2009 Wisconsin Farm Technology Days - Photos

A New News Media Emerges for Our New World

Summary: One indicator of the massive changes sweeping America is the destruction of longtime solid business models. This post discussed colleges; today we look at the news media. Tons of ink have been spilled on this, but IMO ignoring some likely outcomes.

The major news media are on a treadmill. Loss of credibility shrinks their audience, hence less revenue, hence reduced funding. Which reduces the quality of their product, hence even less audience. Worse is the loss of advertisers to new media (e.g., Craigslist and Google), which means less revenue, less funding for news collection, and smaller audiences.

This posts speculates about the future, what new models might emerge from this turmoil. Here are some guesses.

The Rise and Fall of Henry Ford's Forgotten Jungle City By Greg Grandin

We revere Henry Ford: the inventor of modern mass production; the man who put Americans on wheels; the stolid Midwesterner whose ingenuity, common sense and hard work built an empire. Yet this same man was a bundle of contradictions: a pacifist who built tanks and warplanes, and who unleashed frightful brutality against his own striking workers; a hardheaded tycoon who strove to restore a sentimental vision of small-town life. He was, in short, the quintessential American: a hero and a fool.

"Fordism" also became a beacon for the world. Lenin's Russia, Hitler's Germany and many poor countries looked to the magic of mass production - and the magic of automobiles - to catapult their way to prosperity. Still, it's a little surprising that Greg Grandin wants to explain Henry Ford's America by taking us up the Amazon, where an old-fashioned water tower rises out of the jungle, hinting at a lost utopia.

Grandin, author of "Ford-landia," has rediscovered one of Ford's most ambitious but least known ventures. In 1927, Ford obtained a Connecticut-size chunk of the Brazilian jungle. His immediate goal was to establish a rubber plantation to supply his factories' insatiable demand for tires and gaskets, but he also saw an opportunity to bring Brazil the same blessings that he prided himself on bringing to his Michigan workers: good wages, plus the standards of middle-class propriety that spelled the difference between civilization and chaos.

The Author as Performer

Late last year, for one night only, fans of the musical The Lion King were turned away from the Lyceum theatre in London’s West End. If they had been able to peer inside at the stage they would have witnessed not Simba, dancers in multicoloured costumes and “The Circle of Life” but a solitary, slender 45-year-old Canadian with bouffant hair standing behind a lectern. There were no props, apart from the video screen relaying his image around the huge auditorium, but this didn’t bother the youngish crowd who had bought 4,000 tickets at around £20 a piece to listen to one of two consecutive performances.

The speaker was the influential journalist, author and ideas entrepreneur Malcolm Gladwell, in town to promote his latest book, Outliers: The Story of Success. But this wasn’t a book reading or a Q&A session of the kind authors traditionally submit to. Neither was it a slide show, as you might expect to find at a lecture. Instead, the author recounted a single vignette from the book – the tale of why a plane ended up crashing, from the perspective of the pilots and those in the control tower – and burnished it into a narrative with all the chill and pace of a traditional ghost story. Even the lighting was kept deliberately low to create the right atmosphere. The performance lasted precisely an hour and five minutes, and no questions were invited after Gladwell had finished speaking. Rather than a talk about a book, it looked more like a carefully choreographed stage show.

Lunch with the FT: Sir Simon Rattle

attle found the criticism painful. Popping another tomato in his mouth, he lets slip that the reason Lunch with the FT took so long to arrange – more than a year – was that he was stung by what I had written. “That’s why I avoided speaking to you.”

. . .

But last year his Berlin contract was extended to 2018 – an impressive vote of confidence from an orchestra that, unusually, is entirely self-governing while receiving most of its funds from the state. And a visit to the London Proms revealed a man who had matured and mellowed. He had finally begun to learn German. He still struggles to speak it (“anyone less linguistically gifted than me is hard to imagine”, he confesses), but by attempting to do so he had broken an important psychological barrier. His podium gestures were as jubilant as ever, but his Brahms had acquired unmistakable depth.

Sitting across the lunch table, I begin to understand why. Rattle is settling into comfortable middle age. The blue T-shirt may advertise a man still young at heart but the curls are white and thinning. Yesterday’s boy wonder is now older than most of his orchestra. He has begun to slow down, to be slightly less sensitive to criticism.

But there’s another factor at work. Rattle has made his home in Berlin, something not even Herbert von Karajan, his most illustrious predecessor, had done. He lives in one of the city’s leafy quarters and is often seen doing the family shopping in its open-air markets. It’s as if he has gone native. So what has he learned about the Germans?

“People are more subtle and complicated than they are made out to be,” he answers, pouring some of the red wine he has brought outside. Does this mean Germans are not the humourless caricature peddled by England’s tabloid newspapers? Rattle sighs. It wasn’t until his late twenties, he says, after discussing the horrors of the Nazi era with Viennese conductor Rudolf Schwarz, a Belsen survivor who resumed his career in Birmingham after the war, that he became aware of the complexities of national identity.

Organic Dairies Watch the Good Times Turn Bad

When Ken Preston went organic on his dairy farm here in 2005, he figured that doing so would guarantee him what had long been elusive: a stable, high price for the milk from his cows.

Sure enough, his income soared 20 percent, and he could finally afford a Chevy Silverado pickup to help out. The dairy conglomerate that distributed his milk wanted everything Mr. Preston could supply. Supermarket orders were skyrocketing.

But soon the price of organic feed shot up. Then the recession hit, and families looking to save on groceries found organic milk easy to do without. Ultimately the conglomerate, with a glut of product, said it would not renew his contract next month, leaving him with nowhere to sell his milk, a victim of trends that are crippling many organic dairy farmers from coast to coast.

For those farmers, the promises of going organic — a steady paycheck and salvation for small family farms — have collapsed in the last six months. As the trend toward organic food consumption slows after years of explosive growth, no sector is in direr shape than the $1.3 billion organic milk industry. Farmers nationwide have been told to cut milk production by as much as 20 percent, and many are talking of shutting down.

How David Beats Goliath

When Vivek Ranadivé decided to coach his daughter Anjali's basketball team, he settled on two principles. The first was that he would never raise his voice. This was National Junior Basketball—the Little League of basketball. The team was made up mostly of twelve-year-olds, and twelve-year-olds, he knew from experience, did not respond well to shouting. He would conduct business on the basketball court, he decided, the same way he conducted business at his software firm. He would speak calmly and softly, and convince the girls of the wisdom of his approach with appeals to reason and common sense.

The second principle was more important. Ranadivé was puzzled by the way Americans played basketball. He is from Mumbai. He grew up with cricket and soccer. He would never forget the first time he saw a basketball game. He thought it was mindless. Team A would score and then immediately retreat to its own end of the court. Team B would inbound the ball and dribble it into Team A's end, where Team A was patiently waiting. Then the process would reverse itself. A basketball court was ninety-four feet long. But most of the time a team defended only about twenty-four feet of that, conceding the other seventy feet. Occasionally, teams would play a full-court press—that is, they would contest their opponent's attempt to advance the ball up the court. But they would do it for only a few minutes at a time. It was as if there were a kind of conspiracy in the basketball world about the way the game ought to be played, and Ranadivé thought that that conspiracy had the effect of widening the gap between good teams and weak teams. Good teams, after all, had players who were tall and could dribble and shoot well; they could crisply execute their carefully prepared plays in their opponent's end. Why, then, did weak teams play in a way that made it easy for good teams to do the very things that made them so good?

Khosla on Renewable Energy

EC (13:40): In the past 90 days we have seen something like a billion dollars being put into solar investments - whether in the form of equity or debt. Is that stupid money?

VK: The people who are putting in gobs of money, behind people chasing First Solar at billion dollar valuations - I won't say it's stupid but it's not something I would do with my money. (EC: That pretty much counts as stupid). A diversity of opinion is good. I am often wrong. (EC: Sometimes you are). You only need to be correct once in a while because in our business you only lose one time your money but you can make 100 times quite easily. I don't have to be very right.

(RR: I would like to hear that during his next congressional testimony where he is trying to drive the direction of energy policy: "I am often wrong." But this also gets to the heart of why I often object to what he is saying. If he uses his high level of influence to help put us down the wrong path on energy policy, then what are the consequences of being wrong? They could be severe.)

EC (14:38): How many companies do you currently have in your portfolio?

VK: Our clean tech portfolio has probably about 50 companies.

EC (15:48): Which was the biggest disappointment?

VK: We have not had any large cut-offs - I am trying to think - in our clean tech portfolio. When we have invested a lot of money, there's one or two places - well one we wrote off; one called Altra. (RR: Altra is a corn ethanol producer that is on the ropes). There's one place we actually decided to change the plan - Cilion - and made it capital neutral, so they don't need a lot of cash. Got rid of the debt; the company is going fine, but sort of on the slow boat.

Why Sourdough is the Best Bread

San Francisco's food scene is probably the most vibrant in the Americas. Whether they're starting trends or perfecting them, Bay Area chefs have long been among the world's most creative. But amidst all the innovation, there has been one faithful and beloved constant on the city's many tables: sourdough bread.

It's hard to find someone who doesn't like sourdough, but even rarer are people who know what makes it so distinctive. It's often thought to be a flavouring, or perhaps a baking technique, something pioneered in Gold Rush-era San Francisco. In fact, sourdough is simply bread in which the rise comes not from a package of shop-bought yeast, but from wild yeast that is in the air everywhere.

As the original leavened bread – all bread was "sourdough" until Louis Pasteur's germ theory led to packaged yeast – sourdough has a long and storied past. But as a let-them-eat-cake epoch gives way to home pleasures and the local food movement, sourdough is equally suited to our own times. Classic, inexpensive and uniquely local, sourdough is as fascinating to kids and novices as it is to practiced bakers and mad scientists of all ages.

Sourdough is an ancient art, but with just two ingredients its simplicity is as remarkable as its heritage. Flour and water are mixed and left to stand on a windowsill or kitchen counter. In a matter of days wild yeast take over and the mixture begins to froth and bubble with life. If you've ever wondered at the origins of this or that cooking method – "who on Earth thought to try this?" – sourdough is that rare thing, a miraculous culinary phenomenon that won't give you that feeling. With yeast naturally in the air, it's easy to imagine how an afternoon's forgetfulness in ancient Egypt led to the invention of leavened bread.

How Bailouts Can Butcher Capitlism

One unhappy hallmark of the Great Recession is a dramatic spike in financial distress. Moody's predicts that the default rate on corporate debt--which helps foretell bankruptcies--will be three times higher this year than in 2008. Home foreclosures are already at record highs, and going higher. Defaults on credit cards and other consumer debt will crest right behind mortgages.

The Obama administration is on the case, bailing out banks and homeowners and aiding dozens of industries either directly, through a financial-rescue scheme that could top $2 trillion, or indirectly, through the $787 billion stimulus bill. Automakers, furniture companies, real estate developers, and even porn magnates have their hands out.

[See a tally of the bailout efforts so far.]

Those efforts ought to help soften a sharp recession. But the unprecedented aid to the private sector may also unleash new problems, the way antibiotics have generated stronger strains of bacteria. "There's something fundamental about the need for failure," says Syd Finkelstein, a professor at Dartmouth's Tuck School of Business and author of Think Again: Why Good Leaders Make Bad Decisions and How to Keep It From Happening to You. "We're tinkering with the genetic DNA of a capitalist society."

More Evidence on the Power of Gratitude

I wrote a few months back about some intriguing research on the power of gratitude, showing that people who kept "gratitude journals," (keeping track of the good things that happen to them and things that they appreciate in life) not only reported better physical and mental health, their partners also noticed it as well (including reports that they slept better). A new study shows that the positive effect of gratitude on signs of well-being such as mastery, relationships with others, and self-acceptance happen over and above personality factors. Similar to the study of gratitude journals, this study by Alex Wood and his colleagues suggests, that regardless of one's personality, taking time to notice and appreciate the good things in life can help all of us. This strikes as me as an especially important finding given the difficult times.

Here is the source and the abstract for those of you who want to know more:

An Interview with FedEx CEO Fred Smith

Frederick W. Smith, the founder, president, chairman and CEO of FedEx, built the first overnight express delivery company in the world, starting in 1971. Today, FedEx, based in Memphis, has service in more than 220 countries and territories.

Like most other businesses, FedEx is encountering economic turmoil and is operating by Smith's belt-tightening orders. He cut his own salary by 20 percent.

Legend has it that Smith, 64, outlined his concept for FedEx in a paper in an economics class at Yale University for which he earned a C. (He corrects the record in this interview.) At Yale, he was a friend and fraternity brother of former President George W. Bush, to whom he believes history ultimately will be more kind.

In the Marine Corps in Vietnam, Smith received the Silver Star, the Bronze Star and two Purple Hearts as a platoon leader and forward air controller. It was there that he observed military procurement and delivery procedures and thought he could improve on them.

Smith is unwavering in his belief that U.S. corporate tax policy must change, but practical enough to know that the new administration and Congress will not go along with the idea. He still believes one aspect could be enacted - accelerating the expensing of capital investment that would put money into corporate hands sooner.

Chuck Taylor

Charles Hollis "Chuck" Taylor looked down at his shoes and saw opportunity.

His Spaulding basketball sneakers were killing his feet.

Tired of the pain, the player hobbled into Converse Rubber Co. in 1921 and told owner Marquis Converse what he wanted — a sneaker with a higher ankle and a patch for better support, and a rubber sole with treads that made for a better grip for faster running and breaks.

Converse agreed to cobble one together. The upgraded All-Star shoe was born.

Over the next half-century, Taylor almost single-handedly established the Converse All-Star as the most popular athletic shoe ever.

Known as Chucks in tribute to Taylor, the shoes sold 750 million pairs before Converse was bought by Nike in 2003.

Taylor didn't just build a brand. He also changed the face of basketball through integration, boosted the careers of some of the game's most legendary coaches and helped make roundball one of the most popular sports in the world, notes Abraham Aamidor, author of "Chuck Taylor: Converse All Star."

A Drive in the Tesla Roadster

What transpires in the next 2 seconds is the heart and soul, the essence and spirit, of the Roadster. This is the trick this one-trick pony does better than perhaps any sports car on Earth. We in the business call it "rolling acceleration."

At about 20 mph I nail the go pedal, and the power electronics module summons a ferocious torrent of amps, energizing the windings of the 375-volt AC-induction motor. Instantly -- I mean right now, like, what the heck hit me? -- the motor's 276 pound-feet of torque is converted to dumbfounding acceleration. Total number of moving parts: one.

Street lights streak past me like tracer bullets. My little mental circuits go snap-pop with the thrust. God has grabbed me by the jockstrap and fired me off his thumb, rubber band-style. Wow.

Meanwhile, over in the Porsche, 19th-century mechanical forces are taking their own sweet time. The driver has to clutch, shift to a lower gear, and de-clutch -- a regime that takes about half a second if he's talented. When he pushes on the accelerator pedal, the throttles in the Porsche's throat open, the fuel injectors start hosing down the cylinders with high-test, and the variable-angle cams rotate to maximize intake-valve duration. The flashing fire in the cylinders can now apply its maximum force to the pistons.

Bangle Bids Adieu

When it comes time to chart designer Chris Bangle's contribution to the BMW brand's aesthetic, few pundits will praise his pulchritudinous perversion of pistonhead passion, or thank him for the aesthetic affectations for which BMW is now known. In other words, the "Bangle Butt" will be Chris' lasting legacy. Of course, this is also the man who removed the words "flame surfacing" from art school and placed them on the tip of his detractors' tongues. That and Axis of White Power. (Oh! How we laughed!) Equally improbably, the Buckeye State native helped the expression "Dame Edna glasses" cross into the automotive lexicon. Yup. It's been a wild ride. Literally.

BMW design boss Chris Bangle is to leave the car industry, it was announced today. In a statement, BMW said Bangle was quitting 'to pursue his own design-related endeavors beyond the auto industry.'

Bangle, 52, was the architect of the often controversial flame surfacing look that transformed BMW design from the Russian doll mentality of the 1990s to the edgy – some would say radical and divisive – styling of today.

The cars Bangle spannered

The outgoing design chief has overseen the launch of the current 1-, 3-, 5- and 7-series saloons and hatchbacks, as well as the raft of niche models that have seen BMW's model range explode in recent years: the Z3, Z4, Z8, X3, X5, X6 and 6-series were all conceived on his watch.

Failure: The Secret to Success

The Checklist

Jason Bentley Takes over Morning Becomes Eclectic

One of the biggest issues on listeners' minds is the direction you'll take KCRW. They wonder how much like Nic Hartcourt you'll be and how your electronic influences will affect the morning slot. What say you? My responsibility in this position is to integrate the influences of all the Music Directors before me, and take it to another place altogether--which means all genres of music from all over the world.

Besides a reverence of Joe Strummer and The Clash and a good ear for underground bands that could appeal to a wider audience, I don't have that much in common with Nic musically. Nic's been great at the helm of MBE, but I'm going to bring my own music experience to the program with an appreciation of where it's been. Yes, that does mean an affinity for Electronic music and global club culture, but that's not all and I certainly will consider what works best during the morning hours.

Will you start focusing locally?

I feel like I do already to a great extent. I've been producing events locally for nearly two decades. I'm very involved in the LA scene, and KCRW is totally invested in local music, while at the same time actively making connections abroad. Personally, Silversun Pickups and Morgan Page are among my favorite local artists.

What considerations and thoughts will go into who you choose to play in studio?

Mostly looking to mix it up - everything from Afrobeat to Neo Soul and quirky Folk.

Oregon Gears Up For Chinese Auto Imports

Last week, Oregon Governor Ted Kulongoski clinched a deal to bring Nissan’s pure-electric cars to his state. Then, he went on to Shenzen, China. “At BYD Auto Co., China’s fast-growing automotive star, a plug-in electric hybrid sedan is just weeks from meeting millions of Chinese consumers” writes the Oregonian. “The F3DM, which runs up to 80 miles on a single charge and packs a 7-gallon tank, will probably launch in the United States by 2010.” The Governor wants it to be built in Oregon. On Friday, he met with BYD President Wang Chuanfu. On a 10-day business trip through Asia, Kulongoski had laid out his vision to automakers in Japan and China: Electric charging stations every 60 miles along interstates. Tax incentives for Oregonians to buy electric cars. Tax bonuses for drivers to build car chargers in their garages. And, unspoken, but you can bet on it: generous incentives for those who bring their factories to Oregon. Then, Kulongoski has guanxi, connections, indispensable for a successful Chinese deal…

Fordlandia

The album has a theme, although it's more loose and open to interpretation than on my last album, IBM 1401, a User's Manual.

One of the two main threads running through it is this idea of failed utopia, as represented by the "Fordlândia" title - the story of the rubber plantation Henry Ford established in the Amazon in the 1920’s, and his dreams of creating an idealized American town in the middle of the jungle complete with white picket fences, hamburgers and alcohol prohibition. The project – started because of the high price Ford had to pay for the rubber necessary for his cars’ tyres – failed, of course, as the indigenous workers soon rioted against the alien conditions. It reminded me of Werner Herzog's Fitzcarraldo, this doomed attempt at taming the heart of darkness. The remains of the town are still there today. The image of the Amazon forest slowly and surely reclaiming the ruins of Fordlândia is the one that gave spark to this album. For the structure and themes of the album I was influenced by the films of Alejandro Jodorowsky, Herzog and Kenneth Anger. I was interested in a kind of poetic juxtaposition and an alchemical fusion of themes and ideas, which I feel is similar to the way Anger uses montage as an alchemical technique - as a way of casting a spell. During the making of the album, I also had in mind the Andre Breton quote about convulsive beauty, which he saw in the image of "an abandoned locomotive overgrown by luxurious vegetation". There is a strong connection to the IBM 1401 album in terms of both thematic and musical ideas and I see the two albums as belonging to a series of works.

The Manufacturing Spectrum: Ariens & BMW

Daniel Ariens's biggest concern right now isn't the financial crisis. It's getting his hands on snowblower engines.

The chief executive of Ariens Co., a maker of mowers and snowblowers, got a curt email last month from the company that for decades supplied engines for his line of snow machines, telling him they're halting production in 60 days -- essentially cutting off motors at the peak of his season. A host of problems hobbled that supplier, including the loss of a huge customer and problems obtaining crucial parts, such as starters, from the engine maker's own supply base.

"I'm quite sure we have other suppliers that won't make it through this cycle," says the 50-year-old Mr. Ariens.

This highlights a grim reality now dawning across the U.S. economy. Deep problems existed long before the meltdown on Wall Street and won't be fixed by the government's injection of taxpayer money into the nation's banks. Even if the credit crunch eases, as now appears to be happening, companies such as Ariens are bracing for a painful recession and taking steps to survive it.

Car sales and industrial production have plunged, consumer confidence has wilted, and companies have accelerated layoffs. Manufacturing, particularly autos and machinery, is leading the way down. Exports can't be expected to cushion the impact because the slowdown is global.

My driving partner and I were in the vicinity of Chemnitz, a somewhat dire little city in the former East Germany known for its alcoholism and an enormous monument to Karl Marx. Naturally, we had to see it.

"Bitte, kennen Sie, wo ist der grossen Kopf vom Karl Marx?" we asked passersby.

The former East Germans, standing in chilly drizzle, were delighted to help the capitalist running dogs in their gigantic limousine, a 2009 BMW 750Li. They pointed us down one of the main streets -- Lumpenprolitariatstrasse, maybe? -- and there it was: A huge, glowering stone bust of the German political philosopher, about the size of a FEMA trailer. Now there, there's a redistributionist.

The Power of One

A few years ago, I had an opportunity to hear "her deepness" Sylvia Earle speak. She included this short video in her presentation - "the Power of One".

Earle emphasized the opportunities we all have to change the world. I recalled her talk while visiting with Hal Herron recently. Herron, of Riverton, Wyoming has been adding outdoor art to his home town in an interesting way.

Museums often create large banners to promote an exhibit. Herron sought out these banners after a showing is complete. He pays for shipping to Riverton and places them around the community for all to enjoy. Fascinating. He forwarded two photos, seen below:




Bill Perkin's full page New York Times ad in today's paper is another illustration of the "Power of One".

Perkins approach requires a certain size checkbook, of course :)

All of which reminds me of the "two greatest commandments".

"The Era of Leverage is Over"

Gillian Tett:

A few years ago, senior officials at the Bank for International Settlements started ringing alarm bells about the scale of leverage that was quietly building up in the financial system. Back then, though, it was fantastically hard to get American policymakers - let alone bankers - to listen.

In the go-go days of the credit bubble, Washington policymakers blithely assumed that the Western financial system had plenty of capital to cope with any potential risks. Consequently, as one former BIS official admits: "Worrying about leverage wasn't fashionable at all - no one wanted to hear."

Fast-forward a couple of years and, my, how those Western financiers are having to eat humble pie (even to the point of accepting a helping hand from the once-ailing Japanese). After all, the events of the past year have now made it patently - horrifically - obvious that the Western banking system has become dangerously undercapitalised in recent years, to the point where even the Federal Reserve is having to shore up its defences.

Moreover, it is now also clear that Western policymakers are belatedly trying to correct this state of affairs. The days when high leverage, mega bonuses and wacky instruments were equated with financial virility have gone; instead a more humble, back-to-basics and slim-line approach is what investors are demanding. Thus, deleveraging is now all the rage - in whatever form it might take.

Ken Burns' Latest: National Parks

Christopher Reynolds:

It's too early for civilians. As dawn's first light falls on the jagged peaks, creeps down the dwindling glaciers and glides across glass-faced Swiftcurrent Lake, most of the tourists in the Many Glacier Hotel are still snoozing.

But down at water's edge, three early risers huddle around a camera. One of the guys, leaning on a tripod and waiting for the clouds to arrange themselves over the jagged peaks, has a Beatles haircut, the build of a shortstop and a face you've seen before somewhere.

Perhaps during pledge week.

"I want more of the color," he says, peering through a viewfinder. "OK, I'm doing it." And the film rolls.

Yes, it's Ken Burns, solemn PBS documentarian of the Civil War, jazz, baseball, Frank Lloyd Wright, Mark Twain, Congress, the Brooklyn Bridge, and more than a few other American characters and institutions. Beside him stand cinematographer Buddy Squires and writer Dayton Duncan. Upstairs in the hotel, Burns' wife and 3-year-old are sleeping.

Open Records Guerrilla

Nathan Halverson:

But if you want to download and save those laws to your computer, forget it.

The state claims copyright to those laws. It dictates how you can access and distribute them -- and therefore how much you'll have to pay for print or digital copies.

It forbids people from storing or distributing its laws without consent.

That doesn't sit well with Carl Malamud, a Sebastopol resident with an impressive track record of pushing for digital access to public information. He wants California -- and every other federal, state and local agency -- to drop their copyright claims on law, contending it will pave the way for innovators to create new ways of searching and presenting laws.

"When it comes to the law, the courts have always said there can be no copyright because people are obligated to know what it says," Malamud said. "Ignorance of the law is no excuse in court."

Malamud is spoiling for a major legal fight.

Former housemates John Mackey and Kip Tindell talk about poker, retailing, and the limitations of shareholder capitalism

Justin Fox:

My column in this week's Time is about John Mackey, the CEO and co-founder of Whole Foods Market, and Kip Tindell, the CEO and co-founder of the Container Store, and their shared belief that corporations perform a lot better over time if their executives focus more on employees and customers than on shareholders.

Mackey and Tindell go way back--they shared a house in Austin with three friends one year in the mid-1970s as they worked their way through the University of Texas on the eight-year plan. They've recently begun hanging out together a bit, and when I met Tindell at a National Retail Federation event in New York late last year, he invited me to come down to Texas to talk to the two of them. So I did. We met at Whole Foods' headquarters in Austin, which is perched atop the chain's flagship store, and we talked, and talked. Tindell is stereotypical laid-back, slow-talking Texan. Mackey is a not so stereotypical hyper, fast-talking Texan. But they seemed to get along pretty well. As for me, I mostly just stayed out of the way.

What follows is an edited transcript of the conversation. I cut some stuff out, moved a few passages around, and removed a lot of "uhs" and "you knows" (mine as well as theirs). Beyond that it's a pretty faithful representation of what was said. It's pretty long, too. But most educational.

A narrated slide show on the latest Texas Monthly Cover

Video.

The Coming Boom in Medical Travel

The Economist:

HEALTH care has long seemed one of the most local of all industries. Yet beneath the bandages, globalisation is thriving. The outsourcing of record keeping and the reading of X-rays is already a multi-billion-dollar business. The recruitment of doctors and nurses from the developing world by rich countries is also common, if controversial. The next growth area for the industry is the flow of patients in the other direction--known as "medical tourism"--which is on the threshold of a dramatic boom.

Tens of millions of middle-class Americans are uninsured or underinsured and soaring health costs are pushing them and cost-conscious employers and insurers to look abroad for savings (see article). At the same time the best hospitals in Asia and Latin America now rival or surpass many hospitals in the rich world for safety and quality. On one estimate, Americans can save 85% by shopping around and the number who will travel for care is due to rocket from under 1m last year to 10m by 2012--by which time it will deprive American hospitals of some $160 billion of annual business.

An Update on Eclipse Aviation

James Wallace:

'As a self-described "aviation nut," Vern Raburn – the former software executive and one of the early employees of Microsoft who remains a close friend of Bill Gates – was well aware of a famous saying in the aviation industry: The way to make a small fortune is to start with a big fortune.

The charismatic, high-tech whiz raised at least a billion dollars from investors, including Gates, who were willing to hitch a ride on his dream that Eclipse Aviation, the company Raburn founded in 1998, could produce light and inexpensive six-seat jets (a pilot and five passengers) that would become an air-taxi service for the masses.

But last week, while Raburn was at the famed Oshkosh air show, where his friend and actor John Travolta was promoting prompting Eclipse Aviation, Raburn was ousted by his board, leaving questions about not only the future of the company but about the legacy of a computer industry pioneer who believed he could draw on software development background to transform general aviation.

Nassim Nicholas Taleb: the prophet of boom and doom

Bryan Appleyard:

"You have to worry about things you can do something about. I worry about people not being there and I want to make them aware." We should be mistrustful of knowledge. It is bad for us. Give a bookie 10 pieces of information about a race and he’ll pick his horses. Give him 50 and his picks will be no better, but he will, fatally, be more confident.

We should be ecologically conservative – global warming may or may not be happening but why pollute the planet? – and probablistically conservative. The latter, however, has its limits. Nobody, not even Taleb, can live the sceptical life all the time – “It’s an art, it’s hard work.” So he doesn’t worry about crossing the road and doesn’t lock his front door – “I can’t start getting paranoid about that stuff.” His wife locks it, however.

He believes in aristocratic – though not, he insists, elitist – values: elegance of manner and mind, grace under pressure, which is why you must shave before being executed. He believes in the Mediterranean way of talking and listening. One piece of advice he gives everybody is: go to lots of parties and listen, you might learn something by exposing yourself to black swans.

I ask him what he thinks are the primary human virtues, and eventually he comes up with magnanimity – punish your enemies but don’t bear grudges; compassion – fairness always trumps efficiency; courage – very few people have this; and tenacity – tinker until it works for you.

George Eastman House

Website, Location. George Eastman via Britannica and Clusty.

21 Great Technologies That Failed

Jeremy A. Kaplan and Sascha Segan:

The most innovative tech doesn't always succeed. Here we present 10 great technologies each from Apple and Microsoft that were simply too far ahead of their time.

Mention technology that failed and people instantly think of Microsoft Bob, the IBM PCjr, and worse. But those weren't necessarily great products—heck, Bob wasn't a good idea at all. The ideas and innovations that succeed aren't necessarily the best either; they just happened to be in the right place at the right time.

Southwest Flies Past High Oil Prices

Marketplace:

BOB MOON: We're seeing the results of all this financial turbulence in the not-so-friendly skies lately. Both American and United have announced they're cutting flights domestically and internationally.

Across the industry, companies are trying to nickel and dime their way to profitability, hitting consumers with fuel surcharges or extra fees for baggage, but one carrier has managed to navigate a relatively smooth flight path.

Marketplace's Jeff Tyler looks at how Southwest has steered clear of trouble.

A Look Back at The Bill Gates' Era; and a few lessons

The Economist:

Mr Gates also realised that making hardware and writing software could be stronger as separate businesses. Even as firms like Apple clung on to both the computer operating system and the hardware—just as mainframe companies had—Microsoft and Intel, which designed the PC’s microprocessors, blew computing’s business model apart. Hardware and software companies innovated in an ecosystem that the Wintel duopoly tightly controlled and—in spite of the bugs and crashes—used to reap vast economies of scale and profits. When mighty IBM unwittingly granted Microsoft the right to sell its PC operating system to other hardware firms, it did not see that it was creating legions of rivals for itself. Mr Gates did.

....

And look at what happened when Mr Gates’s pragmatism failed him. Within Microsoft, they feared Bill for his relentless intellect, his grasp of detail and his brutal intolerance of anyone whom he thought “dumb”. But the legal system doesn’t do fear, and in a filmed deposition, when Microsoft was had up for being anti-competitive, the hectoring, irascible Mr Gates, rocking slightly in his chair, came across as spoilt and arrogant. It was a rare public airing of the sense of brainy entitlement that emboldened Mr Gates to get the world to yield to his will. On those rare occasions when Microsoft’s fortunes depended upon Mr Gates yielding to the world instead, the pragmatic circuit-breaker would kick in. In the antitrust case it did not, and, as this newspaper argued at the time, he was lucky that it did not lead to the break-up of his company.

Why Rivals Don't Copy Southwest's Hedging

George Anders:

David Carter, an associate professor of finance at Oklahoma State, has an interesting perspective on why rivals haven't caught up to Southwest. Prof. Carter helped write a 2004 case study on Southwest's hedging that is taught in business schools. Although the study details how Southwest uses home-heating-oil futures and other instruments to make its hedges work, Prof. Carter says he has heard from only one other airline that seemed interested in putting that knowledge to work: the German carrier Lufthansa.

Other carriers may have opted for caution because it is psychologically hard to switch strategies when prices are moving against you, Prof. Carter says. Airlines that didn't hedge much when oil was at $25 or $40 a barrel might have felt uncomfortable launching a big hedging program when oil got above $60.

Frequent management shuffles at many airlines also might have made it harder for carriers other than Southwest to jump into hedging in a big way, Prof. Carter adds. A hedging blunder early in a CEO's tenure might overshadow whatever else that boss might be accomplishing.

Southwest's treasurer, Scott Topping, offers another possible explanation of why his airline has stayed ahead of the pack so long: Since the late 1990s, Southwest's hedging strategy has been set by two or three people, rather than by committee, making it easier to act decisively.

Pleasant Rowland Lists Homes in Aurora, NY

Sara Lin:

Pleasant Rowland, the founder of doll company American Girl who spent six years and millions of dollars restoring much of Aurora, N.Y., has put both of her houses there on the market.

From 2001 to 2006, Ms. Rowland renovated town buildings owned by Wells College, her alma mater. Some townspeople criticized the renovations as too extensive. "I just simply saved a town that was crumbling," Ms. Rowland says now. "My work there is completed." She says the dispute isn't her reason for leaving town.

One of the houses in Aurora, which is 46 miles southwest of Syracuse, is a 10,000-square-foot Queen Anne lakefront mansion built about 1902 with six bedrooms. It could use some interior renovation, Ms. Rowland says, and comes with 200 feet of frontage on Cayuga Lake, a dock and a boathouse. The two-acre property is listed for $2.2 million. The other house, an 1830 Federal-style home of 4,000 square feet with three bedrooms, is restored, Ms. Rowland says. The four-acre property is listed for $2 million.

In 1985, Ms. Rowland founded American Girl, which Mattel bought for $700 million in 1998. These homes represent the last of Ms. Rowland's recent ties to Aurora. Last week, she sold Aurora-based MacKenzie-Childs, a decorative-tableware and home-furnishings company. She's based in Madison, Wis. Paddington Zwigard of Brown Harris Stevens has both home listings.

Another Round for the Guild

Private Equity Hub:

The Guild Inc., a Madison, Wis.-based online art retailer, has raised $2.5 million in Series C funding, according to a regulatory filing. Shareholders include Dolphin Equity Partners

Related: A Pravda View of Guild and 1/11/2006: Guild Raises another $6M.

Fascinating.

The "Rebirth of the Rust Belt"

CNBC video of Matthew Simmons on the "end of the Starbucks' economy". Bottom line, from Simmons: good for the midwest.

Innovation lessons from Pixar: An interview with Oscar-winning director Brad Bird

Hayagreeva Rao, Robert Sutton, and Allen P. Webb:

If there’s one thing successful innovators have shown over the years, it’s that great ideas come from unexpected places. Who could have predicted that bicycle mechanics would develop the airplane or that the US Department of Defense would give rise to a freewheeling communications platform like the Internet?

Senior executives looking for ideas about how to make their companies more innovative can also seek inspiration in surprising sources. Exhibit One: Brad Bird, Pixar’s two-time Oscar-winning director. Bird’s hands-on approach to fostering creativity among animators holds powerful lessons for any executive hoping to nurture innovation in teams and organizations.

Bird joined Pixar in 2000, when the company was riding high following its release of the world’s first computer-animated feature film, Toy Story, and the subsequent hits A Bug’s Life and Toy Story 2. Concerned about complacency, senior executives Steve Jobs, Ed Catmull, and John Lasseter asked Bird, whose body of work included The Iron Giant and The Simpsons, to join the company and shake things up. The veteran of Walt Disney, Warner Brothers, and FOX delivered—winning Academy Awards (best animated feature) for two groundbreaking movies, The Incredibles and Ratatouille.

Ten days before Ratatouille won its Oscar, we sat down with Bird at the Emeryville, California, campus of Pixar, which is now a subsidiary of Disney.1 Bird discussed the importance, in his work, of pushing teams beyond their comfort zones, encouraging dissent, and building morale. He also explained the value of “black sheep”—restless contributors with unconventional ideas. Although stimulating the creativity of animators might seem very different from developing new product ideas or technology breakthroughs, Bird’s anecdotes should stir the imagination of innovation-minded executives in any industry.

Taxis in the Sky

Jim Fallows:

True, a cover story I wrote for this magazine seven years ago, contending that the era of tiny, convenient, and relatively affordable jet airplanes was at hand, won an Article of the Year award from an aviation lobbying group. But it would be fair to describe the broader reaction as: Oh, sure! (“Freedom of the Skies,” June 2001, was excerpted from my book Free Flight.) New and more fuel-efficient jet engines; new, quieter, and more comfortable small airplanes; new and more-automated ways of routing aircraft around bad weather and away from congested areas—these and other innovations, I wrote, might make a new kind of air travel more practical for more people. This wouldn’t mean personal aviation in the Jetsons sense—a plane in every garage, people zooming around at will. But it might provide business travelers with something that until then only the truly rich had enjoyed: a fast and personalized alternative to the ever less delightful experience of travel on commercial airlines.

Most readers thought that personal airplanes, like personal yachts, would always be the playthings of the very rich. The familiar (and aptly named) Airbus or Boeing aircraft would have to do, as would impenetrable modern fare structures and the grind of big-airport congestion. It obviously didn’t help that three months later, the use of passenger airplanes as terrorist tools put aviation in general under new limits and scrutiny. Allow new routes and possibilities for air travel? Ha! Everything air-related was destined to be more controlled.

Waterloo's Crave Brothers Featured on NBC Nightly News

Roger O'Neill video takes a look at the Crave Brothers use of methane - from their cow poop - to power the farm and 120 neighboring homes. The farm includes a cheese factory.

Creativity Step by Step: A Conversation with Choreographer Twyla Tharp

Diane Coutu:

The notion that some people are simply born artistic—and that there is a profile that can help organizations identify them—is quite firmly entrenched. All the talk of genetic determination nowadays undoubtedly has a lot to do with that. But the idea that creativity is a predetermined personality trait probably appeals at a psychological level because it gives people an excuse for not innovating or initiating change themselves, reducing the problem of creativity to a recruitment challenge.

Significantly, the people least likely to buy into the idea that creativity is preordained are the creative geniuses themselves. Choreographer Twyla Tharp, for one, doesn’t subscribe to any notion of effortless artistry. As someone who has changed the face of dance, she’s certainly qualified to have an opinion. The winner of a MacArthur fellowship (popularly called “the genius grant”), two Emmy awards, and a Tony award, she has written and directed television programs, created Broadway productions, and choreographed dances for the movies Hair, Ragtime, and Amadeus. Tharp, now 66, did all this while creating more than 130 dances—many of which have become classics—for her own company, the Joffrey Ballet, the New York City Ballet, the Paris Opera Ballet, London’s Royal Ballet, and American Ballet Theatre. The author of two books, she is now in the process of simultaneously developing new ballets for the Miami City Ballet, American Ballet Theatre, and Pacific Northwest Ballet.

At her Manhattan home, Tharp met with HBR senior editor Diane Coutu to discuss what it takes to be a choreographer. In these pages, she shares what she has learned about fostering creativity, initiating change, and firing even top-notch performers when push comes to shove. In her suffer-no-fools way, she talks about her “monomaniacal absorption” with her work and the need to be tough, even ruthless, when that work is at stake. What follows is an edited version of their conversation.

A Superb Easter Ham

Milwaukee's European Homemade Sausage.

Let's Talk About Your Big But But

Paul Orfalea:

My December 31, 2007, blog entry was called What Do You Listen For? I wrote that if you listen for errors and offense, you will find them, but if you listen for truth and meaning, you will find them instead.

How can you tell when someone is not listening for truth and meaning? One sign is the word, “but,” which suggests one has listened only for something to contradict. The Entrepreneurial Investor co-author Dean Zatkowsky calls the expression “yeah, but…” a “reflexive rebuttal,” a knee-jerk need to trump another’s point with one of your own.

The List: The World’s Best Places to Be an Immigrant

Foreign Policy:

Throughout the developed world, countries are tightening up border security, building fences, and raising citizenship requirements. But there are still a few places left that are willing to say: “Give us your huddled masses.”

Wisconsin's Chocolate Delta

Kit Kiefer:

OAKS Candy Corner in Oshkosh is a chocolate mirage.

Its gingerbread exterior yields to an interior that in winter is as sugary warm as the inside of a circus peanut and in summer is as refreshing as a wax Coke bottle. It smells like caramel corn and cocoa butter rubbed into the floorboards with a pair of Red Wing boots. It’s the shop just around the corner in an unremittingly blue-collar part of an unremittingly blue-collar town. It shouldn’t still be there, but there it is.

If Oaks Candy is a mirage, then the Hughes Homaid Chocolate Shop, less than half a mile away, is a figment of Wisconsin’s imagination. An 80-year-old bungalow two blocks from Lake Winnebago, it has only a small neon sign to state its trade and a full-blown candy-making operation in its basement.

But Oshkosh isn’t the only caretaker of these unlikely sweet dreams. There’s Beerntsen’s in Manitowoc, with its plate lunches and ice cream sodas; Wilmar Chocolates in Appleton, with its old-time awnings and row of state-fair prizes on the south wall; Kaap’s in Green Bay, with its jar of jawbreakers on the counter; Seroogy’s in De Pere, with its magical whipped-chocolate-filled “meltaways”; and more, much more.

Eureka! It Really Takes Years of Hard Work

Janet Rae-Dupree:

WE’VE all heard the tales of the apple falling on Newton’s head and Archimedes leaping naked from his bath shrieking “Eureka!” Many of us have even heard that eBay was created by a guy who realized that he could help his fiancée sell Pez dispensers online.

The fact that all three of these epiphany stories are pure fiction stops us short. As humans, we want to believe that creativity and innovation come in flashes of pure brilliance, with great thunderclaps and echoing ahas. Innovators and other creative types, we believe, stand apart from the crowd, wielding secrets and magical talents beyond the rest of us.

Balderdash. Epiphany has little to do with either creativity or innovation. Instead, innovation is a slow process of accretion, building small insight upon interesting fact upon tried-and-true process. Just as an oyster wraps layer upon layer of nacre atop an offending piece of sand, ultimately yielding a pearl, innovation percolates within hard work over time.

“The most useful way to think of epiphany is as an occasional bonus of working on tough problems,” explains Scott Berkun in his 2007 book, “The Myths of Innovation.” “Most innovations come without epiphanies, and when powerful moments do happen, little knowledge is granted for how to find the next one. To focus on the magic moments is to miss the point. The goal isn’t the magic moment: it’s the end result of a useful innovation.”

33 Things That Make Us Crazy

Wired on air travel, and 32 other modern annoyance:

Ticket Counter: Expensive? If anything, flying doesn't cost enough: The average domestic fare in spring 2007 was $326. That's $50 less than a decade ago, after adjusting for inflation. During the same period, fuel costs nearly tripled. To stay in business, major carriers have aped the strategies of budget operators like Southwest. Largely gone are the free meals, blankets, and pillows. The savings have been passed along as lower ticket prices — at the price of your comfort.

SpaceShipTwo

Robb Coppinger:

Virgin Galactic has unveiled a SpaceShipTwo (SS2) design, created by Scaled Composites, that harks back to the NASA/USAF Boeing X-20 Dyna-Soar glider of the 1960s, while Scaled's carrier aircraft, White Knight II (WK2) has been given a twin-fuselage configuration.

To be launched on a Lockheed Martin Titan III rocket, Dyna-Soar was for hypersonic flight research but the programme was cancelled before the first vehicle was completed. Some of its subsystems were used in later X-15 flight research and Dyna-Soar became a testbed for advanced technologies that contributed to projects, including the Space Shuttle.

How Brazil outfarmed the American farmer

Susanna Hecht & Charles Mann:

Phil Corzine is not abandoning Illinois. A longtime soybean farmer in Assumption, a small town east of Springfield, he is firmly loyal to his state - he once ran the Illinois Soybean Checkoff Board, a program in which Illinois farmers promote Illinois soybeans. But the 1,300 acres Corzine planted in 2007 are not in Illinois, or even in the Midwest. They're in central Brazil, in the state of Tocantins, part of a big swath of soy-producing lands that stretch between the Andes and the Atlantic forest and from northern Argentina to the southern flanks of the Amazon basin. Soylandia, as this immense region might be called, is almost entirely unknown to Americans. But it may well be the future of one of the world's most important industries: grain agriculture.

Mainly out of curiosity, Corzine visited Brazil in 1998. Like most U.S. soy producers, he'd noted Brazil's rapid rise in the trade - from amateur to global power in the space of a couple of decades. Its scale of operations, however, stunned him. A big farm in Illinois may cover 3,000 acres; spreads in Soylandia are routinely ten times bigger. Conditions there were primitive, Corzine thought, but Soylandia was going to expand in a way that was no longer possible in the U.S. With three partners he raised $1.3 million from more than 90 investors, mostly Midwestern farmers. In Illinois, he says, that kind of money "can't even buy the equipment, let alone the land." In Brazil it was enough for Corzine's group to acquire 3,500 acres in 2004. Since then, the land has almost doubled in value as other American investors clamored to get into Brazilian soy. This year Corzine, now 49, raised another $400,000. "We feel like what's going on is long-term positive," he says with Midwestern understatement.

Can Burt’s Bees Turn Clorox Green?

Louise Story:

IN the summer of 1984, Burt Shavitz, a beekeeper in Maine, picked up Roxanne Quimby, a 33-year-old single mother down on her luck, as she hitchhiked to the post office in Dexter, Me. More than a dozen years Ms. Quimby’s senior, the guy locals called “the bee-man” sold honey in pickle jars from the back of his pickup truck. To Ms. Quimby, he seemed to be living an idyllic life in the wilderness (including making his home inside a small turkey coop).

She offered to help Mr. Shavitz tend to his beehives. The two became lovers and eventually birthed Burt’s Bees, a niche company famous for beeswax lip balm, lotions, soaps and shampoos, as well as for its homespun packaging and feel-good, eco-friendly marketing. The bearded man whose image is used to peddle the products is modeled after Mr. Shavitz.

Today, the couple’s quirky enterprise is owned by the Clorox Company, a consumer products giant best known for making bleach, which bought it for $913 million in November. Clorox plans to turn Burt’s Bees into a mainstream American brand sold in big-box stores like Wal-Mart. Along the way, Clorox executives say, they plan to learn from unusual business practices at Burt’s Bees — many centered on environmental sustainability. Clorox, the company promises, is going green.

Innovative Minds Don't Think Alike

Janet Rae-Dupree:

IT’S a pickle of a paradox: As our knowledge and expertise increase, our creativity and ability to innovate tend to taper off. Why? Because the walls of the proverbial box in which we think are thickening along with our experience.

Andrew S. Grove, the co-founder of Intel, put it well in 2005 when he told an interviewer from Fortune, “When everybody knows that something is so, it means that nobody knows nothin’.” In other words, it becomes nearly impossible to look beyond what you know and think outside the box you’ve built around yourself.

This so-called curse of knowledge, a phrase used in a 1989 paper in The Journal of Political Economy, means that once you’ve become an expert in a particular subject, it’s hard to imagine not knowing what you do. Your conversations with others in the field are peppered with catch phrases and jargon that are foreign to the uninitiated. When it’s time to accomplish a task — open a store, build a house, buy new cash registers, sell insurance — those in the know get it done the way it has always been done, stifling innovation as they barrel along the well-worn path.

Elizabeth Newton, a psychologist, conducted an experiment on the curse of knowledge while working on her doctorate at Stanford in 1990. She gave one set of people, called “tappers,” a list of commonly known songs from which to choose. Their task was to rap their knuckles on a tabletop to the rhythm of the chosen tune as they thought about it in their heads. A second set of people, called “listeners,” were asked to name the songs.

Before the experiment began, the tappers were asked how often they believed that the listeners would name the songs correctly. On average, tappers expected listeners to get it right about half the time. In the end, however, listeners guessed only 3 of 120 songs tapped out, or 2.5 percent.

Venti Capitalists

Taylor Clark ought to know how Starbucks got its roc-like wingspan. That’s the tale by which we want to be spellbound. Clark quotes a 1997 Larry King interview with Howard Schultz, the company’s chairman, where Schultz outlines what should have been the plot of Clark’s book:

“People weren’t drinking coffee. ... So the question is, How could a company create retail stores where coffee was not previously sold, ... charge three times more for it than the local doughnut shop, put Italian names on it that no one can pronounce, and then have six million customers a week coming through the stores?”

A Company is the Sum of its People

Miss Rogue:

Compound this with a very astute tweet by my friend Chris Heuer (another budding author) a couple of weeks back:

Companies don’t really have conversations with customers, their employees do. People talking to people is real, beyond marketing and spin... 10:56 AM November 01, 2007

An Interview with Sam Zell

Connie Bruck:

In April, 2005, Sam Zell travelled to Abu Dhabi to meet Crown Prince Sheikh Mohammed bin Zayed al-Nahyan. Zell is best known as a real-estate magnate, whose reputation has been enhanced by the sale, last February, for thirty-nine billion dollars, of Equity Office Properties Trust, the largest collection of office buildings in the country. Zell, who is sixty-six, delights in claiming that at the time the sale—to Blackstone, the private-equity firm—was “the largest single transaction that has ever been done.” But for decades his appetite for economic opportunity has lured him beyond real estate into investments in oil and gas, barges, insurance, wineries, cruise ships, department stores, waste-to-energy power projects, and radio stations. In April, he signed an $8.2-billion deal that would effectively give him control of Tribune Company, the giant media conglomerate, whose assets include the Chicago Tribune and the Los Angeles Times. For about a dozen years, he has also invested aggressively abroad, most recently in the Middle East. He spends about twelve hundred hours a year on his plane—the equivalent of flying from New York to London every few days. “I want to see everybody in their habitat,” he told me, in a low, rasping voice. “When these people see me come halfway around the world to meet them and spend time with them, it creates a level of confidence that translates into other things”—by which he means, he says, “successful business.”

Zell has made much of his fortune by identifying opportunity where others see only trouble. He says that he is constantly trying to “shut out the noise” of conventional wisdom, because, although it may not always be wrong, it is rarely profitable. In the mid-seventies, he bought about three billion dollars’ worth of distressed real estate in cities across the country for “a dollar down and a hope certificate.” He made hundreds of millions of dollars. In 1978, he published an article about his exploits in Real Estate Review, which he titled “The Grave Dancer” (“I was dancing on the skeletons of other people’s mistakes”), and this became his nickname. If Zell gains control of Tribune Company—the deal is expected to close before the end of the year, though obstacles remain—it will be the biggest distressed entity that he has ever acquired. In addition to the Chicago and Los Angeles daily newspapers, the company owns Newsday, six other dailies, and twenty-three television stations, as well as the Chicago Cubs. In part because of rapidly declining profits in the newspaper industry, Tribune’s revenues have been dropping for years. When Tribune’s directors put the company up for sale, in September, 2006, a number of prospective buyers examined its assets and walked away. By the time Zell made his offer, last March, his only competition was a less fully formed bid from the Los Angeles businessmen Ronald Burkle and Eli Broad.

Top 12 Areas for Technology Innovation through 2025

Social Technologies:

What will likely be the most important scientific and technological breakthroughs with significant commercial value and impacts on the lives of consumers out to 2025?

To begin to answer that question, S)T's Technology Foresight program conducted a virtual, global focus group of experts in technology, innovation, and business strategy. The group included experts from the Association of Professional Futurists, Tekes, Duke University, Hasbro, Worldwatch, General Motors, Shell, Johnson Controls, and Oxford University, among others.

After consolidating input from the expert panel and analysis by Social Technologies' futurists, what emerged was our list of top 12 areas for tech innovation through 2025:

Personalized medicine—With the initial mapping of the human genome, scientists are moving rapidly toward the following likely breakthroughs for gene-based products and services:

My Hero, Benjamin Grossbaum (Graham)

James Grant:

It is a pleasure to be here this evening. I am under strict instructions from the rector of Grace Church, Brooklyn, not to let down the Episcopal side. Uphold the highest standards of the Episcopalian intellectual tradition, he told me. What that tradition might be, he couldn't say, and neither can I. But I'll do my level best.

My subject is Benjamin Graham: his life, his investment philosophy, his writings and his Jewishness. About his love life, I will say little, as my time this evening is limited—just three hours, I believe. Some years ago, Fortune Magazine, in a squib it published on the occasion of Graham's induction into the U.S. Business Hall of Fame, said that the thrice-married father of value investing "leaped from blonde to blonde like an Alpine goat springing from peak to peak."

I am a frankly worshipful admirer of Graham's. I love him for his heart as much as for his head. Between 1929 and 1932, his investment partnership lost 70% of its value. Not until 1936 did it recoup all it relinquished since the Crash. Yet Graham persevered and, along with his partner, Jerry Newman, went on to achieve a brilliant long-term investment record—not excluding those three disastrous years. We have all heard the platitude, "The first rule of investing is not to lose money and the second rule is not to forget the first." Very helpful. Well, Graham shows that a debilitating loss is no reason to give up. . . . Never quit.

Intuitive Decision Making

Kurt Matzler, Franz Bailom and Todd A. Mooradian:

Should executives make decisions based on what their “gut” tells them? Lately that idea has lost some favor, as technology’s ability to accumulate and analyze data has rapidly increased — supplanting, according to some accounts, the high-level manager’s need to draw heavily on intuition. But intuition needs some rescuing from its detractors, and the place to start is by clarifying what it really is, and how it should be developed.

Intuition is not a magical sixth sense or a paranormal process; nor does it signify the opposite of reason or random and whimsical decision making. Rather, intuition is a highly complex and highly developed form of reasoning that is based on years of experience and learning, and on facts, patterns, concepts, procedures and abstractions stored in one’s head.

In this article, the authors draw on examples from the worlds of chess, neuroscience and business — especially Austria’s KTM Sportmotorcycle AG — to show that intuitive decision making should not be prematurely buried. They point out that although the study of intuition has not been extensively explored as a part of management science, studies reveal that several ingredients are critical to intuition’s development: years of domain-specific experience; the cultivation of personal and professional networks; the development of emotional intelligence; a tolerance for mistakes; a healthy sense of curiosity; and a sense of intuition’s limits.

Putting the Past to Work

Jack Falvey:

IN AN AGE OF INFORMATION OVERLOAD, identifying the most useful information in a timely fashion isn't easy -- and it may be some comfort to know it never was. Yet by studying the adaptive skills of earlier captains of commerce, entrepreneurs in even the most cutthroat businesses can learn how to smack down the competition.

The key: Embrace invention -- even that of your competitors -- and use it better and faster than they do.

In the 1870s, John D. Rockefeller had a telegraph line run to his Euclid Avenue home in Cleveland. When he came home for lunch, he could stay in touch with his Oil City, Pa., contacts for updates on gushers and dry holes. He could then telegraph his brother in New York to adjust the price of kerosene for the European market, and his brother could pass the price on to Europe by trans-Atlantic cable.

Although Standard Oil employed telegraphers, John D. Rockefeller sent and received his own "e-mails." Sending and receiving Morse code at commercial speeds were not easy skills to master, but Rockefeller was "computer-literate." He had to be skilled in the current technology to have the best information and act on it.

The oil business of that day was not a fuel business. Standard Oil sold illumination. Tallow and whale-oil concerns were its competitors. Kerosene lamps, especially with mantles that burned white-hot, were a great advance in technology. Standard Oil produced a lamp-fuel kerosene of such purity that explosions were greatly reduced. Its five-gallon branded blue tins became known around the world. (Meanwhile, the byproduct of kerosene distillation, gasoline, was discarded as a nuisance.)

Georgia Plant is First for Making Ethanol from Waste

Kathleen Schalch:

for curbing greenhouse gas emissions and pursuing energy independence lies in cellulosic ethanol. That's ethanol that could be brewed from things like corn stalks, straw, wood chips — things we normally throw away.

Companies have been racing to find cost-effective ways to make this form of ethanol. A company called Range Fuels in Georgia is scheduled to break ground Tuesday on the world's first plant for making cellulosic ethanol.

Range Fuels website.

Giving Stuff Away on the Internet

Scott Adams:

As with most of my life decisions, my impulse to blog was a puzzling little soup of miscellaneous causes that bubbled and simmered until one day I noticed I was doing something. I figured I needed a rationalization in case anyone asked. My rationalization for blogging was especially hard to concoct. I was giving away my product for free and hoping something good came of it.

I did have a few "artist" reasons for blogging. After 18 years of writing "Dilbert" comics, I was itching to slip the leash and just once write "turd" without getting an email from my editor. It might not seem like a big deal to you, but when you aren't allowed to write in the way you talk, it's like using the wrong end of the shovel to pick up, for example, a turd.

Over time, I noticed something unexpected and wonderful was happening with the blog. I had an army of volunteer editors, and they never slept. The readers were changing the course of my writing in real time. I would post my thoughts on a topic, and the masses told me what they thought of the day's offering without holding anything back. Often they'd correct my grammar or facts and I'd fix it in minutes. They were in turns brutal and encouraging. They wanted more posts on some topics and less of others. It was like the old marketing saying, "Your customers tell you what business you're in."

Condemning Themselves to More Mediocrity

Seth Godin:

Most industries innovate from both ends:

• The outsiders go first because they have nothing to lose.
• The winners go next because they can afford to and they want to stay winners.
• It's the mediocre middle that sits and waits and watches.

The mediocre record companies, mediocre A&R guys and the mediocre acts are struggling to stay in place. They're nervous that it all might fall apart. So they wait. They wait for 'proof' that this new idea is going to work, or at least won't prove fatal. (It's the impulse to wait that made them mediocre in the first place, of course).

So, in every industry, the middle waits. And watches. And then, once they realize they can survive the switch (or once they're persuaded that their current model is truly fading away), they jump in.

The irony, of course, is that by jumping in last, they're condemning themselves to more mediocrity.

A profession is born to help people navigate the health care maze

Victoria Colliver:

Margalit Mathan and Peter August found themselves caught in a maze of medical appointments and conflicting professional opinions when their 7-year-old daughter developed serious eye problems related to her juvenile rheumatoid arthritis.

The Berkeley family decided to consult yet another professional. They turned to a health care advocate, an adviser who specializes in helping patients and their families cut through the health care bureaucracy to find the help they need.

"It's been this huge roller coaster with the medical system and negotiating her different needs and the different information we're getting from different doctors," said Mathan, a high school psychologist. Her daughter, Siona, was diagnosed two years ago with arthritis, a condition that can cause eye inflammation and, in Siona's case, led to glaucoma.

Private health care advocacy is a new and growing field emerging at a time when an increasing number of Americans find themselves dealing with a chronic disease, aging family members or the bureaucracy of health insurance.

A professional advocate might have some background in health care, such as nursing or medical social work. But the business of health advocacy is unregulated, and people who call themselves a health advocate might have no training other than helping a family member through a difficult illness.

The Billionaire Who Wasnt: How Chuck Feeney Made and Gave Away a Fortune Without Anyone Knowing

The Billionaire Who Wasnt: How Chuck Feeney Made and Gave Away a Fortune Without Anyone Knowing by Conor O'Clery:

In 1988 Forbes Magazine hailed Chuck Feeney as the twenty-third richest American alive. Born in Elizabeth, New Jersey to a blue-collar Irish-American family during the Depression, a veteran of the Korean War, he had made a fortune as founder of Duty Free Shoppers, the world's largest duty-free retail chain. But secretly, Feeney had already transferred all his wealth to his foundation, Atlantic Philanthropies. Only in 1997, when he sold his duty free interests, was he "outed" as one of the greatest and most mysterious American philanthropists in modern times. A frugal man who travels economy class and does not own a house or a car, Feeney then went "underground" again, until he decided in 2005 to cooperate in a biography to promote giving-while-living. Now in his mid-seventies, he is determined his foundation should spend the remaining $4 billion in his lifetime. The Billionaire Who Wasn't is a tale of one of the greatest untold retail triumphs of the twentieth century, and of what happens to a unique man and his family when confronted with wealth beyond imagining.

Tax avoidance is the flip side to Mr Feeney's philanthropic coin. He is addicted to it. “Chuck hates taxes. He believes people can do more with money than governments can,” says a friend. In 1964 a young New York lawyer, Harvey Dale, told Mr Feeney that changes in the tax laws threatened his business, which was running risks that could put the founders in jail. On his advice, Mr Feeney and his co-founder, Robert Miller, transferred ownership to their foreign-born wives, from France and Ecuador, respectively.

In 1974, through a deal with the American government, the firm turned the Pacific island of Saipan into a tax haven. Then, in 1978, Mr Feeney grouped his various investments, including his shares of DFS, in a holding company, General Atlantic Group Limited, in tax-free Bermuda. To escape the American taxman, everything was still registered in his wife's name.

Mr Feeney carefully shunned all outward evidence of wealth. But as soon as DFS became reliably profitable, he started the practice of giving 5% of his pre-tax profits to good causes. In 1982 he created a foundation, the Atlantic Philanthropies, based in Bermuda. Two years later he signed over his fortune to the foundation, except for sums set aside for his wife and children. His net worth fell below $5m. When he broke the news to his children, he gave them each a copy of Andrew Carnegie's essay on wealth, written in 188

Photo Detective

Alexandra Alter:

Maureen Taylor has dated a photograph to 1913 by studying the size and shape of a Lion touring car's headlamps. Armed with her collection of 19th-century fashion magazines, she can pinpoint the brief period when Victorian women wore their bangs in tight curls rather than swept back. Using a technique borrowed from the CIA, she identified a photo of Jesse James by examining the shape of his right ear.

With millions of Americans obsessively tracing their roots, Ms. Taylor has emerged as the nation's foremost historical photo detective. During a recent meeting of the Maine Genealogical Society, attendees lined up a dozen deep as she handled their images with a cotton glove and peered at the details through a photographer's loupe. One man offered a portrait photo and asked if it could be of his great grandmother, who died in 1890. "It's not," Ms. Taylor said after about 15 seconds; she'd dated the hairstyle and billowy blouse to the early 20th century. When another attendee asked why her great-great-grandfather was wearing small hoops in his ears in a portrait, Ms. Taylor explained, "He was in the maritime trade."

Vino Volo

Vino Volo:

Home » About Vino Volo

About Vino Volo

At Vino Volo, our goal is to bring the world of wine tasting and retail wine sales to where it is most convenient for air travelers. Our innovative wine tasting restaurant and retail stores are specifically designed for passengers and our website is available to continue serving them even after they leave the airport.

Vino Volo (derived from Italian for "wine flight") combines a boutique retail store with a stylish tasting lounge and bar, allowing guests to taste wines in a comfortable setting. Vino Volo serves great wines from across the globe by the glass or in tasting flights. All wines poured are also available for purchase by the bottle, allowing travelers to purchase wines to take with them or have shipped to their home (subject to state law).
Our Stores

Warm wood tones and comfortable leather lounge chairs welcome travelers into a sophisticated yet approachable post-security retreat in the airport terminal. Every Vino Volo location has an integrated retail area showcasing the wines being poured and offers elegant small plates to pair with the wines. Customers enjoy items such as locally-produced artisan cheeses, dry cured meats, and smoked salmon rolls wrapped around crab meat with crème fraiche. All of Vino Volo's dishes are available for customers to enjoy in the store or packaged to carry with them onto their flight.

7-10 new stores are planned for airports in 2007. We encourage you to check our website periodically for updates on new locations.
About Taste, Inc.

Vino Volo is owned and operated by Taste, Inc., founded in 2004 and backed by industry leaders in wine, retail, and the hospitality industries. Vino Volo plans to open several dozen stores in airports across the country in the next five years. Taste, Inc. is headquartered in San Francisco, California.

Taste, Inc. is led by executives with deep industry expertise. Doug Tomlinson, Taste's CEO, has over 16 years of career success in launching and spinning off new businesses. Doug has helped several Fortune 500 clients start new businesses or divisions and has been featured as a cover author in Harvard Business Review. Ellen Bozzo, Director of Finance and Administration, has over 20 years of experience in multi-unit retail finance, including the role of Controller for Peet's Coffee & Tea. Joe LaPanna, Regional General Manager, has over 19 years of experience in high-end restaurant and wine retail management as well as managed the expansion of two major restaurant concepts. Carla Wytmar, Director of Development & Marketing, is a 20-year veteran in the food & wine industry, having worked with Hyatt Hotels Corporation, The Walt Disney World Company and as a consultant to top chefs and wine companies across the country.

Standing behind the Vino Volo team is a group of highly-credentialed investors and advisors with over a century of combined experience in retail, hospitality and wine that include the founder of Ravenswood Winery, the founder of Scharffen Berger Chocolate Maker, and the CEO of Jamba Juice, among others. Each member of this group sits on a formal Advisory Board and actively consults to Vino Volo on its development and execution. "Taste, Inc. DBA Vino Volo" is the California-based legal entity behind all Vino Volo operations.
About our Team

Vino Volo prides itself on building teams dedicated to customer service and with deep expertise in wine tasting and retail. Customer service is a cornerstone of Vino Volo's strategy, and Vino Volo invests heavily in training its talented staff to make wine approachable. A highly trained team of Wine Associates helps customers explore and enjoy Vino Volo's wines. The company also has a patented tasting framework to ease customers through the wine discovery process. Vino Volo is redefining service in airports, recently ranking #1 in customer service among over 900 airport stores mystery shopped, and is the recipient of the Airport Revenue News 2007 Award for Highest Regard for Customer Service.

Vino Volo offers some of the best opportunities in the wine industry, including:

* Intensive training program on service and wine
* Opportunity to continuously taste and learn about wine
* Annual retreat to a wine region of the world
* Full benefits package to full-time employees
* Competitive compensation package

For More Information

Visit our stores or Contact Us. We look forward to hearing from you!
Anything that can make airline travel more enjoyable is a welcome development, so beleaguered travelers take heart: Vino Volo…the leader of upscale wine bars at airports. – Wine Enthusiast

A conversation with Ed Iacobucci about the reinvention of air travel

Jon Udell:

In Free Flight, the seminal book on the forthcoming reinvention of air travel, James Fallows tells a story about Bruce Holmes, who was then the manager of NASA’s general aviation program office. For years Holmes clocked his door-to-door travel times for commercial flights, and he found that for trips shorter than 500 miles, flying was no faster than driving. The hub-and-spoke air travel system is the root of the problem, and there’s no incremental fix. The solution is to augment it with a radically new system that works more like a peer-to-peer network.

Today Bruce Holmes works for DayJet, one of the companies at the forefront of a movement to invent and deliver that radically new system. Ed Iacobucci is DayJet’s co-founder, president, and CEO, and I’m delighted to have him join me for this week’s episode of Interviews with Innovators.

I first met Ed way back in 1991 when he came to BYTE to show us the first version of Citrix, which was the product he left IBM and founded his first company to create. As we discuss in this interview, the trip he made then — from Boca Raton, Florida to Peterborough, New Hampshire — was a typically grueling experience, and it would be no different today. A long car trip to a hub airport, a multi-hop flight, another long car trip from hub airport to destination.

Jolly green heretic

The Economist:

Stewart Brand, a pioneer of both environmentalism and online communities, has not lost his willingness to rock the boat.

IN SOME respects Stewart Brand's green credentials are impeccable. His mentor was Paul Ehrlich, an environmental thinker at Stanford university and author of “The Population Bomb”, published in 1968. That book, and the related Club of Rome movement of the 1970s, famously predicted that overpopulation would soon result in the world running out of food, oil and other resources. Though it proved spectacularly wrong, its warning served as a clarion call for the modern environmental movement.

Mr Brand made his name with a publication of his own, which also appeared in 1968, called “The Whole Earth Catalogue”. It was a path-breaking manual crammed with examples of small-scale technologies to enable individuals to reduce their environmental impact, and is best known for its cover, which featured a picture of the Earth from space (which Mr Brand helped to persuade America's space agency, NASA, to release). The book became a bestseller in anti-corporate and environmental circles. In 1985 Mr Brand co-founded the WELL, a pioneering online community that was a precursor of today's social-networking websites such as MySpace and Facebook.

Mr Brand still has a following among the Birkenstock set, and even lives on a tugboat near San Francisco. But meet him in person and it becomes clear he is not exactly your typical crunchy-granola green. Sitting down to lunch at a posh beach resort on Coronado Island, off San Diego, he does not order a vegan special but a hearty Angus burger with bacon, cheese and French fries, and a side-order of lobster bisque. “I'm genetically a contrarian,” he says with a broad smile.

First Look at Branson / Rutan's Space Terminal

Bruno Giussani:

Making private space travel possible and accessible to everyone has been a recurring topic at recent TED conferences, discussed by speakers such as Burt Rutan at TED 2006 (watch his speech), Peter Diamandis at TEDGLOBAL 2005, Richard Branson at TED 2007 and others. This week the first images of the central terminal and hangar facility at New Mexico's future private spaceport have been released.

"Where iPhones are Made"

A Wall Street Journal Video: An interesting look at Foxconn.

Q & A With William Gibson

Steve Ranger:

Science fiction novelist William Gibson has been exploring the relationship between technology and society ever since he burst on to the literary scene with his cyberpunk classic Neuromancer in 1984. He invented the word 'cyberspace' and his influential works predicted many of the changes technology has brought about. silicon.com's Steve Ranger caught up with him in the run up to the launch of his latest novel, Spook Country.

silicon.com: You've written much about the way people react to technology. What's your own attitude towards technology?
Gibson: I'm not an early adopter at all. I'm always quite behind the curve but I think that's actually necessary - by not taking that role as a consumer I can be a little more dispassionate about it.

Most societal change now is technologically driven, so there's no way to look at where the human universe is going without looking at the effect of emergent technology. There's not really anything else driving change in the world, I believe.

Waiting for My Air Taxi

Jon Udell:

One powerful force that’s dispersing economic opportunity is of course the Interent. A decade ago there were a few lucky souls who could pull an income through a modem. Today there are lots more, and we’ve yet to see what may happen once high-bandwidth telepresence finally gets going.

But a second force for dispersion has yet to kick in at all. It is the Internetization of transportation — and specifically, of air travel. That’s where Esther Dyson comes in. She’s investing in several of the companies that are aiming to reinvent air travel in the ways described by James Fallows in his seminal book on this topic, Free Flight. In that vision of a possible future, a fleet of air taxis takes small groups of passengers directly from point to point, bypassing the dozen or so congested hubs and reactivating the thousands of small airports — some near big cities, many elsewhere.

There are two key technological enablers. First a new fleet of small planes that are lighter, faster, smarter, safer, and more fuel-efficient than the current fleet of general aviation craft with their decades-old designs.

The second enabler is the Internet’s ability to make demand visible, and to aggregate that demand. So, for example, I’m traveling today from Keene, NH to Aspen, CO. If there are a handful of fellow travelers wanting to go between those two endpoints — or between, say, 40-mile-radius circles surrounding them, which circles might contain several small airports — we’d use the Internet to rendezvous with one another and with an air taxi.

"The Plan is to have no Plan"

Tom Peters:

The deal is this—and I am drawn to it because it mirrors exactly my own half-century journey and rant: Namely "planners," especially "master planners," more or less believe that the plan is the thing—and that the messy process of implementation on the ground will take care of itself if The Plan is "right." (Reminiscent of Iraq, eh?) In The White Man's Burden, Easterly describes "planners" and "searchers." While planners treat the plan as holy writ, searchers live by rapid trial and error and learn through constant experimentation and adjustment. To wit:

"In foreign aid, Planners announce good intentions but don't motivate anyone to carry them out; Searchers find things that work and get some reward. Planners raise expectations but take no responsibility for meeting them; Searchers accept responsibility for their actions. Planners determine what to supply; Searchers find out what is in demand. Planners apply global blueprints; Searchers adapt to local conditions. Planners at the top lack knowledge of the bottom; Searchers find out what the reality is at the bottom. ... A Planner thinks he already knows the answers; he thinks of poverty as a technical engineering problem that his answers will solve. A Searcher admits he doesn't know the answers in advance; he believes that poverty is a complicated tangle of political, social, historical, institutional and technological factors; a Searcher hopes to find answers to individual problems only by trial and error experimentation. A Planner believes outsiders know enough to impose solutions; a Searcher believes only insiders have enough knowledge to find solutions, and that most solutions must be homegrown."

Interesting Look at How Easy it is to say "No", rather than take a risk

Seth Godin:

Given the mass hysteria, it's probably not so good to be Denny Strigl this week. He's the COO at Verizon quoted with pride about turning down the iPhone deal (Verizon turned down iPhone's advances.)

The reason you need to care about this: Almost everyone is like Denny.

Most innovative business people who dream of bizdev imagine that they can be just like Steve Jobs. Come up with a super idea, a useful service, a great gizmo and go to an industry leader. Sign lots of NDAs and go to lots of meetings. Demand that they change their ways in order to make your wonderful innovation a game changer, something that will fix their broken industry and make you both a lot of money.

iPhone: Game Changer

Apple's iPhone has received no shortage of hype since it was announced earlier this year. From a technology perspective, I find the multi-touch interface most interesting. It cleanly addresses many small screen issues, including navigation and zoom in/out.

Having said that, I believe the real paradigm shift is the activation process. Years ago, while replacing a dead phone, I stood at the usual cell phone counter for quite some time while the customer in front of me went through a long activation process with Verizon's representative. What a waste of time.

Apple has dramatically simplified (assuming it works) the activation process by baking it into iTunes. Buy the phone via bricks and mortar or online, sync and activate with your mac or pc and get on with it.

In many ways, Apple has pulled an identity-ectomy (identiectomy?) on AT&T. They are selling phones via AT&T's channels, but the user experience (and therefore brand and stock price leverage) is all Apple. AT&T will get the fumes, but this is Apple's win. I'm no fan of AT&T [rss].

Finally, two years ago, while on travel, I spoke with someone who should/would know. This person told me that the iPhone was due later that summer (2005). I wonder if Apple scrapped an early version and decided to wait for the right time and place in terms of technology and software? If so, that takes guts, particularly given the pieces that need to be in place for a launch.

Interesting Look at Sam Zell's Tax Advantaged Structure of the Chicago Tribune Acquisition

Joe Nocera:

As Zell deals go, this hardly ranks among his biggest; he’s putting up a “mere” $250 million to gain control of a company with $5.5 billion in revenue last year. But what it lacks in economic heft, it more than makes up for in complexity. When the deal closes, probably at the end of the year, the Tribune Company will go from being a public company to a private S corporation, meaning it will pay no corporate taxes. Its sole owner will be an employee stock ownership plan, which is essentially a fund, owned by employees, which owns the company’s stock. ESOPs also pay no taxes, meaning that both the company and its owner will no longer be taxpayers. Mr. Zell, who will become chairman of the company, will immediately recoup his $250 million and then reinvest an additional $315 million (don’t ask). He’ll have an option to buy 40% of the company for another $500 million to $600 million. (If he does so, he will become the one taxpayer in the deal.)

The Tribune Company will be laden with debt, $13 billion in all, which it plans to pay down in part with the extra cash flow that is generated from not having to pay taxes. If the company does well — or even just decently — everyone will make out, starting with the employees whose stock in the ESOP will be worth a lot more than $28 a share, the discounted price the ESOP paid for it. But if it continues to sink — and just this week, the Tribune Company announced that May revenue fell 11.1% — then the company could wind up in default, which would hurt everyone, starting, again, with the employees, who would lose the value of their ESOP shares. ...

What most seemed to excite him was the ESOP itself. And why not? As the Lehman Brothers tax expert Robert Willens said, “He is using it in a way that no one has ever done before.” Mostly, ESOPs are set up when family owners want to cash out of privately held companies and turn them over to their employees. Mr. Zell, by contrast, is using it to buy out the shareholders of a large public corporation —and turn it into a tax-free private company.

On Creativity

John Wesley:

The secret to creativity is knowing how to hide your sources. -Einstein

The biggest misconception about creativity is that it involves a moment of magical creation when the incredible appears out of thin air. The truth is less romantic. Everything comes from somewhere. All ideas have been thought before and all artists, especially the most brilliant, have their sources of inspiration. I’m going to break Einstein’s famous rule by revealing some of my sources and explaining how I use the genius of others to further my own ambitions.

Shattering the Bell Cure: The Power Law Rules

Life isn't fair. Many of the most coveted spoils--wealth, fame, links on the Web--are concentrated among the few. If such a distribution doesn't sound like the familiar bell-shaped curve, you're right.

Along the hilly slopes of the bell curve, most values--the data points that track whatever is being measured--are clustered around the middle. The average value is also the most common value. The points along the far extremes of the curve contribute very little statistically. If 100 random people gather in a room and the world's tallest man walks in, the average height doesn't change much. But if Bill Gates walks in, the average net worth rises dramatically. Height follows the bell curve in its distribution. Wealth does not: It follows an asymmetric, L-shaped pattern known as a "power law," where most values are below average and a few far above. In the realm of the power law, rare and extreme events dominate the action.

For Nassim Taleb, irrepressible quant-jock and the author of "Fooled by Randomness" (2001), the contrast between the two distributions is not an amusing statistical exercise but something more profound: It highlights the fundamental difference between life as we imagine it and life as it really is. In "The Black Swan"--a kind of cri de coeur--Mr. Taleb struggles to free us from our misguided allegiance to the bell-curve mindset and awaken us to the dominance of the power law.

Kurt Vonnegut Dead at 84

Finger Lickin Funny

Kentucky Fried Theater took root on campus in the early seventies, and then went on to produce hit movies such as Airplane! and The Naked Gun series. Who could have predicted that this zany Wisconsin brand of humor would have a major influence on comedy ranging from Saturday Night Live to South Park and Dumb and Dumber?

Fortran Developer Dies

John W. Backus, who assembled and led the I.B.M. team that created Fortran, the first widely used programming language, which helped open the door to modern computing, died on Saturday at his home in Ashland, Ore. He was 82.

Fortran, released in 1957, was “the turning point” in computer software, much as the microprocessor was a giant step forward in hardware, according to J.A.N. Lee, a leading computer historian.

Fortran changed the terms of communication between humans and computers, moving up a level to a language that was more comprehensible by humans. So Fortran, in computing vernacular, is considered the first successful higher-level language.

Airlines Learn to Fly on a Wing and an Apology

Airlines are getting serious about saying they’re sorry.

After a spate of nightmarish service disruptions, American Airlines, JetBlue Airways and others are sending out more apologies, hoping to head off customer complaints and quell talk of new consumer-protection regulations from Congress.

But no airline accepts blame quite like Southwest Airlines, which employs Fred Taylor Jr. in a job that could be called chief apology officer.

His formal title is senior manager of proactive customer communications. But Mr. Taylor — 37, rail thin and mildly compulsive, by his own admission — spends his 12-hour work days finding out how Southwest disappointed its customers and then firing off homespun letters of apology.

Founders Words

Publicly owned networks are the key to universal access and healthy competition

Local governments have taken the lead in U.S. broadband policy. Hundreds of communities of all sizes are making decisions about how to best deliver universal, affordable access to high-speed information networks. Many are offered seemingly attractive arrangements with no upfront cost to the city. They do themselves and their households and businesses a disservice if they do not seriously explore the costs and benefits of a publicly owned network.

In this report, we highlight five arguments for public ownership.

1. High-speed information networks are essential public infrastructure.

Just as high quality road systems are needed to transport people and goods, high quality wired and wireless networks are needed to transport information. Public ownership of the physical network does not necessarily mean the city either manages the network or provides services. Cities own roads, but they do not operate freight companies or deliver pizzas.

2006 Letter to Shareholders

Our gain in net worth during 2006 was $16.9 billion, which increased the per-share book value of both our Class A and Class B stock by 18.4%. Over the last 42 years (that is, since present management took over) book value has grown from $19 to $70,281, a rate of 21.4% compounded annually.*

We believe that $16.9 billion is a record for a one-year gain in net worth – more than has ever been booked by any American business, leaving aside boosts that have occurred because of mergers (e.g., AOL’s purchase of Time Warner). Of course, Exxon Mobil and other companies earn far more than Berkshire, but their earnings largely go to dividends and/or repurchases, rather than to building net worth.

All that said, a confession about our 2006 gain is in order. Our most important business, insurance, benefited from a large dose of luck: Mother Nature, bless her heart, went on vacation. After hammering us with hurricanes in 2004 and 2005 – storms that caused us to lose a bundle on super-cat insurance – she just vanished. Last year, the red ink from this activity turned black – very black.

In addition, the great majority of our 73 businesses did outstandingly well in 2006. Let me focus for a moment on one of our largest operations, GEICO. What management accomplished there was simply extraordinary.

Competition is the Mother of Innovation

The LAT's David Colker tells the story of how the last soap factory in town has managed to survive despite low-cost competition from China. It's clear that soap-making doesn't have a big future in Los Angeles, but the story also a tribute to the ingenuity that has allowed the company to find new markets and new operating methods.

Hoping to trim one of his biggest remaining expenses, electricity, he contacted the Department of Water and Power. "They told me if I could shut down by 1 p.m., they could give me a much better rate," Shugar said. He moved the plant's starting time back to 5 a.m. to meet the cutoff time, resulting in 40% savings.

One of his most valuable assets was his mechanical engineer, Cheng Lim, who came to Shugar from Jergens when that company closed its Burbank plant in 1992. Lim could have stayed with the giant company, based in Cincinnati, but "my wife did not want to go," he said. "Too cold there."

Lim adapted the Shugar production line for use by fewer employees.

Anderson on "We Media"

First, let's agree that "media" is anything that people want to read, watch or listen to, amateur or professional. The difference between the "old" media and the "new" is that old media packages content and new media atomizes it. Old media is all about building businesses around content. New media is about the content, period. Old media is about platforms. New media is about individual people. (Note: "old" does not mean bad and "new" good--I do, after all, run a very nicely growing magazine/old media business.)

The problem with most of the companies Skrenta lists is that they were/are trying to be a "news aggregators". Just as one size of news doesn't fit all, one size of news aggregator doesn't either.

The DNA of Wal-Mart

I’ve already gushed about Bill Marquard’s business strategy book, WAL-SMART. In the book, this former Wal-Mart executive explains because of Wal-Mart’s unbridled success, this mega-retailer has forever changed the game of business from sourcing to distribution to pricing to inventory methods to merchandising. It’s now up to companies today (and tomorrow) to deal with doing business in the world that Wal-Mart has created and redefined.

Since Marquard spent time at Wal-Mart in the late 90s responsible for developing the company’s strategic planning processes, he has a very unique understanding of the company’s DNA. In the book, Marquard shares five key cultural underpinnings that make Wal-Mart the company it is. (Good stuff!)

Startups & VC Investment Risk

When I added FilmLoop to the TechCrunch DeadPool last month based on rumors of mass layoffs, it was clear there was more to the story. The thirty person company had raised $11.5 million in capital and by any calculation should have still had at least $3 - $5 million left in the bank. They were trailing Slide, RockYou and Photobucket in their market, but had just launched a completely new platform that was getting good reviews. FilmLoop wasn’t dominating the market, but they were not on the ropes, either.

Permanent Value: The Teachings of Warren Buffett

Well in 1962 I learned from Ben Graham how to assess businesses. He also had the cigar butt analogy for buying businesses...you can usually get one good puff out of it and it’s free. Berkshire made a lot of money after WWII (more than Pfizer and Merck) and then it steadily went downhill. Between 1955 and 1965 Berkshire went from 12 mills to 2 mills and they bought their own stock as mills closed. We bought 100,000 shares out of 1 million in 1962 at $7 3/8 and the company had $10-11/share in working capital...I knew I wouldn’t lose money because of the working capital. It was losing money but it was also liquefying assets by closing mills. Seabury Stanton was running Berkshire at the time and I went to go visit him. We had an agreement that Berkshire would tender $11-1/2 for my shares of the company. At this point, I could not buy any stock as I had inside information. A few weeks later I received a letter from Old Colony Trust containing a tender offer of $11-3/8. Early the following week, Seabury tendered the stock at 11 3/8. As result, I began buying more Berkshire. Other family members of Seabury Stanton sold their shares to me and I gained controlling interest in the company. The family members weren’t very happy with Seabury either really. We ran the mills until 1985. .

Cheeseheads' Taste of Chester

Ryan peddled the cards until he got the camera. Forty-nine years later, the big picture hasn't changed much. He's still fighting and selling relentlessly.

"You've got to sell," he said, "because a lot of times you're a perfect stranger trying to convince somebody to do something they might not want to do. If I wasn't a coach, I'd probably be a salesman. I've got to have that competition."

Now Ryan sells Badger basketball - to recruits, to his players, to boosters, to the media, to the nation. With that slick exterior abetted by street smarts, he has transformed Wisconsin, once an off-the-rack program, into one of the hottest items on college basketball's shelf.

Apple iPhone UI Notes

I could go down through the other “innovations” in iPhone and slowly knock them off. Yes, it’s the first cell phone with a visual display of voicemail messages, so you can randomly move among voicemails, etc., etc. However, such lists have been displayed, in an identical fashion, on enterprise-level voicemail systems and, of course, such lists have been a standard feature in email for decades.

The origins of these bits and pieces, however, is not what’s important about the iPhone. What’s important is that, for the first time, so many great ideas and processes have been assembled in one device, iterated until they squeak, and made accessible to normal human beings. That’s the genius of Steve Jobs; that’s the genius of Apple.

It’s also speaks to the limited vision of the cell phone industry. Exactly why have we never had random-access voicemail on cell phones? We’re talking about hand-held devices with more computer power than the Apollo spacecraft that took us to the moon. We’re talking about devices with screens of more than sufficient resolution. Could nobody think of displaying the messages?

SNL does iPhone

The Case for Artisan Meats

The artisans themselves also continue to use the same methods they have always used. At some point after the second world war, as food production across Europe became industrialised, making hams in the traditional labour-intensive manner ceased to be a necessary way of life and became a wonderfully tasty two-finger salute to all the boiled, pink, anaemic, mealy, tasteless hams sitting on supermarket shelves and in refrigerated cabinets.

Curing meat celebrates heterogeneity like no other culinary process. McDonald's manages to make hamburgers that taste the same from Cape Town to Novosibirsk; cured meats, with almost identical ingredients from region to region, taste wildly different. Italy produces six denominazione di origine controllata varieties of prosciutto, all of which are made from the whole leg of a pig, salt and perhaps a bit of sugar or spice. But by virtue of the airborne yeasts and moulds native to the particular region, variations in humidity, temperature and air quality, the diet and care of the pigs and the storage of the resulting hams, each of them tastes and feels quite different from the rest. The only other product for human consumption that varies so greatly from one area to another is whisky, which also relies on tradition, fanatical attention to detail and environmental alchemy. Just as Suntory can buy all the disused stills it wants, mimic the chemical and mineral composition of Scottish water and still produce something completely different from a Highland single malt, so a prosciutto from Parma will be softer, pinker and milder than a prosciutto from Modena, and a Lyonnais saucisson will have a tang that a salame Piacentino lacks.

Our mission is crafting salumi in the finest Italian pastoral traditions, using the highest-quality, all-natural pork.

Our pork comes from family farmers committed to the well-being of their animals and their land. The hogs are never given antibiotics, artificial growth hormones, growth-promoting agents or meat by-products. They eat only the finest grains and natural feed. This old-fashioned way to raise hogs produces pork of outstanding quality, which is the essential ingredient in all Fra' Mani salumi.

A Chronicle of Allen-Edmonds Sale

Stollenwerk and some partners bought Allen-Edmonds in 1980 from descendents of the founders. Later on, Stollenwerk bought out his partners and built the brand into one recognized around the world.

Unlike his competitors in the footwear industry, Stollenwerk has kept production in the U.S. Allen-Edmonds employs about 550 people in Wisconsin and Maine and makes more than 500,000 pairs of men's shoes a year. Thanks to the introduction of lean manufacturing and cell concepts, the company can make a pair in seven hours. Shoes are made to order, with the inventory of finished products kept very low.

The shoes are handcrafted from imported leather and can sell for more than $300 a pair. During his tenure, Stollenwerk has seen a decline in the number of independent shoe stores interested in carrying the line, and his distribution channels have become limited. As a result, the company has opened a chain of retail stores that carry not only shoes but also upscale accessories. Sales are about $100 million annually.

As he reached his mid-60s, Stollenwerk knew the company would need to invest in even more stores - at about $1 million each - to continue to grow. That meant "I would have to go to a bank and borrow a considerable amount of money," he said.

He had done that in the past, and the idea of managing it in the future did not appeal to him. He has children, but none is interested in taking over the company, so his mind turned to other options.

Frank Stanton Obituary

ith the 1960 Presidential election approaching, Dr. Stanton persuaded Congress to suspend the “equal time” provision in the Federal Communications Act. That made it possible for the networks to televise debates between the Democratic nominee, Sen. John F. Kennedy, and his Republican rival, Vice President Richard M. Nixon, without including candidates of smaller parties. The debates signaled the arrival of television as a dominant force in presidential politics.

Dr. Stanton bore much of the criticism when Washington objected to CBS News’s coverage of the war in Vietnam, though he denied a frequently told tale that President Johnson had telephoned him at home to curse him for broadcasting a report by Morley Safer showing Marines burning down peasant huts in Cam Ne.

A New Search Engine

A Relatively Dark Chat with Frank Gehry

Describing what it takes for him to accept a commission, Mr. Gehry says, "The determining factor is: Can I get it done while I am still alive?" Explaining why he doesn't build houses any more, Mr. Gehry says, "They involve a lot of personal hand holding. I guess at my age I don't have the patience."

Probably more than most architects, one sees Mr. Gehry's buildings--buildings that have been described as resembling ruffling sails or looking like they are melting--and has a sense that there is a single personality behind them.

"I don't know why people hire architects and then tell them what to do," Mr. Gehry says. "Architects have to become parental. They have to learn to be parental." By this he means that an architect has to listen to his client but also remain firm about what the architect knows best, the aesthetics of a building. This, Mr. Gehry says, is what makes an architect relevant in the process that leads to a completed building. "I think a lot of my colleagues lose it, lose that relevance in the spirit of serving their client, so that no matter what, they are serving the client. Even if the building they produce, that they think serves the client, doesn't really serve the client because it's not very good."

An Interesting Look at Xerox Management's Missed Market Opportunities (PC's, the GUI, Networking)

Peter McColough never powered up a personal computer, but he helped unleash the digital revolution.

Many of the technologies at the center of today's computerized offices and homes -- the mouse, the laser printer, the local area network -- were first developed in the 1970s at a Silicon Valley skunk works he chartered at Xerox Corp.

But Xerox never reached Mr. McColough's goal of being at the forefront of what he called "the architecture of information." The company still best known for copiers pioneered in the 1950s and '60s failed to develop many of the technologies into marketable products. Instead, a herd of start-ups, often headed by the very workers at Xerox's Palo Alto Research Campus who had invented them, rumbled in and created industries in personal computers, networking, office software and others.

"If Xerox had known what it had and had taken advantage of its real opportunities, it could have been as big as IBM plus Microsoft plus Xerox combined -- and the largest high-technology company in the world," Apple Computer Inc. co-founder Steve Jobs is quoted as saying in "Joe Wilson and the Creation of Xerox," a book by Charles Ellis about the company and its early chief executive.

The reasons for Xerox's inability to take advantage of its own inventions are debated in business schools to this day. Jacob Goldman, Xerox's chief scientist at the time who founded PARC, blames short-sighted managers unwilling to take chances on small-scale, unproven technologies. "They managed the company quarter to quarter and looked at the bottom line," Mr. Goldman says. "They weren't thinking about the future really."

20 Business Ideas & The VC's with Cash

The result is this list of 20 tantalizing business ideas, ranging from a host of new websites and applications to next-generation power sources and a luxury housing development. This isn't small-time thinking, either: These investors -which include some of Silicon Valley's most successful VCs as well as serial entrepreneurs like Steve Case and Howard Schultz are backing their ideas with a collective $100 million in funding to the entrepreneurs who can get them off the ground.

Silicon Valley Math: Interesting Look at Yahoo's Potential Deal with Facebook

Rumors about the possible acquisition of Facebook, usually with Yahoo as buyer, have been around for most of this year. Not that Yahoo or Facebook have asked for this attention, but the media is getting antsy. Robert Young put it best last week when he asked - Yahoo & Facebook: Deal or No Deal?. That is certainly the question of the fiscal quarter.

We know that Facebook has been pursued almost since the beginning of its existence. They narrowly avoided a $10 million acquisition by Friendster in mid 2004, just months before they took their first round of financing from Accel Partners. Former Friendster execs say that the deal was close to closing, but last minute negoations over control ultimately disrupted the deal. Since then, Facebook has certainly been approached by every major Internet company.

Web Investment Bubble: 61 Video Hosting Companies

I'm pleased to offer this latest revision of the Web Video Cheat Sheet, a quick and dirty guide to sharing videos online. I'm in the process of compiling another report that examines a specific facet of the video sharing experience (more on that later). Meanwhile, I couldn't wait to get this 61-site overview out there so folks can figure out the best place to host their most memorable (drunken) holiday moments.

Baseball & Innovation

Jeff Angus over at Management by Baseball sent me an intriguing update about Billy Bean's approach to Moneyball. Bean is famous in the baseball world for developing quantitative techniques to help identify players that are underpaid by market standards and for developing a system that enables such "bargain" players to contribute to overall team performance. There are many signs that the system works, for example, Oakland's cost per win in 2005 was $450,000 in salary, while the New York Yankees paid 1.4 million. The 2006 payrolls (when Oakland had a better season than the Yankees) were about 60 million for the A's and about 200 million for the Yankees. Bean and his staff do impressive analysis to make decisions that gain them cost advantages and increase their odds of success. For example, they stay away for star players that are coming out of high school and prefer college graduates because only 5% of baseball players drafted straight out of high school are in the major leagues in three years, while 17% of college graduates that are drafted make it to the majors.

Revive Care Packages?

I may spend too much time thinking about this, but how is it one reverses the hatred of a people after war? WWII was no doubt very different. But interestingly, Germans talk about this a lot — about the brilliance in the American strategy after the war to rebuild (what we weirdly call) “friendship” between the German and American people.

That strategy had a government component (2% of the GDP spent on the Marshall Plan) and a private component. The private component came largely through the delivery of “CARE Packages.” As described on CARE’s website, these packages were originally surplus food packs initially prepared to support a US invasion of Japan. Americans were invited to send these packages to victims of the War. Eventually, over 100,000,000 packages were sent by Americans over the next two decades, first in Europe, then throughout the world.

A German friend this afternoon was recounting this story to me — he too is obsessed with how to reduce Iraqi anger. But the part he emphasized that I had missed originally was how significant it was to Germans to know that these packages were sent by ordinary Americans. It wasn’t the government sending government aid; it was American volunteers taking time to personalize an act of giving.

A Few Words With Jerry Brown

Then how would you describe yourself politically?

I’m very independent. There’s a great line from Friedrich Nietzsche: A thinking man can never be a party man.

Extraordinary Service in an Era of Low Expectations

• Politics: Meet the New Boss, Same as the Old Boss:

  But Ms. Pelosi’s damage to herself was already done. The well-known shortcomings of Mr. Murtha were broadcast for all to see — from his quid-pro-quo addiction to moneyed lobbyists to the grainy government tape of his involvement in the Abscam scandal a generation ago. The resurrected tape — feasted upon by Pelosi enemies — shows how Mr. Murtha narrowly survived as an unindicted co-conspirator, admittedly tempted but finally rebuffing a bribe offer: “I’m not interested — at this point.

• Black Friday retail tactics:

  In Lewis Center, Ohio, near Columbus, Cindy Milsap, 43, and her daughter, Ashley, 20, woke up before dawn to drive to the nearby Wal-Mart Supercenter, which advertised a 52-inch high-definition television for $474. “We don’t really need a new TV, Ms. Milsap said. “But at that price? C’mon.”
  
  But the bargain eluded them. The “limited quantity” in the ad, she said, was three TVs — all sold by the time the pair arrived.
  
  Those customers left in peace.

• The oxymoron that is "airline service":

  With overcrowded airplanes, little civility in dress or demeanor of passengers, few meals, fewer amenities, industrywide salary cuts of epic proportions, and (the worst sin of all) airlines canceling pension plans because they've robbed the fund of hundreds of millions, far too many of America's airline employees are shell shocked, depressed, disillusioned and resentful. In effect, we're now an industry full of employees going through post-traumatic stress and wondering why we ever thought it was fun.
  
  And that, in a nutshell, equates to bad and inattentive service with a "who cares" attitude. Morale, in other words, is the key, and it's in precious short supply today.

• 2006 Airline Quality Rating website.

Wisconsin 27th in "Entrepreneur Friendliness"

The Small Business Survival Index ranks the 50 states and District of Columbia according to some of the major government-imposed or government-related costs affecting investment, entrepreneurship, and business.

This eleventh annual Small Business Survival Index ties together 29 major government-imposed or government-related costs impacting small businesses and entrepreneurs across a broad spectrum of industries and types of businesses:

• Personal Income Tax. State personal income tax rates affect individual economic decision-making in important ways. A high personal income tax rate raises the costs of working, saving, investing, and risk taking. Personal income tax rates vary among states, therefore impacting crucial economic decisions and activities. In fact, the personal income tax impacts business far more than generally assumed because roughly 90 percent of businesses file taxes as individuals (e.g., sole proprietorship, partnerships and S-Corps.), and therefore pay personal income taxes rather than corporate income taxes. Measurement in the Small Business Survival Index: state’s top personal income tax rate.1
• Capital Gains Tax. One of the biggest obstacles that start-ups or expanding businesses face is access to capital. State capital gains taxes, therefore, affect the economy by directly impacting the rate of return on investment and entrepreneurship. Indeed, capital gains taxes are direct levies on risk taking, or the sources of growth in the economy. High capital gains taxes restrict access to capital, and help to restrain or redirect risk taking. Measurement in the Small Business Survival Index: state’s top capital gains tax rate on individuals.2

A Chat with JetBlue's David Neelman

With Washington often, umm, unable to focus--"It took 10 years to get an energy bill passed that has had little effect," Mr. Neeleman interjects--he sought counsel on the capital's ways. As a result, he got professional help on the bill's language and learned about the legislative process. "The advice I got was to go get RAND and other thinkers to write about it--those are the guys that they listen to," Mr. Neeleman says. He has spoken with RAND about doing an economic impact study, but has not commissioned one. And, as he put it, "I got a couple professors"--names of people he might enlist in the cause. Who?--I ask. "From the American Enterprise Institute and Brookings Institution," is his reply.

Mr. Neeleman has also visited the White House seeking support. "They're looking at it," he says, but were noncommittal. He believes "it should sail through Congress," and would be happy to "testify for my country and for our industry." This earnestness, along with his resolve, is obvious throughout the interview. As I'm leaving, Mr. Neeleman stops me to point out--no, to declaim--a framed quote on the wall outside his office. It's from Teddy Roosevelt, and reads, in part: It is not the critic who counts, not the man who points out how the strong man stumbled or where the doer of deeds could have done them better. The credit belongs to the man who is actually in the arena . . . who--at the worst--if he fails, at least fails while daring greatly.

The Next Capitalism

When he died in 1848, John Jacob Astor was America's richest man, leaving a fortune of $20 million that had been earned mainly from real estate and fur trading. Despite his riches, Astor's business was mainly a one-man show. He employed only a handful of workers, most of them clerks. This was typical of his time, when the farmer, the craftsman, the small partnership and the independent merchant ruled the economy. Only 50 years later, almost everything had changed. Giant industrial enterprises -- making steel, producing oil, refining sugar and much more -- had come to dominate.

The rise of big business is one of the seminal events in American history, and if you want to think about it intelligently, you consult historian Alfred D. Chandler Jr., its pre-eminent chronicler. At 88, Chandler has retired from the Harvard Business School but is still churning out books and articles. It is an apt moment to revisit his ideas because the present upheavals in business are second only to those of a century ago.

Until Chandler, the emergence of big business was all about titans. The Rockefellers, Carnegies and Fords were either "robber barons'' whose greed and ruthlessness allowed them to smother competitors and establish monopolistic empires. Or they were "captains of industry'' whose genius and ambition laid the industrial foundations for modern prosperity. But when Chandler meticulously examined business records, he uncovered a more subtle story. New technologies (the railroad, telegraph and steam power) favored the creation of massive businesses that needed -- and, in turn, gave rise to -- superstructures of professional managers: engineers, accountants and supervisors.

KCRW's Active Internet Audience

KCRW is a leading example of how public radio stations are aggressively pushing high-definition radio, live streaming of programs, podcasting and other technology-driven improvements -- and in the process demonstrating the potential the Internet may hold for all radio stations, public or commercial.

Such moves have helped public stations expand their audience at a time when commercial broadcasters are seeing the listener base shrink. But while the initiatives have helped public radio stations expand their reach, the bar for success is also lower. Public stations rely on sponsorship and listener donations and are under less pressure to make money on their audience-growing online initiatives, such as selling ads on their podcasts.

"They have less to lose," says David Bank, an analyst at RBC Capital Markets. "They're all about delivering their content to the audience, without worrying about how [new technologies] might displace the audience and the advertiser." Now, he says, commercial radio is wishing it had moved faster and earlier in this area, although it has a big effort to catch up in the past year or two. Many big radio companies now sell advertising for their streams separately to their broadcast advertising, and start most podcasts with an ad. Industry-wide, online revenue now runs well north of $100 million annually.

The Next Capitalism

When he died in 1848, John Jacob Astor was America's richest man, leaving a fortune of $20 million that had been earned mainly from real estate and fur trading. Despite his riches, Astor's business was mainly a one-man show. He employed only a handful of workers, most of them clerks. This was typical of his time, when the farmer, the craftsman, the small partnership and the independent merchant ruled the economy. Only 50 years later, almost everything had changed. Giant industrial enterprises -- making steel, producing oil, refining sugar and much more -- had come to dominate.

The rise of big business is one of the seminal events in American history, and if you want to think about it intelligently, you consult historian Alfred D. Chandler Jr., its pre-eminent chronicler. At 88, Chandler has retired from the Harvard Business School but is still churning out books and articles. It is an apt moment to revisit his ideas because the present upheavals in business are second only to those of a century ago.

Until Chandler, the emergence of big business was all about titans. The Rockefellers, Carnegies and Fords were either "robber barons'' whose greed and ruthlessness allowed them to smother competitors and establish monopolistic empires. Or they were "captains of industry'' whose genius and ambition laid the industrial foundations for modern prosperity. But when Chandler meticulously examined business records, he uncovered a more subtle story. New technologies (the railroad, telegraph and steam power) favored the creation of massive businesses that needed -- and, in turn, gave rise to -- superstructures of professional managers: engineers, accountants and supervisors.

Unlocking the iPod - Great Fair Use Article

Sometimes, however, the things Johansen tries to improve were made a certain way for a reason. When he was 15, Johansen got frustrated when his DVDs didn't work the way he wanted them to. "I was fed up with not being able to play a movie the way I wanted to play it," that is, on a PC that ran Linux.

To fix the problem, he and two hackers he met online wrote a program called DeCSS, which removed the encryption that limits what devices can play the discs. That meant the movies could be played on any machine, but also that they could be copied. After the program was posted online, Johansen received an award from the Electronic Frontier Foundation - and a visit from Norwegian police.

Johansen, now 22 and widely known as "DVD Jon" for his exploits, has also figured out how Apple's iPod-iTunes system works. And he's using that knowledge to start a business that is going to drive Steve Jobs crazy.

A disruptor If you want to be specific - and for legal reasons, he does - Johansen has reverse-engineered FairPlay, the encryption technology Apple (Charts) uses to make the iPod a closed system. Right now, thanks to FairPlay, the songs Apple sells at its iTunes store cannot easily be played on other devices, and copy-protected songs purchased from other sites will not play on the iPod. (The iPod will play MP3 files, which do not have any copy protection, but major labels don't sell music in that format.)

Doonesbury's War

It's hard to know what to say to a grievously injured person, and it's easy to be wrong . You could do what I did, for example. Scrounging for the positive, I cheerfully informed a young man who had lost both legs and his left forearm that at least he's lucky he's a righty. Then he wordlessly showed me his right hand, which is missing fingertips and has limited motion -- an articulated claw. That shut things right up, for both of us, and it would have stayed that way, except the cartoonist showed up.

Garry Trudeau, the creator of "Doonesbury," hunkered right down in front of the soldier, eye to eye, introduced himself and proceeded to ignore every single diplomatic nicety.

"So, when were you hit?" he asked.

"October 23."

Trudeau pivoted his body. "So you took the blast on, what . . . this side?"

Philanthropy from the Heart of America

In the last five years, though, something utterly unexpected has happened. The decline has stopped. More people are moving to Ord, the county seat, than leaving, and the county’s population is likely to show its first increase this decade since the 1920’s.

The economics of rural America have not really changed. If anything, the advantages that Chicago, Dallas, New York and other big cities have over Nebraska have only continued to grow. But Ord has finally figured out how to fight back.

It has hired a “business coach” to help teach local stores how to sell their goods over the Internet and to match up retiring shop owners with aspiring ones. Schoolchildren learn how to start their own little businesses — like the sixth-grade girl who made a video of the town’s history and sells it at school reunions — so they will not grow up to think the only job opportunities are at big companies in Omaha or St. Louis. Graduates of Ord High School who have moved elsewhere receive mailings telling them about job opportunities back in town.

MaHunt

“Life consists with wildness....The most alive is the wildest...In Wildness is the preservation of the World." Henry David Thoreau

“There are certain things that cannot be enjoyed by everybody. If everybody tries to enjoy them, nobody gets any pleasure out of them.” Robert Marshall

“Hunting partakes directly in Nature’s sacrament --- transcending a vacuous voyeur to a guiding guardian.” James A. Schneider

“Everybody knows, for example, that the autumn landscape in the north woods is the land, plus a red maple, plus a ruffed grouse. In terms of conventional physics, the grouse represents only a millionth of either the mass or the energy of an acre. Yet subtract the grouse and the whole thing is dead. An enormous amount of some kind of motive power has been lost.” Aldo Leopold

“The sweetest hunts are stolen. To steal a hunt, either go far into the wilderness where no one has been, or else find some undiscovered place under everybody’s nose.” A Sand County Almanac by Aldo Leopold

“Remember that with large corporations and rich individuals gobbling up property to keep everyone out and conservancies, big government and its agencies devouring land through purchase and eminent domain condemnations to let everyone or no one in, there must be places preserved for "everyman/everywoman" plus one human companion to use unbothered by his/her brethren.” James A. Schneider

“Perhaps the hunter is the greatest friend of animals hunted, not excepting the Humane Society.” Henry David Thoreau

Nice Article on Barneveld's Botham Winery

When Peter and Sarah Botham recently installed a new 3,200-gallon tank at their rural winery, they stepped back, looked at it and realized that it holds more wine than was made in the first year of the business.

"It's hard to keep up," said Peter, as he forked grapes into a device that separates the fruit from the vines. "I'm really thrilled about the potential, but it's a little scary."

He was talking about a new agreement the couple signed with Badger Liquor Co., a large distributor that will put Botham wines into stores around the state soon, including the Copps and Pick 'n Save supermarkets."It's hard to keep up," said Peter, as he forked grapes into a device that separates the fruit from the vines. "I'm really thrilled about the potential, but it's a little scary."

He was talking about a new agreement the couple signed with Badger Liquor Co., a large distributor that will put Botham wines into stores around the state soon, including the Copps and Pick 'n Save supermarkets.

Noting Sarah Ruhl's MacArthur Fellowship

Dear Folks: It was a delight to awaken this morning to the news that Sarah Ruhl was awarded a MacArthur "Genius" Fellowship. These awards are in the amount of $500,000 - one hundred thousand for each year of five years. Sarah is the only playwright to receive the award this year. For new staff and board members, we at Madison Repertory Theatre can take pride in giving Sarah her very first professional production when we produced EURYDICE four years ago. Since then Sarah's plays have gone on to major productions in Seattle, Atlanta, Berkeley, Chicago, New Haven, and many, many other cities.

This fall her Pulitzer-finalist play, THE CLEAN HOUSE, will have its New York premiere at Lincoln Center Theatre, and there is talk of EURYDICE appearing in New York as well. Bravo, Sarah! And congratulations to all of you who support the Madison New Play Festival and the development of new work. Sarah's success is a tribute to you.

Broadcast Flag & Indy Media

Reading Paul Boutin's coverage of Apple's video announcements today, There are several questions that come to mind (and I know Jobs prefers not to answer questions).

[..]

In other words, will it play HD content made by independents cleanly, or will it require broadcast flag handshakes?

WSJ: 2006 Tech Innovation Winners

Computer systems are notoriously finicky. They'll hum along just fine and then unaccountably slow down, freeze up or stop working altogether. Finding the cause of some unexplained problem is difficult and time-consuming, especially with complicated systems in real-life settings.

Bryan Cantrill and a team of engineers at Sun Microsystems Inc. have devised a way to diagnose misbehaving software quickly and while it's still doing its work. While traditional trouble-shooting programs can take several days of testing to locate a problem, the new technology, called DTrace, is able to track down problems quickly and relatively easily, even if the cause is buried deep in a complex computer system.

The DTrace trouble-shooting software from Sun was chosen as the Gold winner in The Wall Street Journal's 2006 Technology Innovation Awards contest, the second time in three years that a Sun entry has won the top award. The panel of judges, representing industry as well as research and academic institutions, selected Gold, Silver and Bronze award winners and cited one technology for an Honorable Mention.

For the awards, now in their sixth year, judges considered novel technologies from around the world in several categories: medicine and medical devices, wireless, security, consumer electronics, semiconductors and others.

2006 Young Innovators Under 35

Since 1999, the editors of Technology Review have honored the young innovators whose inventions and research we find most exciting; today that collection is the TR35, a list of technologists and scientists, all under the age of 35. Their work--spanning medicine, computing, communications, electronics, nanotechnology, and more--is changing our world.

On Ford

"The production of the new Ford tractor would not involve stockholders, directors, absentee owners or parasites.” — Henry Ford, quoted by the Dearborn Independent, 1915

UW's Charles Franklin Launches Pollster.com

Pollster.com is the new home of Mystery Pollster, the blog that has labored to demystify the art and science of political polling for the last two years, but it is also much more. Our Polls feature will take you to pages with complete listings of all the public polls available for the most competitive races for Senate and Governor with an important bonus: Interactive charts that show you how the poll results compare to each other as well as trends over time.

Before you dive into the data pages, let me tell you about the incredible team behind Pollster.com. Regular MP readers will notice a similarity between our charts and the stellar graphics produced by our friend Charles Franklin, professor of Political Science at the University of Wisconsin and creator of the blog PoliticalArithmetik. Franklin is a central part of the Pollster team and will also provide frequent commentary here on the Pollster blog as well as lead in the development of new ways to visualize results graphically.

By the way, today also marks the debut of our strategic partnership with Slate Magazine. We have worked with Slate to create an Election Scorecard that will track the daily trends in the race to control the U.S. Senate, the House of Representatives and key Governorships in 2006. With the help of Charles Franklin, I will write a daily update for Slate through Election Day on where those races stand. Links to that update will also appear here daily.

Charles Franklin is the co-developer of Pollster.com. He will provide frequent commentary and lead in the development of new ways to visualze polling results graphically. Franklin is the creator of PoliticalArithmetik ("Where numbers and politics meet") and a professor of political science at the University of Wisconsin, Madison. He specializes in the statistical analysis of polling and election results.

Electric Cars & Monterey

We were originally invited to participate in the McCall Motorsports Customer Appreciation Night at the Monterey Airport on Wednesday. But at the last minute a large Japanese luxury automaker, who happened to be a sponsor of the event, had a hissy fit about our being there. So we were disinvited. How can they be scared of little Tesla Motors? Oh well. We made the best of the day giving rides to press and prospective customers.

Tufte on "Beautiful Evidence"

Edward Tufte has been described by The New York Times as "The Leonardo da Vinci of Data." Since 1993, thousands have attended his day-long seminars on Information Design. That might sound like a dry subject, but with Tufte, information becomes art.

Tufte's most recent book, Beautiful Evidence, is filled with hundreds of illustrations from the worlds of art and science. It contains historical maps and diagrams as well as contemporary charts and graphs. In one chapter alone, there's an 18th-century depiction of how to do a cross-section drawing of how a bird's wing works and photos from a 1940s instruction book for skiing.

Rethinking Moneyball

Another Jason Giambi.

Mark Teahen was called that once. During the preparation for the 2002 draft, the Oakland Athletics' scouting director, Eric Kubota, said if there were someone in the class who could develop like Giambi – from a big, strong singles hitter into a powerful corner infielder – it was Teahen. And this is public knowledge only because the A’s opened their doors that year to author Michael Lewis, who chronicled Oakland’s methods in the seminal book “Moneyball.”

“I’d like to say I’m past all of it,” Teahen said, “but it’s always going to be with me. It’s always going to be with all of us.”

Venturesome Consumption

In a marvellously contrarian new paper*, Amar Bhidé, of Columbia University's business school, argues that these supposed remedies, and the worries that lie behind them, are based on a misconception of how innovation works and of how it contributes to economic growth. Mr Bhidé finds plenty of nice things to say about many of the things that most trouble critics of the American economy: consumption as opposed to thrift; a plentiful supply of consumer credit; Wal-Mart; even the marketing arms of drug companies. He thinks that good managers may be at least as valuable as science and engineering graduates (though given where he works, perhaps he is talking his own book). But he has nothing nice to say about the prophets of technological doom.

Luck & Business Strategy

Because we underestimate how much variation can be caused simply by luck, we see patterns where none exist. It’s no wonder that management theory is dominated by fads: every few years, new companies succeed, and they are scrutinized for the underlying truths that they might reveal. But often there is no underlying truth; the companies just happened to be in the right place at the right time. In 1999, after all, it was hard to find a business book that didn’t hold up Enron as the embodiment of one important principle or other. Of course, some strategies and structures work better than others, but real meaning emerges only over the long term.

Fiskateers

Greenleaf: A Local Food Exchange

When a farmer walked into Whole Foods wanting to sell a huge sack of morels, store employee Heather Hilleren watched a futile effort unfold.

The farmer didn't have vendor credentials, and it would have taken two weeks to get them. By then, the freshly picked morels would have spoiled.