Models measuring metrics in, Model Two: Software as a Service (SaaS), Paid Enrollment OfficeDrop case study, OfficeDrop’s Key Metric: Paid Churn ROI in, The Penny Machine stage comparisons in, Model + Stage Drives the Metric You Track upselling in, Model Two: Software as a Service (SaaS), Content Creation and Interaction, Freemium Versus Paid user flow depicted through, Churn Complications wrinkles in, ClearFit Abandons Monthly Subscriptions for 10x Growth Sack, Andy, Getting Answers at Scale Salesforce, The Minimum Viable Vision Salesforce.com, What DuProprio Watches Scale stage (Lean Analytics) about, What Stage Are You At?, Stage Five: Scale Buffer case study, Is My Business Model Right? business model comparisons, Model + Stage Drives the Metric You Track business model considerations, The Hole in the Middle depicted, The Lean Analytics Stages and Gates enterprise startups and, Revenue: Direct Sales and Support exercise for, Buffer Goes from Stickiness to Scale (Through Revenue) hole in the middle problem, Stage Five: Scale intrapreneurs and, Revenue Within the Ecosystem metrics for, The Hole in the Middle summary of, A Summary of the Scale Stage usage example, What Stage Are You At?

The Power of Pull: How Small Moves, Smartly Made, Can Set Big Things in Motion by John Hagel Iii, John Seely Brown

Albert Einstein, Andrew Keen, barriers to entry, Black Swan, business process, call centre, Clayton Christensen, clean tech, cloud computing, commoditize, corporate governance, creative destruction, disruptive innovation, Elon Musk, en.wikipedia.org, future of work, game design, George Gilder, intangible asset, Isaac Newton, job satisfaction, Joi Ito, knowledge economy, knowledge worker, loose coupling, Louis Pasteur, Malcom McLean invented shipping containers, Marc Benioff, Maui Hawaii, medical residency, Network effects, old-boy network, packet switching, pattern recognition, peer-to-peer, pre–internet, profit motive, recommendation engine, Ronald Coase, Salesforce, shareholder value, Silicon Valley, Skype, smart transportation, software as a service, supply-chain management, tacit knowledge, The Nature of the Firm, the new new thing, the strength of weak ties, too big to fail, trade liberalization, transaction costs, TSMC, Yochai Benkler

Although shaping views must acknowledge the uncertainty on the broader business landscape and provide sufficient room for experimentation and innovation, they also must offer a more tangible focus in terms of where to invest. Salesforce.com provides a more recent example of a shaping view at work. Started by Marc Benioff less than a decade ago, Salesforce.com has emerged as a highly successful maker of software for companies. It started with a focus on salesforce automation and customer-relationship management applications. In less than a decade, Salesforce.com has become a public company with a market capitalization of almost $7 billion. It has nearly tripled its revenue over the past three years, and it mobilized more than 700 independent applications on the application platform that it recently introduced.

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At a time when the established competition was focusing on creating big applications to help companies manage their internal operations, this was a startlingly different view of the future. When many were wondering about the future of the enterprise-application software market, this shaping view suggested lots of opportunity for specialized players to enter the market and a new focus for investment by existing players. Of course, it helped that Salesforce.com just happened to have a new online service supporting salesforce automation. But to anyone who heard Benioff it was clear that this was not just a salespitch, but instead a very different view of where the software business was headed, one with much broader implications than just for his company. He was imagining a very different view of the future, and he was a tireless evangelist for this perspective.

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And if you understood that your success in doing this could be enhanced by persuading many other individuals and institutions to follow your lead, how confident would you be that you could prevail? In the business world, it has been exceptional individuals who have managed to reshape the terms of competition in markets, industries, and even entire economic sectors. In Salesforce.com’s early years, for example, founder and CEO Marc Benioff painted a compelling view of how to reshape the software industry around a new form of delivery: software as a service. The Fung brothers revolutionized supply-chain practice in the apparel industry. Malcom McLean led Sea-Land to a preeminent position in the containerized shipping business by driving standardization around his innovative container designs.

Modern Monopolies: What It Takes to Dominate the 21st Century Economy by Alex Moazed, Nicholas L. Johnson

3D printing, Affordable Care Act / Obamacare, Airbnb, altcoin, Amazon Web Services, Andy Rubin, barriers to entry, basic income, bitcoin, blockchain, book value, Chuck Templeton: OpenTable:, cloud computing, commoditize, connected car, disintermediation, driverless car, fake it until you make it, future of work, gig economy, hockey-stick growth, if you build it, they will come, information asymmetry, Infrastructure as a Service, intangible asset, Internet of things, invisible hand, jimmy wales, John Gruber, Kickstarter, Lean Startup, Lyft, Marc Andreessen, Marc Benioff, Mark Zuckerberg, Marshall McLuhan, means of production, Metcalfe’s law, money market fund, multi-sided market, Network effects, PalmPilot, patent troll, peer-to-peer lending, Peter Thiel, pets.com, platform as a service, power law, QWERTY keyboard, Ray Kurzweil, ride hailing / ride sharing, road to serfdom, Robert Metcalfe, Ronald Coase, Salesforce, self-driving car, sharing economy, Sheryl Sandberg, Silicon Valley, Skype, Snapchat, social graph, software as a service, software is eating the world, source of truth, Startup school, Steve Jobs, TaskRabbit, technological determinism, the medium is the message, transaction costs, transportation-network company, traveling salesman, Travis Kalanick, two-sided market, Uber and Lyft, Uber for X, uber lyft, vertical integration, white flight, winner-take-all economy, Y Combinator

Yet years later, in the early 2000s, along came Salesforce.com, which undercut these companies by distributing its software over the Internet. At the time, Salesforce CEO Marc Benioff called this “the end of software.” What he really meant was that it was the end of traditional, expensive software and the beginning of software as a service (SaaS)—essentially cloud software that can be accessed cheaply over the Internet. But over time, Salesforce’s larger competitors started to create SaaS offerings, and Salesforce needed to continue to differentiate itself. What was Benioff’s answer? Build a development platform. Salesforce created its Force.com development platform and AppExchange app store, which it launched in 2006.

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Salesforce created its Force.com development platform and AppExchange app store, which it launched in 2006. The company heavily invested in creating a third-party software ecosystem around its core applications. Today, its app store has millions of app downloads and is an important part of Salesforce’s value proposition. Other cloud software industries have evolved in a similar manner, such as cloud data storage and so-called infrastructure-as-a-service (IaaS) companies. Both Google App Engine and Amazon Web Services have robust development platforms with thousands of available apps and integrations. Healthcare software is another great example of this trend.

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., 95 expanding markets ExxonMobil, 22, 60 Facebook: Adyen and, 203; competition and, 74, 174; core transaction and, 118; data and, 70. 72; derivative businesses and, 206; Facebook Home, 220; GitHub and, 35; growth, 67, 224; identity and, 178–80; Messenger, 218–20; network effects, 170–74, 183; open source and, 33; privacy and, 106–8, 155; simplicity and, 122–23; success, 18–19, 30, 81, 164–67, 212; terminal decline and, 209–10; transactions and, 37, 149, 153–54; value, 30; Twitter and, 139, 142–44; Zynga and, 207–9 Farmville, 207–8, 218 Financial Times, 3 firm, theory of, 55–61 Flickr, 18, 155 Force.com, 79; see also Salesforce Ford, 7, 14, 24–25, 60, 112 fragmentation, 103, 220, 226–28, 230, 235 Garden.com, 64 Gebbia, Joe, 109, 131 General Electric, 22, 60, 231 General Motors (GM), 22, 24–25, 60 GitHub, 35–38, 41 Glamsquad, 15, 45, 156 Gooden, Dave, 130 Goodrow, Cristos, 135–36 Google: Gmail, 129, 174; Google Ventures, 15; Nest, 6; Orkut, 122, 173, 221; Play Store, 12, 197, 220–21; Search, 6, 73, 135, 151, 154, 221; see also Android government regulations, 80, 101–2, 106, 108, 152, 203, 213–17, 229–30, 232, 234–35 graphical user interfaces (GUIs), 35 Greenspan, Aaron, 123 Gross, Bill, 141 Gurley, Bill, 81, 93, 142–43 Handy, 30, 32, 45–46, 90–93, 116, 145, 149–51, 156, 181, 194, 199, 216, 220 Hanrahan, Oisin, 90 harassment, social media and, 143 Harlow, Jo, 2–3 Hatching Twitter (Bilton), 142 Hayek, Friedrich, 53–55, 59, 61, 63, 70–73 Heins, Thorsten, 7–8 Henderson, Bruce, 56–60, 69, 72 Homejoy, 91–92, 177 houseSYSTEM, 122–23, 147 Hyatt, 87 IBM, 33, 71, 235 information goods, 85 infrastructure-as-a-service (IaaS), 79 inputs/outputs, 58, 111–12, 117 Instacart, 32, 147–49, 216 Instagram, 30, 46–47, 81, 107, 114, 119, 144, 146, 194, 201, 221, 229 investors, 21–22, 63, 77, 81–83 iPhone, 1–2, 8–14, 38, 141, 196, 211; see also Apple IPOs, 20–22, 29–30, 154, 209, 217 iTunes, 6, 11, 221; see also Apple Jackson, Eric M., 132 James Bond, 49, 54 Jobs, Steve, 11, 13–15 J.P.

Stakeholder Capitalism: A Global Economy That Works for Progress, People and Planet by Klaus Schwab, Peter Vanham

"Friedman doctrine" OR "shareholder theory", "World Economic Forum" Davos, 3D printing, additive manufacturing, agricultural Revolution, air traffic controllers' union, Anthropocene, Apple II, Asian financial crisis, Asperger Syndrome, basic income, Berlin Wall, Big Tech, biodiversity loss, bitcoin, Black Lives Matter, blockchain, blue-collar work, Branko Milanovic, Bretton Woods, British Empire, business process, capital controls, Capital in the Twenty-First Century by Thomas Piketty, car-free, carbon footprint, carbon tax, centre right, clean tech, clean water, cloud computing, collateralized debt obligation, collective bargaining, colonial rule, company town, contact tracing, contact tracing app, Cornelius Vanderbilt, coronavirus, corporate governance, corporate social responsibility, COVID-19, creative destruction, Credit Default Swap, credit default swaps / collateralized debt obligations, cryptocurrency, cuban missile crisis, currency peg, cyber-physical system, decarbonisation, demographic dividend, Deng Xiaoping, Diane Coyle, digital divide, don't be evil, European colonialism, Fall of the Berlin Wall, family office, financial innovation, Francis Fukuyama: the end of history, future of work, gender pay gap, general purpose technology, George Floyd, gig economy, Gini coefficient, global supply chain, global value chain, global village, Google bus, green new deal, Greta Thunberg, high net worth, hiring and firing, housing crisis, income inequality, income per capita, independent contractor, industrial robot, intangible asset, Intergovernmental Panel on Climate Change (IPCC), Internet of things, invisible hand, James Watt: steam engine, Jeff Bezos, job automation, joint-stock company, Joseph Schumpeter, Kenneth Rogoff, Khan Academy, Kickstarter, labor-force participation, lockdown, low interest rates, low skilled workers, Lyft, manufacturing employment, Marc Benioff, Mark Zuckerberg, market fundamentalism, Marshall McLuhan, Martin Wolf, means of production, megacity, microplastics / micro fibres, Mikhail Gorbachev, mini-job, mittelstand, move fast and break things, neoliberal agenda, Network effects, new economy, open economy, Peace of Westphalia, Peter Thiel, precariat, Productivity paradox, profit maximization, purchasing power parity, race to the bottom, reserve currency, reshoring, ride hailing / ride sharing, Ronald Reagan, Salesforce, San Francisco homelessness, School Strike for Climate, self-driving car, seminal paper, shareholder value, Shenzhen special economic zone , Shenzhen was a fishing village, Silicon Valley, Simon Kuznets, social distancing, Social Responsibility of Business Is to Increase Its Profits, special economic zone, Steve Jobs, Steve Wozniak, synthetic biology, TaskRabbit, The Chicago School, The Future of Employment, The inhabitant of London could order by telephone, sipping his morning tea in bed, the various products of the whole earth, the scientific method, TikTok, Tim Cook: Apple, trade route, transfer pricing, Uber and Lyft, uber lyft, union organizing, universal basic income, War on Poverty, We are the 99%, women in the workforce, working poor, working-age population, Yom Kippur War, young professional, zero-sum game

., November 2016, https://www.vox.com/2016/11/15/13631938/benioff-salesforce-data-government-federal-trade-commission-ftc-linkedin-microsoft. 26 Trailblazer, Marc Benioff, October 2019, pp. 12–13. 27 “You Deserve Privacy Online. Here's How You Could Actually Get It,” Tim Cook, TIME Magazine, January 2019, https://time.com/collection/davos-2019/5502591/tim-cook-data-privacy/. 28 “Big Tech Needs More Regulation,” Mark Zuckerberg, Financial Times, February 2020, https://www.ft.com/content/602ec7ec-4f18-11ea-95a0-43d18ec715f5. 29 “Benioff Comes Out Strong for Homeless Initiative, although Salesforce Would Pay Big,” Kevin Fagan, San Francisco Chronicle, October 2018, https://www.sfchronicle.com/bayarea/article/Benioff-comes-out-strong-for-homeless-initiative-13291392.php. 30 “The Social Responsibility of Business,” Marc Benioff, The New York Times, October 2018, https://www.nytimes.com/2018/10/24/opinion/business-social-responsibility-proposition-c.html. 31 “We can now measure the progress of stakeholder capitalism.

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With a global economic system generating deep divisions and inequalities, Klaus renews his call for a form of capitalism that works for everyone and where businesses don't just take from society but truly give back and have a positive impact. Stakeholder Capitalism is an urgent call to action.” —Marc Benioff, Chair and CEO, Salesforce “If you think this is just another pre-COVID/post-COVID book, think again. Klaus Schwab draws on his vast experience to take us on a roller-coaster ride past the highs and lows of post-war capitalism. His knack for economic storytelling gives you a real and deep insight into where we are headed and what we should be aiming for.”

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They choose products and solutions that hurt the environment less, rather than more, and they opt for study and work careers that could be a part of the solution, rather than the problem. This shift in attitude is affecting all layers of society. It made Microsoft commit to offsetting not just its current and future CO2 emissions, for example, but those of the past as well. It made Marc Benioff, co-CEO of Salesforce and a member the World Economic Forum's board of trustees, declare at our 2020 Annual Meeting that “Capitalism, as we know it, is dead,” suggesting instead companies adhere to the stakeholder model and a better stewardship of the environment. And it made Larry Fink, the CEO of BlackRock, tell CEOs and clients that “every government, company, and shareholder must confront climate change” and that his firm is in the process of “removing, from its actively managed portfolios, stocks and bonds of companies that get more than 25% of their revenue from thermal coal production.”

Stakeholder Capitalism: A Global Economy That Works for Progress, People and Planet by Klaus Schwab

"Friedman doctrine" OR "shareholder theory", "World Economic Forum" Davos, 3D printing, additive manufacturing, agricultural Revolution, air traffic controllers' union, Anthropocene, Apple II, Asian financial crisis, Asperger Syndrome, basic income, Berlin Wall, Big Tech, biodiversity loss, bitcoin, Black Lives Matter, blockchain, blue-collar work, Branko Milanovic, Bretton Woods, British Empire, business process, capital controls, Capital in the Twenty-First Century by Thomas Piketty, car-free, carbon footprint, carbon tax, centre right, clean tech, clean water, cloud computing, collateralized debt obligation, collective bargaining, colonial rule, company town, contact tracing, contact tracing app, Cornelius Vanderbilt, coronavirus, corporate governance, corporate social responsibility, COVID-19, creative destruction, Credit Default Swap, credit default swaps / collateralized debt obligations, cryptocurrency, cuban missile crisis, currency peg, cyber-physical system, decarbonisation, demographic dividend, Deng Xiaoping, Diane Coyle, digital divide, don't be evil, European colonialism, Fall of the Berlin Wall, family office, financial innovation, Francis Fukuyama: the end of history, future of work, gender pay gap, general purpose technology, George Floyd, gig economy, Gini coefficient, global supply chain, global value chain, global village, Google bus, green new deal, Greta Thunberg, high net worth, hiring and firing, housing crisis, income inequality, income per capita, independent contractor, industrial robot, intangible asset, Intergovernmental Panel on Climate Change (IPCC), Internet of things, invisible hand, James Watt: steam engine, Jeff Bezos, job automation, joint-stock company, Joseph Schumpeter, Kenneth Rogoff, Khan Academy, Kickstarter, labor-force participation, lockdown, low interest rates, low skilled workers, Lyft, manufacturing employment, Marc Benioff, Mark Zuckerberg, market fundamentalism, Marshall McLuhan, Martin Wolf, means of production, megacity, microplastics / micro fibres, Mikhail Gorbachev, mini-job, mittelstand, move fast and break things, neoliberal agenda, Network effects, new economy, open economy, Peace of Westphalia, Peter Thiel, precariat, Productivity paradox, profit maximization, purchasing power parity, race to the bottom, reserve currency, reshoring, ride hailing / ride sharing, Ronald Reagan, Salesforce, San Francisco homelessness, School Strike for Climate, self-driving car, seminal paper, shareholder value, Shenzhen special economic zone , Shenzhen was a fishing village, Silicon Valley, Simon Kuznets, social distancing, Social Responsibility of Business Is to Increase Its Profits, special economic zone, Steve Jobs, Steve Wozniak, synthetic biology, TaskRabbit, The Chicago School, The Future of Employment, The inhabitant of London could order by telephone, sipping his morning tea in bed, the various products of the whole earth, the scientific method, TikTok, Tim Cook: Apple, trade route, transfer pricing, Uber and Lyft, uber lyft, union organizing, universal basic income, War on Poverty, We are the 99%, women in the workforce, working poor, working-age population, Yom Kippur War, young professional, zero-sum game

., November 2016, https://www.vox.com/2016/11/15/13631938/benioff-salesforce-data-government-federal-trade-commission-ftc-linkedin-microsoft. 26 Trailblazer, Marc Benioff, October 2019, pp. 12–13. 27 “You Deserve Privacy Online. Here's How You Could Actually Get It,” Tim Cook, TIME Magazine, January 2019, https://time.com/collection/davos-2019/5502591/tim-cook-data-privacy/. 28 “Big Tech Needs More Regulation,” Mark Zuckerberg, Financial Times, February 2020, https://www.ft.com/content/602ec7ec-4f18-11ea-95a0-43d18ec715f5. 29 “Benioff Comes Out Strong for Homeless Initiative, although Salesforce Would Pay Big,” Kevin Fagan, San Francisco Chronicle, October 2018, https://www.sfchronicle.com/bayarea/article/Benioff-comes-out-strong-for-homeless-initiative-13291392.php. 30 “The Social Responsibility of Business,” Marc Benioff, The New York Times, October 2018, https://www.nytimes.com/2018/10/24/opinion/business-social-responsibility-proposition-c.html. 31 “We can now measure the progress of stakeholder capitalism.

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With a global economic system generating deep divisions and inequalities, Klaus renews his call for a form of capitalism that works for everyone and where businesses don't just take from society but truly give back and have a positive impact. Stakeholder Capitalism is an urgent call to action.” —Marc Benioff, Chair and CEO, Salesforce “If you think this is just another pre-COVID/post-COVID book, think again. Klaus Schwab draws on his vast experience to take us on a roller-coaster ride past the highs and lows of post-war capitalism. His knack for economic storytelling gives you a real and deep insight into where we are headed and what we should be aiming for.”

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They choose products and solutions that hurt the environment less, rather than more, and they opt for study and work careers that could be a part of the solution, rather than the problem. This shift in attitude is affecting all layers of society. It made Microsoft commit to offsetting not just its current and future CO2 emissions, for example, but those of the past as well. It made Marc Benioff, co-CEO of Salesforce and a member the World Economic Forum's board of trustees, declare at our 2020 Annual Meeting that “Capitalism, as we know it, is dead,” suggesting instead companies adhere to the stakeholder model and a better stewardship of the environment. And it made Larry Fink, the CEO of BlackRock, tell CEOs and clients that “every government, company, and shareholder must confront climate change” and that his firm is in the process of “removing, from its actively managed portfolios, stocks and bonds of companies that get more than 25% of their revenue from thermal coal production.”

Super Founders: What Data Reveals About Billion-Dollar Startups by Ali Tamaseb

"World Economic Forum" Davos, 23andMe, additive manufacturing, Affordable Care Act / Obamacare, Airbnb, Anne Wojcicki, asset light, barriers to entry, Ben Horowitz, Benchmark Capital, bitcoin, business intelligence, buy and hold, Chris Wanstrath, clean water, cloud computing, coronavirus, corporate governance, correlation does not imply causation, COVID-19, cryptocurrency, data science, discounted cash flows, diversified portfolio, Elon Musk, Fairchild Semiconductor, game design, General Magic , gig economy, high net worth, hiring and firing, index fund, Internet Archive, Jeff Bezos, John Zimmer (Lyft cofounder), Kickstarter, late fees, lockdown, Lyft, Marc Andreessen, Marc Benioff, Mark Zuckerberg, Max Levchin, Mitch Kapor, natural language processing, Network effects, nuclear winter, PageRank, PalmPilot, Parker Conrad, Paul Buchheit, Paul Graham, peer-to-peer lending, Peter Thiel, Planet Labs, power law, QR code, Recombinant DNA, remote working, ride hailing / ride sharing, robotic process automation, rolodex, Ruby on Rails, Salesforce, Sam Altman, Sand Hill Road, self-driving car, shareholder value, sharing economy, side hustle, side project, Silicon Valley, Silicon Valley startup, Skype, Snapchat, SoftBank, software as a service, software is eating the world, sovereign wealth fund, Startup school, Steve Jobs, Steve Wozniak, survivorship bias, TaskRabbit, telepresence, the payments system, TikTok, Tony Fadell, Tony Hsieh, Travis Kalanick, Uber and Lyft, Uber for X, uber lyft, ubercab, web application, WeWork, work culture , Y Combinator

The startup, called Etacts, went through Y Combinator in 2010 and raised $700,000 from a range of angel investors, including Ashton Kutcher. Etacts showed promise, and after it had been operational for less than a year, Marc Benioff’s Salesforce acquired it for a rumored $25 million. Howie, then twenty-one, became an instant millionaire. Liu didn’t last long at Salesforce. He wanted to start something new; it was only a matter of what. He thought about the spreadsheets he saw at Salesforce, and how so many of them were cluttered, haphazard containers for various data. A spreadsheet worked well for numerical analysis or financial calculations, but most people were using them for purely organizational purposes.

…

Rachel King, “How Aaron Levie and His Childhood Friends Built Box into a $2 Billion Business, Without Stabbing Each Other in the Back,” TechRepublic, March 6, 2014, www.techrepublic.com/article/how-aaron-levie-and-his-childhood-friends-built-box-into-a-2-billion-business-without-stabbing-each-other-in-the-back/. CHAPTER 5: THE ORIGIN STORY 1. Ari Levy, “How Okta’s CEO Convinced His Wife in 2008 That He Should Leave Salesforce to Start a Company,” CNBC, December 26, 2019, www.cnbc.com/2019/12/26/how-okta-ceo-todd-mckinnon-convinced-wife-he-should-leave-salesforce.html. 2. Y Combinator, “DoorDash’s Application Video for YC S13,” YouTube, December 9, 2020, www.youtube.com/watch?v=Rzlr2tNSl0U. 3. Evan Moore, @evancharles, Twitter, December 9, 2020, https://twitter.com/evancharles/status/1336835870859485184. 4.

…

Eric Baldeschwieler was forty-six when he started Hortonworks, a multibillion-dollar big-data startup built around open-source Hadoop software. He’d built and managed the Hadoop team at Yahoo before venturing out. Todd McKinnon was thirty-seven when he started the identity-management company Okta; by then, he was running a hundred-person engineering team at Salesforce. There’s an even wider age distribution among founding CxOs, the term I use to describe the second-ranking person in the company. Most often, this role is filled by the chief technology officer or CTO, but it can sometimes be a chief scientific officer, chief medical officer, or, in more traditional sectors, a chief operating officer.

Tribe of Mentors: Short Life Advice From the Best in the World by Timothy Ferriss

"World Economic Forum" Davos, 23andMe, A Pattern Language, agricultural Revolution, Airbnb, Albert Einstein, Alvin Toffler, Bayesian statistics, bitcoin, Black Lives Matter, Black Swan, blockchain, Brownian motion, Buckminster Fuller, Clayton Christensen, cloud computing, cognitive dissonance, Colonization of Mars, corporate social responsibility, cryptocurrency, David Heinemeier Hansson, decentralized internet, dematerialisation, do well by doing good, do what you love, don't be evil, double helix, driverless car, effective altruism, Elon Musk, Ethereum, ethereum blockchain, family office, fear of failure, Gary Taubes, Geoffrey West, Santa Fe Institute, global macro, Google Hangouts, Gödel, Escher, Bach, haute couture, helicopter parent, high net worth, In Cold Blood by Truman Capote, income inequality, index fund, information security, Jeff Bezos, job satisfaction, Johann Wolfgang von Goethe, Kevin Kelly, Lao Tzu, Larry Ellison, Law of Accelerating Returns, Lyft, Mahatma Gandhi, Marc Andreessen, Marc Benioff, Marshall McLuhan, Max Levchin, Mikhail Gorbachev, minimum viable product, move fast and break things, Mr. Money Mustache, Naomi Klein, Neal Stephenson, Nick Bostrom, non-fiction novel, Peter Thiel, power law, profit motive, public intellectual, Ralph Waldo Emerson, Ray Kurzweil, Salesforce, Saturday Night Live, Sheryl Sandberg, side project, Silicon Valley, Skype, smart cities, smart contracts, Snapchat, Snow Crash, Steve Jobs, Steve Jurvetson, Steven Pinker, Stewart Brand, sunk-cost fallacy, TaskRabbit, tech billionaire, TED Talk, Tesla Model S, too big to fail, Turing machine, uber lyft, Vitalik Buterin, W. E. B. Du Bois, web application, Whole Earth Catalog, Y Combinator

I ended up in Larry Ellison’s old office, which he didn’t entirely clean out, leaving behind some 40 copies of The Mythical Man-Month.” Marc Benioff TW: @Benioff salesforce.com MARC BENIOFF is a philanthropist and chairman and CEO of Salesforce. A pioneer of cloud computing, Marc founded the company in 1999 with a vision to create an enterprise software company with a new technology model based in the cloud, a new pay-as-you-go business model, and a new integrated corporate philanthropy model. Under his leadership, Salesforce has grown from an idea into a Fortune 500 company, the fastest-growing top five software company in the world, and the global leader in CRM.

…

Later we became anchor tenants in office buildings all over the world—in London, New York, San Francisco, Munich, and Paris. Each of these buildings is not only named Salesforce Tower, but we also took the top floor along with some lower floors. I learned from that experience in Japan to leverage a real estate strategy for Salesforce. It’s an example of how I learned that if I’m upset about something, I should spend time asking myself, “What could I learn?” Because another opportunity is probably going to come in the future, and I will be better able to re-execute it. We are keeping the top floors of the Salesforce Towers open space—we call them “Ohana” floors. Ohana is the Hawaiian word for “family,” and for us, this includes employees, customers, partners, and the community.

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Larry had given this book to every software executive whom he met within the company. This short book says that to write great software, do it in small teams; having 100 or 1,000 or 2,000 developers won’t make it happen. Ironically, when we first started Salesforce and started to have some success, I remember that Oracle, now a competitor, had 2,000 CRM developers and asked, in essence, “How would Salesforce ever beat us?” I would say it’s because of The Mythical Man-Month. Small teams will always outperform large teams in software. It was serendipitous that I found the book in Larry’s drawer. A third influential book is The Good Heart by the Dalai Lama.

Frenemies: The Epic Disruption of the Ad Business by Ken Auletta

"World Economic Forum" Davos, Airbnb, Alvin Toffler, AOL-Time Warner, barriers to entry, Bernie Sanders, bike sharing, Boris Johnson, Build a better mousetrap, Burning Man, call centre, Cambridge Analytica, capitalist realism, carbon footprint, cloud computing, commoditize, connected car, content marketing, corporate raider, crossover SUV, data science, digital rights, disintermediation, Donald Trump, driverless car, Elon Musk, fake news, financial engineering, forensic accounting, Future Shock, Google Glasses, Internet of things, Jeff Bezos, Kevin Roose, Khan Academy, Lyft, Mark Zuckerberg, market design, Mary Meeker, Max Levchin, Menlo Park, move fast and break things, Naomi Klein, NetJets, Network effects, pattern recognition, pets.com, race to the bottom, Richard Feynman, ride hailing / ride sharing, Salesforce, Saturday Night Live, self-driving car, sharing economy, Sheryl Sandberg, Shoshana Zuboff, Silicon Valley, Snapchat, Steve Ballmer, Steve Jobs, surveillance capitalism, Susan Wojcicki, The Theory of the Leisure Class by Thorstein Veblen, three-martini lunch, Tim Cook: Apple, transaction costs, Uber and Lyft, uber lyft, Upton Sinclair, éminence grise

On the other hand, Silicon Valley companies like Oracle are not renowned for staying in their lane. Salesforce.com has clearly veered into the agency lane. Entering 2016, Salesforce.com had acquired four companies—ExactTarget, Buddy Media, Radian6, and Brighter Option—to erect a marketing cloud. They aimed to serve as “the brain” for clients, assembling customer data, devising content messages to reach consumers, making these messages addressable to targeted individuals, and linking consumers directly with brands. Surveying tech companies who have jumped into cloud marketing, an April 2016 report by Pivotal analyst Brian Wieser concluded, “Salesforce.com appears best positioned to compete as a brain for marketers . . . and it contributes to our expectation that Salesforce.com should be the fastest-growing company in our coverage over extended periods of time

…

While pacing his all-white, bare-walled London townhouse office, he says, “You’ve got layers. You’ve got our direct competitors, like Omnicom. You’ve got the frenemies, let’s call them Facebook and Google principally. You’ve got the consulting companies, like Deloitte, McKinsey, et cetera. And then you’ve got the software companies, like Salesforce.com and Oracle and Infosys, and Indian software companies.” He combats new threats by aggressively investing in digital upstarts and jettisoning companies whose economic performance lags. “We’ve invested in Vice. We’ve invested in Fullscreen. We’ve invested in Refinery29,” each a digital company.

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Kassan as a personal investor and MediaLink in its role as strategic adviser were paid a bounty for steering the sale of two longtime clients—Maker Studios, a producer of digital video content, to Disney for $700 million, and Buddy Media, a company that creates an advertising infrastructure across social media platforms, to Salesforce.com for $850 million. “Our role in that space,” Kassan explains, “has been enhanced because we are, fortunately, a very credible resource for people who have businesses that are premised on advertising as one of the primary revenue sources. It is good to have someone who is not just a banker but who can validate the business opportunities.”

Travel While You Work: The Ultimate Guide to Running a Business From Anywhere by Mish Slade

Airbnb, Atul Gawande, business process, Checklist Manifesto, cloud computing, content marketing, crowdsourcing, digital nomad, Firefox, Google Chrome, Google Hangouts, Inbox Zero, independent contractor, job automation, Kickstarter, low cost airline, Lyft, Multics, remote work: asynchronous communication, remote working, Salesforce, side project, Skype, speech recognition, turn-by-turn navigation, uber lyft, WeWork

I knew I needed to make a change, but wasn't sure what that change was until I read The 4-Hour Work Week (www.worktravel.co/workweek) and started learning more about entrepreneurship. How do you stay productive? I use programs such as Trello (www.worktravel.co/trello) and Salesforce (www.worktravel.co/salesforce). With Trello, I love nothing more than moving notes from "Current Sprint", to "Doing", to "Done". With Salesforce, I live by the automated reminders and adore how organized it keeps our team. [See Chapter 7: Run The Best Biz for more about using Trello.] What does a typical day look like for you? A typical day involves getting up around 8am, eating breakfast and drinking coffee (I'm addicted), and starting my work day around 9am.

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From a personal perspective, maintaining relationships with old friends who do not understand my new life and work habits. What tools, equipment or tactics do you rely on for working while travelling? Without Skype, Salesforce, Trello, Google, Slack, and Evernote I would be lost. Each plays a key role in how I communicate with leads, customers, and other team members on a daily basis. Skype: www.worktravel.co/skype Salesforce: www.worktravel.co/salesforce Trello: www.worktravel.co/trello Slack: www.worktravel.co/slack Evernote: www.worktravel.co/evernote Which countries/cities would you recommend for people who are new to travelling while they work?

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To explain how it works, here's an example of a "Zap": When I receive a new email in Gmail, send me an SMS message. The first part (receiving a new email) is the trigger. The second part (sending an SMS message) is the action. Together they form the Zap. Here are some more examples: When I get a new entry from a Wufoo form, create a new lead in Salesforce. When I label an email in Gmail, subscribe them to a MailChimp mailing list. When a new file is added to Google Drive, copy it to Dropbox. When a Google Calendar event is taking place tomorrow, send a Slack notification. Zapier supports over 500 apps – many of which you probably already use – and they work together in ingenious ways.

Ask Your Developer: How to Harness the Power of Software Developers and Win in the 21st Century by Jeff Lawson

Airbnb, AltaVista, Amazon Web Services, barriers to entry, big data - Walmart - Pop Tarts, Big Tech, big-box store, bitcoin, business process, call centre, Chuck Templeton: OpenTable:, cloud computing, coronavirus, COVID-19, create, read, update, delete, cryptocurrency, data science, David Heinemeier Hansson, deep learning, DevOps, Elon Musk, financial independence, global pandemic, global supply chain, Hacker News, Internet of things, Jeff Bezos, Kanban, Lean Startup, loose coupling, Lyft, Marc Andreessen, Marc Benioff, Mark Zuckerberg, microservices, minimum viable product, Mitch Kapor, move fast and break things, Paul Graham, peer-to-peer, ride hailing / ride sharing, risk tolerance, Ruby on Rails, Salesforce, side project, Silicon Valley, Silicon Valley startup, Skype, social distancing, software as a service, software is eating the world, sorting algorithm, Startup school, Steve Ballmer, Steve Jobs, Telecommunications Act of 1996, Toyota Production System, transaction costs, transfer pricing, two-pizza team, Uber and Lyft, uber lyft, ubercab, web application, Y Combinator

This problem got solved when the second era of software—Software as a Service (SaaS)—began, about twenty years ago. The company that pioneered this model is Salesforce. Its founder and CEO, Marc Benioff, interned as an assembly language programmer at Apple (translation: he was a hard-core coder) and after university joined Oracle, where he quickly became a legendary salesman. He won Rookie of the Year and was promoted to vice president while in his mid-twenties, the youngest ever at Oracle. In 1999 he launched Salesforce with the slogan “The End of Software.” Of course it wasn’t actually the end of software—it was just a new way of delivering software.

…

When you stopped needing the software, you ended your subscription, not unlike a magazine subscription. When Salesforce started out, in 1999, a lot of people thought Benioff was nuts. Why would anyone pay for software but never actually take possession of it? What would happen if the Internet went down? Remember that in those days the Internet wasn’t speedy and reliable enough for SaaS. By 2001, only 6 percent of Americans had broadband Internet access. Most connected via squonky dial-up modems, according to the Pew Research Center. But Benioff knew the Internet would get better and more robust. As high-speed Internet became the norm, Salesforce took off, growing into one of the largest software companies in the world, with 2019 revenues of $17 billion in its 2020 fiscal year.

…

Jeff’s long-term vision for the company and his skill at bringing together incredibly talented people are the reasons that so much of the hidden infrastructure our lives now run on works seamlessly and elegantly. Twilio is what allows you to text your Uber driver or order a pizza online. It’s built into Hulu and Twitter and Salesforce to help with communication and information sharing. It plays roles in the real estate industry and health care, as well as numerous nonprofits and relief organizations. It’s helping businesses that never imagined themselves as digital companies make extraordinary transformations and grow under intense pressure to evolve or face their own demise.

MONEY Master the Game: 7 Simple Steps to Financial Freedom by Tony Robbins

"World Economic Forum" Davos, 3D printing, active measures, activist fund / activist shareholder / activist investor, addicted to oil, affirmative action, Affordable Care Act / Obamacare, Albert Einstein, asset allocation, backtesting, Bear Stearns, behavioural economics, bitcoin, Black Monday: stock market crash in 1987, buy and hold, Carl Icahn, clean water, cloud computing, corporate governance, corporate raider, correlation does not imply causation, Credit Default Swap, currency risk, Dean Kamen, declining real wages, diversification, diversified portfolio, Donald Trump, estate planning, fear of failure, fiat currency, financial independence, fixed income, forensic accounting, high net worth, index fund, Internet of things, invention of the wheel, it is difficult to get a man to understand something, when his salary depends on his not understanding it, Jeff Bezos, John Bogle, junk bonds, Kenneth Rogoff, lake wobegon effect, Lao Tzu, London Interbank Offered Rate, low interest rates, Marc Benioff, market bubble, Michael Milken, money market fund, mortgage debt, Neil Armstrong, new economy, obamacare, offshore financial centre, oil shock, optical character recognition, Own Your Own Home, passive investing, profit motive, Ralph Waldo Emerson, random walk, Ray Kurzweil, Richard Thaler, risk free rate, risk tolerance, riskless arbitrage, Robert Shiller, Salesforce, San Francisco homelessness, self-driving car, shareholder value, Silicon Valley, Skype, Snapchat, sovereign wealth fund, stem cell, Steve Jobs, subscription business, survivorship bias, tail risk, TED Talk, telerobotics, The 4% rule, The future is already here, the rule of 72, thinkpad, tontine, transaction costs, Upton Sinclair, Vanguard fund, World Values Survey, X Prize, Yogi Berra, young professional, zero-sum game

—David Bach, nine-time New York Times–bestselling author; titles include The Automatic Millionaire, Start Late, Finish Rich, Smart Women Finish Rich, and Smart Couples Finish Rich; founder of FinishRich.com “We’ve been selected by Forbes as the most innovative company in the world for four consecutive years. Our revenues are now over $5 billion annually. Without access to Tony and his teachings, Salesforce.com wouldn’t exist today.” —Marc Benioff, founder, chairman, and CEO of Salesforce.com “Tony’s power is superhuman . . . He is a catalyst for getting people to change. I came away with: It’s not about motivation as much as it is allowing people to tap into what’s already there.” —Oprah Winfrey, Emmy Award–winning media magnate “Tony Robbins’s coaching has made a remarkable difference in my life both on and off the court.

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I soon began to model everything in my life, my work, and my future simply by asking these basic questions and recording my answers. What happened was amazing. On March 8, 1999, the first day that we started Salesforce.com, we wrote a V2MOM, and today all of our 15,000 employees are required to do the same thing. It creates alignment, awareness, and communication, and it’s all based on what Tony has taught me over the last two decades. Tony says repetition is the mother of skill—that’s where mastery comes from—and so we keep writing and improving our V2MOMs. It’s one of the reasons Forbes magazine just named Salesforce.com the “World’s Most Innovative Company” for the fourth year in a row, and Fortune magazine says we are the “World’s Most Admired” software company, as well as the seventh “Best Place to Work” in 2014.

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* * * Join our mailing list and get updates on new releases, deals, bonus content and other great books from Simon & Schuster. CLICK HERE TO SIGN UP or visit us online to sign up at eBookNews.SimonandSchuster.com CONTENTS * * * Epigraph Foreword by Elliot Weissbluth, founder and CEO of HighTower Introduction by Marc Benioff, founder and CEO of Salesforce.com SECTION 1 WELCOME TO THE JUNGLE: THE JOURNEY BEGINS WITH THIS FIRST STEP Chapter 1.1: It’s Your Money! It’s Your Life! Take Control Chapter 1.2: The 7 Simple Steps to Financial Freedom: Create an Income for Life Chapter 1.3: Tap the Power: Make the Most Important Financial Decision of Your Life Chapter 1.4: Money Mastery: It’s Time to Break Through SECTION 2 BECOME THE INSIDER: KNOW THE RULES BEFORE YOU GET IN THE GAME Chapter 2.0: Break Free: Shattering the 9 Financial Myths Chapter 2.1: Myth 1: The $13T Lie: “Invest with Us.

Startup Communities: Building an Entrepreneurial Ecosystem in Your City by Brad Feld

barriers to entry, clean tech, cloud computing, corporate social responsibility, deal flow, fail fast, G4S, Grace Hopper, job satisfaction, Kickstarter, Lean Startup, Marc Benioff, minimum viable product, Network effects, paypal mafia, Peter Thiel, place-making, pre–internet, Richard Florida, Ruby on Rails, Salesforce, Silicon Valley, Silicon Valley startup, smart cities, SoftBank, software as a service, Steve Jobs, text mining, vertical integration, Y Combinator, zero-sum game, Zipcar

I began an exploration to understand what other people around the United States were doing to bring corporate social responsibility into their startups. I noticed the great work the Marc Benioff (Salesforce.com CEO) and Suzanne DiBanca (Salesforce.com Foundation Executive Director) were doing. They had a model of 1/1/1 where they gave 1 percent of equity, 1 percent of time, and 1 percent of product to the Salesforce.com Foundation contribute back to their community in exchange for the support their community had given them in launching their company. When we started Rally Software, we set aside 1 percent of our equity for the community.

…

It’s uniquely Boulder and a great opportunity for everyone in and interested in the Boulder startup community to engage deeply with each other for one week a year. ENTREPRENEURS FOUNDATION OF COLORADO When entrepreneurs are successful, they often want to give back to the community in some way. Ryan Martens, the co-founder of Rally Software, came up with a great model inspired by what he’d observed Marc Benioff do with the Salesforce.com Foundation. When my previous startup, Avitek, was acquired in 1999, we missed a huge opportunity to talk about the role, benefit, and responsibility of leaders to make our community better as part of our commercial efforts. With our financial windfall, I turned to our local community foundation to figure out how to start making a difference locally.

…

The Entrepreneurs Foundation helps guide this, by providing education about opportunities, building skills-based volunteering efforts to develop leaders, and exploring strategic opportunities for the companies’ products and services. We treated this effort as a bootstrapped startup. We focused on finding the right people to get involved early while keeping expenses close to zero. We leveraged help from the Community Foundation Serving Boulder County, the other Entrepreneurs Foundation affiliates, and the Salesforce Foundation. We started with a few board meetings, two recruiting events, and a few volunteering efforts each year. Over the first five years, we had several significant exits, a small portion of which was allocated to the Entrepreneurs Foundation of Colorado Operating fund, enabling us to hire an executive director.

Technically Wrong: Sexist Apps, Biased Algorithms, and Other Threats of Toxic Tech by Sara Wachter-Boettcher

"Susan Fowler" uber, Abraham Maslow, Airbnb, airport security, algorithmic bias, AltaVista, big data - Walmart - Pop Tarts, Big Tech, Black Lives Matter, data science, deep learning, Donald Trump, fake news, false flag, Ferguson, Missouri, Firefox, Grace Hopper, Greyball, Hacker News, hockey-stick growth, independent contractor, job automation, Kickstarter, lifelogging, lolcat, Marc Benioff, Mark Zuckerberg, Max Levchin, Menlo Park, meritocracy, microaggression, move fast and break things, natural language processing, Northpointe / Correctional Offender Management Profiling for Alternative Sanctions, off-the-grid, pattern recognition, Peter Thiel, real-name policy, recommendation engine, ride hailing / ride sharing, Salesforce, self-driving car, Sheryl Sandberg, Silicon Valley, Silicon Valley startup, Snapchat, Steve Jobs, Tactical Technology Collective, TED Talk, Tim Cook: Apple, Travis Kalanick, upwardly mobile, Wayback Machine, women in the workforce, work culture , zero-sum game

In 2016, Alphabet (Google’s parent company) turned them down. Then, so did both Salesforce and Disney—both, at least in part, because of Twitter’s reputation for harassment. According to sources who spoke with Bloomberg, Disney pulled out of talks “out of concern that bullying and other uncivil forms of communication on the social media site might soil the company’s wholesome family image.” 26 Around the same time, CNBC’s Mad Money host Jim Cramer said that Salesforce CEO Marc Benioff was turned off of the company by “the hatred,” and said Salesforce was concerned that “the haters reduce the value of the company.” 27 As of this writing, Twitter is still releasing update after update finally aimed at curbing abuse on the platform.

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Alex Sherman, Christopher Palmeri, and Sarah Frier, “Disney Dropped Twitter Pursuit Partly over Image,” Bloomberg, October 17, 2016, https://www.bloomberg.com/news/articles/2016-10-17/disney-said-to-have-dropped-twitter-pursuit-partly-over-image. 27. Eugene Kim, “Twitter Trolls Were Part of the Reason Why Salesforce Walked Away from a Deal,” Business Insider, October 17, 2016, http://www.businessinsider.com/twitter-trolls-caused-salesforce-to-walk-away-from-deal-2016-10. 28. Twitter Safety, Twitter post, February 13, 2017 (1:02 p.m.), https://twitter.com/TwitterSafety/status/831247282544599040. 29. Ariel Bogle, “Twitter Launches, and Then Kills, an Anti-abuse Effort within Hours,” Mashable, February 13, 2017, http://mashable.com/2017/02/13/twitter-list-notifications-abuse/#Fd1zC9Wl3mqd. 30.

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See also diversity and COMPAS, 120, 125–129, 136 and default settings, 37, 61 and facial-recognition software, 137 and form field design, 50, 59–62 and Google’s photo autotagging, 129–130, 129, 130, 132–133, 135–138 and meritocracy of tech, 173–174, 176, 180 as microaggressions, 72–73 and Nextdoor’s Crime and Safety report, 68–71, 71, 73–74 and normalizing TV programming, 47–48 and personas, 45–46 and photographic technology, 133–135 and proxy data, 112–113 and Reddit, 161–163 and team performance, 184–186 and tech educational pipeline, 21–26, 181–184 in tech industry, 13, 17–18, 20, 200 on Twitter, 151, 154 and Twitter’s executive leadership, 157–158 and word-embedding systems, 141 rape, and smartphone personal assistants, 6–7, 7 recruiting, 23–26 Reddit, 149–150, 160–164, 166 regulation, tech industry’s desire to avoid, 187–189, 199 Relman, John, 112 retweets, 156 Rhimes, Shonda, 47–48 Rock, David, 189 Rock, Irvin, 95 Roof, Dylann, 141–142 Rooney, Mickey, 7, 8 Rooney, Sally, 85–86, 98 Rose, Todd, 38–39, 47 Ross, David, 186 Roth, Lorna, 134 Sacks, David, 175 Salesforce, 158 same-sex marriage, 196–198 Samsung, 6, 36 Sandberg, Sheryl, 23 Sankin, Aaron, 163 Sarkeesian, Anita, 157 Savage, Tag, 98 Scandal (TV show), 47 Seamless app, 114 search engines, 10, 138, 141–142. See also specific search engines Selby, Louise, 6, 66 Sequoia Capital, 175 sexism. See gender bias sexual abuse, and form fields, 49–50 “Shirley Cards,” 133, 134 Shrill (West), 149 Silicon Valley.

My Start-Up Life: What A by Ben Casnocha, Marc Benioff

affirmative action, Albert Einstein, barriers to entry, Bonfire of the Vanities, business process, call centre, coherent worldview, creative destruction, David Brooks, David Sedaris, Do you want to sell sugared water for the rest of your life?, don't be evil, fear of failure, hiring and firing, independent contractor, index fund, informal economy, Jeff Bezos, Joan Didion, Lao Tzu, Larry Ellison, Marc Benioff, Menlo Park, open immigration, Paul Graham, place-making, public intellectual, Ralph Waldo Emerson, Salesforce, Sand Hill Road, side project, Silicon Valley, social intelligence, SoftBank, Steve Jobs, Steven Pinker, superconnector, technology bubble, traffic fines, Tyler Cowen, Year of Magical Thinking

. • You have received substantial press coverage as well as multiple entrepreneur awards and listings; Comcate has been featured in hundreds of media outlets and I was recently honored to be named in France among the “25 Who Are Changing the World of Internet and Politics.” BUILDING ME, INC. 129 • You spoke at the Always-On Conference over the summer; I spoke at the Always-On Conference on the panel on digital music. • You have the SalesForce.com Foundation; I have the Comcate Foundation for Teen Entrepreneurship. We’re both interested in philanthropy. • Comcate uses SalesForce.com Team Edition. I have feedback for you. • You’re a successful entrepreneur, you have feedback and advice for me. I tried to show I’d done my homework. It worked. There’s no excuse not to make a first-time interaction rich. With blogs and Google, every cold call can be warm.

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Brainstorm: Entrepreneurs Are Optimists Brain Trust: Let Your Heart Guide You, by Timothy J. Taylor Appendix A: What’s Next Appendix B: A One-a-Day, One-Month Plan to Becoming a Better Entrepreneur Appendix C: Ben’s Reading List Acknowledgments Endnotes The Author 170 171 173 175 179 183 185 189 Foreword By Marc Benioff Founder, Chairman, and CEO, Salesforce.com There’s a revolution going on in business today. Thanks to new technologies, and especially the internet, we are living in a time when creative people can start and build their own businesses more easily and more efficiently than ever before. The entrepreneurial companies spawned in the past decade have become the power behind older and bigger corporations and have changed the way traditional organizations operate.

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Ben introduced himself as the founder and chairman of Comcate, the leading provider of web-based software for public agencies. I was familiar with Comcate as a terrific service that successfully helps organizations improve customer service and increase staff efficiency. Comcate was also a customer of my company, salesforce.com. Ben wrote saying that he had some feedback for me. I am always eager to listen to customer insights; this has been tremendously helpful in improving our products and building our business. I was also intrigued because Ben mentioned that we had a lot in common. Both Ben and I were founders and chairmen of San Francisco–based technology companies.

The Launch Pad: Inside Y Combinator, Silicon Valley's Most Exclusive School for Startups by Randall Stross

affirmative action, Airbnb, AltaVista, always be closing, Amazon Mechanical Turk, Amazon Web Services, barriers to entry, Ben Horowitz, Benchmark Capital, Burning Man, business cycle, California gold rush, call centre, cloud computing, crowdsourcing, don't be evil, Elon Musk, Hacker News, high net worth, hockey-stick growth, index fund, inventory management, John Markoff, Justin.tv, Lean Startup, Marc Andreessen, Mark Zuckerberg, Max Levchin, medical residency, Menlo Park, Minecraft, minimum viable product, Morris worm, Paul Buchheit, Paul Graham, Peter Thiel, QR code, Richard Feynman, Richard Florida, ride hailing / ride sharing, Salesforce, Sam Altman, Sand Hill Road, selling pickaxes during a gold rush, side project, Silicon Valley, Silicon Valley startup, Skype, social graph, software is eating the world, South of Market, San Francisco, speech recognition, Stanford marshmallow experiment, Startup school, stealth mode startup, Steve Jobs, Steve Wozniak, Steven Levy, TaskRabbit, transaction costs, Y Combinator

Richard Florida, “The Spread of Start-Up America and the Rise of the High-Tech South,” The Atlantic, October 2011, www.theatlantic.com/technology/archive/2011/10/the-spread-of-start-up-america-and-the-rise-of-the-high-tech-south/246916/. 16. Chris Dixon, “Selling Pickaxes During a Gold Rush,” Chris Dixon blog, February 5, 2011, http://cdixon.org/2011/02/05/selling-pickaxes-during-a-gold-rush/. 17. Robin Wauters, “Salesforce.com Buys Heroku for $212 Million in Cash,” TC, December 8, 2010, http://techcrunch.com/2010/12/08/breaking-salesforce-buys-heroku-for-212-million-in-cash/. Heroku had raised only $13 million in capital prior to its sale, so its investors enjoyed outstanding returns in a very short period of time. CHAPTER 3: GRAD SCHOOL 1. Matt Brezina, “YC: The New Grad School,” Matt Brezina blog, April 14, 2011, www.mattbrezina.com/blog/2011/04/yc-the-new-grad-school/. 2.

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Today, Dixon argues, entrepreneurs who use the latest technology face a similar choice: they can sell to consumers—what Dixon calls “mining for gold”—or they can sell the software tools that other developers would use to create the consumer product—that is, “selling pickaxes.” Dixon mentioned that Y Combinator’s most successful “exit” to date was Heroku, the company that sold cloud-related services to other software companies, the digital era’s equivalent of selling pickaxes to miners. It was sold to Salesforce.com less than three years after its birth at YC for more than $200 million cash.17 The two MongoHQ founders cited the Dixon post in their YC application and declared, “We are selling pickaxes during a gold rush.” In the section where they were asked to explain how the founders had met and how long they had known each other, they gave answers that would be far more likely to come from older founders than younger ones: they had known each other ten years; had worked together for much of that time; and could write, “We have often been referred to by others as work wives, although we argue about who is the wife in the arrangement. :)” When they applied, they could report that MongoHQ had 5,100 accounts and about $5,500 of recurring monthly revenue.

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By 2011, those among the thirty-two that had been acquired had brought a return of $1.34 million, or about a 10 percent gain over the two years. His rate of return could still go up: about half the companies were still alive and yet to be counted because they had not yet had an exit. Buchheit’s two best investments, each of which yielded more than a tenfold return, were Heroku, the YC startup acquired by Salesforce.com, and Mint, which had been acquired by Intuit. “Unfortunately,” he wrote, “they were also two of the smaller investments, proving that I don’t know what I’m doing, or at least showing that I need to make a point of investing more money into the best companies.”10 Having begun investing in YC companies almost from YC’s start, Buchheit pointed to several investments other than Heroku that had done well, including YC-backed AppJet, Aaron Iba’s startup that was sold to Google, and Auctomatic, which was Harj and Kulveer Taggar’s startup.

Exponential Organizations: Why New Organizations Are Ten Times Better, Faster, and Cheaper Than Yours (And What to Do About It) by Salim Ismail, Yuri van Geest

23andMe, 3D printing, Airbnb, Amazon Mechanical Turk, Amazon Web Services, anti-fragile, augmented reality, autonomous vehicles, Baxter: Rethink Robotics, behavioural economics, Ben Horowitz, bike sharing, bioinformatics, bitcoin, Black Swan, blockchain, Blue Ocean Strategy, book value, Burning Man, business intelligence, business process, call centre, chief data officer, Chris Wanstrath, circular economy, Clayton Christensen, clean water, cloud computing, cognitive bias, collaborative consumption, collaborative economy, commoditize, corporate social responsibility, cross-subsidies, crowdsourcing, cryptocurrency, dark matter, data science, Dean Kamen, deep learning, DeepMind, dematerialisation, discounted cash flows, disruptive innovation, distributed ledger, driverless car, Edward Snowden, Elon Musk, en.wikipedia.org, Ethereum, ethereum blockchain, fail fast, game design, gamification, Google Glasses, Google Hangouts, Google X / Alphabet X, gravity well, hiring and firing, holacracy, Hyperloop, industrial robot, Innovator's Dilemma, intangible asset, Internet of things, Iridium satellite, Isaac Newton, Jeff Bezos, Joi Ito, Kevin Kelly, Kickstarter, knowledge worker, Kodak vs Instagram, Law of Accelerating Returns, Lean Startup, life extension, lifelogging, loose coupling, loss aversion, low earth orbit, Lyft, Marc Andreessen, Mark Zuckerberg, market design, Max Levchin, means of production, Michael Milken, minimum viable product, natural language processing, Netflix Prize, NetJets, Network effects, new economy, Oculus Rift, offshore financial centre, PageRank, pattern recognition, Paul Graham, paypal mafia, peer-to-peer, peer-to-peer model, Peter H. Diamandis: Planetary Resources, Peter Thiel, Planet Labs, prediction markets, profit motive, publish or perish, radical decentralization, Ray Kurzweil, recommendation engine, RFID, ride hailing / ride sharing, risk tolerance, Ronald Coase, Rutger Bregman, Salesforce, Second Machine Age, self-driving car, sharing economy, Silicon Valley, skunkworks, Skype, smart contracts, Snapchat, social software, software is eating the world, SpaceShipOne, speech recognition, stealth mode startup, Stephen Hawking, Steve Jobs, Steve Jurvetson, subscription business, supply-chain management, synthetic biology, TaskRabbit, TED Talk, telepresence, telepresence robot, the long tail, Tony Hsieh, transaction costs, Travis Kalanick, Tyler Cowen, Tyler Cowen: Great Stagnation, uber lyft, urban planning, Virgin Galactic, WikiLeaks, winner-take-all economy, X Prize, Y Combinator, zero-sum game

During a payback period of just 4.3 months, and with only one third of the workforce using the product, the company saw an ROI of 365 percent. Given such results, it’s not surprising that Yammer now has 8 million installations. Similarly, Salesforce’s Chatter product grew from 20,000 active networks in February 2011 to 150,000 in less than eighteen months. Further, Salesforce’s data indicates that employee engagement among companies that adopt its platform increases by 36 percent and access to information speeds up 43 percent. Employee relationship management is just one type of social object that is being information-enabled.

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Gamification initiatives can be created from the ground up (as illustrated by EyeWire), but there are also many startups and companies providing services that an organization can simply adopt and leverage, just as Pep Boys did with Axonify. The Gamification Company provides a list with more than ninety examples, including Badgeville, Bunchball, Dopamine and Comarch. Organizations can also use work.com (a Salesforce company), in which gamification is fully integrated, or Keas, which was specifically created to improve employee wellness. Incentive competitions are another form of engagement that has been recently popularized by the X Prize Foundation and others. This engagement technique is typically used to find promising people in the crowd and move them into the community.

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The reason we think this is important is the frame that social business expert Theo Priestley puts around it when he says, “Transparency is the new currency. Trust is the bill we’ll just be paying for.” Priestley’s equation for social business is: CONNECTION + ENGAGEMENT + TRUST + TRANSPARENCY. When it comes to advancing your business, J.P. Rangaswami, chief scientist at Salesforce, views social technology as having three key objectives: Reduce the distance between obtaining (and processing) information and decision-making. Migrate from having to look up information to having it flow through your perception. Leverage community to build out ideas. From our perspective, Social Technologies are comprised of seven key elements: Social objects, Activity streams, Task management, File sharing, Telepresence, Virtual worlds and Emotional sensing.

Start Small, Stay Small: A Developer's Guide to Launching a Startup by Rob Walling

8-hour work day, en.wikipedia.org, fail fast, inventory management, Jeff Hawkins, Kickstarter, Lean Startup, Marc Andreessen, Network effects, Paul Graham, rolodex, Salesforce, side project, Silicon Valley, social bookmarking, software as a service, Superbowl ad, web application

Websites and applications such as Facebook, MySpace, WordPress, DotNetNuke, and SalesForce.com offer APIs and application platforms where you can build a product and have a group of users discover it through the platform’s marketplace with little or no marketing effort on your part. Developers have responded to many plug-in platforms in force, one example is the more than 77,000 Facebook apps developed in its first year of existence. Here is a quick rundown of the potential market sizes for the largest platforms based on the most recent numbers I could track down: Facebook – over 500 million active users MySpace – over 125 million users SalesForce.com – over 1.5 million paying subscribers Pricing Structure In the consumer space, applications are free and typically earn revenue through advertising, affiliate links, or driving traffic to a specific website where users can be monetized In the enterprise space (such as SalesForce.com) applications may have an up-front or recurring cost Benefits for the Entrepreneur These platforms tend to have a high adoption rate for new plug-ins If you design your application correctly, you can achieve exponential growth using viral marketing since the social platforms tend to have a high network effect Often your audience has a single place where they can acquire applications (such as the Facebook Application Directory or Salesforce AppExchange) so there is more likelihood your application will be discovered accidentally than with an application on the open internet The space is relatively new so there is less competition than with web or desktop apps Benefits for the Customer Convenience of new features and functionality without relying on the platform providers to build them Many plug-ins are free The Downside Gold-rush mentality and dubious monetization methods means few applications ever make money Plugging functionality holes in the application of a major vendor will eventually backfire should the vendor incorporate your functionality into the main application When to Use When you want to extend an existing web or desktop application by making it easy for platform users to add your application’s capabilities When you have a product idea that’s targeted towards a demographic that resides on a particular platform Type #6 – Community Websites Though not a conventional “cash for software” arrangement, community websites such as social networks, forums, social bookmarking tools, file sharing or photo sharing sites can not only be fun projects to build, but fun to market since the press is currently enamored with this market segment.

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Here is a quick rundown of the potential market sizes for the largest platforms based on the most recent numbers I could track down: Facebook – over 500 million active users MySpace – over 125 million users SalesForce.com – over 1.5 million paying subscribers Pricing Structure In the consumer space, applications are free and typically earn revenue through advertising, affiliate links, or driving traffic to a specific website where users can be monetized In the enterprise space (such as SalesForce.com) applications may have an up-front or recurring cost Benefits for the Entrepreneur These platforms tend to have a high adoption rate for new plug-ins If you design your application correctly, you can achieve exponential growth using viral marketing since the social platforms tend to have a high network effect Often your audience has a single place where they can acquire applications (such as the Facebook Application Directory or Salesforce AppExchange) so there is more likelihood your application will be discovered accidentally than with an application on the open internet The space is relatively new so there is less competition than with web or desktop apps Benefits for the Customer Convenience of new features and functionality without relying on the platform providers to build them Many plug-ins are free The Downside Gold-rush mentality and dubious monetization methods means few applications ever make money Plugging functionality holes in the application of a major vendor will eventually backfire should the vendor incorporate your functionality into the main application When to Use When you want to extend an existing web or desktop application by making it easy for platform users to add your application’s capabilities When you have a product idea that’s targeted towards a demographic that resides on a particular platform Type #6 – Community Websites Though not a conventional “cash for software” arrangement, community websites such as social networks, forums, social bookmarking tools, file sharing or photo sharing sites can not only be fun projects to build, but fun to market since the press is currently enamored with this market segment.

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But the way the vast majority (dare I say 99.5%) of all businesses in this world that succeed in the long-term – be they large or small, high-growth startup or lifestyle business – is to find a market that is willing to pay them money for something. That something can be dry cleaning services, invoicing software, or hosted salesforce automation. What matters is finding a group of people who need your something more than they need the money you’re charging for it. How do you find those people? We’ll discuss that below. But once you find them, provide your product with no hassles at a price where you make a healthy profit and you’re set.

The Art of Profitability by Adrian Slywotzky

"World Economic Forum" Davos, business cycle, business process, commoditize, Indoor air pollution, Isaac Newton, pattern recognition, rolodex, Salesforce, shareholder value

“Geron turned around manufacturing in the U.S. Later, he did the same in the UK, then in France. “In France, he was also given responsibility for the salesforce. He did all right, but he wasn’t really satisfied. Then he was assigned to the U.S . to solve the salesforce puzzle there. That led to our second opportunity to work together. “Again, it took us several months to figure out what was wrong and how to fix it. But we got it. This time, the model was Field Force Morale. “We did a pretty neat survey of the salesforce. It took us two months to put it together. We found almost all the problems. Marc then fired people, reorganized those who remained into specialty groups, gave them great information they could use to make better decisions, and most important changed the compensation plan from fifteen percent variable to fifty percent variable.”

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“Meaning, a lot bigger payday for the best 48 THE ART OF PROFITABILITY salespeople, a lot less for the worst?” “That’s right. It was risky, but it worked. We surveyed again a year later, and the results were extraordinary. The esprit de corps that the new compensation scheme helped create led to huge sales increases. Marc was a company hero for the second time over. “During Marc’s U.S. salesforce days, he spent a lot of time observing and learning the company’s research and development organization. He was puzzled by how they operated. He thought it made no sense. At any given time, there’d be dozens of projects under way. They were plagued by countless delays. There was no shaping of the information around an individual project molecule, no building of an aura around it.

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When there was an opening to run Agri-Chem, his company’s herbicide and pesticide division, Marc asked for it. He politicked, lobbied, and cajoled for two months. The Swiss finally caved. They were afraid of losing him. “Once again, Marc moved his family, this time to Memphis. And he and I were collaborating for a third time. “The biggest change in Marc over his fifteen years of manufacturing and salesforce repair jobs was the growth in his confidence. Without that, I don’t know whether he could have pulled off what he did at AgriChem. “When Marc took over, Agri-Chem was doing okay financially, but its new product pipeline was a disaster. Worse, there was no method in place for thinking about R&D, about how to manage R&D activity, about how to tell the difference between high-profit R&D and anti-profit R&D.”

Scrum: The Art of Doing Twice the Work in Half the Time by Jeff Sutherland, Jj Sutherland

Abraham Maslow, Baxter: Rethink Robotics, business cycle, call centre, clean water, death of newspapers, fail fast, fundamental attribution error, Kaizen: continuous improvement, knowledge worker, meta-analysis, Milgram experiment, minimum viable product, pets.com, RAND corporation, rent-seeking, Richard Feynman, Rodney Brooks, Salesforce, Shai Danziger, Silicon Valley, Tony Hsieh, Toyota Production System, work culture

As physicist Richard Feynman famously wrote in Appendix F of the Commission’s report: “It would appear that, for whatever purpose, be it for internal or external consumption, the management of NASA exaggerates the reliability of its product, to the point of fantasy.” 4 The fact is, when you look at the best teams—like the ones that existed at Toyota or 3M when Takeuchi or Nonaka wrote their paper, or the ones at Google or Salesforce.com or Amazon today—there isn’t this separation of roles. Each team has all the people on it do everything, soup to nuts. Nicola Dourambeis is in charge of Agile practices at Salesforce.com. She’s responsible for some two hundred Scrum teams at a company that is routinely on such lists as Fortune’s “100 Best Companies to Work For” and Forbes’s “Most Innovative Companies in the World.” She says she sees Scrum as their “secret sauce.”

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., 7.1 Omaha Beach OODA loop, 2.1, 2.2, 2.3, 8.1, 185, 8.2, 8.3 OpenView Venture Partners, 1.1, 3.1, 5.1, 8.1 Org Chart Orient, 2.1, 2.2, 2.3, 8.1, 185 output, as measurable standard Overburden Palm paper airplanes, PDCA cycle in making Pashler, Harold passivity, elimination of PatientKeeper, 7.1, 7.2 patterns: negative in Scrum PDCA cycle (Plan, Do, Check, Act), 2.1, 2.2, 5.1, 7.1 peer review “Perils of Obedience, The” (Milgram) Personal Digital Assistants (PDAs) personal growth Petraeus, David Pets.com, 8.1 planning, 1.1, 6.1 Waterfall, see Waterfall method weddings, 6.1, 6.2, 6.3 Planning Poker, 6.1, 6.2, 9.1 Porath, Christine Portal poverty, 9.1, 9.2, 9.3 prioritization, 1.1, 7.1, 7.2, 8.1 process, happiness in product attributes, 172 Product Backlog, see Backlog product development: incremental value in productivity happiness and hours worked and, 5.1, 103, 8.1 Scrum and Product Marketing Product Owner, 2.1, 8.1, 8.2, app.1, app.2 essential characteristics of feedback and, 8.1, 8.2, 8.3, 8.4 incremental value and as internal customer product vision, 8.1, 172, 8.2 Backlog and profit margins Progress Out of Poverty Index projects, prioritizing between, 93 ProPublica, purpose, 2.1, 7.1 Putnam, Lawrence Quattro Pro for Windows Rand Corporation, 6.1, 6.2 rat race Reasonableness, 5.1, 5.2, 5.3 relative size, 6.1, 6.2, 6.3 releases, incremental, see incremental development and delivery renovations, time frame for Rethink Robotics retrospective revenue, 8.1, 8.2, 8.3 in venture capital review rituals re-work RF-4C Phantom reconnaisance jet rhythm, 5.1, 5.2 risk robots, 2.1, 4.1, 9.1 rockets Rodner, Don Rogers Commission Roomba Roosevelt, Theodore rugby as analogy New Zealand All Blacks team in Rustenburg, Eelco Said, Khaled Salesforce.com, 1.1, 3.1 Agile practices at sales teams Sanbonmatsu, David Schwaber, Ken Scrum Backlog as power of freedom and rules in and Heathcare.gov, 1.1 implementing in Japan, 2.1 managers’ difficulty with and Medco, 6.1, 6.2, 6.3, 6.4 at NPR at OpenView origins at Easel, 2.1, 4.1, 4.2, 4.3 origins in software development of positive behavior rewarded in productivity increases with reaching greatness with at Salesforce.com, 3.1 system examined and fixed in team size in time conceptualized in transparency in at Valve workweek and, 103 Scrum board, 7.1, 7.2, 8.1, 9.1, app.1 in education “SCRUM Development Process” (Sutherland and Schwaber) Scrum Master, 3.1, 4.1, 7.1, 8.1, 8.2, app.1, app.2, app.3 “Secret Weapon: High-value Target Teams as Organizational Innovation” (Lamb and Munsing) self-control, decision making and Senate Judiciary Committee set-based concurrent engineering Shook, John short cycles short term memory, retention in Shu Ha Ri, 2.1, 9.1 single-tasking sizing, relative, 6.1, 6.2 skills small teams, superiority of, 3.1, 3.2 SMART government Smithsonian Institution soccer social motivation software, fixing bugs in software development, 2.1, 3.1 Sony Soviet Union space travel, private specialization, communication damaged by, 4.1, 4.2 Special Operations Forces (SOF), U.S.

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There are studies going back to World War II that lay out some of the better ways that people work. But for some reason people never really put together all the pieces. Over the past two decades I’ve tried to do just that, and now this methodology has become ubiquitous in the first field I applied it to, software development. At giants such as Google, Amazon, and Salesforce.com, and at small start-ups you haven’t heard of yet, this framework has radically shifted how people get things done. The reason this framework works is simple. I looked at how people actually work, rather than how they say they work. I looked at research done over decades and at best practices in companies all over the world, and I looked deeply at the best teams within those companies.

The Cult of We: WeWork, Adam Neumann, and the Great Startup Delusion by Eliot Brown, Maureen Farrell

"World Economic Forum" Davos, activist fund / activist shareholder / activist investor, Adam Neumann (WeWork), Airbnb, AOL-Time Warner, asset light, Bear Stearns, Bernie Madoff, Burning Man, business logic, cloud computing, coronavirus, corporate governance, COVID-19, Didi Chuxing, do what you love, don't be evil, Donald Trump, driverless car, East Village, Elon Musk, financial engineering, Ford Model T, future of work, gender pay gap, global pandemic, global supply chain, Google Earth, Gordon Gekko, greed is good, Greensill Capital, hockey-stick growth, housing crisis, index fund, Internet Archive, Internet of things, Jeff Bezos, John Zimmer (Lyft cofounder), Larry Ellison, low interest rates, Lyft, Marc Benioff, Mark Zuckerberg, Masayoshi Son, Maui Hawaii, Network effects, new economy, PalmPilot, Peter Thiel, pets.com, plant based meat, post-oil, railway mania, ride hailing / ride sharing, Robinhood: mobile stock trading app, rolodex, Salesforce, San Francisco homelessness, Sand Hill Road, self-driving car, sharing economy, Sheryl Sandberg, side hustle, side project, Silicon Valley, Silicon Valley startup, smart cities, Snapchat, SoftBank, software as a service, sovereign wealth fund, starchitect, Steve Jobs, subprime mortgage crisis, super pumped, supply chain finance, Tim Cook: Apple, Travis Kalanick, Uber and Lyft, Uber for X, uber lyft, vertical integration, Vision Fund, WeWork, women in the workforce, work culture , Y Combinator, Zenefits, Zipcar

As the era of grand department stores was on its last embers, WeWork would climb into Lord & Taylor’s shell. Bjarke Ingels was also tapped to redesign this building. In San Francisco, Salesforce Tower became Neumann’s obsession. A rounded obelisk that resembles a thousand-foot-tall missile, the tower being built by the developer Boston Properties was set to be by far the city’s tallest, a skyline-defining beacon of San Francisco’s economic ascendance. Salesforce had leased half of it, and the landlord was asking some of the highest rents in the city. Neumann needed to be in the tower, he told his staff. WeWork would set up its own office there as a West Coast headquarters.

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Nestled amid a grove of eucalyptus trees, the thirteen-thousand-square-foot mansion had views of the San Francisco skyline, topped by Salesforce Tower, where WeWork had its West Coast headquarters. It had a racquetball court and a pool with a giant waterslide. In the house’s center there was a room shaped like a guitar—a sinuous-walled recording studio that connected to a skinny guitar neck of a hallway. A prior house on the property—since demolished—had belonged to the rock promoter Bill Graham, and so the press gave the home the moniker Guitar House. The Bay Area offered Adam Neumann a place to unwind after the troubles in December. He commuted to the office in the Salesforce Tower, which he conceived as a monument to WeWork’s Silicon Valley ambitions.

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WeWork’s bankers were furious with him and told him to cut it out. When he didn’t listen, Dimon had to instruct Neumann personally to stop. Neumann began to get desperate. He flew to San Francisco to see if Marc Benioff, CEO of Salesforce, would invest. The marketing software giant had recently invested in the IPOs of Dropbox and SurveyMonkey, and Neumann considered Benioff a friend and mentor. A Salesforce commitment would have been a great name to have to attract others. But Benioff demurred. Neumann jetted to London, where he turned again to Saudi Arabia. JPMorgan, which was also advising Saudi Arabia on the IPO of its oil company, brokered the meeting.

Exponential: How Accelerating Technology Is Leaving Us Behind and What to Do About It by Azeem Azhar

"Friedman doctrine" OR "shareholder theory", "World Economic Forum" Davos, 23andMe, 3D printing, A Declaration of the Independence of Cyberspace, Ada Lovelace, additive manufacturing, air traffic controllers' union, Airbnb, algorithmic management, algorithmic trading, Amazon Mechanical Turk, autonomous vehicles, basic income, Berlin Wall, Bernie Sanders, Big Tech, Bletchley Park, Blitzscaling, Boeing 737 MAX, book value, Boris Johnson, Bretton Woods, carbon footprint, Chris Urmson, Citizen Lab, Clayton Christensen, cloud computing, collective bargaining, computer age, computer vision, contact tracing, contact tracing app, coronavirus, COVID-19, creative destruction, crowdsourcing, cryptocurrency, cuban missile crisis, Daniel Kahneman / Amos Tversky, data science, David Graeber, David Ricardo: comparative advantage, decarbonisation, deep learning, deglobalization, deindustrialization, dematerialisation, Demis Hassabis, Diane Coyle, digital map, digital rights, disinformation, Dissolution of the Soviet Union, Donald Trump, Double Irish / Dutch Sandwich, drone strike, Elon Musk, emotional labour, energy security, Fairchild Semiconductor, fake news, Fall of the Berlin Wall, Firefox, Frederick Winslow Taylor, fulfillment center, future of work, Garrett Hardin, gender pay gap, general purpose technology, Geoffrey Hinton, gig economy, global macro, global pandemic, global supply chain, global value chain, global village, GPT-3, Hans Moravec, happiness index / gross national happiness, hiring and firing, hockey-stick growth, ImageNet competition, income inequality, independent contractor, industrial robot, intangible asset, Jane Jacobs, Jeff Bezos, job automation, John Maynard Keynes: Economic Possibilities for our Grandchildren, John Maynard Keynes: technological unemployment, John Perry Barlow, Just-in-time delivery, Kickstarter, Kiva Systems, knowledge worker, Kodak vs Instagram, Law of Accelerating Returns, lockdown, low skilled workers, lump of labour, Lyft, manufacturing employment, Marc Benioff, Mark Zuckerberg, megacity, Mitch Kapor, Mustafa Suleyman, Network effects, new economy, NSO Group, Ocado, offshore financial centre, OpenAI, PalmPilot, Panopticon Jeremy Bentham, Peter Thiel, Planet Labs, price anchoring, RAND corporation, ransomware, Ray Kurzweil, remote working, RFC: Request For Comment, Richard Florida, ride hailing / ride sharing, Robert Bork, Ronald Coase, Ronald Reagan, Salesforce, Sam Altman, scientific management, Second Machine Age, self-driving car, Shoshana Zuboff, Silicon Valley, Social Responsibility of Business Is to Increase Its Profits, software as a service, Steve Ballmer, Steve Jobs, Stuxnet, subscription business, synthetic biology, tacit knowledge, TaskRabbit, tech worker, The Death and Life of Great American Cities, The Future of Employment, The Nature of the Firm, Thomas Malthus, TikTok, Tragedy of the Commons, Turing machine, Uber and Lyft, Uber for X, uber lyft, universal basic income, uranium enrichment, vertical integration, warehouse automation, winner-take-all economy, workplace surveillance , Yom Kippur War

Benioff pioneered the idea of ‘software as a service’ powered through a web browser – and in the process he transformed the software industry. In 20 years, Salesforce has grown from a handful of founders to a $200-billion business with nearly 50,000 employees. But as it has expanded, the company has figured out how to make each additional employee more productive – and how to get more money from its customers. In 2005, each of Salesforce’s then 767 employees supported $230,000 in revenue. In 2020, each of its 49,000 employees supported nearly $350,000 in revenue. Customers seemed to love Salesforce too. In 2010, the average customer paid Salesforce $18,000. By 2020, that had risen sixfold. Not only were customers paying six times as much, they were happier.

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These companies have inverted one of the basic laws of business: diminishing returns to scale. They have learnt to push past the law of gravity that once limited a company’s size. For superstar companies, the return on their investment grows as they get bigger. Ours is the first-ever age of increasing returns to scale. Let’s take a seminal example, from the US technology sector. Salesforce is a company that makes software for salespeople. It was founded by Marc Benioff, a charismatic software executive, during the wintery aftermath of the dot-com bubble. Benioff realised that the increasing power of the internet would let him deliver his sales-tracking application through a web browser.

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By 2020, more than 9 in 10 did.31 This is the reckoning of the forces identified above. The exponential logic of network effects means that whatever sales platform is ahead becomes completely dominant, provided executives don’t take their eyes off the ball. The easily scalable nature of intangible assets means that Salesforce can grow and grow, without taking on that many more staff – or becoming unwieldy. Netflix has followed a similar pattern. In 2010, Netflix had sales of $2.1 billion and 2,100 employees. Each one of them could account for slightly less than $1 million in revenue. A decade later, the firm had grown more than 10 times in size, with revenues approaching $25 billion.

Age of Context: Mobile, Sensors, Data and the Future of Privacy by Robert Scoble, Shel Israel

Albert Einstein, Apple II, augmented reality, call centre, Chelsea Manning, cloud computing, connected car, driverless car, Edward Snowden, Edward Thorp, Elon Musk, factory automation, Filter Bubble, G4S, gamification, Google Earth, Google Glasses, Internet of things, job automation, John Markoff, Kickstarter, lifelogging, Marc Andreessen, Marc Benioff, Mars Rover, Menlo Park, Metcalfe’s law, New Urbanism, PageRank, pattern recognition, RFID, ride hailing / ride sharing, Robert Metcalfe, Salesforce, Saturday Night Live, self-driving car, sensor fusion, Silicon Valley, Skype, smart grid, social graph, speech recognition, Steve Jobs, Steve Wozniak, Steven Levy, Tesla Model S, Tim Cook: Apple, TSMC, ubercab, urban planning, Zipcar

It pioneered the idea of personalization in marketing. That revolutionary approach to marketing evolved into customer relationship management (CRM), a powerful method for building brand loyalty. When it formed in 1999, salesforce.com based its CRM services entirely in the cloud and made that the differentiating factor against competitors. It was wildly successful. As social media developed, Salesforce leveraged it to more efficiently market to customers by actually engaging them in conversations. This shift from “message mongering,” as we called it in Naked Conversations, to interactive conversations is called “social CRM,” a phenomenon that has moved the enterprise closer to true contextual marketing.

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Veteran tech journalists Robert Scoble and Shel Israel walk us through these changes with compelling stories and insightful explanations. They have written an important book with the Age of Context. They see what’s coming and reveal a very exciting picture of the future—and get us ready, which is critical because it’s already here. Marc Benioff Founder, Chairman and CEO of salesforce.com Introduction: Storm’s Coming Computing is not about computers any more. It is about living. Nicholas Negroponte, co-founder MIT Media Labs A storm of change is coming. In the 2005 movie Batman Begins, the caped guy appears out of nowhere to deliver a cryptic message to Commissioner Gordon about the short-term future of Gotham City.

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A few weeks earlier he had become one of the first to beta test the new Google Everywhere visual computer. The nearly microscopic device had been connected directly to his optic nerve, enabling him to communicate not by old-fashioned gestures or voice commands, but by brainwaves. Back in 2013, Salesforce.com founder and CEO Marc Benioff had mentioned brainwaves in his foreword to the book. In 2013, using brainwaves to give machines commands was still in the experimental stage. At MIT, they got a robot to fetch a cup of coffee. Brain-interactive prosthetic limbs were just starting to operate effectively on a few pioneering volunteers.

Unleashed by Anne Morriss, Frances Frei

"Susan Fowler" uber, Airbnb, An Inconvenient Truth, Black Lives Matter, book value, Donald Trump, future of work, gamification, gig economy, glass ceiling, Grace Hopper, Greyball, Jeff Bezos, Netflix Prize, Network effects, performance metric, race to the bottom, ride hailing / ride sharing, Salesforce, Sheryl Sandberg, side hustle, Silicon Valley, SoftBank, Steve Jobs, super pumped, TaskRabbit, TED Talk, Tony Hsieh, Toyota Production System, Travis Kalanick, Uber for X, WeWork, women in the workforce, work culture

As a starting point, we like the EEOC’s online summary of “promising practices”: https://www.eeoc.gov/eeoc/publications/promising-practices.cfm. 16. Amy Edmondson, The Fearless Organization (Hoboken, NJ: John Wiley & Sons, Inc., 2019), xvi. 17. Amy Elisa Jackson, “Why Salesforce’s New Equality Chief Is Thinking Beyond Diversity,” Fast Company, March 20, 2017, https://www.fastcompany.com/3069082/why-salesforces-new-equality-chief-is-thinking-beyond-diversity. 18. Zing Tsjeng, “Teens These Days Are Queer AF, New Study Says,” Vice, March 10, 2016, https://www.vice.com/en_us/article/kb4dvz/teens-these-days-are-queer-af-new-study-says. 19.

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This is also where the idea of psychological safety lives, a concept developed by our colleague and friend Amy Edmondson to describe cultures where—among other things that are essential to high-performing teams—“people are comfortable being themselves.”16 Once people feel safe and welcome, regardless of their differences, the next milestone in a culture of inclusion is to be valued and celebrated because of our differences. A culture that celebrates difference assumes that difference is a limitless source of creativity, innovation, and organizational strength. We believe that Salesforce is one such culture, and the company’s chief equality officer, Tony Prophet, is a persuasive messenger for the profound implications for both employees and organizations. In explaining his unconventional title (“chief diversity officer” remains the industry norm), Prophet emphasized that diversity is the starting place, but it’s not enough.

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“we,” 84 Laurent, Nicolo, 124 leaders “A,” 132 absence of, 131–132 cultural, 185, 190–192 expectations of, 62, 77–81 integrity of, 60–61 signs of self-distracted, 6–8 unapologetic, 24–25 underrepresented, 18–19 visibility of queer, 113 leadership See also empowerment leadership justice and, 60–61 new definition of, 4–5, 8–9 outward orientation of, 2, 4–5, 8–12 performance curve, 10, 133 standards-devotion matrix of, 62–67, 70–87 traditional models of, 1–2 trust as foundation of, 33–34 Leadership Agency, 98 leadership profile, 64–65 LGBT+ people, creating inclusive spaces for, 110–112 LinkedIn, 9 little red book, 159–160 logic, 34–37, 41, 45–46, 51, 57 love, 12, 13, 57, 59–87 devotion and, 72–73 from expectations to, 77–81 from neglect to, 81, 84 tough, 62, 86–87 loyalty, 60, 67, 77 Marcario, Rose, 42–43 Mariscal, Marguerite Zabar, 160 Maximus, Valerius (ValMax), 59–62, 71, 72 McCord, Patty, 168–169, 172 McMillon, Doug, 2 meetings, 40–41, 55 inclusive, 108–109, 112–114 Memorable Deeds and Sayings (Maximus), 59–61 mentoring, 78–79, 109 meritocracy, 68, 109, 178 #MeToo, 24 Microsoft, 116, 191–192 Mikitani, Hiroshi, 161 Miller, Jo, 102–103 mindfulness, 52 Mission Command, 16–18 Moltke, Helmuth von, 17 Moments of Truth (Carlzon), 159–160 Momofuku, 160 Morgan, Jen, 2 Nadella, Satya, 116, 191–192 Neeleman, David, 167 Neeley, Tsedal, 161 neglect, 63, 65, 66, 67, 81, 84 Netflix, 168–169, 172 network effects, 153 NFL, 103–104 Nohria, Nitin, 122–123 O’Brien, Deirdre, 113 OKR (objectives and key results) system, 79 One-Strike-and-You’re-Out You, 64 O’Reilly, Tim, 143, 144 organizational change, 90–91 See also change resistance to, 92–94 other people’s awesomeness (OPA), 23, 74 others abilities of, 7 believing in, 22 curiosity about, 6, 82 empowerment of, 4–5, 54, 71 helping, 82–83 importance of, 2, 4 learning from, 45 orientation toward, 15 performance of, 9–12 seeing potential of, 14–15, 22, 23 outside lives, 83–84, 100–101 Patagonia, 42–43 Pawsitive Dog, 75–76 pay gap, 121–122 PayPal, 9 performance reviews, 80, 116, 117–119 PFLAG, 112 positive reinforcement, 22–23, 73–76, 78 praise, 73–74, 78 presence, 29–30, 40–41, 131 pricing decisions, 141–143, 144 primate brain, 52 private bathrooms, 111 profitability, 142, 143 promotions process, 114–115, 116, 119, 121 pronouns, 111 Prophet, Tony, 107, 122 psychological safety, 47, 107 public bathrooms, 111 Queer Eye, 15, 18 queer identities, 110–112 queer people, creating inclusive spaces for, 110–112 QuikTrip, 147–148 quotas, 104 radical accountability, 175 See also radical responsibility radical responsibility, 10, 40, 123 See also radical accountability Rakuten, 161 Rapinoe, Megan, 121–122 reconciliation, 122–123 recruitment process, 95–104 redemption, 123 representation tax, 120–121 retainment, 120–122 Revere, Paul, 24 Riot Games, 124–126, 168, 179–182 Rodriguez-Pastor, Carlos (CRP), 67–70 Roizen, Heidi, 117–118 Romney, Mitt, 99 Rooney, Dan, 103 Rooney rule, 103–104 root cause analysis, 115 Roseboro, Angela, 125 safety, 105, 106, 107 Safe Zone Project, 112 Saint John, Bozoma, 2, 121 Salesforce, 107 Sandberg, Sheryl, 5, 126, 169 SAP, 2 Sasser, Earl, 94 Scandinavian Airlines (SAS), 159–160 Schein, Edgar H., 167, 168, 177 Scooby Snacks, 78 Scrub Daddy, 157 self-distraction, 6–8, 18–19 self-improvement, 20–21 self-trust, 56–57 severity, 61, 63, 64–65, 66, 67, 77 sexual harassment, 106 Shark Tank, 156–157 “sink or swim” approach, 109, 112 SMART goals, 79 Smith, Fred, 166 social media, 52 Southwest Airlines, 136–138, 161 standards-devotion matrix, 62–67, 70–87 standard setting, 78–80 Starbucks, 168 Stonewall, 110 strategic confusion, 135 strategic value stick, 145, 150, 151, 155 strategic wedge, 152–153, 154–156, 191 strategy, 12–14, 132, 135–163 changing, 162 communication of, 156–161 defined, 136–138 growth, 152–154 planning, 154–156 strategic trade-offs, 136–141 suppliers and, 144–148 value-based, 135–136 value creation and, 141–144 writing about, 158 Stripe, 14 Su, Lisa, 62 Sulla, 72, 73 Super Pumped (Isaac), 172–173 Super You, 139 suppliers, 144–148, 153–154 talent attracting diverse, 95–104 retaining, 120–122 task forces, 92 TaskRabbit, 5, 148–152, 161 Tatum, Lisa Skeete, 14 teams building, 54 diverse, 48–49 leadership of, 13 terminations, 84, 85–86 360-degree reviews, 117–119 “toe-stepping,” 178–179 Ton, Zeynep, 147–148 tough love, 62, 86–87 toxic employees, 123 Toyota, 153–154 Toyota Production System (TPS), 153–154 trade-offs, 136–141 Trader Joe’s, 44 trust, 12, 13, 31–58 attributes of, 34, 36 authenticity and, 34–37, 47–54, 57 diagnosing your own level of, 35–39 empathy and, 34–41, 51, 57 as foundation of leadership, 33–34 logic and, 41, 45–46, 51, 57 rebuilding, 1, 55–56 in yourself, 56–57 trust anchor, 35, 37 trust drivers, 34, 35 trust triangle, 34, 36–37 trust wobble, 35–39, 42–44 Twitter, 102 Uber, 31–32, 51, 54–56, 114, 172–174, 178–179 United States Army, 16–18 USAID, 43 US Soccer Federation (USSF), 121–122 ValMax.

Hacking Growth: How Today's Fastest-Growing Companies Drive Breakout Success by Sean Ellis, Morgan Brown

Airbnb, Amazon Web Services, barriers to entry, behavioural economics, Ben Horowitz, bounce rate, business intelligence, business process, content marketing, correlation does not imply causation, crowdsourcing, dark pattern, data science, DevOps, disruptive innovation, Elon Musk, game design, gamification, Google Glasses, growth hacking, Internet of things, inventory management, iterative process, Jeff Bezos, Khan Academy, Kickstarter, Lean Startup, Lyft, Mark Zuckerberg, market design, minimum viable product, multi-armed bandit, Network effects, Paul Graham, Peter Thiel, Ponzi scheme, recommendation engine, ride hailing / ride sharing, Salesforce, Sheryl Sandberg, side project, Silicon Valley, Silicon Valley startup, Skype, Snapchat, software as a service, Steve Jobs, Steve Jurvetson, subscription business, TED Talk, Travis Kalanick, Uber and Lyft, Uber for X, uber lyft, working poor, Y Combinator, young professional

The second part, titled “The Growth Hacking Playbook,” offers a detailed set of tactics for how exactly to implement the method, with individual chapters on how to acquire, activate, retain, and monetize users or customers—and how to sustain and accelerate growth once it has been achieved. We will share stories demonstrating how growth teams from a wide variety of companies and industries—ranging from unicorn companies like Pinterest and Twitter, to consumer apps like Spotify and Evernote, to business software companies like HubSpot and Salesforce.com, to Web portals like Hotels.com and Zillow, to e-commerce retailers like Amazon and Etsy, to brick-and-mortar retailers like Walmart and a grocery chain—have used these various methods to drive growth. And we will also point readers to a set of online tools for teams to use, including GrowthHackers Projects, which enables growth teams to manage the growth process outlined in the first half of the book, as well as customer survey tools, templates for prioritizing hacks to try to keep track of results, guidelines for running growth meetings, and scores of testable experiments in each area of focus, continually updated by the GrowthHackers.com community.

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Once lauded as the “Amazon for design,” and feted as the latest Silicon Valley unicorn, the company was growing its customer base at breakneck speeds; the only problem was, it was spending $40 million a year on advertising and customer acquisition costs to do so—more than 35 percent of its revenue.3 Suffice it to say, excessive spending quickly caught up with them, leading to the start-up’s dramatic implosion and sell-off at a fire-sale price. This is not to say that spending lots of cash, even many millions of dollars, to stoke customer acquisition is always misguided. A business-to-business software company, for example, may have to invest a great deal up front in hiring a large salesforce in order to make any headway in lining up customers. Or a business in a “winner take all” situation, where it’s likely that one firm will become overwhelmingly dominant (as is often true for network effect businesses such as LinkedIn or WhatsApp), spending a great deal up front to make a land grab and try to lock in dominance may be a brilliant strategy.

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Website copy can be swapped out and tested relatively easily with tools like Optimizely and Visual Website Optimizer, which install a small piece of code on your website or app that randomly displays different versions of copy to your visitors and then measures and compares their responses. Most email marketing systems, such as Salesforce Marketing Cloud and MailChimp, make it easy to test specific pieces of your email copy, such as the subject line or call to action. And online advertising platforms like Facebook and Google also let you test many different versions of ads. None of these services require technical expertise, though if you have the engineering talent at your disposal, you can even devise your own system, as Upworthy, the viral news publisher, did.

How to Fix the Future: Staying Human in the Digital Age by Andrew Keen

"World Economic Forum" Davos, 23andMe, Ada Lovelace, Affordable Care Act / Obamacare, Airbnb, Albert Einstein, AlphaGo, Andrew Keen, Apple's 1984 Super Bowl advert, augmented reality, autonomous vehicles, basic income, Bernie Sanders, Big Tech, bitcoin, Black Swan, blockchain, Brewster Kahle, British Empire, carbon tax, Charles Babbage, computer age, Cornelius Vanderbilt, creative destruction, crowdsourcing, data is the new oil, death from overwork, DeepMind, Demis Hassabis, Didi Chuxing, digital capitalism, digital map, digital rights, disinformation, don't be evil, Donald Trump, driverless car, Edward Snowden, Elon Musk, Erik Brynjolfsson, European colonialism, fake news, Filter Bubble, Firefox, fulfillment center, full employment, future of work, gig economy, global village, income inequality, independent contractor, informal economy, Internet Archive, Internet of things, invisible hand, Isaac Newton, James Watt: steam engine, Jane Jacobs, Jaron Lanier, Jeff Bezos, jimmy wales, job automation, Joi Ito, Kevin Kelly, knowledge economy, Lyft, Marc Andreessen, Marc Benioff, Mark Zuckerberg, Marshall McLuhan, Menlo Park, Mitch Kapor, move fast and break things, Network effects, new economy, Nicholas Carr, Norbert Wiener, OpenAI, Parag Khanna, peer-to-peer, Peter Thiel, plutocrats, post-truth, postindustrial economy, precariat, Ralph Nader, Ray Kurzweil, Recombinant DNA, rent-seeking, ride hailing / ride sharing, Rutger Bregman, Salesforce, Sam Altman, Sand Hill Road, Second Machine Age, self-driving car, sharing economy, Silicon Valley, Silicon Valley billionaire, Silicon Valley ideology, Silicon Valley startup, Skype, smart cities, Snapchat, social graph, software is eating the world, Stephen Hawking, Steve Jobs, Steve Wozniak, subscription business, surveillance capitalism, Susan Wojcicki, tech baron, tech billionaire, tech worker, technological determinism, technoutopianism, The Future of Employment, the High Line, the new new thing, Thomas L Friedman, Tim Cook: Apple, Travis Kalanick, Triangle Shirtwaist Factory, Uber and Lyft, Uber for X, uber lyft, universal basic income, Unsafe at Any Speed, Upton Sinclair, urban planning, WikiLeaks, winner-take-all economy, Y Combinator, Yogi Berra, Zipcar

Maniam tells me that he’s particularly interested in the role that networked technology plays in building trust in the community and establishing a more interactive kind of democracy. Trust forms the basis of what he calls “social capital” that enables “human flourishing.” He reminds me of Singapore’s high standing in the Edelman Trust Barometer and cites what he describes as “deliberative platforms” like Salesforce’s Chatter, which create a cooperative community of like-minded people. He imagines a public version of Chatter designed as a community forum throughout Singapore. “I like to think of it as a commons,” he says, using sixteenth-century English history to imagine the future of twenty-first-century Singapore.

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For philanthropy, I find I’m drawn to the other end of the spectrum: the right now,” he hinted about his philanthropic plans. “If you have any ideas,” Bezos concluded, with typical quirkiness, “just reply to this tweet . . .”10 To take another example, Marc Benioff—the swaggering Henry VIII look-alike CEO of the business software provider Salesforce.com—though a remarkably generous supporter of many noble social causes, remains perhaps a little too enamored with attaching his name to public projects such as the UCSF Benioff Children’s Hospital in San Francisco. Then there’s Tim Cook, the Apple CEO, whom we last met in Margrethe Vestager’s Brussels office, trying to convince the EU commissioner that the 0.005 percent tax his company paid to the Irish government was somehow in the public interest.

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“Coding,” Apple CEO Tim Cook told President Donald Trump about the best way to reform the American educational system, “should be a requirement in every public school.” Cook’s vision is being realized by Code.org, a nonprofit founded in 2012 by a couple of successful startup entrepreneurs, which has raised $60 million from Microsoft, Facebook, Google, and Salesforce. Code.org’s goal is to make computer science as essential in the classroom as reading, writing, and arithmetic. Active now in twenty-four US states, Code.org offers free online classes that have been tried by 100 million students worldwide and has also provided training workshops to 57,000 teachers.24 But it’s not just coding lessons that Big Tech wants to put into every school classroom.

San Fransicko: Why Progressives Ruin Cities by Michael Shellenberger

activist fund / activist shareholder / activist investor, affirmative action, Affordable Care Act / Obamacare, Albert Einstein, anti-communist, Bay Area Rapid Transit, Bernie Sanders, Black Lives Matter, business climate, centre right, coronavirus, correlation does not imply causation, COVID-19, crack epidemic, dark triade / dark tetrad, defund the police, delayed gratification, desegregation, Donald Trump, drug harm reduction, gentrification, George Floyd, Golden Gate Park, green new deal, Haight Ashbury, housing crisis, Housing First, Intergovernmental Panel on Climate Change (IPCC), Jane Jacobs, mandatory minimum, Marc Benioff, mass incarceration, meta-analysis, Michael Shellenberger, microaggression, opioid epidemic / opioid crisis, Peoples Temple, Peter Pan Syndrome, pill mill, RAND corporation, randomized controlled trial, remote working, rent control, Ronald Reagan, Salesforce, San Francisco homelessness, Savings and loan crisis, Silicon Valley, single-payer health, social distancing, South of Market, San Francisco, Steven Pinker, tech billionaire, tech bro, tech worker, The Death and Life of Great American Cities, walkable city

Half of the unsheltered homeless population in the United States is in California and Florida alone, even though the two states are home to just 19 percent of the population.14 High-tech companies like Salesforce, Twitter, and Stripe, progressives noted, had attracted thousands of employees who had driven up rents, resulting in tenant evictions.15 In 2016, representatives from San Francisco’s business, philanthropic, and media communities committed to halve the city’s chronic homeless population in five years. They created a media initiative called the SF Homeless Project, and raised over $130 million in the first year, with $100 million raised by an organization called Tipping Point and another $30 million coming from Marc Benioff, the billionaire CEO and founder of Salesforce, the customer relations software giant.16 The San Francisco Coalition on Homelessness, a nonprofit organization, led a campaign to fund housing and services with a special tax on San Francisco businesses that gross more than $50 million annually.17 At first, few believed the measure, put before voters in the form of Proposition C, could pass.

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He can’t get that we can’t provide a $527,000 to $700,000 apartment for each person on the street. I’ve been in planning meetings where people said, ‘Everybody deserves a granite countertop.’ But that isn’t going to work for 44,000 people.”18 In November 2018, Proposition C passed over the opposition from Mayor Breed and many of the city’s tech leaders. Salesforce’s Marc Benioff’s financial contribution and public advocacy for the initiative made the difference, according to researcher Chris Herring.19 As a result, San Francisco saw the amount it spends on housing and homelessness increase 84 percent, from $364 million annually in fiscal year 2019–20 to $672 million in 2021–22.20 During the campaign, the San Francisco Coalition on Homelessness and its allies claimed that Proposition C “would house about 4,000 people over five years,” in the words of the Chronicle.21 “The proposition would fund 4,000 new permanent housing units,” reported SF Curbed.22 “Prop C funds would house up to 5,000 and prevent the eviction of another 30,000,” claimed Vox.23 “The goal is four thousand?”

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One of the most important discoveries of sociologists in the late twentieth century, as they sought to understand rising crime rates, was that most people obey the law not because they are afraid of being caught violating it but because they believe in the law, and that it’s being administered fairly.8 The fact that a significant number of elected progressive Democrats, including district attorneys and supervisors in Los Angeles, Seattle, and San Francisco, have in recent years openly called for enforcing the law differently according to race and class, and have started doing so, is a disturbing threat both to public order and to the principle of equal justice under the law. In 2018, Patrick Collison, the CEO and cofounder of Stripe, an Internet financial services firm, published an essay that described why he opposed Proposition C, the initiative written by Jennifer Friedenbach and championed by Salesforce’s Marc Benioff. “Stripe is highly motivated to help solve homelessness,” he wrote. “We’re happy to pay higher taxes as part of doing so, a position we’ve made clear from the start. Stripe employees, and Stripe itself, have long worked to help housing-related causes and homeless service providers.”

CIOs at Work by Ed Yourdon

8-hour work day, Apple's 1984 Super Bowl advert, business intelligence, business process, call centre, cloud computing, crowdsourcing, distributed generation, Donald Knuth, fail fast, Flash crash, Free Software Foundation, Googley, Grace Hopper, information security, Infrastructure as a Service, Innovator's Dilemma, inventory management, Julian Assange, knowledge worker, Mark Zuckerberg, Multics, Nicholas Carr, One Laptop per Child (OLPC), rolodex, Salesforce, shareholder value, Silicon Valley, six sigma, Skype, smart grid, smart meter, software as a service, Steve Ballmer, Steve Jobs, Steven Levy, the new new thing, the scientific method, WikiLeaks, Y2K, Zipcar

There’s probably a cluster that are. And so what we did is we actually bought 100 iPhones and we enabled the e-mail capability—which doesn’t sound like a big deal, but when you’re “breaking a standard,” it was. Two, what we did is we were using salesforce.com. They had just started. We gave the capability for them to actually do transactions using salesforce.com. Third, we have an Oracle supply management system—that’s the ERP that I made a reference to and is the foundation now of our orders, and they can actually take orders and place orders and look up pricing and catalog and product information, all on the iPhone.

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And what we found by pushing too much offshore—and we’re actually bringing it back in—specifically around the media development and digital products development, is that we lost some of that technical skill set that was absolutely critical. And the reason is because the world’s changing so fast. I mean, you take all the change and then you compress it within a short period of time… The example I use is with Salesforce.com and those using the cloud: look at what happened to them as an organization, let alone their growth, let alone how you use Salesforce. It’s an example where you need that hard-core technical skill set on-site. Secondly, I made reference to the fact that we did pretty well on some of the proofs of concepts, but what we have not done well is the testing systems integration and scalability testing.

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It allows you to fluctuate—I made reference to this little case study story about college students on Sundays—so you can scale up when you need to and back down and do it in a way that’s cost-effective. I’ll give you another real quick story. We had the sales meeting and we were using Salesforce.com. It was out in Phoenix. There was a large Marriott. Something happened with the network coming out of the Marriott, so all these products that we had going back to the data center in Princeton, New Jersey, we couldn’t have access. What we did, we were able to reroute—well, the sales reps were able to use Salesforce.com. I mean—we all sat there and looked at ourselves, saying, “My God. The world’s changing.” Yourdon: Interesting. All right. One last question, which is: where do you go from here?

McMindfulness: How Mindfulness Became the New Capitalist Spirituality by Ronald Purser

"World Economic Forum" Davos, Abraham Maslow, Affordable Care Act / Obamacare, Bernie Sanders, biodiversity loss, British Empire, capitalist realism, commoditize, corporate governance, corporate social responsibility, digital capitalism, Donald Trump, Edward Snowden, fake news, Frederick Winslow Taylor, friendly fire, Goldman Sachs: Vampire Squid, housing crisis, Howard Zinn, impulse control, job satisfaction, liberation theology, Lyft, Marc Benioff, mass incarceration, meta-analysis, military-industrial complex, moral panic, Nelson Mandela, neoliberal agenda, Nicholas Carr, obamacare, placebo effect, precariat, prosperity theology / prosperity gospel / gospel of success, publication bias, Ralph Waldo Emerson, randomized controlled trial, Ronald Reagan, Salesforce, science of happiness, scientific management, shareholder value, Sheryl Sandberg, Silicon Valley, Slavoj Žižek, source of truth, stealth mode startup, TED Talk, The Spirit Level, Tony Hsieh, too big to fail, Torches of Freedom, trickle-down economics, uber lyft, work culture

Combine this with the marketing savvy of Marc Benioff, and the hoopla of mindfulness helps make dollars. It’s unsurprising that a capitalist stooge such as Fernandez turns a blind eye to the aims of the stunts in which he enlists. Salesforce has been staging them for years. It once tried to pull one with the Dalai Lama, producing a poster of the Buddhist leader meditating under the slogan: “There is no software on the path to enlightenment.”9 Salesforce was forced to apologize. And of course that made headlines. The Irony of Mindfulness Apps I was in New York the day after Donald Trump was elected in 2016, riding the subway up Manhattan.

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As he sees it, mindfulness is “establishing itself as the hegemonic ideology of global capitalism,” by helping people “to fully participate in the capitalist dynamic while retaining the appearance of mental sanity.”7 No wonder Wall Street traders and hedge fund managers now use the practice to fine-tune their brains, up their game and gain an edge. By deflecting attention from social, political and economic structures — that is, material conditions in a capitalist culture — mindfulness is easily coopted. Celebrity role models bless and endorse it, while “cool” Californian companies — including Google, Facebook, Twitter, Yahoo, Salesforce, Apple, and Zynga — have embraced it as an adjunct to their brand. Google’s former in-house mindfulness czar Chade-Meng Tan had the actual job title Jolly Good Fellow. “Search inside yourself,” he counseled colleagues (as well as readers of his bestselling book), for there — not in corporate culture — lies the source of your problems.

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Jumping on the mindfulness bandwagon gave its early adopters a sense of being part of a change of historic proportions — something big, revolutionary, and exciting. Fernandez is full of such irrational exuberance. Towards the end of his conference keynote, he recalled his enlistment in the “movement.” The Salesforce CEO Mark Benioff apparently invited him “to curate” events for Dreamforce III, a global meeting of employees in San Francisco. “I designed a whole day on mindfulness,” Fernandez said. “We had such people as Eckhart Tolle and Arianna Huffington. And then, the following year, he invited me back… and I asked him, well last year we did a whole day on mindfulness… what are we going to do this year?”

CTOs at Work by Scott Donaldson, Stanley Siegel, Gary Donaldson

Amazon Web Services, Andy Carvin, bioinformatics, business intelligence, business process, call centre, centre right, cloud computing, computer vision, connected car, crowdsourcing, data acquisition, distributed generation, do what you love, domain-specific language, functional programming, glass ceiling, Hacker News, hype cycle, Neil Armstrong, orbital mechanics / astrodynamics, pattern recognition, Pluto: dwarf planet, QR code, Richard Feynman, Ruby on Rails, Salesforce, shareholder value, Silicon Valley, Skype, smart grid, smart meter, software patent, systems thinking, thinkpad, web application, zero day, zero-sum game

Donaldson: Right. Ferguson: If you look at Salesforce.com, people don't actually write Salesforce.com applications. There's the actual application and then there's another application that allows you to customize the application. That's the beauty of Salesforce.com; it is that there are really two applications. There's the Salesforce app and then the app you use to customize it. The thought experiment I had on this one is – my girlfriend's an attorney. She's got basic computer skills. She could go subscribe to Salesforce.com and tailor the app so that it was a Salesforce app for a law firm. You don't write any software.

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There are a lot of business benefits from being in New York and having a relative concentration of the financial services industry. Siegel: How closely do you interact with your business development personnel? Ballard: I interact with the head of sales closely and meet with the various sales managers on a regular basis. At the moment, we are rolling out salesforce.com, so we have a relatively high level of interaction with them at the moment. In general, I don't go out on sales calls. S. Donaldson: Will, how big is your staff? Ballard: The engineering staff is a combination of IT, development, QA [quality assurance], and some administrative. I have 82 employees on the roster this week.

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I think cloud made a better job for the IT operator who can focus on automation and programming the infrastructure rather than being the guy with the bolt driver shutting down stuff that doesn't interact so much. S. Donaldson: Absolutely. Do you have any big projects right now that you're dealing with? Ballard: The biggest projects we're working with right now is salesforce.com. We've been running a SugarCRM and have outgrown it now that we have worldwide sales and multiple sales revenue plans. Another project is a product called ZipDx, which is pretty compelling; it's on the Internet and it enables conference calls systems: We can schedule a consultation call and the call will go outbound as if multiple lines were dialed into a conference call bridge number.

How to Be the Startup Hero: A Guide and Textbook for Entrepreneurs and Aspiring Entrepreneurs by Tim Draper

3D printing, Airbnb, Apple's 1984 Super Bowl advert, augmented reality, autonomous vehicles, basic income, Berlin Wall, bitcoin, blockchain, Buckminster Fuller, business climate, carried interest, connected car, CRISPR, crowdsourcing, cryptocurrency, deal flow, Deng Xiaoping, discounted cash flows, disintermediation, Donald Trump, Elon Musk, Ethereum, ethereum blockchain, fake news, family office, fiat currency, frictionless, frictionless market, growth hacking, high net worth, hiring and firing, initial coin offering, Jeff Bezos, Kickstarter, Larry Ellison, low earth orbit, Lyft, Mahatma Gandhi, Marc Benioff, Mark Zuckerberg, Menlo Park, Metcalfe's law, Metcalfe’s law, Michael Milken, Mikhail Gorbachev, Minecraft, Moneyball by Michael Lewis explains big data, Nelson Mandela, Network effects, peer-to-peer, Peter Thiel, pez dispenser, Ralph Waldo Emerson, risk tolerance, Robert Metcalfe, Ronald Reagan, Rosa Parks, Salesforce, Sand Hill Road, school choice, school vouchers, self-driving car, sharing economy, Sheryl Sandberg, short selling, Silicon Valley, Skype, smart contracts, Snapchat, sovereign wealth fund, stealth mode startup, stem cell, Steve Jobs, Steve Jurvetson, Tesla Model S, Twitter Arab Spring, Uber for X, uber lyft, universal basic income, women in the workforce, Y Combinator, zero-sum game

When he said it, he clearly didn’t mind that the vast majority of people who heard him would think he was crazy, because by saying it, he also attracted the best and brightest engineers to work at his company, since great engineers want to work on something exciting and ambitious. Marc Benioff of Salesforce gives his 25,000 employees a very clear direction and goal, and then monitors their progress toward that goal regularly. He does not tell them how to do their job. He trusts them to figure it out. In his book, “Behind the Cloud,” he describes it like this: “V2MOM, an acronym that stands for vision, values, methods, obstacles, and measures. This tool (pronounced “V2 mom”) has helped me achieve my goals in my past work and helps make salesforce.com a success. V2MOM enabled me to clarify what I was doing and communicate it to the entire company as well.

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Get your free email at Hotmail.’ It will go from one user to the next. From me to you to your friends and to their friends.” It reminded me of the Tupperware case we studied at business school, where anyone who wanted to buy Tupperware would have to throw a Tupperware party, making the customers its salesforce. As I spoke, I got more and more excited. It was a very contentious idea at the time, Sabeer kept saying, “No.” So I focused on Jack and his technical chops. I said, “But Jack, can you technically do it?” Jack responded that yes, he could technically do it, so I pleaded with them, “Just try it!”

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Your goal as a Startup Hero should be to best figure out how to market products liberally throughout the world with little or no cost of distribution. Now, when I look to evaluate new company proposals, one of the things I look for as a potential investor is how a company will spread from customer to customer. How the customer will become the company’s salesforce. How they will promote freedom at all costs. Hotmail and Skype created a new platform for freedom. Possibilities opened up for people. People everywhere could now freely and for free communicate amongst themselves. Physical borders would be less important because people could befriend others from anywhere in the world.

The Fifth Domain: Defending Our Country, Our Companies, and Ourselves in the Age of Cyber Threats by Richard A. Clarke, Robert K. Knake

"World Economic Forum" Davos, A Declaration of the Independence of Cyberspace, Affordable Care Act / Obamacare, air gap, Airbnb, Albert Einstein, Amazon Web Services, autonomous vehicles, barriers to entry, bitcoin, Black Lives Matter, Black Swan, blockchain, Boeing 737 MAX, borderless world, Boston Dynamics, business cycle, business intelligence, call centre, Cass Sunstein, cloud computing, cognitive bias, commoditize, computer vision, corporate governance, cryptocurrency, data acquisition, data science, deep learning, DevOps, disinformation, don't be evil, Donald Trump, Dr. Strangelove, driverless car, Edward Snowden, Exxon Valdez, false flag, geopolitical risk, global village, immigration reform, information security, Infrastructure as a Service, Internet of things, Jeff Bezos, John Perry Barlow, Julian Assange, Kubernetes, machine readable, Marc Benioff, Mark Zuckerberg, Metcalfe’s law, MITM: man-in-the-middle, Morris worm, move fast and break things, Network effects, open borders, platform as a service, Ponzi scheme, quantum cryptography, ransomware, Richard Thaler, Salesforce, Sand Hill Road, Schrödinger's Cat, self-driving car, shareholder value, Silicon Valley, Silicon Valley startup, Skype, smart cities, Snapchat, software as a service, Steven Levy, Stuxnet, technoutopianism, The future is already here, Tim Cook: Apple, undersea cable, unit 8200, WikiLeaks, Y2K, zero day

Far and away the best way to rapidly increase security is to move from local computing to software as a service (SaaS). Salesforce, one of the early successful SaaS providers, never sold its customer relationship management platform as a software package you could install on your own computer. In fact, early on, Marc Benioff and his team made up company T-shirts that had a big no-smoking-style circle and slash symbol (think Ghostbusters) over the word “software.” The only way to use Salesforce was (and is) to use a web browser to access it. The software sits safely on Salesforce’s servers. It can’t be downloaded by cyber criminals to look for vulnerabilities. When Salesforce discovers a problem, there is no delay between when the patch is ready and when it is installed.

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Hackers could easily buy attack kits that would find vulnerabilities that allowed them to go from publicly facing web pages or email servers into an entire corporate network. There they could deploy something else easily procured on the dark web: software that finds and encrypts all data stored on a network, including emails, Word and Excel documents, Salesforce, Oracle, SAP files, everything. Then comes the ransom offer. Want the key to unlock everything we encrypted? Then send us one hundred thousand dollars’ worth of Bitcoin. Although Bitcoin was supposed to be a safe way of doing business because it involved a publicly viewable blockchain record, it has actually turned out to be easy to use it to hide money flows.

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., Max, 264 9/11 attacks, 26, 88, 114, 123, 137, 155, 196, 222, 234 North American Electric Reliability Council (NERC), 158–59, 271, 304–5 North Korea, 18, 22, 26–28, 97, 187, 188, 195, 196, 198, 211 NotPetya, 8, 18–22, 26, 29, 37, 121 Nuclear Regulatory Commission, 115 nuclear weapons, 9, 11, 13, 27, 94, 115, 166, 182–83, 197, 240–41 Iran and, 20, 37–38, 85, 87, 97, 160, 193, 194, 270–71 missiles, 166, 303 Navy and, 150, 198, 201 Nudge (Thaler and Sunstein), 111 Obama, Barack, 6, 10, 11, 12, 21, 22, 25, 26, 33, 36, 44, 61, 77, 85–87, 89, 92, 96, 100, 109–11, 113, 124, 134–35, 152, 176, 177, 182, 193–94, 203, 205, 210, 221–23, 225, 233, 295 Odile, 149 offense and defense, 4, 5, 13, 35–39, 51, 83, 100, 102–4 collective defense, 58–61 cost and, 37 offensive advantage or preference, 4–10, 35, 37, 100–101, 297–98 Office of Information and Regulatory Affairs, 110–11 Office of Management and Budget (OMB), 111, 167, 175 Office of Personnel Management (OPM), 130, 168, 176 O’Grady, Stephen, 63 Ohio, 117 oil tankers, 116 Okta, 131, 133 OODA loop, 70, 72 Operation Glowing Symphony, 193 operations technology (OT), 270–74, 305 Oxford, Wil, 258 Ozment, Andy, 127 P5+1, 194, 305 Painter, Chris, 210 Palo Alto Networks, 60–61 Park Jin Hyok, 28 passports, 135 passwords, 45–46, 129–33, 251, 283–86, 292 patches, 275–76, 278–79, 305 Pate, Connor, 167–70, 173 Pearl Harbor, 123, 234, 235 People’s Liberation Army (PLA), 26, 28, 176, 305 personally identifiable information (PII), 115–16, 141, 283–84, 305 Petya, 18 phishing, 53–55, 59, 288 Point3 Security, 148–49 Policy Blueprint for Countering Authoritarian Interference in Democracies, 223–24 Politico, 97 Pollard, Neal, 295 Pompeo, Mike, 267–68 Ponemon Institute, 116 Postal Service, 135, 140 Power, Samantha, 111 power grids, 155–66, 190–91, 199, 270–72, 277 Russia and, 26, 159–61, 164–66, 200 secure segmented diverse-source microgrid, 164–65 presidential decision directives, 182, 305 Presidential Decision Directive 63, 10–11, 59, 89 privileged access management, 245, 305 “protect” function, 45, 66, 70 Putin, Vladimir, 220–23, 239, 241 QuAIL, 263 quantum computing, 6, 81, 241, 253–64, 280, 305–6 AI and, 263–64 encryption and, 260–62 quantum key distribution, 262 qubit (quantum bit), 253, 255–59 ransomware, 18, 38, 125–28, 188, 306 Rattray, Greg, 101–3 Raul, Alan Charles, 95 ReallyU, 138–40, 306 reconnaissance, 51, 52 “recover” function, 45, 66, 71 regulation, 109–20, 122–23, 139–40, 268–69, 278 Reitinger, Phil, 140 remote access tools, 38 Reno, Janet, 168 Republican Party, 11, 228, 268 resilience, 14–15, 42, 70–72, 82, 104, 105, 296–97 “respond” function, 45, 66, 71 Rice University, 80–81 Rickover, Hyman, 150, 198, 201 Rigetti, Chad, 253–54, 257, 259, 262–64 Rigetti Computing, 253–54, 259, 261 Rinard, Martin, 80 Rodin, Judith, 15 Rolling Stone, 207–8 Roosevelt, Franklin, 9 Rosenbach, Eric, 198, 221–22, 224–26, 233, 234 Rosenberg, Simon, 231–32 Rosenberger, Laura, 221–24, 231, 234 Rothrock, Ray, 14 Routh, Jim, 41–42, 133 RSA, 49, 69, 92, 102, 124–25, 129, 241, 306 Rubio, Marco, 223 Russia, 5, 17, 21, 28, 33, 46, 94, 97, 120, 121, 157, 163, 166, 182, 187, 188, 195, 196, 198, 200, 210, 219–34, 241, 248, 277 elections and, 26, 159, 160, 222–23, 227, 228, 230–35 GRU, 19–23, 25–26, 28, 165, 234, 277, 302 internet and, 206, 208, 210, 211, 219–20 power grid and, 26, 159–61, 164–66, 200 quantum computing and, 259, 260, 264 Ukraine and, 19–20, 25, 29, 157, 222 Salesforce, 75 Samsung, 24, 37 Saudi Arabia, 27, 274, 275, 277 Saudi Aramco, 27, 188 Savandi, Faramarz, 126 Schell, Roger, 103 Schengen Accord, 206–7, 212, 218, 306 for the internet, 205–18 Schmidt, Eric, 205 Schou, Corey, 167–69 Schulte, Joshua, 23–24 Schwarzkopf, Norman, Jr., 198 secure development life cycle (SDLC), 79, 80, 306 secure segmented diverse-source microgrid (SSDM), 164–65, 306 Securities and Exchange Commission, 8, 43, 87, 115 security information and event management, 71 security operations centers (SOCs), 71, 74, 153, 246, 248, 307 Seehra, Jasmeet, 111 Senate, U.S., 78, 232 Senior Cyber Service, 173, 178 sensors, 66–67, 83 Shanahan, Patrick, 181 Sharkseer, 95 Shavitt, Yuval, 120 Siemens, 37, 270 Silicon Valley, 5, 7, 63–64, 67, 73, 140 Singer, Peter, 101 smart cards, 129, 130, 133 smartphones, 131, 289–91 iPhones, 36, 68, 124–25, 292 Smith, Brad, 24 Snowden, Edward, 21, 23, 209 Social Security, 133, 134, 136, 138–40, 283 software, 21, 22 coding of, 78–82 security and, 288 software as a service (SaaS), 75, 76, 307 Sophos, 61, 288 South Korea, 27, 120, 188 Soviet Union, 13, 135, 182, 221, 234 Spamhaus, 73 spear phishing, 53–55, 59, 288 Stamos, Alex, 221, 228 State Department, 6, 25, 86, 93, 95, 136, 173, 202, 203, 210, 221–22 state governments, 117–18, 174–75, 177 Stein, Jill, 232 Stempfley, Bobbie, 151 stock transactions, 287 Stratton, Robert, 295 Stuxnet, 20–21, 37–38, 85, 160, 182, 193–94, 270–71, 277, 307 Sulmeyer, Michael, 100 Sunstein, Cass, 111 supervisory control and data acquisition (SCADA), 163, 270, 273, 307 Symantec, 24, 37, 46, 61, 83, 288 tabletop exercises (TTXs), 185–92, 198, 225–26, 307 Tailored Access Operations (TAO), 73, 148, 307 terrorism, 13, 110, 114–15, 123–25, 137, 156 9/11 attacks, 26, 88, 114, 123, 137, 155, 196, 222, 234 Terrorism Risk Insurance Act, 123 Thaler, Richard, 111 threat actors, 12, 41, 64, 77, 307 tractors, 269–70 Transportation, Department of, 278 Treasury Department, 21, 152 Trump, Donald, 11, 21, 27, 89, 92, 113, 123, 152, 160, 171, 181, 196, 203, 224, 267 TSA (Transportation Security Administration), 137, 140, 177 Twitter, 224, 231, 232, 276 two-factor authentication, 129, 131, 132, 285, 287, 308 Ukraine, 8, 19–20, 25, 29, 37, 157, 222, 269–70, 277 United Health, 40–41 United Kingdom, 17–18, 25, 96, 211–12, 220–21 United Nations (UN), 210 United States–Mexico–Canada Agreement, 213 U.S.

Company of One: Why Staying Small Is the Next Big Thing for Business by Paul Jarvis

Abraham Maslow, Airbnb, big-box store, Boeing 747, Cal Newport, call centre, content marketing, corporate social responsibility, David Heinemeier Hansson, digital nomad, drop ship, effective altruism, Elon Musk, en.wikipedia.org, endowment effect, follow your passion, fulfillment center, gender pay gap, glass ceiling, growth hacking, Inbox Zero, independent contractor, index fund, job automation, Kickstarter, Lyft, Mark Zuckerberg, Naomi Klein, passive investing, Paul Graham, pets.com, remote work: asynchronous communication, remote working, Results Only Work Environment, ride hailing / ride sharing, Ruby on Rails, Salesforce, Sheryl Sandberg, side project, Silicon Valley, Skype, Snapchat, social bookmarking, software as a service, Steve Jobs, supply-chain management, TED Talk, Tim Cook: Apple, too big to fail, uber lyft, web application, William MacAskill, Y Combinator, Y2K

But a company that believes customers represent relationships that can be both mutually beneficial and long-term succeeds when its customers succeed. Adam Waid, the director of the Customer Success Department at SalesForce Pardot, doesn’t want to take chances with helping customers find wins. In fact, Customer Success—devoted to providing training, implementation assistance, best-practice recommendations, and ongoing support—is the company’s largest department. This effort has made SalesForce Pardot the number-one most innovative company according to Forbes magazine, and its customers have seen an average 34 percent increase in sales revenue through the help offered by its Customer Success Department.

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Morrison, Kathleen Searls, Mary Sonnack, and Eric von Hippel, “Performance Assessment of the Lead User Idea Generation Process for New Product Development,” April 1, 2002, https://evhippel.files.wordpress.com/2013/08/morrison-et-al-2002.pdf. 115 number-one most innovative company: Jeff Kauflin,“The World’s Most Innovative Growth Companies: 2017,” Forbes, May 17, 2017, https://www.forbes.com/innovative-companies/list/. 11534 percent increase in sales revenue: “SalesForce Pardot Customer Success,” SalesForce Pardot, accessed October 4, 2017, https://www.pardot.com/why-pardot/customer-success. 119 far less for malpractice: Aaron E. Carroll, “To Be Sued Less, Doctors Should Consider Talking to Patients More,” New York Times, June 1, 2015, https://www.nytimes.com/2015/06/02/upshot/to-be-sued-less-doctors-should-talk-to-patients-more.html. 119malpractice filings dropped by half: Kevin Sack, “Doctors Say ‘I’m Sorry’ Before ‘See You in Court,’” New York Times, May 18, 2008, http://www.nytimes.com/2008/05/18/us/18apology.html. 119in most cases apologizing: University of Nottingham, “Saying Sorry Really Does Cost Nothing,” ScienceDaily, September 23, 2009, www.sciencedaily.com/releases/2009/09/090923105815.htm. 120 one of the ten most-hated companies in America: Douglas A.

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See adaptability Ressler, Cali, 15 retention, customer, 61–63, 106, 185, 190–94 retention, of employees, 6–7 ReWork (Fried), 90 Riley, Pat, 33 risk, 37–40, 221 ROWEs (Results-Only Work Environments), 15, 18 Rubel, Steve, 96–97 Ruby on Rails, 54–55 runway buffer, 211–12 S SaaS, 110, 131 salary, 125, 165, 208, 210–11 SalesForce Pardot, 115 Sandberg, Sheryl, 47 Satornino, Cinthia, 189 savings, 211–12 scalability, 124–34 collaboration, 132–34 communication, 126, 129–31 examples of, 124–27 product development, 127–29 Scarcity (Mullainathan and Shafir), 91 Schachter, Joshua, 20 scheduling, 89–92 scope of influence, 70–73 Sears, 177 self-awareness, 57 selling, 180 Semco Partners, 27 Semler, Ricardo, 27, 219 servant leadership, 48 service, 48, 105–7, 108–11 Seventh Generation, 78–79 Shafir, Eldar, 91 Sharp, 46 Sheldon, Jeff, 115–16, 154, 163–64, 169–70 “shinise”, 216–17 Shopify, 124, 158 Silver, Spencer, 8 simplicity, 20–23, 167–69 single-tasking, 88 Sivers, Derek, 100, 172–73 skills, 51–54 autonomy, 14–18 generalists, 17–18, 200–202 growth, 33 passion, 82, 86 success, 83 slow fashion, 128 small, as goal, 24–44 better vs. bigger, 24–30 career advancement, 70–73 envy, 42–44 growth drawbacks, 30–34 meaningful growth, 60–64 minimum viable profit, 164–66 profit vs. growth, 68–70 risk and, 37–40 vs. traditional approach, 34–40 upper bounds, 40–42 when starting a business, 64–68, 163–74 SmallBizTrends, on referrals, 109 Snapchat, 95 So Good They Can’t Ignore You (Newport), 82 social capital, 187–90 social media brand reputation, 192 mistakes and, 120 personality, 97–99 relationships, 115–16, 188, 189 scalability, 126 viral content, 159–60 social views on business growth, 4–5, 24–25 on leaders, 45–49 on work, 34–40 Socrates, 42 Sorenson, Olav, 171 Southwest Airlines, 40–42 spamvite, 183, 184 specialization, vs. generalist, 51–54 speed, 18–19 Staples, 181 Starbucks, 31–32 starting a business.

Reimagining Capitalism in a World on Fire by Rebecca Henderson

"Friedman doctrine" OR "shareholder theory", Airbnb, asset allocation, behavioural economics, benefit corporation, Berlin Wall, Bernie Sanders, business climate, Capital in the Twenty-First Century by Thomas Piketty, carbon footprint, carbon tax, circular economy, collaborative economy, collective bargaining, commoditize, corporate governance, corporate social responsibility, crony capitalism, dark matter, decarbonisation, disruptive innovation, double entry bookkeeping, Elon Musk, Erik Brynjolfsson, export processing zone, Exxon Valdez, Fall of the Berlin Wall, family office, fixed income, George Akerlof, Gini coefficient, global supply chain, greed is good, Greta Thunberg, growth hacking, Hans Rosling, Howard Zinn, Hyman Minsky, impact investing, income inequality, independent contractor, index fund, Intergovernmental Panel on Climate Change (IPCC), joint-stock company, Kickstarter, Lyft, Marc Benioff, Mark Zuckerberg, Max Levchin, means of production, meta-analysis, microcredit, middle-income trap, Minsky moment, mittelstand, Mont Pelerin Society, Neil Armstrong, Nelson Mandela, opioid epidemic / opioid crisis, Paris climate accords, passive investing, Paul Samuelson, Philip Mirowski, plant based meat, profit maximization, race to the bottom, ride hailing / ride sharing, Ronald Reagan, Rosa Parks, Salesforce, scientific management, Second Machine Age, shareholder value, sharing economy, Silicon Valley, Snapchat, sovereign wealth fund, Steven Pinker, stocks for the long run, Tim Cook: Apple, total factor productivity, Toyota Production System, uber lyft, urban planning, Washington Consensus, WeWork, working-age population, Zipcar

“LGBT People in the United States Not Protected by State Nondiscrimination Statutes” (Los Angeles: The Williams Institute, UCLA, March 2019); “Hate Crimes,” FBI, May 3, 2016, www.fbi.gov/investigate/civil-rights/hate-crimes. 38. Kent Bernhard Jr., “Salesforce CEO Marc Benioff Fights Back Against Indiana ‘Religious Freedom’ Law,” Business Journals, Mar. 26, 2015, www.bizjournals.com/bizjournals/news/2015/03/26/benioff-salesforce-fights-indiana-religious-law.html. 39. Jim Gardner, “Other Tech Giants Join Salesforce CEO in Slamming New Indiana Law,” Bizjournals.com, www.bizjournals.com/sanfrancisco/blog/2015/03/indiana-gays-discrimination-salesforce-apple-yelp.html. 40. The official summary of the amendment suggests that it “indicates that the law related to adjudicating a claim or defense that a state or local law ordinance or other action substantially burdens the exercise of religion of a person: (1) does not authorize a provider to refuse to offer or provide services, facilities, use of public accommodations, goods, employment, or housing to any member or members of the general public; (2) does not establish a defense to it to a civil action or criminal prosecution for refusal by a provider to offer or provide services, facilities, use of public accommodations, goods, employment or housing to any member or members of the general public; and (3) does not negate any rights available under the Constitution of the State of Indiana,” www.documentcloud.org/documents/1699997-read-the-updated-indiana-religious-freedom.html#document/p1. 41.

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The act was signed in a private ceremony attended by several groups that had been publicly opposed to gay marriage, and critics charged that the legislation would allow organizations to use religion to legally justify discrimination on the basis of a person’s sexual orientation. Many CEOs—both within Indiana and beyond—reached out publicly in an attempt to reverse the legislation. Immediately before the act was passed, a number of Indiana-based technology company CEOs, including the CEOs of Clear Software, Salesforce, CloudOne, and Salesvue sent a letter to Mr. Pence urging him to veto the measure, saying: As leaders of technology companies, we not only disagree with this legislation on a personal level, but (believe that) the RFRA will adversely impact our ability to recruit and retain the best and the brightest talent in the technology sector.

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The “+” stands for the sixty-one additional “focus companies” that were added to the list six months later either because they will be significantly affected by climate change or because they have a particularly important role to play in mitigating it. 74. https://climateaction100.wordpress.com/. 75. “Power Companies Must Accelerate Decarbonisation and Support Ambitious Climate Policy,” FT.com, Dec. 20, 2018. 76. “Proposal: Strategy Consistent with the Goals of the Paris Agreement,” Ceres, https://ceres.my.salesforce.com/sfc/p/#A0000000ZqYY/a/1H000000bxTX/VMk1IZrSUtwbmXzkJ_DVFFsrtiQBpMuOiZMnzu7V7Y8. Chapter 7. Protecting What Has Made Us Rich and Free 1. Yascha Mounk, The People vs. Democracy: Why Our Freedom Is in Danger and How to Save It (Cambridge, MA: Harvard University Press, 2018). 2. “Unlocking the Inclusive Growth Story of the 21st Century: Accelerating Climate Action in Urgent Times” (Washington, DC: New Climate Economy, 2018), https://newclimateeconomy.report/2018/wp-content/uploads/sites/6/2018/09/NCE_2018_FULL-REPORT.pdf. 3.

Designing Web APIs: Building APIs That Developers Love by Brenda Jin, Saurabh Sahni, Amir Shevat

active measures, Amazon Web Services, augmented reality, Big Tech, blockchain, business logic, business process, cognitive load, continuous integration, create, read, update, delete, exponential backoff, Google Hangouts, if you build it, they will come, Lyft, machine readable, MITM: man-in-the-middle, premature optimization, pull request, Salesforce, Silicon Valley, Snapchat, software as a service, the market place, uber lyft, web application, WebSocket

APIs might also be a way to generate leads, create new distribution channels for a prod‐ The Business Case for APIs | 3 uct, or upsell products. For more information on these strategies, see John Musser’s presentation on API business models. An API must be aligned with the core business, as is the case with many software as a service (SaaS) companies. Notable examples are GitHub, Salesforce, and Stripe. Sometimes, the products built on these APIs are referred to as “service integrations.” Consumer APIs work well if there is a critical mass of user-generated content, such as with Facebook and Flickr’s photo-sharing capabilities. Although there are many reasons to create an API and launch a developer platform, there is also a clear reason not to create a developer plat‐ form—when the API strategy is not aligned with the core business.

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A refresh token is a special type of token used to obtain a new access token when the current access token expires. Applications need to provide the client ID, client secret, and refresh token to generate a new access token. Refresh tokens are a standard way of renewing expired access tokens. API providers, like Google, Salesforce, Asana, Stripe, and Amazon, support refresh tokens. Even if your access tokens do not expire, it can be a good idea to share refresh tokens. This way, in case of a compromise, an app developer can rotate an existing access token and generate a new one. This is why the Stripe API supports refresh tokens, even though the access tokens it grants do not expire.

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To invite multiples users to a single Slack channel, developers had to call the channels.invite API method once per user. Slack added support for inviting multiple users in a single API call (Example 6-1), thereby saving costs for both Slack and developers. Several API providers, like Zendesk and Salesforce, support bulk operation endpoints as well as batching of requests. Example 6-1. Slack’s Conversations API supporting bulk operations POST /api/conversations.invite HOST slack.com Content-Type: application/json Authorization: Bearer xoxp-165018607-jqf4sbdaq2a { "channel":"C0GEV71UG", "users":["W1234567890","U2345678901", "U3456789012"] } Adding New Options to Filter Results When your API begins returning a number of objects, it’s important to consider providing options to filter the results.

The Business of Platforms: Strategy in the Age of Digital Competition, Innovation, and Power by Michael A. Cusumano, Annabelle Gawer, David B. Yoffie

activist fund / activist shareholder / activist investor, Airbnb, AltaVista, Amazon Web Services, AOL-Time Warner, asset light, augmented reality, autonomous vehicles, barriers to entry, bitcoin, blockchain, business logic, Cambridge Analytica, Chuck Templeton: OpenTable:, cloud computing, collective bargaining, commoditize, CRISPR, crowdsourcing, cryptocurrency, deep learning, Didi Chuxing, distributed ledger, Donald Trump, driverless car, en.wikipedia.org, fake news, Firefox, general purpose technology, gig economy, Google Chrome, GPS: selective availability, Greyball, independent contractor, Internet of things, Jeff Bezos, Jeff Hawkins, John Zimmer (Lyft cofounder), Kevin Roose, Lean Startup, Lyft, machine translation, Mark Zuckerberg, market fundamentalism, Metcalfe’s law, move fast and break things, multi-sided market, Network effects, pattern recognition, platform as a service, Ponzi scheme, recommendation engine, Richard Feynman, ride hailing / ride sharing, Robert Metcalfe, Salesforce, self-driving car, sharing economy, Silicon Valley, Skype, Snapchat, SoftBank, software as a service, sovereign wealth fund, speech recognition, stealth mode startup, Steve Ballmer, Steve Jobs, Steven Levy, subscription business, Susan Wojcicki, TaskRabbit, too big to fail, transaction costs, transport as a service, Travis Kalanick, two-sided market, Uber and Lyft, Uber for X, uber lyft, vertical integration, Vision Fund, web application, zero-sum game

The firms that own this type of platform primarily capture value by collecting transaction fees, charging for advertising, or both. Some firms start with one type of platform and add the second type, or mix and link the two. We refer to companies that support both types of platforms as hybrids. Some people use the term “hybrid” to refer to companies like Apple, Oracle, SAP, or Salesforce that emphasize a combination of product and platform businesses. In this book, however, as we discuss in Chapter 3, we use “hybrid” to refer to the combination of innovation and transaction platform strategies within the same company or within the same platform infrastructure. What the Data Says Clearly, public and private capital markets have placed enormous value on platforms associated with personal computers, Internet services, and smartphones.

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Is this company so profitable and valuable primarily because of strong network effects and the multisided market strategy surrounding the iPhone, which now accounts for about 60 percent of revenues? Or does a large part of Apple’s market value come from its design skills, brand, and ability to charge premium prices for the iPhone and some other products and services? We can ask similar questions about other companies: How much of the success of Cisco, Oracle, SAP, or Salesforce came from platform strategy and network effects versus the excellence and brand value of their products and services? Amazon is even more complicated because of how it integrated and mixed platform and non-platform businesses. How much of its market value derives from scale and scope economies associated with the online store and its enormous physical warehousing system as compared to Amazon’s “pure” platform businesses, Amazon Marketplace and Amazon Web Services (AWS)?

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However, the two platform types must engage different kinds of market participants, solve different launch and monetization problems, and preside over different types of ecosystems. We also discuss the trend toward hybrid strategies and the advantages they afford some of the leading platform companies. Innovation platforms can add transaction functions to help them distribute complementary products and services, as Apple, Google, Microsoft, and Salesforce have done with their app stores. And transaction platforms such as at Amazon, Facebook, Snapchat, Uber, and Airbnb can add innovation platform functions to help them add new features and services from third-party firms, with minimal in-house investment. Hybrid companies also differ in the degrees to which they connect or integrate the two types of platforms; some are highly integrated while others look more like modern-day “digital conglomerates.”

Brotopia: Breaking Up the Boys' Club of Silicon Valley by Emily Chang

"Margaret Hamilton" Apollo, "Susan Fowler" uber, "World Economic Forum" Davos, 23andMe, 4chan, Ada Lovelace, affirmative action, Airbnb, Alan Greenspan, Andy Rubin, Apollo 11, Apple II, augmented reality, autism spectrum disorder, autonomous vehicles, barriers to entry, Benchmark Capital, Bernie Sanders, Big Tech, Burning Man, California gold rush, Chuck Templeton: OpenTable:, clean tech, company town, data science, David Brooks, deal flow, Donald Trump, Dr. Strangelove, driverless car, Elon Musk, emotional labour, equal pay for equal work, fail fast, Fairchild Semiconductor, fake news, Ferguson, Missouri, game design, gender pay gap, Google Glasses, Google X / Alphabet X, Grace Hopper, Hacker News, high net worth, Hyperloop, imposter syndrome, Jeff Bezos, job satisfaction, Khan Academy, Lyft, Marc Andreessen, Mark Zuckerberg, Mary Meeker, Maui Hawaii, Max Levchin, Menlo Park, meritocracy, meta-analysis, microservices, Parker Conrad, paypal mafia, Peter Thiel, post-work, pull request, reality distortion field, Richard Hendricks, ride hailing / ride sharing, rolodex, Salesforce, Saturday Night Live, shareholder value, Sheryl Sandberg, side project, Silicon Valley, Silicon Valley startup, Skype, Snapchat, Steve Jobs, Steve Jurvetson, Steve Wozniak, Steven Levy, subscription business, Susan Wojcicki, tech billionaire, tech bro, tech worker, TED Talk, Tim Cook: Apple, Travis Kalanick, uber lyft, women in the workforce, Zenefits

The crowd groaned in agreement. Ana Medina, an engineer who also worked at Uber, said, “It’s easy to question, do I even belong here? Because so much crap happens day by day.” Medina had worked on the SRE team with Fowler at Uber and backed up the legitimacy of her story. Leah McGowen-Hare, an executive at Salesforce, likened the shock she heard from men in response to Susan Fowler’s post to the horror expressed by white liberals after the 2016 U.S. presidential election. “Hearing people’s reaction to Susan and all the men, like, ‘Oh my God, it’s happening!’ was sort of like when Trump won the election and white people were like, ‘Oh my God, racism is still alive.’

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I take a seat at a table near the back with a female colleague I have coerced into joining me on this awkward reporting excursion, feeling more than a little naive and dumbstruck. The Gold Club is the lone strip joint in the tech-heavy SoMa district, just a block from the Moscone Center, which hosts the biggest technology conferences in the world (Apple’s Worldwide Developers Conference, Salesforce’s Dreamforce, and Oracle OpenWorld). Yelp is just blocks away, as is LinkedIn’s brand-new twenty-six-story skyscraper. One step into the Gold Club, and you feel as if you’ve been transported to a Las Vegas nightclub, LED lights and all. But this isn’t your usual late-night casino crowd. Construction workers on their lunch breaks sit next to men in suits and tech engineers in hoodies and T-shirts.

…

She introduces herself with her stage name, Zorah Rose, and tells me she is a teacher at a public middle school in Berkeley, doing summer day shifts at the club to help pay bills. She says she has met patrons from all of the brand-name tech companies nearby, specifically mentioning Uber, Dropbox, Twitter, and Airbnb. “Salesforce is big here,” she adds. “Yelp employees call this place Conference Room G.” I ask Rose what exactly is on the menu, besides the dancing and buffet. She tells me that most of the place clears out after lunch, so “you know that the people who are still here want something more.” Besides lunch, nothing’s cheap at the Gold Club.

The Patient Will See You Now: The Future of Medicine Is in Your Hands by Eric Topol

23andMe, 3D printing, Affordable Care Act / Obamacare, Anne Wojcicki, Atul Gawande, augmented reality, Big Tech, bioinformatics, call centre, Clayton Christensen, clean water, cloud computing, commoditize, computer vision, conceptual framework, connected car, correlation does not imply causation, creative destruction, crowdsourcing, dark matter, data acquisition, data science, deep learning, digital divide, disintermediation, disruptive innovation, don't be evil, driverless car, Edward Snowden, Elon Musk, en.wikipedia.org, Erik Brynjolfsson, Firefox, gamification, global village, Google Glasses, Google X / Alphabet X, Ignaz Semmelweis: hand washing, information asymmetry, interchangeable parts, Internet of things, Isaac Newton, it's over 9,000, job automation, Julian Assange, Kevin Kelly, license plate recognition, lifelogging, Lyft, Mark Zuckerberg, Marshall McLuhan, meta-analysis, microbiome, Nate Silver, natural language processing, Network effects, Nicholas Carr, obamacare, pattern recognition, personalized medicine, phenotype, placebo effect, quantum cryptography, RAND corporation, randomized controlled trial, Salesforce, Second Machine Age, self-driving car, Silicon Valley, Skype, smart cities, Smart Cities: Big Data, Civic Hackers, and the Quest for a New Utopia, Snapchat, social graph, speech recognition, stealth mode startup, Steve Jobs, synthetic biology, the scientific method, The Signal and the Noise by Nate Silver, The Wealth of Nations by Adam Smith, traumatic brain injury, Turing test, Uber for X, uber lyft, Watson beat the top human players on Jeopardy!, WikiLeaks, X Prize

Olson, “Wearable Tech Is Plugging into Health Insurance,” Forbes, June 19, 2014, http://www.forbes.com/sites/parmyolson/2014/06/19/wearable-tech-health-insurance/. 61. S. Lohr, “Salesforce Takes Its Cloud Model to Health Care,” New York Times, June 26, 2014, http://bits.blogs.nytimes.com/2014/06/26/salesforce-takes-its-cloud-model-to-health-care/. 62. M. Sullivan, “Salesforce and Philips Partner in Ambitious Health Data Venture,” Venture Beat, June 26, 2014, http://venturebeat.com/2014/06/26/salesforce-com-and-philips-partner-in-ambitious-health-data-venture/. 63. M. Lev-Ram, “What’s the Next Big Thing in Big Data?,” Fortune, June 2, 2014, http://fortune.com/2014/06/02/fortune-500-big-data/. 64.

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Klein, “The Two Most Important Numbers in American Health Care,” Washington Post, September 19, 2013, http://www.washingtonpost.com/blogs/wonkblog/wp/2013/09/19/the-two-most-important-numbers-in-american-health-care/?print=1. 62. S. Lohr, “Salesforce Takes Its Cloud Model to Health Care,” New York Times, June 26, 2014, http://bits.blogs.nytimes.com/2014/06/26/salesforce-takes-its-cloud-model-to-health-care/. 63. “End-Of-Life Care: A Challenge in Terms Of Costs and Quality,” Kaiser Health News, June 4, 2013, http://www.kaiserhealthnews.org/Daily-Reports/2013/June/04/end-of-life-care.aspx. 64. G. W. Neuberg, “The Cost of End-of-Life Care: A New Efficiency Measure Falls Short of AHA/ACC Standards,” Circulation: Cardiovascular Quality and Outcomes 2 (2009): 127–133. 65.

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These programs would be better known as employee—not employer—health and wellness initiatives, denoting the power of the information holder and generator. Taking Down Walls Freeing the people from traditional medical shackles entails freeing the data, and there are signs this is beginning to take off. One such indication is the joint venture of Philips, a major supplier of medical sensors, with Salesforce, a pioneer in cloud computing, to create an “open cloud-based health care platform” for software developers, providers, medical device producers, and insurance companies.61,62 Open medicine initiatives build on the Power of One. If you’ve never seen that one-minute video, and are looking to be inspired by individuals who’ve impacted the world, it’s worth a look: https://www.youtube.com/watch?

What Would Google Do? by Jeff Jarvis

"World Economic Forum" Davos, 23andMe, Amazon Mechanical Turk, Amazon Web Services, Anne Wojcicki, AOL-Time Warner, barriers to entry, Berlin Wall, bike sharing, business process, call centre, carbon tax, cashless society, citizen journalism, clean water, commoditize, connected car, content marketing, credit crunch, crowdsourcing, death of newspapers, different worldview, disintermediation, diversified portfolio, don't be evil, Dunbar number, fake news, fear of failure, Firefox, future of journalism, G4S, Golden age of television, Google Earth, Googley, Howard Rheingold, informal economy, inventory management, Jeff Bezos, jimmy wales, John Perry Barlow, Kevin Kelly, Marc Benioff, Mark Zuckerberg, moral hazard, Network effects, new economy, Nicholas Carr, old-boy network, PageRank, peer-to-peer lending, post scarcity, prediction markets, pre–internet, Ronald Coase, Salesforce, search inside the book, Sheryl Sandberg, Silicon Valley, Skype, social graph, social software, social web, spectrum auction, speech recognition, Steve Jobs, the long tail, the medium is the message, The Nature of the Firm, the payments system, The Wisdom of Crowds, transaction costs, web of trust, WikiLeaks, Y Combinator, Zipcar

Then your world starts to look like Google’s. Be a platform Networks are built atop platforms. The internet is a platform, as is Google, as are services such as photo site Flickr, blogging service WordPress.com, payment service PayPal, self-publishing company Lulu.com, and business software company Salesforce.com. A platform enables. It helps others build value. Any company can be a platform. Home Depot is a platform for contractors and Continental Airlines is a platform for book tours. Platforms help users create products, businesses, communities, and networks of their own. If it is open and collaborative, those users may in turn add value to the platforms—as IBM does when it shares the improvements it makes in the open-source Linux operating system.

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People will contribute their intelligence and time if they know they can build something, have influence, gain control, help a fellow customer (more than a company), and claim ownership. Customers are also generous with ideas. In 2008 Starbucks launched MyStarbucksIdea.com, where its customers were invited to tell the company what to do (following Dell’s lead with IdeaStorm; both use Salesforce.com’s Ideas platform). The response from customers was immediate and impressive: thousands of ideas, votes, and comments. One customer wanted Starbucks to make ice cubes out of coffee so, when they melt, they would not dilute cold drinks; 7,600 fellow customers immediately agreed. Another customer proposed putting a shelf in bathrooms—for where else can you put your drink when you’ve drunk too much?

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They were to become champions for ideas back in their departments “so that literally customers would have a seat at the table when product decisions are made.” Starbucks, like Dell, has a parallel version of the platform running behind its wall for employees to share and discuss their own suggestions. Marc Benioff, the outspoken CEO of Salesforce.com, used the Ideas platform first for his own customers and employees and then opened it up to other companies. “It’s like a live focus group that never closes,” he said in an email. “I believe that these days, the rapid communication that is enabled by wikis, blogs, Twitter, YouTube, and you name it ensures that no matter what kind of company you are, your customers are having a conversation about your products and practices.

Hit Refresh: The Quest to Rediscover Microsoft's Soul and Imagine a Better Future for Everyone by Satya Nadella, Greg Shaw, Jill Tracie Nichols

3D printing, AlphaGo, Amazon Web Services, anti-globalists, artificial general intelligence, augmented reality, autonomous vehicles, basic income, Bretton Woods, business process, cashless society, charter city, cloud computing, complexity theory, computer age, computer vision, corporate social responsibility, crowdsourcing, data science, DeepMind, Deng Xiaoping, Donald Trump, Douglas Engelbart, driverless car, Edward Snowden, Elon Musk, en.wikipedia.org, equal pay for equal work, everywhere but in the productivity statistics, fault tolerance, fulfillment center, Gini coefficient, global supply chain, Google Glasses, Grace Hopper, growth hacking, hype cycle, industrial robot, Internet of things, Jeff Bezos, job automation, John Markoff, John von Neumann, knowledge worker, late capitalism, Mars Rover, Minecraft, Mother of all demos, Neal Stephenson, NP-complete, Oculus Rift, pattern recognition, place-making, Richard Feynman, Robert Gordon, Robert Solow, Ronald Reagan, Salesforce, Second Machine Age, self-driving car, side project, Silicon Valley, Skype, Snapchat, Snow Crash, special economic zone, speech recognition, Stephen Hawking, Steve Ballmer, Steve Jobs, subscription business, TED Talk, telepresence, telerobotics, The Rise and Fall of American Growth, The Soul of a New Machine, Tim Cook: Apple, trade liberalization, two-sided market, universal basic income, Wall-E, Watson beat the top human players on Jeopardy!, young professional, zero-sum game

Build Partnerships Before You Need Them There was an audible gasp and more than a smattering of chuckles in the auditorium when I reached into my suit jacket and pulled out an iPhone. No one in recent memory had seen a Microsoft CEO showing off an Apple product. Especially not at a competitor’s sales conference. “This is a pretty unique iPhone,” I told attendees at Salesforce’s annual marketing event as the crowd quieted down. Salesforce both competes and partners with Microsoft in online services. “I like to call it the iPhone Pro because it’s got all the Microsoft software and applications on it.” On the giant screen behind me, a close-up of the phone appeared. One by one, the app icons flashed into view—iPhone versions of Microsoft classics like Outlook, Skype, Word, Excel, and PowerPoint as well as newer mobile applications like Dynamics, OneNote, OneDrive, Sway, and Power BI.

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., 51–52 Qualcomm, 3, 80, 131–32 quantum computing, 11, 110, 140–42, 159–67, 209, 212, 239 qubits, 160–61, 164, 166–67 logical, 167 topological, 162, 166 radiation monitoring, 44 railroads, 215 Ramakrishnan, Raghu, 58–59 Ranji Trophy, 38, 40 Rashid, Rick, 30 Reagan, Ronald, 181 Real Madrid, 71 Red Dog, 52–53, 58 Red Hat, 125 Reform Government Surveillance alliance, 174 refugees, 218 regulatory systems, 130, 186–90, 215, 227–28 relational algebra, 26 respect, 135, 202 retailers, 128–29, 153 rice production, 44 Rilke, Rainer Maria, 12 Rise and Fall of American Growth (Gordon), 234 risk-taking, 111, 220 River Runs Through It, A (Maclean), 56 Roberts, John, 185–86 robotics, 13, 145, 149–50, 202–4, 208–9, 228, 231–32, 239 Rochester Institute of Technology, 146 Rocky movies, 44–45 Rogan, Seth, 169 Rolling Stones, 98 Rolls-Royce, 127 Romer, Paul, 229 root-cause analysis, 61 RSA-2048 encryption, 162 Rubinstein, Ira, 32–33 run times, 203 rural areas, connecting, 99 Russia, 172 Russinovich, Mark, 58 Rwanda Vision 2020, 216 safety, 153, 172, 176–80, 182, 185, 188, 194, 228 sales conference, 86–95, 100, 118 Salesforce, 121 Samsung, 132–34 San Bernardino attacks, 177, 179, 189 Sanders, Bernie, 230 Sanskrit, 16, 181 Saudi Arabia, 225 scale, 50, 161 Schiller, Phil, 124 Schmidt, Eric, 26 Scott, Kevin, 82 search and seizure, 185–86 Search Checkpoint #1, 51 search engines, 46–52. See also specific products Seattle Children’s Hospital, 8, 41–42 Seattle Seahawks, 4 security, 169–80, 191–94, 202, 205, 224, 227–28, 238 senior leadership team (SLT), 2–6, 10–11, 81–82 sensors, 13, 79, 147–48, 150 September 11, 2001 attacks, 172 Serling, Rod, 159 server and tools business (STB), 53–59 servers, 2, 45, 139 edge of cloud and, 89 private vs. cloud-based, 57 privacy and security and, 173, 176 service sector, 240 Shaikh, Saqib, 200 Snapchat Spectacles, 145 Shaw, Frank, 98, 99 Shenzhen, 229 Shin, Jong-Kyon (J.K.), 133 Shum, Harry, 3, 51–52, 82 Sikhs, 19 silicon photonics, 228 Silicon Valley, 12, 21, 24, 26–27 silos, 57, 102 Sinclair ZX Spectrum kit, 21 Siri, 201 Sirosh, Joseph, 59 skills development, 226–27, 240 Skype, 64, 121, 155, 164, 171 Skype Translator, 59 small firms, 217 smartphones, 45, 66, 73, 132–34.

The Nation City: Why Mayors Are Now Running the World by Rahm Emanuel

Affordable Care Act / Obamacare, Airbnb, Big Tech, bike sharing, blockchain, carbon footprint, clean water, data science, deindustrialization, disinformation, Donald Trump, Edward Glaeser, Enrique Peñalosa, Filter Bubble, food desert, gentrification, high-speed rail, income inequality, informal economy, Jane Jacobs, Kickstarter, Lyft, megacity, military-industrial complex, new economy, New Urbanism, offshore financial centre, opioid epidemic / opioid crisis, payday loans, ride hailing / ride sharing, Ronald Reagan, Salesforce, San Francisco homelessness, Silicon Valley, The Death and Life of Great American Cities, the High Line, transcontinental railway, Uber and Lyft, uber lyft, urban planning, War on Poverty, white flight, working poor

In September of 2017, I rang the opening bell at Solario High School, a predominantly Hispanic school on the Southwest Side of the city, where an estimated 25 percent of the students are Dreamers (“estimated” because the city is not allowed to keep official data on the number of Dreamers in our schools). The school, which focuses on technology through a partnership with Salesforce, has a graduation rate of 92 percent. A student named Lorenzo Rivera introduced me. He is going to Northwestern. One of his brothers is also going to Northwestern. Their single mother works as a custodian. After my introduction, I declared, loud and clear, that our city was a “Trump-free zone.” Yes, it was a bit of bombast.

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GE Healthcare Worldwide, GE Transportation, ConAgra, Oscar Mayer, Kraft Heinz, and Wilson Sporting Goods have all moved their headquarters to Chicago in recent years. McDonald’s—which fled for the suburbs during the turbulent 1970s—moved its headquarters back to the city. Google, IBM, Microsoft, and Salesforce, to name just a few, have a significant presence in Chicago now. This is happening in cities everywhere. As an offshoot of this phenomenon, universities and research facilities have built up their presences in cities, drawing talented students and faculty from all over the world and producing potential employees, entrepreneurs, and inventions.

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Things have changed dramatically since, thanks to the Riverwalk and the seeds for growth that it has helped plant. Now at Wolf Point there is a beautiful new waterfront promenade that is vibrant and filled with life. Soon on that very corner where I stood in 2011 there will be a brand-new 813-foot-tall skyscraper that will be occupied by Salesforce, among other companies. Just off the Riverwalk on Wacker Drive, a new 800-foot-tall skyscraper is under construction, and Bank of America has leased 500,000 square feet within it. Also being constructed on the river is the Vista Tower, a joint project of the Magellan Development Group and the Wanda Group.

Silicon City: San Francisco in the Long Shadow of the Valley by Cary McClelland

affirmative action, Airbnb, algorithmic bias, Apple II, autonomous vehicles, barriers to entry, Black Lives Matter, Burning Man, clean water, cloud computing, cognitive dissonance, Columbine, computer vision, creative destruction, driverless car, El Camino Real, Elon Musk, Fairchild Semiconductor, full employment, gamification, gentrification, gig economy, Golden Gate Park, Google bus, Google Glasses, high net worth, housing crisis, housing justice, income inequality, John Gilmore, John Perry Barlow, Joseph Schumpeter, Loma Prieta earthquake, Lyft, mass immigration, means of production, Menlo Park, Mitch Kapor, open immigration, PalmPilot, rent control, Salesforce, San Francisco homelessness, self-driving car, sharing economy, Silicon Valley, Skype, Social Justice Warrior, Steve Jobs, Steve Wozniak, TaskRabbit, tech bro, tech worker, transcontinental railway, Travis Kalanick, Uber and Lyft, uber lyft, urban planning, vertical integration, William Shockley: the traitorous eight, young professional

If you don’t want to do that, then go do something else. Like Square: great example. Every Friday, they go out and pick up trash around their office. They weigh it. They compete with each other. They make it a game. They’re all about getting clean streets around here. San Francisco schools are getting better because Salesforce went in and adopted all the middle schools. That has given teachers all kinds of money to innovate. They gave every principal $100,000 conditioned on the school district not telling them what to do with it, and you can’t believe what these principals have done. You can even look at the test scores.

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And he said, “What can I do to help you guys create more jobs in San Francisco?” We went through a litany of options, and he left with something like ten action items. Way too many! I said, “With the approval of the other CEOs, I want you to leave with just two. Number one, we can’t let Twitter move out of the city. They’re already tech’s second-biggest employer behind Salesforce.” San Francisco was charging everyone payroll tax—whether you had revenue or not—and Twitter had revolted and threatened to move their headquarters. So what I said was, “You’ve got to create a payroll tax–free zone.” And number two, Yelp and Zynga were about to leave, because the city charged its own stock-option tax.

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Funny enough, the very first Navigation Center was funded by an anonymous tech donation of millions of dollars to test out the concept. There’s four now, and the plan is to keep building more. On housing, he wanted to build thirty thousand housing units by 2020 and that’s going to happen. The middle school program—he had a theory that kids get molded in middle school. He got Salesforce to donate $30 million—they adopted the schools—and now the program has expanded to Oakland. Ed Lee always said, “This is my legacy.” He was frustrated by the criticism, but every year the unemployment rate went down, tax revenue went way up, and he was able to put together the city programs that he always dreamed about.

Secrets of Sand Hill Road: Venture Capital and How to Get It by Scott Kupor

activist fund / activist shareholder / activist investor, Airbnb, Amazon Web Services, asset allocation, barriers to entry, Ben Horowitz, Benchmark Capital, Big Tech, Blue Bottle Coffee, carried interest, cloud computing, compensation consultant, corporate governance, cryptocurrency, discounted cash flows, diversification, diversified portfolio, estate planning, family office, fixed income, Glass-Steagall Act, high net worth, index fund, information asymmetry, initial coin offering, Lean Startup, low cost airline, Lyft, Marc Andreessen, Myron Scholes, Network effects, Paul Graham, pets.com, power law, price stability, prudent man rule, ride hailing / ride sharing, rolodex, Salesforce, Sand Hill Road, seminal paper, shareholder value, Silicon Valley, software as a service, sovereign wealth fund, Startup school, the long tail, Travis Kalanick, uber lyft, VA Linux, Y Combinator, zero-sum game

In addition to going after a great market, Okta was founded by two individuals with a perfect fit to their market opportunity. Todd McKinnon, the founding CEO, had spent most of his professional career running engineering at Salesforce, the pioneer in the SAAS market. Through this role, he experienced firsthand the challenges that many of Salesforce’s customers were having in managing the various SAAS applications they were using. His partner and founding COO, Frederic Kerrest, was also a Salesforce alumnus, having spent his career there learning how to sell the SAAS value proposition to potential customers. The combination of these two skill sets—a deep technical understanding of the problem to be solved, coupled with the knowledge of how best to develop the right sales and marketing strategy (we often call this strategy “go-to-market”) in a still nascent SAAS market—made Todd and Frederic the ideal founders to back in this space.

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An example from our portfolio is Okta, which is a now-public company that we first invested in back in 2009. Okta is an enterprise software company that provides a way for companies to consolidate log-in credentials for their many software-as-a-service (SAAS) applications. For example, many modern companies use Gmail, Salesforce, and a variety of other internet-based SAAS applications, each of which has its own method of logging in and authenticating users into the applications. Okta provides a unified portal whereby a user needs only to log in to Okta once, and then Okta passes those credentials through to all the SAAS applications for which an employee is granted access.

Using Open Source Platforms for Business Intelligence: Avoid Pitfalls and Maximize Roi by Lyndsay Wise

barriers to entry, business intelligence, business process, call centre, cloud computing, commoditize, different worldview, en.wikipedia.org, Just-in-time delivery, knowledge worker, Richard Stallman, Salesforce, software as a service, statistical model, supply-chain management, the market place

A good example of departmental BI remains the increasing popularity of SaaS to provide departmental analytics. Until recently the most commonly applied SaaSbased analytics were solutions applied on top of Salesforce.com. Because Salesforce.com is an operational application, companies monitoring their sales and CRM-related functions need a way to track information and initiatives over time. BI, with the ability to house historical data and develop analytics that take into account trends over time, increases the value of Salesforce.com data. This BI application generally is limited to a departmental function. A company-wide approach, on the other hand, takes into account more diverse data access, metrics, and strategic goals that include the design of the overall solution.

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When looking at the simplest form of data integration for BI, we refer to ETL, or extract, transform, and load, which does essentially what it says. Information is extracted from a data source. This can be from an Enterprise Resource Planning (ERP), packaged software to help organizations run the transactional side of their business, or CRM application, other transactional systems, or from Salesforce.com, QuickBooks, etc. Once the data is extracted, transformations occur so that when it is loaded within the data warehouse, it will be within a format that reflects the analytics required. Another common way in which data is loaded is using Extract Load and Transform (ELT), instead of the transformations happening before being loaded into a data warehouse, they occur afterwards.

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This is the value of unstructured data analysis and the ability to look beyond numbers to identify correlations and interrelations between disparate information. External structured data External and internal structured data is the same in format. However, integration requirements and data preparation might be different. Organizations need to look at the considerations discussed above in relation to integration and available adapters. Salesforce.com represents a good example of vendors developing adapters because of the large number of organizations using their solutions. When looking at BI, organizations can no longer only use internal data for their analytics. The combination of internal and external data sources helps provide better visibility overall.

The Jobs to Be Done Playbook: Align Your Markets, Organization, and Strategy Around Customer Needs by Jim Kalbach

Airbnb, Atul Gawande, Build a better mousetrap, Checklist Manifesto, Clayton Christensen, commoditize, data science, Dean Kamen, fail fast, Google Glasses, job automation, Kanban, Kickstarter, knowledge worker, Lean Startup, market design, minimum viable product, prediction markets, Quicken Loans, Salesforce, shareholder value, Skype, software as a service, Steve Jobs, subscription business, Zipcar

Also see my 2016 book Mapping Experiences for more details and examples of mapping of all kinds. PLAY Onboard Customers Successfully In 1999, Salesforce reinvented sales and customer relationship management by providing a complete online solution. Previously, similar systems would have been installed locally, on servers at a customer’s site. But with Salesforce.com, users could access data right from a browser with their data stored in the cloud. Salesforce grew rapidly. In 2005, their market cap quadrupled from the previous year to $2 billion. By all measures, it was a wildly successful business.

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See also organization, around jobs reviewer, as function in job ecosystem, 19–21 Revlon, 220 Revson, Charles, 220 Re-Wired Group, 67 Rhea, Brian, 184 Rich, Jessica, 149–150, 153, 266 Ries, Eric, 151, 153, 266 roadmap. See development roadmap, creating Rogers, Everett, 95, 185 root cause analysis, 36–37, 180–181 Ryan, Evan, 122, 127, 263 S SaaS (software as a service), 77, 170 Salesforce, 169–170 satisfaction vs. importance matrix, 84–85, 89–91, 92, 114–115 Schrage, Michael, 153, 266 Segway, 149, 161–162, 185 shared value, 216–217 Silverstein, Daniel, 156 Sinclair, Rebecca, 220 Singer, Ryan, 170, 177, 268 Sinha, Janmejaya, 203 Skype, 195–196, 208 social jobs, 23–24, 26–27, 32 social responsibility, 217 Soler, Agustin, 246–250 solution architecture, 137–148, 265 architecture defined, 137 model of experience design, 138 modeling systems, 140–144 user environment design (UED), 141–144 web navigation design, 145–148 solution experience vs. job comprehension, 171–174 solutions competing.

The Heart of Business: Leadership Principles for the Next Era of Capitalism by Hubert Joly

"Friedman doctrine" OR "shareholder theory", "World Economic Forum" Davos, behavioural economics, big-box store, Blue Ocean Strategy, call centre, carbon footprint, Clayton Christensen, clean water, cognitive dissonance, commoditize, company town, coronavirus, corporate governance, corporate social responsibility, COVID-19, David Brooks, do well by doing good, electronic shelf labels (ESLs), fear of failure, global pandemic, Greta Thunberg, imposter syndrome, iterative process, Jeff Bezos, lateral thinking, lockdown, long term incentive plan, Marc Benioff, meta-analysis, old-boy network, pension reform, performance metric, popular capitalism, pre–internet, race to the bottom, remote working, Results Only Work Environment, risk/return, Salesforce, scientific management, shareholder value, Silicon Valley, social distancing, Social Responsibility of Business Is to Increase Its Profits, supply-chain management, TED Talk, Tim Cook: Apple, young professional, zero-sum game

Many businesses have also mobilized around social issues that their current and future workforce deeply care about, such as education, immigration, and the rights of minorities. Founder and co-CEO of Salesforce Marc Benioff’s decisive action in support of LGBTQ+ rights, even if it risked affecting the bottom line, was a watershed moment. Benioff called it a fork in the road for the company and for his role as its CEO. His public stand gave Salesforce even more visibility, and the company continued to post record earnings. It also sent a clear signal to employees about the company’s values. “Gone are the days when companies can recruit and retain top talent without upholding a commitment to values,” he concludes.

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Multiple surveys have made it clear that social inequality and the environmental crisis are feeding disenchantment with capitalism, especially among younger generations.1 Of course, capitalism has led to an unprecedented period of economic development, driving extraordinary innovation and taking billions of people out of poverty. But we are undeniably facing a crisis.2 In fact, in January 2020, Marc Benioff, the outspoken CEO of Salesforce, declared at the annual meeting of the World Economic Forum in Davos, where discussions largely focused on how to address climate change and inequality: “Capitalism as we have known it is dead.” We need to rethink how our economic system works. One of the first things I learned in business school, back in 1978, was that the purpose of business was to maximize shareholder value, and I believed it.

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., 38 problems with, embracing and improving, 42–44 (see also vulnerability, encouraging) rankings of, 45, 189 self-assessments of, 188–189 strength building and, 190–191 personal experiences, sharing, 147–148, 155–156 Pew Research Center, 28, 240n1 Pfeffer, Jeffrey, 152 Pink, Daniel, 126, 167 Pliner, Eric, 46–47, 157–158, 170–171 Polgar, Alfred, 238n13 Polman, Paul, 89 Porter, Michael, 218 productivity, 15, 16, 17, 185 profits corporate blind pursuit of, 4, 6, 61, 183 dangers of singular focus on, 57–59 employee engagement and, 15, 17, 57, 61–62 healthy approach to, 62 as misleading measure of economic performance, 56–57 as outcome of excellence, 64, 68, 73–74 scandals due to excessive focus on, 59 shareholder value and, 6, 51, 54–62, 63–65, 74, 192 stakeholders antagonized by singular focus on, 59–61 PTC, 57 Publicis, 111 Puerto Rican hurricane relief, 138–140 purpose of business, 4–5, 6–7, 51, 63–65, 233 (see also purposeful human organizations) discovery of personal, 29–32, 30f employees driven by, 32–34, 61–62, 65–68, 66f, 74, 133–145 framing in meaningful, human, and authentic way, 142–144 growth tied to, 203–204 of incentives, 129–131 leader’s clarity of, 222–223 “noble purpose,” 6, 66–71, 66f, 75, 79–95, 135, 203, 233 shareholder value maximization as, fallacy of, 6, 51, 54–62, 63–65 of work, 11, 23–28, 31, 32–35 purposeful human organizations active engagement with purpose in, 79–95 aspirational goals and vision in, 70 capitalism reinvention by, 62, 65, 73, 74–77 community support and connections in, 68, 72, 88–91 customer delight as goal of, 83–85 customer loyalty to, 64, 67–68, 71–72, 74 employees driven by purpose in, 61–62, 65–68, 66f, 74 environmental and social issues addressed in, 72, 74, 75–76, 88–91, 92, 94 examples of, 72–73 human connections fostered in, 65–77, 66f human magic in (see human magic) inspiration from purpose in, 70–72 interdependence in, 66f, 68 management practices in, 93–95 overview of, 6, 51 profits as outcome of excellence in, 64, 68, 73–74 shareholders rewarded in, 91–92 shareholder value maximization fallacy for, 6, 51, 53–62, 63–65 stakeholders embraced and mobilized in, 82–92 strategy based on purpose in, 66, 74–75, 80–82 supplier and competitor partnerships in, 68, 85–88 turnarounds in, 51, 57, 69, 85, 91–93, 95, 97–117 purposeful leadership articulating principles of, 221 authenticity of, 228–229 clarity of purpose in, 222–223 clarity of role in, 223–224 clarity of service goals in, 224–226 five “Be’s” of, 222–229 overview of, 6, 209 values driving, 218, 226–228 Qwest, 214 racial and ethnic minority employees, 90–91, 152, 159–164 Radio Shack, 2 Radisson Hotels, 41 Ralph Lauren Corporation, 72–73, 89, 143, 202 Rankin, Howard, 162 RASCI (responsible, accountable, supporting, consulted, or merely informed) decision making model, 47, 171–172 rating agencies, calls for action, 235 regulators, calls for action, 235 religion and theology effort vs. outcome focus in, 183–184, 245n3(ch 12) interdependence philosophy echoing, 68 perfection views in, 37–38, 39 purpose discovery using, 29 spirituality as driving force, 138 work views in, 18–19, 24–26, 183, 238n7, 238n11 remote working, 176–177 Rezidor Hotel Group, 199 Rickover, Hyman G., 79 Ritter, Kurt, 199 role modeling, 141 ROWE (results only work environment), 176–177 Sacilor, 213 safety, environment of, 150–151, 153–154, 193, 227–228 Saksena, Asheesh, 197–199 Salesforce, 54, 89–90 Samsung Electronics, 86–87, 196 Samuel (Father), 37–39, 41, 47 Scarlett, Kamy, 144, 147–148, 152, 153, 190 Schmidt, Chris, 184–185, 186 Schulze, Dick, 1–2, 102–104, 110, 123–125 scientific management, 127, 168 Sears, 58 service customer, 14–15, 21, 31, 34 leader’s clarity of goals for, 224–226 purpose tied to, 6, 30–31, 51, 67–68, 69, 75, 242n14 work as opportunity for, 27–28, 238n7 SFR, 57 shareholders business connection to, 68 calls for action for, 235 environmental and social issue importance to, 60–61, 241nn11–12 expectations for businesses, 4 positive environment creation for, 114–115 responsible investments of, 241n11 rewarding, 91–92 shareholder value, 6, 51, 54–62, 63–65, 74, 192 transparency with, 115–116 shareholder value Best Buy’s, 58–59, 61, 192 dangers of singular focus on, 57–59 employee engagement and, 61–62 healthy approach to, 62 maximization of, fallacy of business purpose as, 6, 51, 54–62, 63–65 as misleading measure of economic performance, 56–57 purposeful and human approach improving, 74 scandals due to excessive focus on, 59 stakeholders antagonized by singular focus on, 59–61 Sheth, Jag, 73 Shin, J.

Age of the City: Why Our Future Will Be Won or Lost Together by Ian Goldin, Tom Lee-Devlin

15-minute city, 1960s counterculture, agricultural Revolution, Alvin Toffler, Anthropocene, anti-globalists, Berlin Wall, Bonfire of the Vanities, Brixton riot, call centre, car-free, carbon footprint, Cass Sunstein, charter city, Chuck Templeton: OpenTable:, clean water, cloud computing, congestion charging, contact tracing, coronavirus, COVID-19, CRISPR, data science, David Brooks, David Ricardo: comparative advantage, decarbonisation, deindustrialization, Deng Xiaoping, desegregation, Edward Glaeser, Edward Jenner, Enrique Peñalosa, fake news, Fall of the Berlin Wall, financial engineering, financial independence, future of work, General Motors Futurama, gentrification, germ theory of disease, global pandemic, global supply chain, global village, Haight Ashbury, Hernando de Soto, high-speed rail, household responsibility system, housing crisis, Howard Rheingold, income per capita, Induced demand, industrial robot, informal economy, invention of the printing press, invention of the wheel, Jane Jacobs, Jeff Bezos, job automation, John Perry Barlow, John Snow's cholera map, Kickstarter, knowledge economy, knowledge worker, labour mobility, Lewis Mumford, lockdown, Louis Pasteur, low interest rates, low skilled workers, manufacturing employment, Marshall McLuhan, mass immigration, megacity, Neal Stephenson, Network effects, New Urbanism, offshore financial centre, open borders, open economy, Pearl River Delta, race to the bottom, Ray Oldenburg, remote working, rent control, Republic of Letters, Richard Florida, ride hailing / ride sharing, rising living standards, Salesforce, Shenzhen special economic zone , smart cities, smart meter, Snow Crash, social distancing, special economic zone, spinning jenny, Steve Jobs, Stewart Brand, superstar cities, the built environment, The Death and Life of Great American Cities, The Great Good Place, The Wealth of Nations by Adam Smith, trade liberalization, trade route, Upton Sinclair, uranium enrichment, urban decay, urban planning, urban sprawl, Victor Gruen, white flight, working poor, working-age population, zero-sum game, zoonotic diseases

The move follows a similar decision during the height of the pandemic in 2021 to purchase a Manhattan office building for over $2 billion.28 Citigroup has also committed to a major refurbishment of its EMEA headquarters in London’s Canary Wharf, with a greater emphasis on collaborative workspaces and the seamless integration of technology,29 while Salesforce is redesigning its headquarters in San Francisco around collaborative ‘community hubs’ in place of rows of desks.30 The gap between the top-quality offices, boasting sleek designs, first-rate facilities and green credentials, and the rest of the ageing office stock is widening rapidly, a fact reflected in increasingly bifurcated office rental and sales prices.31 Businesses are upping their office-space game, partly to encourage people back to work and partly to stand out in the war for talent.

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., 2022, ‘Google in $1bn deal to buy Central Saint Giles offices in London’, Guardian. 28 Putzier, K., 2021, ‘Google to buy New York City office building for $2.1 billion’, Wall Street Journal. 29 Morris, S. and Hammond, G., 2022, ‘Citi plans £100m revamp of Canary Wharf tower’, Financial Times. 30 Hartman, A., 2021, ‘Salesforce says “the 9-to-5 workday is dead” and will provide 3 new ways for employees to work – including the possibility of working from home forever’, Business Insider. 31 Gupta, A., et al., 2022, ‘Work from home and the office real estate apocalypse’, NBER working paper. 32 Cohen, B., 2022, ‘Yes, Zoom has an office.

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Harmon, J. and Zim, E., 2021, ‘The rise and fall of the American mall’, Business Insider. Harper, K. and Armelagos, G., 2010, ‘The changing disease-scape in the third epidemiological transition’, International Journal of Environmental Research and Public Health, Vol. 7, No. 2. Hartman, A., 2021, ‘Salesforce says “the 9-to-5 workday is dead” and will provide 3 new ways for employees to work – including the possibility of working from home forever’, Business Insider. Haug, G., et al., 2001, ‘Southward migration of the intertropical convergence zone through the Holocene’, Science, Vol. 293, No. 5533.

You've Been Played: How Corporations, Governments, and Schools Use Games to Control Us All by Adrian Hon

"hyperreality Baudrillard"~20 OR "Baudrillard hyperreality", 4chan, Adam Curtis, Adrian Hon, Airbnb, Amazon Mechanical Turk, Amazon Web Services, Astronomia nova, augmented reality, barriers to entry, Bellingcat, Big Tech, bitcoin, bread and circuses, British Empire, buy and hold, call centre, computer vision, conceptual framework, contact tracing, coronavirus, corporate governance, COVID-19, crowdsourcing, cryptocurrency, David Graeber, David Sedaris, deep learning, delayed gratification, democratizing finance, deplatforming, disinformation, disintermediation, Dogecoin, electronic logging device, Elon Musk, en.wikipedia.org, Ethereum, fake news, fiat currency, Filter Bubble, Frederick Winslow Taylor, fulfillment center, Galaxy Zoo, game design, gamification, George Floyd, gig economy, GitHub removed activity streaks, Google Glasses, Hacker News, Hans Moravec, Ian Bogost, independent contractor, index fund, informal economy, Jeff Bezos, job automation, jobs below the API, Johannes Kepler, Kevin Kelly, Kevin Roose, Kickstarter, Kiva Systems, knowledge worker, Lewis Mumford, lifelogging, linked data, lockdown, longitudinal study, loss aversion, LuLaRoe, Lyft, Marshall McLuhan, megaproject, meme stock, meta-analysis, Minecraft, moral panic, multilevel marketing, non-fungible token, Ocado, Oculus Rift, One Laptop per Child (OLPC), orbital mechanics / astrodynamics, Parler "social media", passive income, payment for order flow, prisoner's dilemma, QAnon, QR code, quantitative trading / quantitative finance, r/findbostonbombers, replication crisis, ride hailing / ride sharing, Robinhood: mobile stock trading app, Ronald Coase, Rubik’s Cube, Salesforce, Satoshi Nakamoto, scientific management, shareholder value, sharing economy, short selling, short squeeze, Silicon Valley, SimCity, Skinner box, spinning jenny, Stanford marshmallow experiment, Steve Jobs, Stewart Brand, TED Talk, The Nature of the Firm, the scientific method, TikTok, Tragedy of the Commons, transaction costs, Twitter Arab Spring, Tyler Cowen, Uber and Lyft, uber lyft, urban planning, warehouse robotics, Whole Earth Catalog, why are manhole covers round?, workplace surveillance

Sarah O’Connor, “When Your Boss Is an Algorithm,” Financial Times, September 7, 2016, www.ft.com/content/88fdc58e-754f-11e6-b60a-de4532d5ea35. 57. “Gamification,” Gamification Service for the Neo Environment, SAP Help Portal, SAP, accessed November 26, 2021, https://help.sap.com/viewer/850b6386f85d49699cfa908a5bc99d99/Cloud/en-US/332a9fb362924b6bba6373f459a77af6.html; “Gamification,” Salesforce Help, Salesforce, accessed November 26, 2021, https://help.salesforce.com/articleView?id=networks_gamification.htm&type=0; “Microsoft Dynamics 365—Gamification [DEPRECATED],” Microsoft Dynamics 365, Microsoft, accessed November 26, 2021, https://web.archive.org/web/20210507193636/https://appsource.microsoft.com/en-us/product/dynamics-365/mscrm.f6d23ec7-255c-4bd8-8c99-dc041d5cb8b3?

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Percolata’s CEO Greg Tanaka told the Financial Times, “What’s ironic is we’re not automating the sales associates’ jobs per se, but we’re automating the manager’s job, and [our algorithm] can actually do it better than them,” just as Cogito’s AI seeks to eliminate supervisors’ jobs.56 But many industries don’t need to install security cameras on the shop floor to implement Digital Taylorism and gamification, because they’re already partly or wholly digital. Hundreds of thousands of businesses coordinate their entire operations on sprawling “enterprise resource planning” and “customer relationship management” platforms provided by SAP, Salesforce, and Microsoft.57 These three platforms process literally trillions of dollars of commerce volume every year, and each of them have official gamification tools deployable at the click of a button. The growth of working from home has accelerated this process. Demand for software that can remotely monitor employees’ computers surged in 2020 during COVID-19 lockdowns, with Hubstaff among the leaders.58 Like Sapience, it monitors everything, rewarding users with achievement badges like “Efficiency pro” for reaching “the goal for activity each day” and “Productivity champ” for hitting their to-do goals over a week.59 As we turn our homes into a branch office of our work, it may become harder and harder to escape workplace gamification.

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Like other actions in the game, there’s no need for players to make this time a fulfilling experience—the benefits accrue regardless of the quality of interaction, as if half ignoring a friend while checking your phone were the same as having a proper conversation with them. But a wave of “personal relationship management” apps like UpHabit and Dex, similar to customer relationship management apps like Salesforce, treat relationships just as The Sims does—meters to be mechanically topped up every month or quarter, just like paying your electricity bill. It’s the scalar fallacy again, extrapolated to friendships. The more interaction, the higher the numbers, the better the relationship. When Kepler demonstrated the “heavenly machine” was not the work of a divine being but a clockwork machine, he banished minds from our understanding of the universe.

Bootstrapped: Liberating Ourselves From the American Dream by Alissa Quart

2021 United States Capitol attack, 3D printing, affirmative action, Affordable Care Act / Obamacare, Alan Greenspan, Bernie Sanders, Black Lives Matter, Burning Man, Capital in the Twenty-First Century by Thomas Piketty, carried interest, coronavirus, COVID-19, critical race theory, crowdsourcing, Daniel Kahneman / Amos Tversky, David Graeber, defund the police, Donald Trump, Elon Musk, financial independence, fixed income, George Floyd, gig economy, glass ceiling, high net worth, housing justice, hustle culture, illegal immigration, impact investing, income inequality, independent contractor, invisible hand, Jeff Bezos, lockdown, longitudinal study, loss aversion, Lyft, Marc Benioff, Mark Zuckerberg, meta-analysis, microaggression, Milgram experiment, minimum wage unemployment, multilevel marketing, obamacare, Overton Window, payday loans, post-work, Ralph Waldo Emerson, ride hailing / ride sharing, Ronald Reagan, Salesforce, Scientific racism, sharing economy, Sheryl Sandberg, side hustle, Silicon Valley, Silicon Valley ideology, Snapchat, social distancing, Steve Jobs, Steve Wozniak, tech worker, TED Talk, Travis Kalanick, trickle-down economics, Uber and Lyft, uber lyft, union organizing, W. E. B. Du Bois, wealth creators, women in the workforce, working poor, Works Progress Administration

placed meditation rooms throughout the company’s San Francisco headquarters: Benioff described his decision, and the monks’ input into the building’s layout, at the 2016 Forbes CIO Summit. Alex Conrad, “How Monks Convinced Marc Benioff to Install ‘Mindfulness Zones’ Throughout Salesforce’s New Offices,” Forbes, March 7, 2016, https://www.forbes.com/sites/alexkonrad/2016/03/07/how-monks-convinced-benioff-to-put-mindfulness-zones-in-salesforce/?sh=479238ec1e24. zealously suggested Transcendental Meditation to hundreds of his employees: Dalio introduced TM to his 735 employees around 2008. He has also donated tens of millions of dollars to the Twin Peaks director David Lynch’s TM foundation.

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David Gelles, the New York Times business writer and a corporate-mindfulness guru, has urged companies to use these programs, arguing that mindfulness will make America not only better but also cheaper—that highly stressed employees cost $2,000 more per year in health care, while productivity nets $3,000 more per mindful employee. The chief executive of Salesforce placed meditation rooms throughout the company’s San Francisco headquarters and had Buddhist monks stay at his house, because he had a “beginner’s mind,” the Zen Buddhist–endorsed mentality of openness and enthusiasm when studying a subject that had informed his management style. Corporate mindfulness is also one way for titans of business to spiritualize their single-minded efforts to aggregate capital.

Philanthrocapitalism by Matthew Bishop, Michael Green, Bill Clinton

"Friedman doctrine" OR "shareholder theory", "World Economic Forum" Davos, Abraham Maslow, Albert Einstein, An Inconvenient Truth, anti-communist, AOL-Time Warner, barriers to entry, battle of ideas, Bernie Madoff, Big Tech, Bob Geldof, Bonfire of the Vanities, business process, business process outsourcing, Charles Lindbergh, clean tech, clean water, corporate governance, corporate social responsibility, Dava Sobel, David Ricardo: comparative advantage, digital divide, do well by doing good, don't be evil, family office, financial innovation, full employment, global pandemic, global village, Global Witness, God and Mammon, Hernando de Soto, high net worth, Ida Tarbell, Intergovernmental Panel on Climate Change (IPCC), invisible hand, James Dyson, John Elkington, John Harrison: Longitude, joint-stock company, junk bonds, knowledge economy, knowledge worker, Larry Ellison, Live Aid, lone genius, Marc Andreessen, Marc Benioff, market bubble, mass affluent, Michael Milken, microcredit, Mikhail Gorbachev, Neil Armstrong, Nelson Mandela, new economy, offshore financial centre, old-boy network, PalmPilot, peer-to-peer lending, performance metric, Peter Singer: altruism, plutocrats, profit maximization, profit motive, Richard Feynman, risk tolerance, risk-adjusted returns, Ronald Coase, Ronald Reagan, Salesforce, scientific management, seminal paper, shareholder value, Silicon Valley, Slavoj Žižek, South Sea Bubble, sovereign wealth fund, SpaceShipOne, stem cell, Steve Jobs, The Wealth of Nations by Adam Smith, The Wisdom of Crowds, Thomas Malthus, Thorstein Veblen, trade liberalization, transaction costs, trickle-down economics, Tyler Cowen, wealth creators, winner-take-all economy, working poor, World Values Survey, X Prize

Though it would increase their costs, the existence of a system of carbon regulation with broad public support would make the business conditions in which they will operate in future more predictable, reducing the risk involved when they make multibillion-dollar investments in new operations that may take years to build and decades to generate profit. Likewise, Benioff is clear that one of the goals of Salesforce.com’s philanthropy is to attract the best talent. Surveys show that college graduates, in particular, increasingly want to work for a company that shares their values and commitment to a better world. Benioff is adamant that he has been able to recruit better employees because of his firm’s philanthropic commitment, and that having lots of employees who are motivated by this sense of mission makes Salesforce.com a more successful business. Yet Porter and Kramer readily concede that reality is often a long way from their ideal.

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It has played a leading role in putting together the program for action on climate change championed by U.N. secretary general Ban Ki-moon and got involved with UNESCO in a project to further engage the private sector in the conservation of World Heritage Sites. With the World Health Organization, it has formed a partnership with Vodafone, Palm Pilot, Salesforce.com, and Google to track public health data, which is input into handheld devices, wirelessly transmitted to a database, and mapped online; after testing this in three countries starting in 2006, the plan is to roll it out in thirty countries. In all these initiatives, a key challenge for the foundation has been “to find the right people within the U.N. who can get things done,” says Wirth.

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In doing so, it scored notable successes, particularly in supporting the green revolution in agriculture, beginning in the 1940s, that helped Asia avoid a Malthusian nightmare of rising hunger on the back of a rising population. By increasing the productivity of basic agriculture, the foundation helped to save (it is generally agreed) at least a billion lives. Rodin is keen to promote greater transparency about the foundation’s activities. It has partnered with the charitable arms of Salesforce.com and Google, among others, to develop ways of tracking and publishing online data about the performance of its grants and grantees. “We need to be articulate about what we want to achieve. Maybe we should have an impact curve, with impact on the y axis and time on the x axis. Obviously, the green revolution will take at least twenty years, with low impact at first and no exit planned now.

Platform Revolution: How Networked Markets Are Transforming the Economy--And How to Make Them Work for You by Sangeet Paul Choudary, Marshall W. van Alstyne, Geoffrey G. Parker

3D printing, Affordable Care Act / Obamacare, Airbnb, Alvin Roth, Amazon Mechanical Turk, Amazon Web Services, Andrei Shleifer, Apple's 1984 Super Bowl advert, autonomous vehicles, barriers to entry, Benchmark Capital, big data - Walmart - Pop Tarts, bitcoin, blockchain, business cycle, business logic, business process, buy low sell high, chief data officer, Chuck Templeton: OpenTable:, clean water, cloud computing, connected car, corporate governance, crowdsourcing, data acquisition, data is the new oil, data science, digital map, discounted cash flows, disintermediation, driverless car, Edward Glaeser, Elon Musk, en.wikipedia.org, Erik Brynjolfsson, financial innovation, Free Software Foundation, gigafactory, growth hacking, Haber-Bosch Process, High speed trading, independent contractor, information asymmetry, Internet of things, inventory management, invisible hand, Jean Tirole, Jeff Bezos, jimmy wales, John Markoff, Kevin Roose, Khan Academy, Kickstarter, Lean Startup, Lyft, Marc Andreessen, market design, Max Levchin, Metcalfe’s law, multi-sided market, Network effects, new economy, PalmPilot, payday loans, peer-to-peer lending, Peter Thiel, pets.com, pre–internet, price mechanism, recommendation engine, RFID, Richard Stallman, ride hailing / ride sharing, Robert Metcalfe, Ronald Coase, Salesforce, Satoshi Nakamoto, search costs, self-driving car, shareholder value, sharing economy, side project, Silicon Valley, Skype, smart contracts, smart grid, Snapchat, social bookmarking, social contagion, software is eating the world, Steve Jobs, TaskRabbit, The Chicago School, the long tail, the payments system, Tim Cook: Apple, transaction costs, Travis Kalanick, two-sided market, Uber and Lyft, Uber for X, uber lyft, vertical integration, winner-take-all economy, zero-sum game, Zipcar

Along with the work of other scholars, Geoff’s and Marshall’s insights helped to reshape mainstream thinking about business regulation. Later, at the MIT Initiative on the Digital Economy, they furthered their work with such firms as AT&T, Dun & Bradstreet, Cisco, IBM, Intel, Jawbone, Microsoft, Salesforce, SAP, Thomson Reuters, and many others. The third author of this book, Sangeet Choudary, was a high school student during the dot-com boom of the 1990s, but he was already fascinated by the immense power of the Internet—particularly its power to create business models capable of rapid, scalable growth.

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The implication is that subsystems can be designed independently so long as they adhere to overall design rules and connect to the rest of the system only through standard interfaces. Readers will likely have heard the term application programming interfaces, or APIs. These are the standard interfaces that systems such as Google Maps, the New York Stock Exchange, Salesforce, Thomson Reuters Eikon, Twitter, and many more use to facilitate access by external entities to core resources.16 Amazon has been especially effective at opening APIs to its modular services. Figure 3.1 compares the range of APIs made available by Amazon and by the leading traditional retailer, Walmart, which is making a strong effort to become a significant platform competitor.

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By contrast, Walmart has just one API, an e-commerce tool.14 Partly as a result of this difference, Amazon’s stock market capitalization exceeded that of Walmart for the first time in June 2015, reflecting Wall Street’s bullish view of Amazon’s future growth prospects.15 Other platform businesses have reaped similar benefits from their APIs. Cloud computing and computer services platform Salesforce generates 50 percent of its revenues through APIs, while for travel platform Expedia, the figure is 90 percent.16 The third category of developers who add value to the interactions on a platform are data aggregators. Data aggregators enhance the matching function of the platform by adding data from multiple sources.

Little Bets: How Breakthrough Ideas Emerge From Small Discoveries by Peter Sims

Alan Greenspan, Amazon Web Services, Black Swan, Clayton Christensen, complexity theory, David Heinemeier Hansson, deliberate practice, discovery of penicillin, endowment effect, fail fast, fear of failure, Frank Gehry, Guggenheim Bilbao, Jeff Bezos, knowledge economy, lateral thinking, Lean Startup, longitudinal study, loss aversion, meta-analysis, PageRank, Richard Florida, Richard Thaler, Ruby on Rails, Salesforce, scientific management, Silicon Valley, statistical model, Steve Ballmer, Steve Jobs, Steve Wozniak, systems thinking, TED Talk, theory of mind, Toyota Production System, urban planning, Wall-E

As Vanier explains, if he can launch ten features in the same time it takes a competitor to launch one, he’ll have ten times the amount of experience to draw from in figuring out what has failed the test of customer acceptance and what has succeeded. Agile development is not without its limitations, such as when large teams must be coordinated, but well-run agile teams have regularly achieved higher productivity and quality than the waterfall method. This helps explain why established companies like Intuit, Yahoo!, and Salesforce.com have followed nimble startups, like Andre Vanier’s, toward agile methods. The imposition of constraints is a powerful technique across a wide range of endeavors. It was, to use another example, central to the turnaround in the strategy in the Iraq war. At the time that U.S. Army Brigadier General H.

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Secondary sources: “The Scrum Papers: Nuts, Bolts, and Origins of an Agile Process” by Jeff Sutherland, PhD, and Ken Schwaber (Self-published, 2007). “The New New Product Development Game” by Hirotaka Takeuchi and Ikujiro Nonaka, Harvard Business Review, January–February 2006. “Manifesto for Agile Software Development” can be found at: http://agilemanifesto.org/. Agile methods are not yet mainstream. Companies like Salesforce.com have had successful migrations, while other software companies struggle to implement them. Small teams are critical, as is training and experience with the methods of which there are many variations, including Scrum, Ruby on Rails, Lean Startup, Customer Development Model, and so on. In general, Silicon Valley Internet entrepreneurs use agile methods because they can, and often must given their constraints.

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.), Winning Through Innovation, 175–76 Orland (Ted) and Bayles (David), Art & Fear: Observations on the Perils (and Rewards) of Artmaking, 160 Orth, Maureen, 118–19, 124 Overture, 4 Packard, David, 9, 22, 120 Packer, George, 103, 105 Page, Larry, 4–5, 8, 115 PBS, 83 Perfectionism, 51, 59, 68, 73, 76, 160 healthy vs. unhealthy, 51–52 prototyping and, 52–64 Pescosolido, Anthony, 74 Peters, Tom, 200 In Search of Excellence, 120 Petersen, Bob, 73–75, 105–106 Petraeus, David, 95, 155 Pictionary, 158 Pink, Daniel, A Whole New Mind: Why Right Brainers Will Rule the Future, 164 Pipkin, Chet, 111–13, 153 Pixar, 12, 13, 29–32, 41–45, 52, 105–106, 115, 121, 135, 142–46, 151, 153, 155, 158–59, 186–87 growth mind-set of, 41–45 humor, 73–76 plussing, 69–73 prototyping and, 59–62 questions, 105–106 small wins, 142–46, 148–49, 150 See also specific animated films Pixar Image Computer, 30, 142, 141–46 Play, 13, 65–76 genius of, 65–76 humor and, 73–76 improvisation and, 65–69 plussing and, 69–73 Politics, 55–58, 125–28 prototyping and, 55–58 Porras, Jerry, Built to Last, 166–67 Positive feedback, 147, 148 Power Point, 138 Presidential elections, 125 of 2000, 125 of 2008, 125–28 Price, David, The Pixar Touch, 31, 60, 142, 143, 145, 164, 165 Pritzker Prize, 45 Problems, 77–95, 159 smallifying, 77–95 Problem solvers, 87–88 Procedural planning, limitations of, 15–17, 19, 20, 24–26 Procter & Gamble, 62–64, 107, 113–14, 134–35 Prodigies, 7, 8, 9 Prototyping, 52–64, 80, 81, 135, 152, 158–59 Publishing industry, 138–40 Questions, 97–116, 128 Radiology, 137 Radio Shack, 112, 113 Ramadi, 94–95 Ramo, Joshua Cooper, The Age of the Unthinkable, 174 Ranft, Joe, 59, 60, 106 Rao, Hayagreeva, 42 Ratatouille (film), 59 Rauschenberg, Robert, 117 RCA, 21 Red’s Dream (film), 144–45 Reed College, 41, 108 Reels, 60 REM sleep, 66 RenderMan, 143–44, 146, 149 Reorientation, 14 Resources, 163–78 Richardson, Adam, Innovation X, 172 Ricks, Thomas, 91 Ries, Eric, 20 Right brain/left brain analogies, 15, 183–84 Ringtones, 57–58 Robinson, Sir Ken, 15 Rock, Chris, 1–3, 5, 7, 8, 14, 32, 33, 35, 47, 54, 131, 135, 137, 140, 141, 151, 153, 154–55, 158 Rogers, Everett, 131–33 Diffusion of Innovations, 133, 167–68 Romero, Eric, 74 Romney, Mitt, 125 Rospars, Joe, 57–58 Ruby, Matt, 2, 3 Russert, Tim, 118–20, 121, 124–128, 129 Saadiq, Raphael, 134 Salesforce, 91 Salonen, Esa-Pekka, 83 Sarasvathy, Saras, 10, 28–29, 30, 102, 141, 148, 183 “What Makes Entrepreneurs Entrepreneurial,” 10–11 Sawyer, Keith, 160 Group Genius, 118, 168 Saxnian, AnnaLee, 118 Schmidt, Eric, 5 School for Advanced Military Studies (SAMS), 27–28 Schultz, Howard, 11, 53, 146–47, 151 Pour Your Heart Into It, 147 Scientific management, 15 Scrabble, 158 Scully, John, 29, 108 Seinfeld, Jerry, 2, 109 Senge, Peter, The Fifth Element, 175 Sequential processes, 15–17 SIGGRAPH, 143, 144, 148 Silicon Graphics, 44 Silicon Valley, 10, 19, 36, 53, 75, 84, 107, 146, 153, 197, 198 Sketches of Frank Gehry (documentary), 55, 117 Sleep, 66 Slemmer, Mike, 89–90 Small problems, 77–95 Small wins, 141–52 Smart-guy syndrome, 109 Smith, Alvy Ray, 30, 149 Software, 83–91, 112, 136–37, 143–46, 149, 151 agile development, 84–91, 148, 151, 152 RenderMan, 143–44, 146, 149 waterfall method, 86–88 Solutions, problems as, 77–95 Sony, 108 Sotheby’s, 6 Soviet Army, 23–26 Sports, 37, 85 SRI International, 21 Stand-up comedy, 1–3, 12, 13, 32, 109, 128, 131, 133, 135, 140, 141, 151, 154–55 Stanford Business School, 3–4 Stanford Digital Library Project, 4 Stanford University, 12, 45, 108, 125 d.school, 12, 63, 134–35 Stanton, Andrew, 52–53, 61 Starbucks, 11, 53, 146–47, 151, 183 Status quo bias, 110 S Team, 6 Sternberg, Robert J., Handbook of Creativity, 168 Stokes, Patricia, Creativity from Constraint, 170–71 Storyboards, 59–62, 70, 145 Strategy and innovation, further readings and resources on, 173–76 Stress Factory, New Brunswick, New Jersey, 1 Subtle controls, 85–86 Summit Partners, 111 SUN Microsystems, 10, 36 Superelaborate storyboards, 43 Surprises, 11 Sutherland, Jeff, 84, 85 Sutton, Robert, 42 Tait, Karen, 157–58 Tait, Richard, 155–58 Takeuchi, Hirotaka, 85–86 Tal Afar, Iraq, 92–94, 103, 150, 159 Taleb, Nassim Nicholas, The Black Swan, 175 Taliban, 25 Technology, 17, 20, 21, 22, 29–32, 83–91, 107–108, 112, 132, 137, 142–46, 153.

Frugal Innovation: How to Do Better With Less by Jaideep Prabhu Navi Radjou

3D printing, additive manufacturing, Affordable Care Act / Obamacare, Airbnb, Albert Einstein, barriers to entry, Baxter: Rethink Robotics, behavioural economics, benefit corporation, Bretton Woods, business climate, business process, call centre, Capital in the Twenty-First Century by Thomas Piketty, carbon footprint, circular economy, cloud computing, collaborative consumption, collaborative economy, Computer Numeric Control, connected car, corporate social responsibility, creative destruction, crowdsourcing, disruptive innovation, driverless car, Elon Musk, fail fast, financial exclusion, financial innovation, gamification, global supply chain, IKEA effect, income inequality, industrial robot, intangible asset, Internet of things, job satisfaction, Khan Academy, Kickstarter, late fees, Lean Startup, low cost airline, M-Pesa, Mahatma Gandhi, Marc Benioff, megacity, minimum viable product, more computing power than Apollo, new economy, payday loans, peer-to-peer lending, Peter H. Diamandis: Planetary Resources, planned obsolescence, precision agriculture, race to the bottom, reshoring, risk tolerance, Ronald Coase, Salesforce, scientific management, self-driving car, shareholder value, sharing economy, Silicon Valley, Silicon Valley startup, six sigma, smart grid, smart meter, software as a service, standardized shipping container, Steve Jobs, supply-chain management, tacit knowledge, TaskRabbit, TED Talk, The Fortune at the Bottom of the Pyramid, the long tail, The Nature of the Firm, Tony Fadell, transaction costs, Travis Kalanick, unbanked and underbanked, underbanked, value engineering, vertical integration, women in the workforce, work culture , X Prize, yield management, Zipcar

SNCF has also tied up with Orange and Total to launch Ecomobilité Ventures, Europe’s first multi-corporate investment fund, which invests in a portfolio of promising start-ups that can collectively deliver end-to-end solutions in sustainable mobility. Non-competing brands can also work together, not only to respond to the current needs of their shared customers, but also to anticipate their future needs. Simon Mulcahy, senior vice-president and managing director of financial services industry at Salesforce. com, which offers a customer relationship management platform based on cloud computing, encourages companies to adopt a wide lens to perceive their customer needs through the diverse perspectives of other industries, and to address these needs by borrowing best practices from other sectors.9 For example, diverse industries such as construction, interior design and renovation, food, retail, entertainment, logistics, health, financial services, energy and communication all share a single customer in one particular location: their home.

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., “The (Un)examined Organization”, The Alpine Review, Issue No. 2, 2014. 5Martin, T., CEO, Unboundary, e-mail exchange with Navi Radjou, August 18th 2014. 6“Four Disruption Themes for Business”, The Altimeter Group, April 2013. 7Groth, op. cit. 8Marks & Spencer’s Plan A Report, 2014. 9Mulcahy, S., senior vice-president and managing director of financial services industry, Salesforce.com, interview with Navi Radjou, March 6th 2014. 10Rebours, C., CEO, InProcess, interview with Navi Radjou, March 14th 2014. 11Gertler, N., “Industrial Ecosystems: Developing Sustainable Industrial Structures”, MIT master’s thesis, Smart Communities Network, 1995. 12Corkery, M., and Silver-Greenberg, J., “Lenders Offer Low-Cost Services for the Unbanked”, New York Times Dealbook, July 22nd 2014. 13Fera, R.A., “American Express Spotlights the Issue of Financial Exclusion in Davis Guggenheim Doc ‘Spent’”, Fast Company, March 2014. 14Birol, J., serial entrepreneur and strategy consultant, interview with Navi Radjou, August 25th 2014. 15Wiseman, L., Thinkers50-ranked leadership expert, interview with Navi Radjou, August 18th 2014. 16“Pearson debuts new global accelerator class”, Pearson News, June 16th 2014. 17Coughlin, B., CEO, Ford Global Technologies, e-mail exchange with Navi Radjou, August 2014. 18Radjou, N., “Innovation Networks: Global Progress Report 2006,” Forrester Report, June 2006. 19Vandebroek, S., chief technology officer, Xerox, interview with Navi Radjou, August 25th 2014. 20Musk, E., “All Our Patent Are Belong To You”, Tesla Blog, June 12th 2014. 21Litzler, J-B., “Sébastien Bazin divise Accor en deux pour mieux le réveiller”, Le Figaro, November 27th 2013. 22Lacheret, Y., senior vice-president, entrepreneurship advocacy, Accor Group, interview with Navi Radjou, July 7th 2014. 8Fostering a frugal culture 1Hall, J., “Sir Stuart Rose on the ethical spirit of Marks & Spencer”, Daily Telegraph, February 1st 2009. 2Vasanthakumar, V., Senior Associate, Office of the Chief Education Adviser at Pearson, interview with Jaideep Pradhu, August 28th 2014. 3Datta, M., head of Plan A delivery, Marks & Spencer’s worldwide properties, interview with Jaideep Prabhu, May 9th 2014. 4Marks & Spencer’s Plan A Report, 2014. 5Faber, E., CEO, Danone, e-mail exchange with Navi Radjou, August 2014. 6Lawrence, J., senior sustainability adviser and in-house counsel to Kingfisher Group’s Net Positive strategy, interview with Jaideep Prabhu, February 21st 2014. 7Kingfisher, Net Positive Report, 2013/14. 8Ibid. 9Marks & Spencer, op. cit. 10Radjou, N., Prabhu, J. and Ahuja, S., L’Innovation Jugaad: Redevenons Ingénieux!

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MacArthur Foundation 14 John Deere 67 John Lewis 195 Johnson & Johnson 100, 111 Johnson, Warren 98 Jones, Don 112 jugaad (frugal ingenuity) 199, 202 Jugaad Innovation (Radjou, Prabhu and Ahuja, 2012) xvii, 17 just-in-time design 33–4 K Kaeser, Joe 217 Kalanick, Travis 163 Kalundborg (Denmark) 160 kanju 201 Karkal, Shamir 124 Kaufman, Ben 50–1, 126 Kawai, Daisuke 29–30 Kelly, John 199–200 Kennedy, President John 138 Kenya 57, 200–1 key performance indicators see KPIs Khan Academy 16–17, 113–14, 164 Khan, Salman (Sal) 16–17, 113–14 Kickstarter 17, 48, 137, 138 KieranTimberlake 196 Kimberly-Clark 25, 145 Kingfisher 86–7, 91, 97, 157, 158–9, 185–6, 192–3, 208 KissKissBankBank 17, 137 Knox, Steve 145 Knudstorp, Jørgen Vig 37, 68, 69 Kobori, Michael 83, 100 KPIs (key performance indicators) 38–9, 67, 91–2, 185–6, 208 Kuhndt, Michael 194 Kurniawan, Arie 151–2 L La Chose 108 La Poste 92–3, 157 La Ruche qui dit Oui 137 “labs on a chip” 52 Lacheret, Yves 173–5 Lada 1 laser cutters 134, 166 Laskey, Alex 119 last-mile challenge 57, 146, 156 L’Atelier 168–9 Latin America 161 lattice organisation 63–4 Laury, Véronique 208 Laville, Elisabeth 91 Lawrence, Jamie 185, 192–3, 208 LCA (life-cycle assessment) 196–7 leaders 179, 203–5, 214, 217 lean manufacturing 192 leanness 33–4, 41, 42, 170, 192 Learnbox 114 learning by doing 173, 179 learning organisations 179 leasing 123 Lee, Deishin 159 Lego 51, 126 Lego Group 37, 68, 69, 144 Legrand 157 Lenovo 56 Leroy, Adolphe 127 Leroy Merlin 127–8 Leslie, Garthen 150–1 Lever, William Hesketh 96 Levi Strauss & Co 60, 82–4, 100, 122–3 Lewis, Dijuana 212 life cycle of buildings 196 see also product life cycle life-cycle assessment (LCA) 196–7 life-cycle costs 12, 24, 196 Lifebuoy soap 95, 97 lifespan of companies 154 lighting 32, 56, 123, 201 “lightweighting” 47 linear development cycles 21, 23 linear model of production 80–1 Link 131 littleBits 51 Livi, Daniele 88 Livi, Vittorio 88 local communities 52, 57, 146, 206–7 local markets 183–4 Local Motors 52, 129, 152 local solutions 188, 201–2 local sourcing 51–2, 56, 137, 174, 181 localisation 56, 137 Locavesting (Cortese, 2011) 138 Logan car 2–3, 12, 179, 198–9 logistics 46, 57–8, 161, 191, 207 longevity 121, 124 Lopez, Maribel 65–6 Lopez Research 65–6 L’Oréal 174 Los Alamos National Laboratory 170 low-cost airlines 60, 121 low-cost innovation 11 low-income markets 12–13, 161, 203, 207 Lowry, Adam 81–2 M m-health 109, 111–12 M-KOPA 201 M-Pesa 57, 201 M3D 48, 132 McDonough Braungart Design Chemistry (MBDC) 84 McDonough, William 82 McGregor, Douglas 63 MacGyvers 17–18, 130, 134, 167 McKelvey, Jim 135 McKinsey & Company 81, 87, 209 mainstream, frugal products in 216 maintenance 66, 75, 76, 124, 187 costs 48–9, 66 Mainwaring, Simon 8 Maistre, Christophe de 187–8, 216 Maker Faire 18, 133–4 Maker platform 70 makers 18, 133–4, 145 manufacturing 20th-century model 46, 55, 80–1 additive 47–9 continuous 44–5 costs 47, 48, 52 decentralised 9, 44, 51–2 frugal 44–54 integration with logistics 57–8 new approaches 50–4 social 50–1 subtractive method 48 tools for 47, 47–50 Margarine Unie 96 market 15, 28, 38, 64, 186, 189, 192 R&D and 21, 26, 33, 34 market research 25, 61, 139, 141 market share 100 marketing 21–2, 24, 36, 61–3, 91, 116–20, 131, 139 and R&D 34, 37, 37–8 marketing teams 143, 150 markets 12–13, 42, 62, 215 see also emerging markets Marks & Spencer (M&S) 97, 215 Plan A 90, 156, 179–81, 183–4, 186–7, 214 Marriott 140 Mars 57, 158–9, 161 Martin Marietta 159 Martin, Tod 154 mass customisation 9, 46, 47, 48, 57–8 mass market 189 mass marketing 21–2 mass production 9, 46, 57, 58, 74, 129, 196 Massachusetts Institute of Technology see MIT massive open online courses see MOOCs materials 3, 47, 48, 73, 92, 161 costs 153, 161, 190 recyclable 74, 81, 196 recycled 77, 81–2, 83, 86, 89, 183, 193 renewable 77, 86 repurposing 93 see also C2C; reuse Mayhew, Stephen 35, 36 Mazoyer, Eric 90 Mazzella, Frédéric 163 MBDC (McDonough Braungart Design Chemistry) 84 MDI 16 measurable goals 185–6 Mechanical Engineer Laboratory (MEL) 52 “MEcosystems” 154–5, 156–8 Medicare 110 medication 111–12 Medicity 211 MedStartr 17 MEL (Mechanical Engineer Laboratory) 52 mental models 2, 193–203, 206, 216 Mercure 173 Merlin, Rose 127 Mestrallet, Gérard 53, 54 method (company) 81–2 Mexico 38, 56 Michelin 160 micro-factories 51–2, 52, 66, 129, 152 micro-robots 52 Microsoft 38 Microsoft Kinect 130 Microsoft Word 24 middle classes 197–8, 216 Migicovsky, Eric 137–8 Mikkiche, Karim 199 millennials 7, 14, 17, 131–2, 137, 141, 142 MindCET 165 miniaturisation 52, 53–4 Mint.com 125 MIT (Massachusetts Institute of Technology) 44–5, 107, 130, 134, 202 mobile health see m-health mobile phones 24, 32, 61, 129–30, 130, 168, 174 emerging market use 198 infrastructure 56, 198 see also smartphones mobile production units 66–7 mobile technologies 16, 17, 103, 133, 174, 200–1, 207 Mocana 151 Mochon, Daniel 132 modular design 67, 90 modular production units 66–7 Modularer Querbaukasten see MQB “mompreneurs” 145 Mondelez 158–9 Money Dashboard 125 Moneythink 162 monitoring 65–6, 106, 131 Monopoly 144 MOOCs (massive open online courses) 60, 61, 112, 113, 114, 164 Morieux, Yves 64 Morocco 207 Morris, Robert 199–200 motivation, employees 178, 180, 186, 192, 205–8 motivational approaches to shaping consumer behaviour 105–6 Motorola 56 MQB (Modularer Querbaukasten) 44, 45–6 Mulally, Alan 70, 166 Mulcahy, Simon 157 Mulliez family 126–7 Mulliez, Vianney 13, 126 multi-nodal innovation 202–3 Munari, Bruno 93 Murray, Mike 48–9 Musk, Elon 172 N Nano car 119, 156 National Geographic 102 natural capital, loss of 158–9 Natural Capital Leaders Platform 158–9 natural resources 45, 86 depletion 7, 72, 105, 153, 158–9 see also resources NCR 55–6 near-shoring 55 Nelson, Simon 113 Nemo, Sophie-Noëlle 93 Nest Labs 98–100, 103 Nestlé 31, 44, 68, 78, 94, 158–9, 194, 195 NetPositive plan 86, 208 networking 152–3, 153 new materials 47, 92 New Matter 132 new technologies 21, 27 Newtopia 32 next-generation customers 121–2 next-generation manufacturing techniques 44–6, 46–7 see also frugal manufacturing Nigeria 152, 197–8 Nike 84 NineSigma 151 Nissan 4, 4–5, 44, 199 see also Renault-Nissan non-governmental organisations 167 non-profit organisations 161, 162, 202 Nooyi, Indra 217 Norman, Donald 120 Norris, Greg 196 North American companies 216–17 North American market 22 Northrup Grumman 68 Norton, Michael 132 Norway 103 Novartis 44–5, 215 Novotel 173, 174 nudging 100, 108, 111, 117, 162 Nussbaum, Bruce 140 O O2 147 Obama, President Barack 6, 8, 13, 134, 138, 208 obsolescence, planned 24, 121 offshoring 55 Oh, Amy 145 Ohayon, Elie 71–2 Oliver Wyman 22 Olocco, Gregory 206 O’Marah, Kevin 58 on-demand services 39, 124 online communities 31, 50, 61, 134 online marketing 143 online retailing 60, 132 onshoring 55 Opel 4 open innovation 104, 151, 152, 153, 154 open-source approach 48, 129, 134, 135, 172 open-source hardware 51, 52, 89, 130, 135, 139 open-source software 48, 130, 132, 144–5, 167 OpenIDEO 142 operating costs 45, 215 Opower 103, 109, 119 Orange 157 Orbitz 173 organisational change 36–7, 90–1, 176, 177–90, 203–8, 213–14, 216 business models 190–3 mental models 193–203 organisational culture 36–7, 170, 176, 177–9, 213–14, 217 efficacy focus 181–3 entrepreneurial 76, 173 see also organisational change organisational structure 63–5, 69 outsourcing 59, 143, 146 over-engineering 27, 42, 170 Overby, Christine 25 ownership 9 Oxylane Group 127 P P&G (Procter & Gamble) 19, 31, 58, 94, 117, 123, 145, 195 packaging 57, 96, 195 Page, Larry 63 “pain points” 29, 30, 31 Palmer, Michael 212 Palo Alto Junior League 20 ParkatmyHouse 17, 63, 85 Parker, Philip 61 participation, customers 128–9 partner ecosystems 153, 154, 200 partners 65, 72, 148, 153, 156–8 sharing data with 59–60 see also distributors; hyper-collaboration; suppliers Partners in Care Foundation 202 partnerships 41, 42, 152–3, 156–7, 171–2, 174, 191 with SMBs 173, 174, 175 with start-ups 20, 164–5, 175 with suppliers 192–3 see also hyper-collaboration patents 171–2 Payne, Alex 124 PE International 196 Pearson 164–5, 167, 181–3, 186, 215 Pebble 137–8 peer-to-peer economic model 10 peer-to-peer lending 10 peer-to-peer sales 60 peer-to-peer sharing 136–7 Pélisson, Gérard 172–3 PepsiCo 38, 40, 179, 190, 194, 215 performance 47, 73, 77, 80, 95 of employees 69 Pernod Ricard 157 personalisation 9, 45, 46, 48, 62, 129–30, 132, 149 Peters, Tom 21 pharmaceutical industry 13, 22, 23, 33, 58, 171, 181 continuous manufacturing 44–6 see also GSK Philippines 191 Philips 56, 84, 100, 123 Philips Lighting 32 Picaud, Philippe 122 Piggy Mojo 119 piggybacking 57 Piketty, Thomas 6 Plan A (M&S) 90, 156, 179–81, 183–4, 186–7, 214 Planet 21 (Accor) 174–5 planned obsolescence 24, 121 Plastyc 17 Plumridge, Rupert 18 point-of-sale data 58 Poland 103 pollution 74, 78, 87, 116, 187, 200 Polman, Paul 11, 72, 77, 94, 203–5, 217 portfolio management tools 27, 33 Portugal 55, 103 postponement 57–8 Potočnik, Janez 8, 79 Prabhu, Arun 25 Prahalad, C.K. 12 predictive analytics 32–3 predictive maintenance 66, 67–8 Priceline 173 pricing 81, 117 processes digitising 65–6 entrenched 14–16 re-engineering 74 simplifying 169, 173 Procter & Gamble see P&G procurement priorities 67–8 product life cycle 21, 75, 92, 186 costs 12, 24, 196 sustainability 73–5 product-sharing initiatives 87 production costs 9, 83 productivity 49, 59, 65, 79–80, 153 staff 14 profit 14, 105 Progressive 100, 116 Project Ara 130 promotion 61–3 Propeller Health 111 prosumers xix–xx, 17–18, 125, 126–33, 136–7, 148, 154 empowering and engaging 139–46 see also horizontal economy Protomax 159 prototypes 31–2, 50, 144, 152 prototyping 42, 52, 65, 152, 167, 192, 206 public 50–1, 215 public sector, working with 161–2 publishers 17, 61 Pullman 173 Puma 194 purchasing power 5–6, 216 pyramidal model of production 51 pyramidal organisations 69 Q Qarnot Computing 89 Qualcomm 84 Qualcomm Life 112 quality 3, 11–12, 15, 24, 45, 49, 82, 206, 216 high 1, 9, 93, 198, 216 measure of 105 versus quantity 8, 23 quality of life 8, 204 Quicken 19–21 Quirky 50–1, 126, 150–1, 152 R R&D 35, 67, 92, 151 big-ticket programmes 35–6 and business development 37–8 China 40, 188, 206 customer focus 27, 39, 43 frugal approach 12, 26–33, 82 global networks 39–40 incentives 38–9 industrial model 2, 21–6, 33, 36, 42 market-focused, agile model 26–33 and marketing 34, 37, 37–8 recommendations for managers 34–41 speed 23, 27, 34, 149 spending 15, 22, 23, 28, 141, 149, 152, 171, 187 technology culture 14–15, 38–9 see also Air Liquide; Ford; GSK; IBM; immersion; Renault; SNCF; Tarkett; Unilever R&D labs 9, 21–6, 70, 149, 218 in emerging markets 40, 188, 200 R&D teams 26, 34, 38–9, 65, 127, 150, 194–5 hackers as 142 innovation brokering 168 shaping customer behaviour 120–2 Raspberry Pi 135–6, 164 Ratti, Carlo 107 raw materials see materials real-time demand signals 58, 59 Rebours, Christophe 157–8 recession 5–6, 6, 46, 131, 180 Reckitt Benckiser 102 recommendations for managers flexing assets 65–71 R&D 34–41 shaping consumer behaviour 116–24 sustainability 90–3 recruiting 70–1 recyclable materials 74, 81, 196 recyclable products 3, 73, 159, 195–6 recycled materials 77, 81–2, 83, 86, 89, 183, 193 recycling 8, 9, 87, 93, 142, 159 e-waste 87–8 electronic and electrical goods (EU) 8, 79 by Tarkett 73–7 water 83, 175 see also C2C; circular economy Recy’Go 92–3 regional champions 182 regulation 7–8, 13, 78–9, 103, 216 Reich, Joshua 124 RelayRides 17 Renault 1–5, 12, 117, 156–7, 179 Renault-Nissan 4–5, 40, 198–9, 215 renewable energy 8, 53, 74, 86, 91, 136, 142, 196 renewable materials 77, 86 Replicator 132 repurposing 93 Requardt, Hermann 189 reshoring 55–6 resource constraints 4–5, 217 resource efficiency 7–8, 46, 47–9, 79, 190 Resource Revolution (Heck, Rogers and Carroll, 2014) 87–8 resources 40, 42, 73, 86, 197, 199 consumption 9, 26, 73–7, 101–2 costs 78, 203 depletion 7, 72, 105, 153, 158–9 reducing use 45, 52, 65, 73–7, 104, 199, 203 saving 72, 77, 200 scarcity 22, 46, 72, 73, 77–8, 80, 158–9, 190, 203 sharing 56–7, 159–61, 167 substitution 92 wasting 169–70 retailers 56, 129, 214 “big-box” 9, 18, 137 Rethink Robotics 49 return on investment 22, 197 reuse 9, 73, 76–7, 81, 84–5, 92–3, 200 see also C2C revenues, generating 77, 167, 180 reverse innovation 202–3 rewards 37, 178, 208 Riboud, Franck 66, 184, 217 Rifkin, Jeremy 9–10 robots 47, 49–50, 70, 144–5, 150 Rock Health 151 Rogers, Jay 129 Rogers, Matt 87–8 Romania 2–3, 103 rookie mindset 164, 168 Rose, Stuart 179–80, 180 Roulin, Anne 195 Ryan, Eric 81–2 Ryanair 60 S S-Oil 106 SaaS (software as a service) 60 Saatchi & Saatchi 70–1 Saatchi & Saatchi + Duke 71–2, 143 sales function 15, 21, 25–6, 36, 116–18, 146 Salesforce.com 157 Santi, Paolo 108 SAP 59, 186 Saunders, Charles 211 savings 115 Sawa Orchards 29–31 Scandinavian countries 6–7 see also Norway Schmidt, Eric 136 Schneider Electric 150 Schulman, Dan 161–2 Schumacher, E.F. 104–5, 105 Schweitzer, Louis 1, 2, 3, 4, 179 SCM (supply chain management) systems 59 SCOR (supply chain operations reference) model 67 Seattle 107 SEB 157 self-sufficiency 8 selling less 123–4 senior managers 122–4, 199 see also CEOs; organisational change sensors 65–6, 106, 118, 135, 201 services 9, 41–3, 67–8, 124, 149 frugal 60–3, 216 value-added 62–3, 76, 150, 206, 209 Shapeways 51, 132 shareholders 14, 15, 76, 123–4, 180, 204–5 sharing 9–10, 193 assets 159–61, 167 customers 156–8 ideas 63–4 intellectual assets 171–2 knowledge 153 peer-to-peer 136–9 resources 56–7, 159–61, 167 sharing economy 9–10, 17, 57, 77, 80, 84–7, 108, 124 peer-to-peer sharing 136–9 sharing between companies 159–60 shipping costs 55, 59 shopping experience 121–2 SIEH hotel group 172–3 Siemens 117–18, 150, 187–9, 215, 216 Sigismondi, Pier Luigi 100 Silicon Valley 42, 98, 109, 150, 151, 162, 175 silos, breaking out of 36–7 Simple Bank 124–5 simplicity 8, 41, 64–5, 170, 194 Singapore 175 Six Sigma 11 Skillshare 85 SkyPlus 62 Small is Beautiful (Schumacher, 1973) 104–5 “small is beautiful” values 8 small and medium-sized businesses see SMBs Smart + Connected Communities 29 SMART car 119–20 SMART strategy (Siemens) 188–9 smartphones 17, 100, 106, 118, 130, 131, 135, 198 in health care 110, 111 see also apps SmartScan 29 SMBs (small and medium-sized businesses) 173, 174, 175, 176 SMS-based systems 42–3 SnapShot 116 SNCF 41–3, 156–7, 167 SoapBox 28–9 social business model 206–7 social comparison 109 social development 14 social goals 94 social learning 113 social manufacturing 47, 50–1 social media 16, 71, 85, 106, 108, 168, 174 for marketing 61, 62, 143 mining 29, 58 social pressure of 119 tools 109, 141 and transaction costs 133 see also Facebook; social networks; Twitter social networks 29, 71, 72, 132–3, 145, 146 see also Facebook; Twitter social pressure 119 social problems 82, 101–2, 141, 142, 153, 161–2, 204 social responsibility 7, 10, 14, 141, 142, 197, 204 corporate 77, 82, 94, 161 social sector, working with 161–2 “social tinkerers” 134–5 socialising education 112–14 Sofitel 173 software 72 software as a service (SaaS) 60 solar power 136, 201 sourcing, local 51–2, 56 Southwest Airlines 60 Spain 5, 6, 103 Spark 48 speed dating 175, 176 spending, on R&D 15, 22, 23, 28, 141, 149, 152, 171, 187 spiral economy 77, 87–90 SRI International 49, 52 staff see employees Stampanato, Gary 55 standards 78, 196 Starbucks 7, 140 start-ups 16–17, 40–1, 61, 89, 110, 145, 148, 150, 169, 216 investing in 137–8, 157 as partners 42, 72, 153, 175, 191, 206 see also Nest Labs; Silicon Valley Statoil 160 Steelcase 142 Stem 151 Stepner, Diana 165 Stewart, Emma 196–7 Stewart, Osamuyimen 201–2 Sto Corp 84 Stora Enso 195 storytelling 112, 113 Strategy& see Booz & Company Subramanian, Prabhu 114 substitution of resources 92 subtractive manufacturing 48 Sun Tzu 158 suppliers 67–8, 83, 148, 153, 167, 176, 192–3 collaboration with 76, 155–6 sharing with 59–60, 91 visibility 59–60 supply chain management see SCM supply chain operations reference (SCOR) model 67 supply chains 34, 36, 54, 65, 107, 137, 192–3 carbon footprint 156 costs 58, 84 decentralisation 66–7 frugal 54–60 integrating 161 small-circuit 137 sustainability 137 visibility 34, 59–60 support 135, 152 sustainability xix, 9, 12, 72, 77–80, 82, 97, 186 certification 84 as competitive advantage 80 consumers and 95, 97, 101–4 core design principle 82–4, 93, 195–6 and growth 76, 80, 104–5 perceptions of 15–16, 80, 91 recommendations for managers 90–3 regulatory demand for 78–9, 216 standard bearers of 80, 97, 215 see also Accor; circular economy; Kingfisher; Marks & Spencer; Tarkett; Unilever sustainable design 82–4 see also C2C sustainable distribution 57, 161 sustainable growth 72, 76–7 sustainable lifestyles 107–8 Sustainable Living Plan (Unilever) 94–7, 179, 203–4 sustainable manufacturing 9, 52 T “T-shaped” employees 70–1 take-back programmes 9, 75, 77, 78 Tally 196–7 Tarkett 73–7, 80, 84 TaskRabbit 85 Tata Motors 16, 119 Taylor, Frederick 71 technical design 37–8 technical support, by customers 146 technology 2, 14–15, 21–2, 26, 27 TechShop 9, 70, 134–5, 152, 166–7 telecoms sector 53, 56 Telefónica 147 telematic monitoring 116 Ternois, Laurence 42 Tesco 102 Tesla Motors 92, 172 testing 28, 42, 141, 170, 192 Texas Industries 159 Textoris, Vincent 127 TGV Lab 42–3 thermostats 98–100 thinking, entrenched 14–16 Thompson, Gav 147 Timberland 90 time 4, 7, 11, 41, 72, 129, 170, 200 constraints 36, 42 see also development cycle tinkerers 17–18, 133–5, 144, 150, 152, 153, 165–7, 168 TiVo 62 Tohamy, Noha 59–60 top-down change 177–8 top-down management 69 Total 157 total quality management (TQM) 11 total volatile organic compounds see TVOC Toyota 44, 100 Toyota Sweden 106–7 TQM (total quality management) 11 traffic 108, 116, 201 training 76, 93, 152, 167, 170, 189 transaction costs 133 transparency 178, 185 transport 46, 57, 96, 156–7 Transport for London 195 TrashTrack 107 Travelocity 174 trial and error 173, 179 Trout, Bernhardt 45 trust 7, 37, 143 TVOC (total volatile organic compounds) 74, 77 Twitter 29, 62, 135, 143, 147 U Uber 136, 163 Ubuntu 202 Uchiyama, Shunichi 50 UCLA Health 202–3 Udacity 61, 112 UK 194 budget cuts 6 consumer empowerment 103 industrial symbiosis 160 savings 115 sharing 85, 138 “un-management” 63–4, 64 Unboundary 154 Unilever 11, 31, 57, 97, 100, 142, 203–5, 215 and sustainability 94–7, 104, 179, 203–4 University of Cambridge Engineering Design Centre (EDC) 194–5 Inclusive Design team 31 Institute for Sustainability Leadership (CISL) 158–9 upcycling 77, 88–9, 93, 159 upselling 189 Upton, Eben 135–6 US 8, 38, 44, 87, 115, 133, 188 access to financial services 13, 17, 161–2 ageing population 194 ageing workforce 13 commuting 131 consumer spending 5, 6, 103 crowdfunding 137–8, 138 economic pressures 5, 6 energy use 103, 119, 196 environmental awareness 7, 102 frugal innovation in 215–16, 218 health care 13, 110, 208–13, 213 intellectual property 171 onshoring 55 regulation 8, 78, 216 sharing 85, 138–9 shifting production from China to 55, 56 tinkering culture 18, 133–4 user communities 62, 89 user interfaces 98, 99 user-friendliness 194 Utopies 91 V validators 144 value 11, 132, 177, 186, 189–90 aspirational 88–9 to customers 6–7, 21, 77, 87, 131, 203 from employees 217 shareholder value 14 value chains 9, 80, 128–9, 143, 159–60, 190, 215 value engineering 192 “value gap” 54–5 value-added services 62–3, 76, 150, 206, 209 values 6–7, 14, 178, 205 Vandebroek, Sophie 169 Vasanthakumar, Vaithegi 182–3 Vats, Tanmaya 190, 192 vehicle fleets, sharing 57, 161 Verbaken, Joop 118 vertical integration 133, 154 virtual prototyping 65 virtuous cycle 212–13 visibility 34, 59–60 visible learning 112–13 visioning sessions 193–4 visualisation 106–8 Vitality 111 Volac 158–9 Volkswagen 4, 44, 45–6, 129, 144 Volvo 62 W wage costs 48 wages, in emerging markets 55 Waitrose, local suppliers 56 Walker, James 87 walking the walk 122–3 Waller, Sam 195 Walmart 9, 18, 56, 162, 216 Walton, Sam 9 Wan Jia 144 Washington DC 123 waste 24, 87–9, 107, 159–60, 175, 192, 196 beautifying 88–9, 93 e-waste 24, 79, 87–8, 121 of energy 119 post-consumer 9, 75, 77, 78, 83 reducing 47, 74, 85, 96, 180, 209 of resources 169–70 in US health-care system 209 see also C2C; recycling; reuse water 78, 83, 104, 106, 158, 175, 188, 206 water consumption 79, 82–3, 100, 196 reducing 74, 75, 79, 104, 122–3, 174, 183 wealth 105, 218 Wear It Share It (Wishi) 85 Weijmarshausen, Peter 51 well-being 104–5 Wham-O 56 Whirlpool 36 “wicked” problems 153 wireless technologies 65–6 Wiseman, Liz 164 Wishi (Wear It Share It) 85 Witty, Andrew 35, 35–6, 37, 39, 217 W.L.

Green Swans: The Coming Boom in Regenerative Capitalism by John Elkington

"Friedman doctrine" OR "shareholder theory", "World Economic Forum" Davos, agricultural Revolution, Anthropocene, anti-fragile, Any sufficiently advanced technology is indistinguishable from magic, autonomous vehicles, Berlin Wall, bitcoin, Black Swan, blockchain, Boeing 737 MAX, Boeing 747, Buckminster Fuller, business cycle, Cambridge Analytica, carbon footprint, carbon tax, circular economy, Clayton Christensen, clean water, cloud computing, corporate governance, corporate social responsibility, correlation does not imply causation, creative destruction, CRISPR, crowdsourcing, David Attenborough, deglobalization, degrowth, discounted cash flows, distributed ledger, do well by doing good, Donald Trump, double entry bookkeeping, drone strike, Elon Musk, en.wikipedia.org, energy transition, Extinction Rebellion, Future Shock, Gail Bradbrook, Geoffrey West, Santa Fe Institute, George Akerlof, global supply chain, Google X / Alphabet X, green new deal, green transition, Greta Thunberg, Hans Rosling, hype cycle, impact investing, intangible asset, Internet of things, invention of the wheel, invisible hand, Iridium satellite, Jeff Bezos, John Elkington, Jony Ive, Joseph Schumpeter, junk bonds, Kevin Kelly, Kickstarter, M-Pesa, Marc Benioff, Mark Zuckerberg, Martin Wolf, microplastics / micro fibres, more computing power than Apollo, move fast and break things, Naomi Klein, Nelson Mandela, new economy, Nikolai Kondratiev, ocean acidification, oil shale / tar sands, oil shock, opioid epidemic / opioid crisis, placebo effect, Planet Labs, planetary scale, plant based meat, plutocrats, Ponzi scheme, radical decentralization, Ralph Nader, reality distortion field, Recombinant DNA, Rubik’s Cube, Salesforce, self-driving car, shareholder value, sharing economy, Sheryl Sandberg, Silicon Valley, smart cities, smart grid, sovereign wealth fund, space junk, Steven Pinker, Stewart Brand, supply-chain management, synthetic biology, systems thinking, The future is already here, The Wealth of Nations by Adam Smith, Thomas Kuhn: the structure of scientific revolutions, Tim Cook: Apple, urban planning, Whole Earth Catalog

Without fundamental changes to such things as inheritance taxes, immigration, free trade rules, executive compensation, median pay for all employees, and the re-pricing of things like carbon—in short, real systemic change—capitalism will come off the rails. Intriguingly, we see a number of business leaders now acknowledging this publicly, notably Salesforce Chairman and co-CEO Marc Benioff. He says, “Nationally, increasing taxes on high-income individuals like myself would help generate the trillions of dollars that we desperately need to improve education and health care and fight climate change.”35 Such changes will take sustained, bare-knuckled politics.

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Think of Merck chief Kenneth Frazier’s resignation from Donald Trump’s American Manufacturing Council in response to the US leader’s handling of racial violence in Charlottesville. Or Unilever head Paul Polman’s leading a charge on climate change as the US government was pulling out of the Paris accord. Or any number of corporate leaders, from Apple’s Tim Cook to Salesforce’s Marc Benioff, threatening to move business out of US states that do not respect LGBT rights.24 Exciting times, but we should be wary of simply leaving it to companies to handle the great challenges of tomorrow. Listen to a former managing director of Larry Fink’s BlackRock. Tellingly, Morris Pearl is a board member of the Patriotic Millionaires, a group that went countercurrent by arguing against Trump’s tax cuts for the wealthy.

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See also: https://www.fastcompany.com/90391743/top-ceo-group-business-roundtable-drops-shareholder-primacy. 34.Irwin Stelzer, “Why We Need to Rescue Capitalism,” The Sunday Times, May 26, 2019. 35.Marc Benioff, “We Need a New Capitalism,” The New York Times, October 14, 2019. See also: https://www.nytimes.com/2019/10/14/opinion/benioff-salesforce-capitalism.html. 36.John Elkington with Tom Burke, The Green Capitalists: Industry’s Search for Environmental Excellence. London: Victor Gollanez, 1987. INTRODUCTION 1.L. Randall Wray, Why Minsky Matters: An Introduction to the Work of a Maverick Economist. Princeton, NJ: Princeton University Press, 2016. 2.Deborah Summers, “No Return to Boom and Bust: What Brown Said When He Was Chancellor,” The Guardian, September 11, 2008.

Traction: How Any Startup Can Achieve Explosive Customer Growth by Gabriel Weinberg, Justin Mares

Airbnb, content marketing, Firefox, Hacker News, if you build it, they will come, jimmy wales, Justin.tv, Lean Startup, Marc Andreessen, Mark Zuckerberg, Network effects, Paul Graham, Peter Thiel, Salesforce, side project, Skype, Snapchat, social bookmarking, social graph, software as a service, TechCrunch disrupt, the long tail, the payments system, Uber for X, Virgin Galactic, web application, working poor, Y Combinator

When they were just starting out, they tried contacting popular companies to arrange partnerships. These types of business development pitches were ineffective early on, but that changed after their blog started getting readership. Now, they have numerous integrations (including some major ones with companies like Salesforce), and a backlog of companies who want to work with them. Having a strong company blog can positively impact at least eight other traction channels—SEO, publicity, email marketing, targeting blogs, community building, offline events, existing platforms, and business development. When it works, it drives in customers like magic.

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CHAPTER TWENTY-TWO Offline Events Sponsoring or running offline events—from small meetups to large conferences—can be a primary way to get traction. Twilio, a tool that makes it easy to add phone calls and text messaging to apps, attracts its customers by sponsoring hackathons, conferences, and meetups, large and small. Larger companies like Oracle and Box throw huge events to maintain their position as market leaders. Salesforce’s Dreamforce conference has more than 100,000 attendees! In phase I, offline events give you the opportunity to engage directly with potential customers about their problems. Such events are especially important when your target customers do not respond well to online advertising and do not have a natural place to congregate online.

The Big Nine: How the Tech Titans and Their Thinking Machines Could Warp Humanity by Amy Webb

"Friedman doctrine" OR "shareholder theory", Ada Lovelace, AI winter, air gap, Airbnb, airport security, Alan Turing: On Computable Numbers, with an Application to the Entscheidungsproblem, algorithmic bias, AlphaGo, Andy Rubin, artificial general intelligence, Asilomar, autonomous vehicles, backpropagation, Bayesian statistics, behavioural economics, Bernie Sanders, Big Tech, bioinformatics, Black Lives Matter, blockchain, Bretton Woods, business intelligence, Cambridge Analytica, Cass Sunstein, Charles Babbage, Claude Shannon: information theory, cloud computing, cognitive bias, complexity theory, computer vision, Computing Machinery and Intelligence, CRISPR, cross-border payments, crowdsourcing, cryptocurrency, Daniel Kahneman / Amos Tversky, data science, deep learning, DeepMind, Demis Hassabis, Deng Xiaoping, disinformation, distributed ledger, don't be evil, Donald Trump, Elon Musk, fail fast, fake news, Filter Bubble, Flynn Effect, Geoffrey Hinton, gig economy, Google Glasses, Grace Hopper, Gödel, Escher, Bach, Herman Kahn, high-speed rail, Inbox Zero, Internet of things, Jacques de Vaucanson, Jeff Bezos, Joan Didion, job automation, John von Neumann, knowledge worker, Lyft, machine translation, Mark Zuckerberg, Menlo Park, move fast and break things, Mustafa Suleyman, natural language processing, New Urbanism, Nick Bostrom, one-China policy, optical character recognition, packet switching, paperclip maximiser, pattern recognition, personalized medicine, RAND corporation, Ray Kurzweil, Recombinant DNA, ride hailing / ride sharing, Rodney Brooks, Rubik’s Cube, Salesforce, Sand Hill Road, Second Machine Age, self-driving car, seminal paper, SETI@home, side project, Silicon Valley, Silicon Valley startup, skunkworks, Skype, smart cities, South China Sea, sovereign wealth fund, speech recognition, Stephen Hawking, strong AI, superintelligent machines, surveillance capitalism, technological singularity, The Coming Technological Singularity, the long tail, theory of mind, Tim Cook: Apple, trade route, Turing machine, Turing test, uber lyft, Von Neumann architecture, Watson beat the top human players on Jeopardy!, zero day

In an odd way, it reminds us of the old Soviet Union. Salesforce, the customer relationship management and cloud computing company, partnered with Google, Amazon, and Apple very early on to build out an education module for our PDRs. Now the rigorous testing and classification that were hallmarks of American education in the 1980s and 1990s are popular again. Our cognitive abilities are assessed before preschool, and our academic achievement and enrichment is tracked throughout our lives. Metrics and optimization have always been core values at Salesforce, and now they are core values of an American education.

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See also DeepMind Defense Innovation Board, 212 Defense Innovation Unit Experimental (DIUx), 212 Descartes, René, 19–20, 22, 27; Meditations on First Philosophy, 19; “Traité de l’homme” (Treatise of Man), 19–20 DeVaul, Richard, 55–56 Difference Engine, 23 Differential Analyzer, 24 Differential technological progress, Big Nine and, 254 Digital caste system: in catastrophic scenario of future, 209, 218; in pragmatic scenario of future, 197 Digital emissaries: in pragmatic scenario of future, 187 Dove domestic surveillance program, 77–78 Dropbox, 87 DuerOS, 68 Duke University, 60 Duplex, 48 Echo, 118 Echo Show, 54 Economic chimera of humans, 225 Economy, U.S.: in catastrophic scenario of future, 220, 226; in optimistic scenario of future, 172; in pragmatic scenario of future, 197, 205. See also Job search and AI; Jobs, blue-collar glut of Edge computing, 90, 119 Education: in optimistic scenario of future, 167; Salesforce core values and in catastrophic scenario of future, 221–222. See also Education, AI; Universities Education, AI: U.S. government officials’ lack of in catastrophic scenario of future, 211. See also Universities Einstein, Alfred, 50 Electro the Moto-Man, 25 Elite: Dangerous (video game), 58 ELIZA program, 34; DOCTOR script, 34 Email: address as proto-PDR, 153–154; providers, 139 ENIAC, 27 Entscheidungsproblem, 24–25.

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See also Turing, Alan ET City Brain, 69 Ethics: AI company culture and, 255; Baidu focus on, 129; IBM articles regarding, 129; integrating into non-ethics university courses, 256; screening for in G-MAFIA future hiring practices, 255; university courses, 61, 63 Euclid, first algorithm and, 18 Evolutionary algorithms, 144, 164–165; Darwinian natural selection and, 144, 145 Facebook, 3, 70, 85, 96, 154; adult users, 87; advertising revenue, 71; in catastrophic scenario of future, 209, 216, 223; Chinese ban, 76; core values, 100; data policies, 94; exclusion of conservative news on, 57; Intel partnership, 92; “move fast and break things” original motto, 53; number of users, 71; in optimistic scenario of future, 159, 171; Portal, 54; post-Cambridge Analytica debacle apology, 54, 94; post-Cambridge Analytica scandal ethics team, 129; in pragmatic scenario of future, 186, 187, 188, 193, 201–202; psychological experimentation on users, 138; RNC bias accusations against, 56–57; senior leadership, 56; 2016 Presidential election and, 138; Website logins and, 88 Fake news, proliferation of in pragmatic scenario of future, 198 Fan Hui, 43–44, 45; versus DeepMind, 43–44 Fifth Generation, 38 Filmmaking, optimistic scenario of future and, 165–166 Future and AI, catastrophic scenario of, 151–152, 207–229; AGI system lockouts, 224; AI totalitarianism, 223; Amazon-hosted Food Stamp Program, 218; Amazon households, 216, 217–218, 219, 224, 225; Amazon Housing/Homes, 217–218, 219; Americans geographically locked in by China, 227; Apple households, 216, 218, 219, 224, 225; Apple PDRs, 216; blue-collar job glut, 221; blurring of work and personal data, 208; Chief AI Officers, 226; Chinese hackers, 215; climate change consequences, 228–229; corporate ownership of PDRs, 209; crime, 222; digital caste system, 209, 218; economic chimera of humans, 225; education and Salesforce core values, 221–222; extermination of U.S. and allied populations by Chinese ASI, 229; G-MAFIA and preservation of democratic ideals, 211; G-MAFIA diversity mantra, 208; G-MAFIA nonexistent inclusion efforts, 208; G-MAFIA shrinkage to GAA, 223; G-MAFIA sole owners of PDRs, 208, 216; G-MAFIA transactional relationship with U.S. government, 212; GAA-U.S.

Leadership by Algorithm: Who Leads and Who Follows in the AI Era? by David de Cremer

"Friedman doctrine" OR "shareholder theory", algorithmic bias, algorithmic management, AlphaGo, bitcoin, blockchain, business climate, business process, Computing Machinery and Intelligence, corporate governance, data is not the new oil, data science, deep learning, DeepMind, Donald Trump, Elon Musk, fake news, future of work, job automation, Kevin Kelly, Mark Zuckerberg, meta-analysis, Norbert Wiener, pattern recognition, Peter Thiel, race to the bottom, robotic process automation, Salesforce, scientific management, shareholder value, Silicon Valley, Social Responsibility of Business Is to Increase Its Profits, Stephen Hawking, The Future of Employment, Turing test, work culture , workplace surveillance , zero-sum game

Retrieved from: https://www.pwc.com/us/en/services/consulting/library/artificial-intelligence-predictions-2019?WT.mc_id=CT13-PL1300-DM2-TR1-LS4-ND30-TTA5-CN_ai2019-ai19-digpul-1&eq=CT13-PL1300-DM2-CN_ai2019-ai19-digpul-1 33 Salesforce Research (2019). ‘State of Service.’ Insights and trends from over 3,500 service leaders and agents worldwide. Retrieved from: https://www.salesforce.com/blog/2019/03/customer-service-trends.html 34 Hoffman, P. (1986). ‘The Unity of Descartes’ Man,’ The Philosophical Review 95, 339-369. 35 Google Duplex (2018). https://www.youtube.com/watch?v=D5VN 56jQMWM Chapter 2: The Leadership Challenge in the Algorithm Age The machine age arrived a long time ago, but today’s need for the machine seems to know no limits.

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Several surveys indicate that it is only a matter of time. For example, an Accenture study revealed that 85% of surveyed executives want to invest more extensively in AI-related technologies by 2020.³¹ Likewise, a PwC survey revealed that 62% of executives are planning to deploy AI in several management areas.³² Furthermore, a survey by Salesforce Research revealed that, in the service industry, 69% of organizations are actively preparing for AI-based service solutions to be applied. Finally, Yahoo Finance predicts that in 2040 our workforce “may be totally unrecognizable.”³³ Why we think about replacing humans Where does this obsession with replacing humans come from?

Platform Capitalism by Nick Srnicek

"World Economic Forum" Davos, 3D printing, additive manufacturing, Airbnb, Amazon Mechanical Turk, Amazon Web Services, Big Tech, Californian Ideology, Capital in the Twenty-First Century by Thomas Piketty, cloud computing, collaborative economy, collective bargaining, data science, deindustrialization, deskilling, Didi Chuxing, digital capitalism, digital divide, disintermediation, driverless car, Ford Model T, future of work, gig economy, independent contractor, Infrastructure as a Service, Internet of things, Jean Tirole, Jeff Bezos, knowledge economy, knowledge worker, liquidity trap, low interest rates, low skilled workers, Lyft, Mark Zuckerberg, means of production, mittelstand, multi-sided market, natural language processing, Network effects, new economy, Oculus Rift, offshore financial centre, pattern recognition, platform as a service, quantitative easing, RFID, ride hailing / ride sharing, Robert Gordon, Salesforce, self-driving car, sharing economy, Shoshana Zuboff, Silicon Valley, Silicon Valley startup, software as a service, surveillance capitalism, TaskRabbit, the built environment, total factor productivity, two-sided market, Uber and Lyft, Uber for X, uber lyft, unconventional monetary instruments, unorthodox policies, vertical integration, warehouse robotics, Zipcar

In each of these areas, the important element is that the capitalist class owns the platform, not necessarily that it produces a physical product. The first type is that of advertising platforms (e.g. Google, Facebook), which extract information on users, undertake a labour of analysis, and then use the products of that process to sell ad space. The second type is that of cloud platforms (e.g. AWS, Salesforce), which own the hardware and software of digital-dependent businesses and are renting them out as needed. The third type is that of industrial platforms (e.g. GE, Siemens), which build the hardware and software necessary to transform traditional manufacturing into internet-connected processes that lower the costs of production and transform goods into services.

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Much of Google’s initial success, for instance, stemmed from its pioneering work of creating useful internal software and innovative hardware architecture.18 Rather uniquely, Google designs and builds its own custom servers rather than purchasing standard servers off the market – again, in an effort to gain competitive advantage.19 And, while often it eventually releases information about its operations (which have then been copied by numerous others), it only does so after it has gained a clear advantage.20 It is the importance of analytics that lets us understand why Google is heavily invested in artificial intelligence (AI) research as well, given that this is the key area for developing a competitive advantage over other platforms. Google is the biggest investor in this area, but Amazon, Salesforce, Facebook and Microsoft are all investing heavily in AI as well. Firms also have imperatives to develop the entire stack, and not just one area of it (e.g. data management, or analytical tools).21 Bottlenecks in the flow of data from sensors to commodity are an impediment to producing more value.

Roads and Bridges by Nadia Eghbal

AGPL, Airbnb, Amazon Web Services, barriers to entry, Benevolent Dictator For Life (BDFL), corporate social responsibility, crowdsourcing, cryptocurrency, data science, David Heinemeier Hansson, Debian, DevOps, en.wikipedia.org, Firefox, Free Software Foundation, GnuPG, Guido van Rossum, Ken Thompson, Khan Academy, Kickstarter, leftpad, Marc Andreessen, market design, Network effects, platform as a service, pull request, Richard Stallman, Ruby on Rails, Salesforce, side project, Silicon Valley, Skype, software is eating the world, the Cathedral and the Bazaar, Tragedy of the Commons, Y Combinator

Some of these tools, such as servers and databases, cost money, especially as companies scale. This makes them easier to monetize. For example, Heroku, a cloud-based platform that offers server and database support, offers basic services for free, but charges for higher levels of data or traffic. Heroku powers many major websites, including Toyota and Macy’s, and was acquired by Salesforce.com in 2010 for $212M. [12] Other types of developer tools, such as frameworks, many libraries, and programming languages, are harder to charge for, and are often built and maintained by volunteers. Because these types of tools look more like information goods than services that can be turned on or off, charging for them would severely limit their adoption.

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Notes [1] https://www.cbo.gov/publication/49910 [2] http://news.netcraft.com/archives/2014/04/08/half-a-million-widely-trusted-websites-vulnerable-to-heartbleed-bug.html [3] Email interview with Steve Marquess [4] http://www.forbes.com/sites/josephsteinberg/2014/04/10/massive-internet-security-vulnerability-you-are-at-risk-what-you-need-to-do/ [5] http://mashable.com/2014/04/09/heartbleed-bug-websites-affected/#01gtseEchaqa [6] http://veridicalsystems.com/blog/of-money-responsibility-and-pride/ [7] Phone interview with Steve Marquess [8] Email interview with Steve Marquess [9] Phone interview with Steve Marquess [10] https://instagram.com/about/legal/libraries/ [11] https://opbeat.com/blog/posts/picking-tech-for-your-startup/ [12] http://techcrunch.com/2010/12/08/breaking-salesforce-buys-heroku-for-212-million-in-cash/ [13] https://devblog.uber.com/uber-slack-a-weekend-a-story-of-open-apis/ [14] http://www.alexreisner.com/about [15] http://unicorn.bogomips.org/CONTRIBUTORS.html [16] http://www.bls.gov/ooh/computer-and-information-technology/software-developers.htm [17] http://www.bothsidesofthetable.com/2011/06/28/understanding-changes-in-the-software-venture-capital-industries/ [18] http://articles.latimes.com/2014/apr/03/business/la-fi-tn-imgur-40-million-funding-20140402 [19] http://lifeofaudrey.com/essays/love_and_money.html [20] http://blog.codinghorror.com/why-ruby/ [21] https://djangogirls.org/ [22] https://www.edsurge.com/news/2014-06-25-dev-bootcamp-no-longer-bootstrapped-acquired-by-kaplan [23] http://arstechnica.com/business/2012/08/from-altair-to-ipad-35-years-of-personal-computer-market-share/2/ [24] https://www.fsf.org/about/what-is-free-software [25] https://www.gnu.org/philosophy/free-sw.html [26] http://opensource.org/history [27] http://www.gnu.org/philosophy/open-source-misses-the-point.en.html [28] https://en.wikipedia.org/wiki/WordPress [29] http://www.zdnet.com/article/as-dbms-wars-continue-postgresql-shows-most-momentum/ [30] http://w3techs.com/technologies/details/os-ubuntu/all/all [31] https://www.netmarketshare.com/browser-market-share.aspx?

How I Built This: The Unexpected Paths to Success From the World's Most Inspiring Entrepreneurs by Guy Raz

Airbnb, AOL-Time Warner, Apple II, barriers to entry, Bear Stearns, Ben Horowitz, Big Tech, big-box store, Black Monday: stock market crash in 1987, Blitzscaling, business logic, call centre, Clayton Christensen, commoditize, Cornelius Vanderbilt, Credit Default Swap, crowdsourcing, data science, East Village, El Camino Real, Elon Musk, fear of failure, glass ceiling, growth hacking, housing crisis, imposter syndrome, inventory management, It's morning again in America, iterative process, James Dyson, Jeff Bezos, Justin.tv, Kickstarter, low cost airline, Lyft, Marc Andreessen, Mark Zuckerberg, move fast and break things, Nate Silver, Paul Graham, Peter Thiel, pets.com, power law, rolodex, Ronald Reagan, Ruby on Rails, Salesforce, Sam Altman, Sand Hill Road, side hustle, Silicon Valley, software as a service, South of Market, San Francisco, Steve Jobs, Steve Wozniak, subprime mortgage crisis, TED Talk, The Signal and the Noise by Nate Silver, Tony Hsieh, Uber for X, uber lyft, Y Combinator, Zipcar

A number of the buildings were residential condo complexes, but they were anchored by a sixty-one-story bullet-shaped building reminiscent in both shape and visually transformative effect of London’s Gherkin. It’s called the Salesforce Tower, so named for the massive cloud-based software company that occupies it and a number of other smaller buildings on Mission Street. I was looking at a view of a city in flux. A city undergoing a historic seismic shift, the fault lines of which ran in parallel right down Mission and Market Streets. To the south were the headquarters of many of the tech companies that hit the mother lode during the internet gold rush of the early 2000s and became the dominant forces in their respective spaces: Salesforce, Twitter, Instacart, Airbnb, Pinterest, Zynga, Trulia, DocuSign, Lyft, Uber.

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This is really where the most valuable lessons and inspiring stories are to be found from the technological and industrial gold rushes that have pockmarked modern business history. They’re not with Cornelius Vanderbilt or Jay Gould or any of the other railroad tycoons from the late nineteenth and early twentieth centuries. They’re not with IBM or Apple or any of the giant software companies that rose to prominence in the 1980s and 1990s. And they’re not with Uber or Salesforce or Twitter or any of the other tech companies born out of the internet boom in the early 2000s, whose headquarters line San Francisco’s Mission Street and define one side of the boundary between where we are going and where we have been. If you want to find an example of an entrepreneur or an innovator who built a sturdy, profitable business connected to a booming industry, you could do far worse than the stories of Levi Strauss, Eli Janney, Chet Pipkin, and even Herb Kelleher.

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.”, 112 Rent the Runway, 148–50, 194–96 research, 32–41 examples of, 39–41 importance of, 32–33 inexperience as a benefit, 33–34 in luggage industry, 34–38 for Method soap, 46–47 purpose of, 38–39 risks fear vs. danger, 13–14, 17–18, 20 Jim Koch on, 16–18 mitigation of, 23–31 See also credit card use; crisis management Rock, Chris, 157 Rolling Stone, 112 Roney, Carley, 130–31, 132, 134, 269 Rubio, Jen brand building, 122–24, 125 on idea for Away, 34 money from family, 77 partnership and, 43 on research, 34–39 RXBar, 88–89, 91, 99, 103 Ryan, Eric bootstrapping, 51–52 building buzz, 117 money from family, 76–77, 78, 82 parental influence, 45 partnership and, 44–47 on partnership tension, 224–25, 228 privilege and access, 79 S safety nets, 23–31 Salesforce, 215 Sam Adams beer, 14, 17 Sandberg, Ryne, 235 Sand Hill Road Airbnb and, 57 Bevel and, 153–54, 157 Method and, 51–52 misconceptions about, 76 Shopify, 106–7 San Francisco markets, 214–16 scaling a business professional money, 147–58 protection, 168 vs. starting a business, 243–44 vs. you, 186, 200–201, 212 Scott, Kendra, 269 Scudamore, Brian, 208–9, 271 Segal, Gordon and Carole, 77, 79 self-doubt, 156–57 self-knowledge, 232–42 Andy Dunn on, 233–35 Gary Erickson on, 245–47 Guy Raz on, 232–33 identity crisis, 235–38, 239–42 post-merger conflict, 238–39 See also partnerships selling, 243–52 “Servant to Servants, A” (poem), 138, 146 sexism, 149, 194 Shaich, Ron, 77–78, 79, 269, 270 Shark Tank, 10, 24, 75 Shear, Emmett, 185–86, 187 Shoe Dog (Knight), 27 Shopify, 106–9, 268–69 side doors, 97–104 Signal and the Noise, The (Silver), 126 signal-to-noise ratio, 126 Silver, Nate, 126 Slack, xiv, 189–90 Smith, Jared, 90, 99 Snowdevil, 107 Sonnenfeld, Jeffrey, 206 South by Southwest (SXSW), 55 Southwest Airlines, 28, 220, 268, 269 Spaly, Brian, 226–27, 228, 230, 233, 241 Spanx, 265–66 Sports Illustrated, 121, 124 Stacy’s D’Lites, 181, 183 Stacy’s Pita Chips, 181–84 Starbucks, 262 Stitch Fix, 110–11, 223 Stonyfield Farm, 138–43, 145–46, 166, 184 storytelling, 63–73 Airbnb, 71–72 Away, 123–24 Bumble, 65–70 fundraising and, 80 Headspace, 199 hierarchy for, 65 importance of, 73 as marketing, 64 Procter & Gamble, 63–64 questions to ask, 65 Straight-at-Home, 131 Strauss, Levi, 216, 219 success brand building, 115 fear of, 191–92 founder relationships and, 222–31 of new businesses, 115–16 of small businesses, 147 See also location; luck Sun Also Rises, The (Hemingway), 180 Swiffer, 63 SXSW, 55 Systrom, Kevin, 118–20, 186, 270 T Tai, Bill, 155 talent, attracting and keeping, 208–9, 253–64 TED Radio Hour (podcast), 132, 232, 265 TED Talks and Conference, 132, 204 Theranos, 193 Thiel, Peter, 76, 99, 104 Thinking, Fast and Slow (Kahneman), 181 Thomas, Lisa, 245–47 Thrasher’s, 135 Ticketmaster, 270 time, as resource, 260–64 Time Warner merger with AOL, 238–39, 263 Tinder, 66 Today show, 196 Tonight Show, 196, 254 TPG Capital, 247, 251 trademark, 162 Trader Joe’s, 250, 251 train tracks, 218 transition, into an entrepreneur Daymond John on, 25–26 examples of, 27–28 fallback plans, 29–31 research process, 32–33 vs. risk taking, 23–24, 248–52 transparency, 175 traps.

Platform Scale: How an Emerging Business Model Helps Startups Build Large Empires With Minimum Investment by Sangeet Paul Choudary

3D printing, Airbnb, Amazon Web Services, barriers to entry, bitcoin, blockchain, business logic, business process, Chuck Templeton: OpenTable:, Clayton Christensen, collaborative economy, commoditize, crowdsourcing, cryptocurrency, data acquisition, data science, fake it until you make it, frictionless, game design, gamification, growth hacking, Hacker News, hive mind, hockey-stick growth, Internet of things, invisible hand, Kickstarter, Lean Startup, Lyft, M-Pesa, Marc Andreessen, Mark Zuckerberg, means of production, multi-sided market, Network effects, new economy, Paul Graham, recommendation engine, ride hailing / ride sharing, Salesforce, search costs, shareholder value, sharing economy, Silicon Valley, Skype, Snapchat, social bookmarking, social graph, social software, software as a service, software is eating the world, Spread Networks laid a new fibre optics cable between New York and Chicago, TaskRabbit, the long tail, the payments system, too big to fail, transport as a service, two-sided market, Uber and Lyft, Uber for X, uber lyft, vertical integration, Wave and Pay

” — FANG SOONG CHOU, General Partner, Pix Vine Capital “Sangeet’s platform analysis covers the topic with a depth that’s unique and desperately needed. It’s forced me to rethink how I would structure digital business models to leverage the gains from being a platform v product.” — GEORGE BABU, Founder of Rypple, acquired by Salesforce “Sangeet’s insights reflect his wisdom across not only platform economics but wider digital disruption issues.” — CAT MATSON, Panel Moderator, G20 Summit Global Cafe, Chief Digital Officer, City of Brisbane “Should be part of the curriculum of every business school throughout the world.

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1.4 THE PLATFORM STACK A Framework To Explain All Platforms Many businesses today leverage platform thinking. Companies across industries are actively building platforms. While all of them function as plug-and-play business models that facilitate interactions, individual platforms may often seem vastly different. From the perspective of software developers, Android, Salesforce, and Facebook Connect are all platforms, yet they are vastly different. Medium and WordPress are called blogging platforms, but they have little in common with software development platforms. YouTube, Facebook, and Instagram are described as social platforms, while Uber, Airbnb, and their ilk are referred to as “marketplace platforms.”

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The platform’s ability to attract quality supply, and signal this quality to the demand side, enables it to get demand on board. On Sittercity, parents – consumers on the platform – pay a subscription fee for access to a curated list of babysitters. Several B2B-application platforms also follow this model. While consumer-facing app stores allow for abundance, business-facing platforms like SAP and Salesforce are very selective about the types of apps that are selected for their app store. The tolerance for a low-quality app is much lower in the case of business app stores. Advance curation guarantees the quality and reliability that is needed to appeal to a business customer. PLATFORM SCALE IMPERATIVE Platforms that facilitate high-risk interactions often find it more difficult to attract the side that bears the risk of participating in the interaction.

Prediction Machines: The Simple Economics of Artificial Intelligence by Ajay Agrawal, Joshua Gans, Avi Goldfarb

Abraham Wald, Ada Lovelace, AI winter, Air France Flight 447, Airbus A320, algorithmic bias, AlphaGo, Amazon Picking Challenge, artificial general intelligence, autonomous vehicles, backpropagation, basic income, Bayesian statistics, Black Swan, blockchain, call centre, Capital in the Twenty-First Century by Thomas Piketty, Captain Sullenberger Hudson, carbon tax, Charles Babbage, classic study, collateralized debt obligation, computer age, creative destruction, Daniel Kahneman / Amos Tversky, data acquisition, data is the new oil, data science, deep learning, DeepMind, deskilling, disruptive innovation, driverless car, Elon Musk, en.wikipedia.org, Erik Brynjolfsson, everywhere but in the productivity statistics, financial engineering, fulfillment center, general purpose technology, Geoffrey Hinton, Google Glasses, high net worth, ImageNet competition, income inequality, information retrieval, inventory management, invisible hand, Jeff Hawkins, job automation, John Markoff, Joseph Schumpeter, Kevin Kelly, Lyft, Minecraft, Mitch Kapor, Moneyball by Michael Lewis explains big data, Nate Silver, new economy, Nick Bostrom, On the Economy of Machinery and Manufactures, OpenAI, paperclip maximiser, pattern recognition, performance metric, profit maximization, QWERTY keyboard, race to the bottom, randomized controlled trial, Ray Kurzweil, ride hailing / ride sharing, Robert Solow, Salesforce, Second Machine Age, self-driving car, shareholder value, Silicon Valley, statistical model, Stephen Hawking, Steve Jobs, Steve Jurvetson, Steven Levy, strong AI, The Future of Employment, the long tail, The Signal and the Noise by Nate Silver, Tim Cook: Apple, trolley problem, Turing test, Uber and Lyft, uber lyft, US Airways Flight 1549, Vernor Vinge, vertical integration, warehouse automation, warehouse robotics, Watson beat the top human players on Jeopardy!, William Langewiesche, Y Combinator, zero-sum game

* * * In the AI world, Google is Iowa. It has more than a thousand AI tool development projects underway across every category of its business, from search to ads to maps to translation.4 Other tech giants worldwide have joined Google. The reason is fairly obvious: Google, Facebook, Baidu, Alibaba, Salesforce, and others are already in the tools business. They have clearly defined tasks that extend throughout their enterprises, and in each, AI can sometimes dramatically improve a predictive element. Those enormous corporations have big profit margins, so they can afford to experiment. They can take a part of the “land” and devote it to many new AI varieties.

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It is making a big strategic bet that consumers will want control over their own data. Whether for security or privacy, Apple has bet that its commitment will make consumers more, not less, likely to allow AI onto their devices.13 Apple isn’t alone in betting that protecting privacy will pay off. Salesforce, Adobe, Uber, Dropbox, and many others have invested heavily in privacy. This bet is strategic. Many other companies, including Google, Facebook, and Amazon, have chosen a different path, telling users that they will use data to provide better products. Apple’s focus on privacy limits the products it can offer.

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See work flows Project Apollo, 164 Putin, Vladimir, 217 Qi Lu, 219 quality risks, 198–199 QWERTY keyboards, 129–130 racial profiling, 195–196 radiologists, 55–56, 108–109, 145–148 recruitment, 127–129 reengineering, 123–135 Reengineering the Corporation (Hammer and Champy), 123–134 regression, 13 failures of, 36–37 multivariate, 33–34 in predicting churn, 32–35 reinforcement learning, 13, 145, 183–184 Rekimoto, Jun, 26 research and development, 218–221 return on investment (ROI), 156, 198–199 reverse causality, 62 reverse-engineering, 202–204 reward function, 79–80, 172–173 engineering, 92–94, 174 strategy alignment and, 162 Rio Tinto, 113–114 risks and risk management, 19, 195–206 biases in job ads and, 195–198 decision making and, 108–109 liability and, 195–198 quality and, 198–199 security, 199–205 society and, 209–224 Rivers, Lynn, 218–219 Robotlandia, 211 robots Asimov’s laws of robotics and, 115 grasping problem with, 144–145 if-then logic and, 104–109 mail delivery, 103 moon-based, 115 quick responses and, 114–115 uncertainty problems and, 103–104 Rockefeller Foundation, 31 Roomba, 104 Rose, Geordie, 145 Rosenberg, Nathan, 182–183 Rumsfeld, Donald, 58 Rush (rock band), 73 Russakovsky, Olga, 28–29 Russia, 217 sabermetrics, 56, 161–162 Salesforce, 190 satisficing, 107–109 scale, 67 Schoar, Antoinette, 66–67 school bus drivers, 149–150 Schumpeter, Joseph, 215 search engines, 50, 64, 216 security risks, 199–205 self-driving vehicles. See autonomous vehicles sensors, 15, 44–45, 105 Shevchenko, Alex, 96 signal vs. noise, in data, 48 Simon, Herbert, 107 simulations, 187–188 skills, loss of, 192–193 smartphones, 129–130, 155 Smith, Adam, 54, 65 The Snows of Kilimanjaro (Hemingway), 25–26 society, 3, 19, 209–224 control by big companies and, 215–217 country advantages and, 217–221 inequality and, 212–214 job loss and, 210–212 Solow, Robert, 123 Space Shuttle Challenger disaster, 143 sports, 117 camera automation and, 114–115 sabermetrics in, 56, 161–162 spreadsheets, 141–142, 163, 164 Standard & Poor’s, 36–37 statistics and statistical thinking, 13, 32–37 economic thinking vs., 49–50 human weaknesses in, 54–58 stereotypes, 19 Stern, Scott, 169–170, 218–219 Stigler, George, 105 strategy, 2, 18–19 AI-first, 179–180 AI’s impact on, 153–166 boundary shifting in, 157–158 business transformation and, 167–178 capital and, 170–171 cheap AI and, 15–17 data and, 174–176 economics of, 165 hybrid corn adoption and, 158–160 judgment and, 161–162 labor and, 171–174 learning, 179–194 organizational structure and, 161–162 value capture and, 162–165 strokes, predicting, 44–46, 47–49 Sullenberger, Chesley “Sully,” 184 supervised learning, 183 Sweeney, Latanya, 195, 196 Tadelis, Steve, 199 Taleb, Nassim Nicholas, 60–61 The Taming of Chance (Hacking), 40 Tanner, Adam, 195 task analysis, 74–75, 125–131 AI canvas and, 134–139 job redesign and, 142–145 Tay chatbot, 204–205 technical support, 90–91 Tencent Holdings, 164, 217, 218 Tesla, 8 Autopilot legal terms, 116 navigation apps and, 89 training data at, 186–187 upgrades at, 188 Tesla Motor Club, 111–112 Thinking, Fast and Slow (Kahneman), 209–210 Tinder, 189 tolerance for error, 184–186 tools, AI, 18 AI canvas and, 134–138 for deconstructing work flows, 123–131 impact of on work flows, 126–129 job redesign and, 141–151 usefulness of, 158–160 topological data analysis, 13 trade-offs, 3, 4 in AI-first strategy, 181–182 with data, 174–176 between data amounts and costs, 44 between risks and benefits, 205 satisficing and, 107–109 simulations and, 187–188 strategy and, 156 training data for, 43, 45–47 data risks, 202–204 in decision making, 74–76, 134–138 by humans, 96–97 in-house and on-the-job, 185 in medical imaging, 147 in modeling skills, 101 translation, language, 25–27, 107–108 trolley problem, 116 truck drivers, 149–150 Tucker, Catherine, 196 Tunstall-Pedoe, William, 2 Turing, Alan, 13 Turing test, 39 Tversky, Amos, 55 Twitter, Tay chatbot on, 204–205 Uber, 88–89, 164–165, 190 uncertainty, 3, 103–110 airline industry and weather, 168–169, 170 airport lounges and, 105–106 business boundaries and, 168–170 contracts in dealing with, 170–171 in e-commerce delivery times, 157–158 reducing, strategy and, 156–157 strategy and, 165 unknown knowns, 59, 61–65, 99 unknown unknowns, 59, 60–61 US Bureau of Labor Statistics, 171 US Census Bureau, 14 US Department of Defense, 14, 116 US Department of Transportation, 112, 185 Validere, 3 value, capturing, 162–165 variables, 45 omitted, 62 Varian, Hal, 43 variance, 34–36 fulfillment industry and, 144–145 taming complexity and, 103–110 Vicarious, 223 video games, 183 Vinge, Vernor, 221 VisiCalc, 141–142, 163, 164 Wald, Abraham, 101 Wanamaker, John, 174–175 warehouses, robots in, 105 Watson, 146 Waymo, 95 Waze, 89–90, 106, 191 WeChat, 164 Wells Fargo, 173 Windows 95, 9–10 The Wizard of Oz, 24 work flows AI tools’ impact on, 126–129 decision making and, 133–140 deconstructing, 123–131 iPhone keyboard design and, 129–130 job redesign and, 142–145 task analysis, 125–131 World War II bombing raids, 100–102 X.ai, 97 Xu Heyi, 164 Yahoo, 216 Y Combinator, 210 Yeomans, Mike, 117 YouTube, 176 ZipRecruiter, 93–94, 100 About the Authors AJAY AGRAWAL is professor of strategic management and Peter Munk Professor of Entrepreneurship at the University of Toronto’s Rotman School of Management and the founder of the Creative Destruction Lab.

Measure What Matters: How Google, Bono, and the Gates Foundation Rock the World With OKRs by John Doerr

Abraham Maslow, Albert Einstein, Big Tech, Bob Noyce, cloud computing, collaborative editing, commoditize, crowdsourcing, data science, fail fast, Fairchild Semiconductor, Firefox, Frederick Winslow Taylor, Google Chrome, Google Earth, Google X / Alphabet X, Haight Ashbury, hockey-stick growth, intentional community, Jeff Bezos, job satisfaction, Khan Academy, knowledge worker, Mary Meeker, Menlo Park, meta-analysis, PageRank, Paul Buchheit, Ray Kurzweil, risk tolerance, Salesforce, scientific management, self-driving car, Sheryl Sandberg, side project, Silicon Valley, Silicon Valley startup, Skype, Steve Jobs, Steven Levy, subscription business, Susan Wojcicki, web application, Yogi Berra, éminence grise

OBJECTIVE Modernize, rationalize, and secure the technology used to run the business of Intuit. KEY RESULTS Complete migration of Oracle eBusiness Suite to R12 and retire 11.5.9 this quarter. Deliver wholesale billing as a platform capability by end FY16. Complete onboarding of agents in small business unit to Salesforce. Create a retirement plan for all legacy technology. Draft and get alignment on new Workforce Technology strategies, road maps, and principles. * * * — Live Data from the Cloud Intuit views itself as a thirty-four-year-old start-up. Beginning with the personal computer in the 1980s, our history reflects a series of tech disruptions, with each new platform upending its predecessor.

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OKRs speak to something more powerful, the intrinsic value of the work itself. As the bar for structured goal setting rises, more organizations are adopting robust, dedicated, cloud-based OKR management software. The best-in-class platforms feature mobile apps, automatic updating, analytics reporting tools, real-time alerts, and integration with Salesforce, JIRA, and Zendesk. With three or four clicks, users can navigate a digital dashboard to create, track, edit, and score their OKRs. These platforms deliver transformative OKR values: They make everyone’s goals more visible. Users gain seamless access to OKRs for their boss, their direct reports, and the organization at large.

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See feedback personal computers (PCs), 29 , 35 –36, 128 –29 Pichai, Regunatha, 144 , 152 Pichai, Sundar, 14 , 14 n, 54 , 143 –53, 151 , 252 Pink, Daniel, 117 positive feedback, 185 Potloff, Philip, 135 Powell, Casey, 36 , 41 , 46 power sharing, 24 n Practice of Management, The (Drucker), 25 principled stretching, 164 private OKRs, 73 , 74 –75, 77 –78 Progress Principle, The (Amabile and Kramer), 216 progress updates, 183 n, 269 –70, 276 Project Aristotle, 215 Project Loon, 143 psychological safety, 215 Publish What You Pay, 242 pulsing, 216 –17, 279 qualitative goals, 52 –54, 54 , 274 quantitative goals, 52 –54, 54 , 274 quarterly OKRs, 7 –8, 51 –52, 176 , 274 at Google, 14 n at Intel, 28 number of, 55 , 274 at Nuna, 72 at YouTube, 165 –66 at Zume Pizza, 187 QuickBooks Online, 102 , 104 , 108 –9 Radabaugh, Debra, 248 Rajani, Rakesh, 240 ratings biases, 181 reading, recommended, 281 –82 recognition, 176 , 186 –88, 279 culture and, 216 –17 recognition stories, 187 recording goals, 117 redundancy, 78 , 96 –97 red zone (“at risk”), 118 , 130 , 168 , 231 –32 reflection, 124 –25, 183 goal planning and, 183 , 269 Remind, 58 –68 goals for growth, 65 –67, 118 –19 OKRs, 64 –67, 66 scaling on a shoestring, 63 –65 Twitter for education, 60 –63 retention, 64 , 231 revising OKRs, 17 , 86 , 113 , 275 Rice University, 19 Risk Management Solutions (RMS), 79 , 141 Rivera, Miriam, 63 Rosenberg, Jonathan, 13 , 14 , 115 , 116 , 251 –52 Rowling, J. K., 47 “rule of seven,” 14 Salesforce, 114 sandbagging, 34 , 78 , 181 , 259 –60 Sandberg, Sheryl, 54 n, 175 , 184 –85, 251 Sand Hill Unicorns, 81 , 81 –85, 82 , 84 , 87 San Francisco Marathon, 88 San Jose Hyatt House, 43 scaling, 113 –14 culture and, 220 –21 at Google, 3 , 11 MyFitnessPal story, 93 –94, 95 Nuna story, 72 Remind story, 63 –65 Zuma Pizza story, 203 scarcity, 161 Schmidt, Eric, 6 n, 11 , 13 , 15 , 140 , 146 , 251 , 252 scoring, 120 –22 assessment variations, 123 –24 Sculley, John, 248 Sears, 8 Seidman, Dov, 219 –21 self-actualization, 136 –37 self-assessments, 122 –24, 276 assessment variations, 123 –24 self-discipline, 30 , 31 , 202 –3 self-driving cars, 140 , 143 self-reflection, 124 –25 goal planning and, 183 , 269 Series A funding, 64 , 94 Series B funding, 64 Shriver, Bobby, 237 Sibyl, 161 silos, 12 , 25 , 102 –3, 275 Slack, 12 , 73 , 110 , 111 Slavitt, Andrew M., 76 Smith, Brad, 104 –5, 106 Smith, Jeff, 231 –32 “snippets,” 11 n Social+Capital Partnership, 64 stack rankings, 175 , 191 , 278 Staffa, Tim, 179 –80 Stanford University, 3 , 21 n, 144 , 152 Stonesifer, Patty, 126 –32, 127 stretch goals, 17 , 34 , 133 –71, 277 –78 Bono’s ONE Campaign story, 238 –39 daring to fail, 33 –34 Google Chrome story, 143 –53 gospel of 10x, 138 –40 need to stretch, 136 –38 stretch variables, 141 –42 YouTube story, 154 –71 structured goal setting, 9 –10, 134 , 203 , 215 subjective self-assessments, 122 –24, 276 suggestion boxes, 185 Sun Microsystems, 6 –7, 148 Superpower #1 (focus and commit to priorities), 16 –17, 47 –76, 274 care of key results, 50 communicating with clarity, 49 –50 less is more, 55 –57 Nuna story, 69 –76 pairing key results, 52 –54 the perfect and the good, 54 –55 Remind story, 58 –68 top-line goals, 48 –49 the what, how, when, 51 –52 Superpower #2 (align and connect for teamwork), 17 , 77 –112, 275 bottom-up OKRs, 86 –89 cascading OKRs, 79 –86 cross-functional coordination, 88 –89 Intuit story, 102 –12 MyFitnessPal story, 90 –101 Sand Hill Unicorns, 81 –85 Superpower #3 (track for accountability), 17 , 113 –32, 276 –77 Gates Foundation story, 126 –32 midlife tracking, 117 –19 OKR shepherds, 115 –16 reflection, 124 –25 scoring, 120 –22 self-assessment, 122 –24 setting up, 113 –15 Superpower #4 (stretch for amazing), 17 , 133 –71, 277 –78 Google Chrome story, 143 –53 gospel of 10x, 138 –40 need to stretch, 136 –38 stretch variables, 141 –42 YouTube story, 154 –71 Suzuki, Joseph, 205 –6 Taylor, Frederick Winslow, 24 teamwork, 12 , 178 , 275 .

The Smartphone Society by Nicole Aschoff

"Susan Fowler" uber, 4chan, A Declaration of the Independence of Cyberspace, Airbnb, algorithmic bias, algorithmic management, Amazon Web Services, artificial general intelligence, autonomous vehicles, barriers to entry, Bay Area Rapid Transit, Bernie Sanders, Big Tech, Black Lives Matter, blockchain, carbon footprint, Carl Icahn, Cass Sunstein, citizen journalism, cloud computing, correlation does not imply causation, crony capitalism, crowdsourcing, cryptocurrency, data science, deep learning, DeepMind, degrowth, Demis Hassabis, deplatforming, deskilling, digital capitalism, digital divide, do what you love, don't be evil, Donald Trump, Downton Abbey, Edward Snowden, Elon Musk, Evgeny Morozov, fake news, feminist movement, Ferguson, Missouri, Filter Bubble, financial independence, future of work, gamification, gig economy, global value chain, Google Chrome, Google Earth, Googley, green new deal, housing crisis, income inequality, independent contractor, Jaron Lanier, Jeff Bezos, Jessica Bruder, job automation, John Perry Barlow, knowledge economy, late capitalism, low interest rates, Lyft, M-Pesa, Mark Zuckerberg, minimum wage unemployment, mobile money, moral panic, move fast and break things, Naomi Klein, Network effects, new economy, Nicholas Carr, Nomadland, occupational segregation, Occupy movement, off-the-grid, offshore financial centre, opioid epidemic / opioid crisis, PageRank, Patri Friedman, peer-to-peer, Peter Thiel, pets.com, planned obsolescence, quantitative easing, Ralph Waldo Emerson, RAND corporation, Ray Kurzweil, RFID, Richard Stallman, ride hailing / ride sharing, Rodney Brooks, Ronald Reagan, Salesforce, Second Machine Age, self-driving car, shareholder value, sharing economy, Sheryl Sandberg, Shoshana Zuboff, Sidewalk Labs, Silicon Valley, single-payer health, Skype, Snapchat, SoftBank, statistical model, Steve Bannon, Steve Jobs, surveillance capitalism, TaskRabbit, tech worker, technological determinism, TED Talk, the scientific method, The Structural Transformation of the Public Sphere, TikTok, transcontinental railway, transportation-network company, Travis Kalanick, Uber and Lyft, Uber for X, uber lyft, upwardly mobile, Vision Fund, W. E. B. Du Bois, wages for housework, warehouse robotics, WikiLeaks, women in the workforce, yottabyte

After months of organizing, including an open letter signed by dozens of respected scientists and public figures criticizing the ethics of the Maven project, Google backed out of the contract. The victory emboldened tech workers at other companies. At Amazon, employees lobbied executives to stop selling facial recognition software to law enforcement, while tech workers at Microsoft and Salesforce called for their companies to cancel contracts with Immigration and Customs Enforcement. Google workers have maintained their momentum since the Maven victory. They’ve walked out over Google’s cover-up of sexual harassment, protested the company’s plan to build a censored search engine for the Chinese government, and critiqued Google’s tiered workforce structure.

…

Google employees didn’t want to be involved in projects tasked with perfecting drone technology; they didn’t want to sign their name to a censored search engine; they refused to look the other way when sexual abusers got a bonus. Tech workers at Amazon demonstrated the same principles when they stood up against their company’s selling facial recognition software to police departments; workers at Microsoft and Salesforce joined them when they realized their hard work was being used to separate families trying to cross the US border. Norms and behaviors might be hard to define, but sometimes they are central. For example, proponents of the Green New Deal advocate a plan in which, over time, countries switch from dirty energy to clean energy.

…

., 68 recommender algorithm, 67 Reddit, 24 redlining, digital, 29 regulation of monopolies, 43–46 reinforcement learning, 157 Rekognition software, 149 relationships, expectations and norms about, 24–25 religious beliefs, tech-based, 123 remote medicine, 10 rents, 48 research funding, 55 retreat from technology, 132–35 Reynolds, Diamond “Lavish,” 20, 35 Rice, Tamir, 18 “right to repair,” 155 right-wing movements, 105–7 Rise Above Movement (RAM), 106–7 rituals, on social media, 61 Robbin, Jonathan, 77 robots, 128, 131 Rockefeller, Jay, 77 Rockefeller, John D., 37, 54, 57 Rongwen, Zhuang, 94 Roosevelt, Franklin Delano, 88 Rousseff, Dilma, 97 Rudder, Christian, 23 rural areas: internet access for, 29, 149–50 Salesforce: employees organizing at, 148; immoral projects at, 154 Sandberg, Sheryl, 107 Sanders, Bernie, 103–5, 110 Santana, Feidin, 19, 20 Santelli, Rick, 105 Saudi Arabia, censorship in, 95 Scavino, Dan, 88 Schifter, Doug, 127 Schillinger, Klemens, 8 Schneier, Bruce, 135 Schrems, Max, 151 science fiction, 126 Scott, Walter, 19, 20 scraping, 71 Seamless, 30 search algorithms, 51–52, 53 Seasteading Institute, 124 Seinfeld, Jerry, 110 self-esteem, 65 selfies, 59–60 selfish behavior, 138–39, 154–56 self-monitoring tools, 69 service jobs, 33–34 Seth, Jodi, 56 sexism, 23–27, 35 sexting, 25–27, 35 sexual division of labor, 74–75 sexual harassment, 25, 27, 126–27 sexuality, 23–27, 35 sexual violence, 25 shareholder value society, 98 sharing on social media, 60–61, 84 Sharpton, Al, 102 shopping, mobile, 31–32 short message service (SMS), 6 Sidewalk Labs, 41 Sierra Club, 157 signals intelligence, 95–96 “silent spring,” 7 Silicon Valley, 115–41; distrust of, 125–31; and government control, 124; and spirit of capitalism, 115–25; taking back control from, 131–41 Silicon Valley Rising (SVR), 147 Sina Weibo (China), 94 Singh, Jagmeet, 93–94 the Singularity, 123 skeptics, 7–8 Skype, 81 slacktivism, 111 Slager, Michael, 19 Slutwalks, 108 smartness, 9 smartphone(s): demographics of, 3, 4; vs.

San Francisco Like a Local by DK Eyewitness

back-to-the-land, Big Tech, bike sharing, Black Lives Matter, Blue Bottle Coffee, Bottomless brunch, COVID-19, crowdsourcing, gentrification, Golden Gate Park, Greta Thunberg, Haight Ashbury, Kickstarter, Lyft, messenger bag, ride hailing / ride sharing, Salesforce, sharing economy, Silicon Valley, South of Market, San Francisco, tech bro, tech worker, uber lyft, young professional

Join the locals for the all-levels vinyasa Sunday session here or, for something a bit more bonkers than blissed-out, book into the Friday-night class, which follows up an hour of beach yoga with an hour of silent disco. Reserve ahead; the fee is $25. g Alfresco Fitness g Contents Google Map Rooftop Tai Chi Map 1; Salesforce Park, SoMa; ///tanks.boats.brands; www.salesforcetransitcenter.com There’s something very San Franciscan about taking a free tai chi class in a software-branded public park 70 ft (21 m) in the air. Located on top of the four-blocks-long Salesforce Transit Center building, the park is the favorite lunchtime haunt of SoMa’s concrete-bound office workers. And, of course, there’s nothing to take your mind off your start-up’s IPO – or stock market launch – like a spot of afternoon tai chi.

The Digital Doctor: Hope, Hype, and Harm at the Dawn of Medicine’s Computer Age by Robert Wachter

activist fund / activist shareholder / activist investor, Affordable Care Act / Obamacare, AI winter, Airbnb, Atul Gawande, Captain Sullenberger Hudson, Checklist Manifesto, Chuck Templeton: OpenTable:, Clayton Christensen, cognitive load, collapse of Lehman Brothers, computer age, creative destruction, crowdsourcing, deep learning, deskilling, disruptive innovation, driverless car, en.wikipedia.org, Erik Brynjolfsson, everywhere but in the productivity statistics, Firefox, Frank Levy and Richard Murnane: The New Division of Labor, general purpose technology, Google Glasses, human-factors engineering, hype cycle, Ignaz Semmelweis: hand washing, Internet of things, job satisfaction, Joseph Schumpeter, Kickstarter, knowledge worker, lifelogging, Marc Benioff, medical malpractice, medical residency, Menlo Park, minimum viable product, natural language processing, Network effects, Nicholas Carr, obamacare, pattern recognition, peer-to-peer, personalized medicine, pets.com, pneumatic tube, Productivity paradox, Ralph Nader, RAND corporation, Richard Hendricks, Robert Solow, Salesforce, Second Machine Age, self-driving car, seminal paper, Silicon Valley, Silicon Valley startup, six sigma, Skype, Snapchat, software as a service, Steve Jobs, Steven Levy, TED Talk, The future is already here, the payments system, The Wisdom of Crowds, Thomas Bayes, Toyota Production System, Uber for X, US Airways Flight 1549, Watson beat the top human players on Jeopardy!, Yogi Berra

In one particularly damning mash-up, Bush slings around virtually every Internet buzz-term: “creating network effect, creating an Airbnb.” “a little bit of Facebook.” “it’s a little bit like Salesforce.com, but we do more work.” “athenahealth is a cloud-based service—we sell results. Amazon has great software, athena has great software; Amazon sells stories, we sell paid claims, settled appointments, filed claims.” Einhorn then cued another clip, this one of the King of Market Hype, Jim Cramer, host of CNBC’s Mad Money. “Even before Marc Benioff [founder of Salesforce and the person generally credited with popularizing the idea of cloud-based commerce] knew what a cloud was,” said Cramer, “Jonathan Bush did—you can say that he invented the damn thing.”

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In The Digital Doctor, Wachter is our indispensable guide through the computerization of medicine—the rich history, the forces that impede progress, and the potential for today’s technology innovations to transform every aspect of healthcare. Read this book and you will see the future of medicine.” —Marc Benioff, Chairman and CEO, Salesforce “Noted physician-author Bob Wachter takes the reader on a fascinating journey of discovery through medicine’s nascent digital world. He shows us that it’s not just the technology but how we manage it that will determine whether the computerization of medicine will be for good or for ill. And he reminds us that the promise of technology in healthcare will be realized only if it augments, but does not replace, the human touch.”

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While the 12,000 residents of Verona went about their business, another 12,000 outof-town visitors packed the “Deep Space” auditorium on the 811-acre “Intergalactic Headquarters” of the town’s dominant employer, Epic. Like a slightly cheesy version of the glitzy users’ meetings thrown by Apple and Salesforce, the visitors—all Epic customers—were there mostly to attend some of the conference’s 750 sessions on Epic’s products and plans. “Little Cow Pokes: Optimizing Pediatric SmartSets and Immunizations” was the title of one session. “Old MacDonald Had a Farm … of Remote Coders” was another. The classes were scattered around the whimsical campus, adored by many Epic employees for its themed buildings (there’s one called Heaven and another called Barn; an “Olde English”–themed building is under construction), babbling brook, statues of the Cat in the Hat and a blue neon cow, treehouse-cum-conference room, and two-story spiral tube slide.

The Costs of Connection: How Data Is Colonizing Human Life and Appropriating It for Capitalism by Nick Couldry, Ulises A. Mejias

"World Economic Forum" Davos, 23andMe, Airbnb, Amazon Mechanical Turk, Amazon Web Services, behavioural economics, Big Tech, British Empire, call centre, Cambridge Analytica, Cass Sunstein, choice architecture, cloud computing, colonial rule, computer vision, corporate governance, dark matter, data acquisition, data is the new oil, data science, deep learning, different worldview, digital capitalism, digital divide, discovery of the americas, disinformation, diversification, driverless car, Edward Snowden, emotional labour, en.wikipedia.org, European colonialism, Evgeny Morozov, extractivism, fake news, Gabriella Coleman, gamification, gig economy, global supply chain, Google Chrome, Google Earth, hiring and firing, income inequality, independent contractor, information asymmetry, Infrastructure as a Service, intangible asset, Internet of things, Jaron Lanier, job automation, Kevin Kelly, late capitalism, lifelogging, linked data, machine readable, Marc Andreessen, Mark Zuckerberg, means of production, military-industrial complex, move fast and break things, multi-sided market, Naomi Klein, Network effects, new economy, New Urbanism, PageRank, pattern recognition, payday loans, Philip Mirowski, profit maximization, Ray Kurzweil, RFID, Richard Stallman, Richard Thaler, Salesforce, scientific management, Scientific racism, Second Machine Age, sharing economy, Shoshana Zuboff, side hustle, Sidewalk Labs, Silicon Valley, Slavoj Žižek, smart cities, Snapchat, social graph, social intelligence, software studies, sovereign wealth fund, surveillance capitalism, techlash, The Future of Employment, the scientific method, Thomas Davenport, Tim Cook: Apple, trade liberalization, trade route, undersea cable, urban planning, W. E. B. Du Bois, wages for housework, work culture , workplace surveillance

Likewise, 30–50 percent of the US trucking industry is now using electronic onboard recorders that radically change truckers’ relations to their work, fostering competitive individualism and influencing their behavior.104 Monitoring work interactions. Models developed and refined in the domain of general social interactions are now being applied to the domain of workplace interactions, thus normalizing the overall transformation. An emerging $11 billion industry is developing “enterprise social” platforms such as Microsoft’s Yammer, Salesforce’s Chatter, and (the name says it all) Facebook at Work. These platforms, inspired by social media, function to collect data from a worker’s daily interactions and convert them into metrics that can be used to assess job performance, identify interventions to reward or punish workers, or even make hiring and firing decisions.105 Bodily surveillance.

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See also Amazon; Apple; Facebook; Google; Microsoft Bing (Microsoft), 225n14 “Biopolitical Public Domain” (Cohen), 223n2, 224n14 biopolitics, 231n136 biosensors, 141 bodily surveillance of workers, 65–66, 153–54, 159 Bolivia, historical colonialism in, 106 Booth, Charles, 120, 124 Bororo people, and historical colonialism, xiv–xv Bosworth, Andrew, 16 Bouk, Dan, 120, 121 Bourdieu, Pierre, 123 “brain memory,” 142 Brandeis, Louis, 178 Brauneis, Robert, 145 Brazil, privacy laws in, 181, 259n131 Brown, Wendy, 33, 231n135 Bucher, Taina, 170 Buckle, Henry, 122 California, Consumer Privacy Act (2018) of, 179, 180 Cambridge Analytica, 3, 53, 137–38, 140, 178, 187 Camerer, Colin, 141 Capital and Language (Marazzi), 231n138 capitalism, 3–35; “alibi for capitalism,” 102–3; and Autonomist tradition, 34–35, 231–32nn138–140; and capitalization of human life without limit, 5–6; company-states, defined, 39; data and emerging social order of, 19–27; data colonialism, defined, 3–4; data colonialism, features, 6–18; and data relations, 27–32; defined, 33; “digital capitalism” versus, 32–33; as expansionary, xvi–xvii, 222n21; and historical colonialism components, 4–5; and neoliberalism, 33–34; privacy and contradictions of, 181–84; social relations in data as colonialism (See data colonialism). See also Marx, Karl Capitalism and Slavery (Williams), 222n24 capitalization of human life without limit, defined, 5–6 Capital (Marx), 229n116 captology, 150 Catholic missionaries, 242n36 Césaire, Aimé, 77 Chakravartty, Paula, 96–97 Chatter (Salesforce), 65 Chile, International Telephone & Telegraph in, 96 chilling effect, 164 China: AI goals of, 246n58; data and emerging social order of capitalism, 19, 228n99; digital platforms and stabilizing capitalism in, 26; GDP of, 104; and geopolitical competition with United States, xx; internal colonizing and social quantification sector, 53–57; Internet Plus in, 11, 57, 222–23n35; labor in, 46; Opium Wars, 109; platform development by, 13–14; privacy standards in, 181; privately acquired data versus census in, 123; social credit system of, 24, 57, 133–34; surveillance technology of, 10, 29, 100; underpaid labor in, 60.

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See also specific names of countries “reification,” 230n129 Rekognition (Amazon), 10 remote desktop surveillance, 64–65 reputation, platform management of, 130 Requerimiento (Spanish colonial document), 92–94; as analogy to Google EULA and Facebook SRR, 93–94; original purpose of, 92 “reserve army,” unemployed as, 61 Restrepo, Pascual, 238n117 RFID tags, 64 Richards, Neil, 179 Ricoeur, Paul, 253n10, 254n34 Rieder, Bernhard, 137 Rooney, Sally, xv Rose, Nikolas, 122 Rosenblat, Alex, 62 Rossiter, Ned, 39, 47 Rössler, Beate, 154, 165 Rotenberg, Marc, 177 Rouvroy, Annette, 127–28, 249n141 Russia, social quantification sector in, 55 sacrifice zones, 90 Safari (Apple), 48–49 Said, Edward, 77, 239n34 Salesforce, 65 Sammadar, Ranabir, 66 Sandvig, Christian, 132 Santos, Boaventura de Sousa, 201, 263n46 Saudi Aramco, 54 Scandia, 153 Schildt, Hakan, 153 Schneier, Bruce, xv, 23–24, 128, 135 Schüll, Natasha Dow, 171–72 seamfulness, Vertesi on, 198–201 seamlessness, Cohen on, 229n106 second-order control, 182–83 “second slavery,” 73–74 self: double consciousness of, 157; integrity of, 156–61, 197, 204–5; self-determination, 154–55, 252–53n10; Self versus Other, 239n34; space of the self concept, 156–57, 161–65, 167, 172, 178, 199 self-tracking: as autonomy illusion, 168–73; personal data appropriation spectrum of, 173–76; Quantified Self movement, 168, 171, 257n77; “situated objectivity” of, 256n70; as social knowledge, 128–29, 133; in workplace, 65–66, 153–54 Self-Tracking (Neff, Nafus), 257n77 Sen, Amartya, 201–2 sensors and sensing: biosensors, 141; body sensors, 171; GPS tracking, 29; sensing as model for knowledge, 8; for telematics, 65.

The Equality Machine: Harnessing Digital Technology for a Brighter, More Inclusive Future by Orly Lobel

2021 United States Capitol attack, 23andMe, Ada Lovelace, affirmative action, Airbnb, airport security, Albert Einstein, algorithmic bias, Amazon Mechanical Turk, augmented reality, barriers to entry, basic income, Big Tech, bioinformatics, Black Lives Matter, Boston Dynamics, Charles Babbage, choice architecture, computer vision, Computing Machinery and Intelligence, contact tracing, coronavirus, corporate social responsibility, correlation does not imply causation, COVID-19, crowdsourcing, data science, David Attenborough, David Heinemeier Hansson, deep learning, deepfake, digital divide, digital map, Elon Musk, emotional labour, equal pay for equal work, feminist movement, Filter Bubble, game design, gender pay gap, George Floyd, gig economy, glass ceiling, global pandemic, Google Chrome, Grace Hopper, income inequality, index fund, information asymmetry, Internet of things, invisible hand, it's over 9,000, iterative process, job automation, Lao Tzu, large language model, lockdown, machine readable, machine translation, Mark Zuckerberg, market bubble, microaggression, Moneyball by Michael Lewis explains big data, natural language processing, Netflix Prize, Network effects, Northpointe / Correctional Offender Management Profiling for Alternative Sanctions, occupational segregation, old-boy network, OpenAI, openstreetmap, paperclip maximiser, pattern recognition, performance metric, personalized medicine, price discrimination, publish or perish, QR code, randomized controlled trial, remote working, risk tolerance, robot derives from the Czech word robota Czech, meaning slave, Ronald Coase, Salesforce, self-driving car, sharing economy, Sheryl Sandberg, Silicon Valley, social distancing, social intelligence, speech recognition, statistical model, stem cell, Stephen Hawking, Steve Jobs, Steve Wozniak, surveillance capitalism, tech worker, TechCrunch disrupt, The Future of Employment, TikTok, Turing test, universal basic income, Wall-E, warehouse automation, women in the workforce, work culture , you are the product

Syndio’s platform aims to ensure that people are paid equitably before and after they’re hired and that they’re promoted based on objective, unbiased standards. When Salesforce ran an external audit to look at their pay gaps in 2015, they discovered millions of dollars of gaps that required adjustment. The next year, despite these adjustments, they discovered another $3 million in pay gaps. Salesforce hired Syndio to help them analyze the compensation data in a more systemic, ongoing way than an annual external audit. Maria Colacurcio, CEO of Syndio, says that we need to reframe the word “audit” and think about embedding pay equity into the process of salaries all throughout. With employees in twenty-eight countries, Salesforce needs to manage the complexities of regional variation and differences in laws.

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With employees in twenty-eight countries, Salesforce needs to manage the complexities of regional variation and differences in laws. With Syndio’s help, Salesforce significantly reduced the need for annual adjustments, sustained pay equity, and in 2021 was named number two in Fortune’s 100 Best Companies to Work For. Syndio’s customers until 2020 were more focused on gender pay gaps—only half of the clients requested analysis by race. But Syndio reports that since 2020, 98 percent now analyze gender and race, with growing attention also to sexual orientation, gender identity, and disability status. For example, ongoing auditing of the data can illuminate how merit raises can be based on biased evaluations.

Big Data: A Revolution That Will Transform How We Live, Work, and Think by Viktor Mayer-Schonberger, Kenneth Cukier

23andMe, Affordable Care Act / Obamacare, airport security, Apollo 11, barriers to entry, Berlin Wall, big data - Walmart - Pop Tarts, Black Swan, book scanning, book value, business intelligence, business process, call centre, cloud computing, computer age, correlation does not imply causation, dark matter, data science, double entry bookkeeping, Eratosthenes, Erik Brynjolfsson, game design, hype cycle, IBM and the Holocaust, index card, informal economy, intangible asset, Internet of things, invention of the printing press, Jeff Bezos, Joi Ito, lifelogging, Louis Pasteur, machine readable, machine translation, Marc Benioff, Mark Zuckerberg, Max Levchin, Menlo Park, Moneyball by Michael Lewis explains big data, Nate Silver, natural language processing, Netflix Prize, Network effects, obamacare, optical character recognition, PageRank, paypal mafia, performance metric, Peter Thiel, Plato's cave, post-materialism, random walk, recommendation engine, Salesforce, self-driving car, sentiment analysis, Silicon Valley, Silicon Valley startup, smart grid, smart meter, social graph, sparse data, speech recognition, Steve Jobs, Steven Levy, systematic bias, the scientific method, The Signal and the Noise by Nate Silver, The Wealth of Nations by Adam Smith, Thomas Davenport, Turing test, vertical integration, Watson beat the top human players on Jeopardy!