Manufacturing Profits Came Back. Manufacturing Jobs Didn't. : Planet Money : NPR
Manufacturing Profits Came Back. Manufacturing Jobs Didn't.
John Cox
Blogs · @wyome
Tagged business · everything
Why Everyone Should Work in Sales — at Least for a While | BNET
Gates presented AI as presenting threats comparable to an alien invasion, using his UN General Assembly appearance to warn world leaders about both the transformative potential and serious risks posed by the technology. VandeHei, despite general AI pessimism, found optimistic applications and wrote a productivity guide on doing more with less resources. Farm-ng, a California startup, is deploying AI-powered robots to address agricultural labor shortages by automating tasks like seeding, weeding, and harvesting. A lawsuit accuses major AI companies of coordinating an artificial slowdown to violate antitrust laws. DraftKings and other betting apps are facing accusations of deliberately fostering addiction, with the platform allegedly targeting vulnerable gamblers based on employee testimony.
Business Card Design | Unique Business Cards by Card Observer
A gallery and showcase of the most beautiful, cool, and unique business card designs on the net. Get inspired & submit your card designs.
Freakonomics » The 100 Rules for Being an Entrepreneur
Altucher provides a comprehensive set of practical rules for entrepreneurs based on his experience starting and investing in multiple companies, covering everything from hiring and customer relations to personal health and fundraising strategy. The rules emphasize unconventional wisdom: stay profitable and avoid raising money if possible, treat service businesses as products to command higher valuations, obsessively serve customers' needs even at personal expense, and maintain relationships with potential acquirers years in advance. He also stresses the psychological toll of entrepreneurship—explicitly warning against self-harm and urging proper sleep and exercise—while arguing that most entrepreneurial success comes from execution and persistence rather than protecting ideas.
Entrepreneurs are Iron Chefs, Managers are Swedish Chefs | Daniel Pink
Saras Sarasvathy's research distinguishes entrepreneurial thinking from managerial thinking: entrepreneurs improvise with available resources like Iron Chefs working with unexpected ingredients, while corporate managers decide on a predetermined goal (Swedish meatballs) and optimize the path to achieve it efficiently. The piece explores whether this difference represents a fundamental cognitive divide in how successful business leaders approach problems.
Panabee: Name Generator
Kroger's Q2 sales growth was driven entirely by price increases rather than volume gains—identical store sales excluding fuel were flat at 0.2% as unit volume declined—while the company faces mounting capital pressure with cash reserves down 50% year-to-date despite a pending $1.65 billion acquisition. The report reveals how nominal sales growth masks underlying weakness in customer demand and inventory levels.
This Tech Bubble Is Different - BusinessWeek
I've been provided with what appears to be a Bloomberg homepage or article listing page rather than a specific article to summarize. The content shows various article headlines and sections from Bloomberg Businessweek and Bloomberg.com, but there is no actual article text to read and summarize. To provide you with an accurate summary, please share the actual article content or text that you'd like me to summarize.
Corner Office - The 5 Habits of Highly Effective C.E.O.’s - NYTimes.com
Based on interviews with over 70 CEOs, this piece identifies five teachable qualities that distinguish high-performing leaders from their peers: passionate curiosity, battle-hardened confidence, team smarts, a simple mind-set, and fearlessness. The author argues these traits are not innate but developed through attitude and discipline, and that CEOs actively seek them in employees they hire and promote because they directly correlate with success across different types of organizations. Rather than proposing novel management theory, the piece draws on concrete examples and anecdotes from executives to illustrate how each quality manifests in practice—from asking unconventional questions to handling adversity to cutting through complexity to embracing productive discomfort.
Camels and Rubber Duckies - Joel on Software
# Summary Joel Spolsky traces the theoretical foundation for software pricing through demand curves and profit optimization, demonstrating that a simple economic model suggests an ideal price point where marginal revenue meets marginal cost—but then systematically dismantles this theory's practical applicability. He explains how companies attempt to capture "consumer surplus" through price segmentation (discounts, coupons, tiered versions), showing both why it works in theory and why it backfires in practice when customers discover they're paying different prices or feel exploited. Ultimately, Spolsky argues that the only reliable way to determine demand is through actual sales experimentation, that price itself sends quality signals to consumers, and that cheaper prices can function as long-term advertising investments—but he concludes the endeavor is fundamentally unknowable, leaving readers unable to definitively answer the original question.
The Strange Economics of Water, and Why It Shouldn’t Be Free: A Guest Post
Charles Fishman illustrates the paradox of water economics through the Cleveland Cavaliers' removal of drinking fountains to boost bottled water sales, showing that consumers pay thousands of times more for bottled water than tap water despite buying the same product. He argues that while bottled water succeeds by selling convenience and branding rather than the water itself, the real problem is that underpriced tap water creates no incentive for maintenance or conservation of critical infrastructure—the U.S. spends nearly as much annually on plastic bottles as on maintaining its entire water system. Fishman contends that water needs appropriate pricing to signal its value and fund the modernization of aging systems, not the false message of being free and unlimited.
Freakonomics » Ten Things You Need to Do if You Were Hired Today
Altucher draws lessons from his early career at HBO to offer ten rules for succeeding at a new job: love your company's product and watch/study it obsessively, learn the company's history and executive origins, arrive early to support your boss and give them full credit for your work, cultivate relationships with secretaries and HR staff who control information flow, regularly test your market value by interviewing elsewhere, study marketing campaigns and industry dynamics, adopt an ownership mentality by saying "we" instead of "I," and plan your exit from day one by identifying gaps you can fill as an entrepreneur. Woven through personal anecdotes about witnessing a fatal accident on his first day and struggling with imposter syndrome, he argues that mastery of corporate culture combined with entrepreneurial thinking transforms a junior employee into someone who can eventually leave to start their own competing or complementary business.
(500) http://www.josebaldaia.com/intuinovare/?p=3497&lang=en
RT @Jabaldaia: White spaces waiting for innovation projects
Real Business - How I got a blank book to the top of the Amazon charts
A case study on how someone leveraged Amazon's algorithm and marketing tactics to make a blank book become a bestseller.
The Management Myth - Magazine - The Atlantic
The author, a philosophy PhD who became a management consultant and founding partner of a consulting firm, argues that management theory is fundamentally unscientific and philosophically hollow—rooted in Frederick Taylor's dubious "scientific management" of the 1890s, which masked subjective judgments as objective data, and perpetuated through later theorists like Elton Mayo who merely recycled humanistic platitudes as revolutionary breakthroughs. Business schools provide little genuine education beyond credential-signaling and networking, and management theory itself is essentially a moralizing discipline disguised as technical expertise, one that corporate executives manipulate to justify control over workers while remaining insulated from accountability for their failures.
Of the 1%, by the 1%, for the 1% | Society | Vanity Fair
The essay argues that America's extreme wealth inequality—where the top 1 percent now captures nearly a quarter of all income and 40 percent of wealth—represents a fundamental threat to both economic efficiency and democratic legitimacy, not merely a matter of fairness. The author contends that this inequality stems partly from structural economic forces like globalization and technology, but significantly from deliberate policy choices favoring the wealthy: preferential tax treatment, lax antitrust enforcement, financial deregulation, and the corrupting influence of money in politics that ensures elected officials serve the interests of the rich. Drawing comparisons to the autocratic societies experiencing popular uprisings in the Middle East, Stiglitz warns that America risks similar instability unless the wealthy recognize that their own long-term security depends on investing in the common good—a principle he calls "self-interest properly understood."
How We All Missed Web 2.0′s “Netscape Moment”
DST's 2009 investment in Facebook at a $10 billion valuation marked a pivotal shift in startup economics comparable to Netscape's 1995 IPO, not because it was itself a liquidity event, but because it enabled a new model where high-growth companies could avoid going public indefinitely while still accessing capital through secondary markets and providing investor returns. Just as Netscape's IPO proved that unprofitable startups could access public markets, Facebook demonstrated the inverse—that companies didn't need to go public at all to achieve growth, liquidity, and strategic flexibility—a change driven by structural shifts in public market regulations and sentiment that made IPOs increasingly unattractive for tech founders. The secondary market explosion that followed has already rippled through the Valley's investment strategies and employee incentives, though the risk of degradation and excess looms if the industry fails to exercise restraint.
Google Payment VP/Former PayPal Exec Osama Bedier On eCommerce: Major Change Is Coming
Google's Osama Bedier argued at Web 2.0 Expo that e-commerce is poised for a major shift driven by the convergence of mobile, local, and social technologies, requiring three foundational changes: digital payments, cloud-based inventory, and interoperable identity systems. The piece notes this vision comes as Google partners with MasterCard and Citigroup on NFC payments testing and files patents for a centralized mobile commerce system that would collect detailed transaction data beyond what PayPal currently offers.
Flow: Task Management and Online Collaboration for Teams
A task management and collaboration platform designed to help teams organize and coordinate their work online.
Harold Jarche » The Evolving Social Organization
As organizations grow beyond roughly 150 people, they become "complicated" rather than simple, developing hierarchical layers that push decision-making and innovation to the periphery and fragment knowledge into silos. The piece argues that today's complex business environments demand a shift from traditional hierarchical structures toward "wirearchy"—networks based on knowledge, trust, and credibility—enabled by social learning practices where employees continuously learn through peer conversations, collaborative problem-solving, and informal knowledge sharing rather than formal training. Companies like SFR, Ford, and SunGard demonstrate that implementing social learning platforms generates measurable business benefits while helping organizations navigate complexity, generational diversity, and the need for constant innovation.
Innovate on Purpose: Innovation does not start with idea generation
The author argues that innovation does not begin with idea generation, as commonly claimed, but rather requires three prerequisites: understanding organizational strategy and goals, anticipating future trends and market conditions, and identifying genuine customer needs. Only when these three factors converge—what the author calls "ideating in context"—can brainstorming and idea generation produce valuable, relevant ideas aligned with both business capability and market opportunity. The widespread overemphasis on idea generation itself reflects that it's the easiest phase to organize, when the real innovation work lies in the strategic thinking and customer research that should precede it.