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    • The Untold Story of UPS's Founder and His DeterminationUPS, founded by Jim Casey in 1907, overcame numerous challenges including the Depression and labor movement, through determination, resilience, and a strong foundation, evolving from a local delivery service to a nationwide common carrier.

      The success story of UPS, or "Big Brown," as it came to be known, is a testament to the determination, resilience, and vision of its founder, Jim Casey. Born to Irish immigrants and working from the age of 11, Casey started the American Messenger Company in a basement beneath a bar in 1907, which later evolved into UPS. Despite numerous challenges, including the Depression and the rise of the labor movement, Casey's unwavering insistence on strong values kept UPS on course. He led the company through its expansion from a local delivery service to a nationwide common carrier. Despite facing financial struggles late in his career, Casey refused to give up on his vision and ultimately saw it come to fruition. The untold story of UPS is a reminder of the importance of perseverance and the power of a strong foundation in building a successful business.

    • UPS: A Culture of Efficiency and Employee CommitmentUPS built a successful business by prioritizing efficiency, reliability, and employee commitment through a rigorous selection process and emphasis on accuracy and detail.

      UPS, under the leadership of its disciplined and fastidious founder Jim Casey, has built a culture and business model centered around efficiency, reliability, and a rigorous selection process for its employees. From its early days of foot delivery to its current complex operations, every aspect of UPS is measured and optimized. The company's emphasis on accuracy, detail, and physical labor has created a cult-like loyalty among its employees, who are well-compensated for their dedication and hard work. This focus on efficiency and selecting the most committed employees has been a key factor in UPS's success and longevity.

    • The importance of a deeply committed workforce for business successUPS's success under Jim Casey, startups as cults, and Steve Jobs' approach to hiring illustrate the importance of employees being fully invested in a company's mission

      Having a deeply committed workforce is crucial for the success of a company, as depicted in the book about UPS and its founder Jim Casey. Casey's obsession with service and building an organization dedicated to it led to a strong company culture where employees stayed long-term and were fully invested in the mission. This contrasts with consulting firms where individuals come and go. Successful startups can also be seen as less extreme versions of cults, as their employees are fanatically committed to their mission and believe in it wholeheartedly. Steve Jobs' approach to buying companies and expecting new hires to fully embrace the company culture is another example of this idea. The author's experience of becoming a UPS person through their rigorous hiring process illustrates the importance of commitment to a company's mission. Peter Thiel's quote about entrepreneurs taking their work seriously and considering a lukewarm attitude a sign of mental health further emphasizes the importance of having a deeply committed workforce.

    • Focusing on excellent service and aligned organizationJim Casey, UPS founder, emphasized humility, hard work, and customer service, inspiring growth into a global empire through sincere employee interest and constant improvement.

      Jim Casey, the founder of UPS, focused on providing excellent service and creating an aligned organization where employees, management, and owners shared in the success. He emphasized the importance of humility, hard work, and a commitment to serving customers and stores. Casey believed that good management involved taking a sincere interest in employees and making them feel like they were part of the company, not just employees. He watched his business closely and was always looking for ways to improve operations. His approach led to UPS's growth into a global empire, and his legacy continues to inspire effective organizational leadership. In Jim's own words, "Our real primary objective is to serve, to render perfect service to our stores and their customers. If we keep that objective constantly in mind, our reward in money can be beyond our fondest dreams."

    • Leaders with relentless curiosity improve their businessEffective leaders seek unfiltered info from various sources, identify issues, and implement solutions for growth and success.

      Effective leaders, like Jim Casey of UPS, are characterized by their relentless curiosity and openness to learning. Casey's ability to seek out unfiltered information from various sources, whether it was UPS drivers, hotel employees, or customers, was instrumental in improving his business. This approach allowed him to identify issues and implement solutions that might have otherwise gone unnoticed. Similarly, other successful founders, such as Jeff Bezos and Paul Orfala, also emphasized the importance of direct communication and decentralized decision-making in their organizations. Ultimately, these leaders understood that every interaction and piece of information had the potential to contribute to the growth and success of their businesses.

    • Frugal and Decentralized Leadership of UPS Founder Jim CaseyJim Casey, UPS founder, saved millions through frugal leadership and decentralization, empowering individuals to maximize efficiency.

      Jim Casey, the founder of UPS, was a frugal and decentralized leader who believed in empowering individuals and maximizing efficiency. He grew up with financial responsibilities at a young age and carried this mindset into his business. Casey's suggestion to AT&T to offer reduced nighttime rates led to significant savings for his business and millions of other Americans. He preferred a minimalistic business style and believed in decentralization, respecting the individual, and moving quickly. This approach is illustrated in the success of SpaceX, which recruited 100 bright, self-motivated individuals and allowed them to work without restrictions, resulting in great accomplishments. Casey's focus on excellence, rather than money and prestige, drove him to succeed.

    • Early hardships shaping successful leadersOvercoming adversity and developing skills in challenging environments can lead to remarkable achievements. Successful leaders like Sam Bronfman and Jim Casey, despite their past struggles, were obsessed with the customer experience and drove their companies to remarkable growth.

      Early experiences and hardships can shape individuals into successful leaders. The stories of Sam Bronfman and Jim Casey illustrate this idea. Bronfman's determination to buy a hotel in the face of adversity led to his business success, despite the physical and emotional toll of his past poverty. Similarly, Casey's intense focus on UPS, likely influenced by his upbringing and lack of a private life outside of work, led to the company's astonishing growth and influence. Both men's experiences demonstrate that overcoming adversity and developing skills in challenging environments can lead to remarkable achievements. Additionally, their obsession with the customer experience, a trait shared by many successful founders, was key to their success.

    • Jim Casey's upbringing shaped his strong work ethic and business valuesJim Casey's childhood experiences instilled a strong work ethic and values, including neatness, humility, frugality, dependability, safety, and strong work ethic, that shaped his business.

      Jim Casey's upbringing and experiences instilled in him a strong work ethic and values, which he later applied to his business. Despite facing hardships and adversity at a young age, Jim's determination and resilience helped him succeed. He learned the importance of appearing professional and doing a good job, not just for himself, but for the customers. This mindset, rooted in his Irish heritage and influenced by his parents' grit and ingenuity, shaped his company's ethics and values, which included neatness, humility, frugality, dependability, safety, and strong work ethic. The experiences of his childhood, including his father's struggles and the necessity for him to work at a young age, instilled in him a deep sense of responsibility and a strong drive to succeed.

    • Jim's early experiences shaped his future entrepreneurial journeyDetermination and resilience in the face of adversity led Jim to start his own business at a young age, despite past challenges and dangerous encounters.

      Jim's experiences as a young messenger boy in the late 1800s shaped his future in unexpected ways. At 14, he worked long hours delivering messages, telegrams, and even drugs for various clients. Despite the hardships, Jim's determination led him to start his own business at 15. When he was 19, he co-founded UPS, starting with just $100 and a small office. However, his past experiences were not all positive. The dangerous encounters with drug addicts and the tragic murder of his business partner in Goldfield left lasting impacts on Jim. Despite these challenges, his resilience and entrepreneurial spirit allowed him to build a successful business.

    • From around-the-clock messenger service to hub strategy expansionUPS started as a small messenger service, offering round-the-clock service through employee sleepovers. They grew by focusing on retail store package delivery using a hub strategy, expanding through partnerships and experimenting with motorcycles as delivery vehicles.

      The early days of UPS, which began as a small messenger service in a basement office, saw its founders, Casey and Ryan, offering around-the-clock service by having their employees sleep on the desk for infrequent middle-of-the-night calls. As they grew, they focused on delivering packages from retail stores, using a hub strategy to increase revenue and efficiency. Their expansion was initially driven by partnerships with other companies, and they experimented with motorcycles as their first delivery vehicles. Despite challenges with logistics and accounting, they learned by doing and eventually figured things out, but continued to seek ways to expand their services beyond Seattle. An intriguing partnership with their biggest competitor, a motorcycle delivery company, led to the first UPS truck being a motorcycle and further expansion.

    • Determination and innovation drive UPS's successJim Casey's determination and vision led UPS to invest in technology and innovate, overcoming challenges through perseverance and stock funding

      Determination and innovation are key to overcoming challenges and achieving success. This is evident in the story of Jim Casey and his partners, Mac and Claude, who founded UPS. Initially, they faced challenges in expanding their business, including the need for new technology and funding. Mac was hesitant, but Jim's determination and vision eventually won her over. They invested in technology, starting with automobiles, and later borrowed money to purchase a delivery van. However, they faced opposition when trying to raise funds for national expansion. Undeterred, Jim rephrased his approach and used stock to fund acquisitions instead. Another innovation was the decision to paint their trucks a subtle brown color, based on the suggestion of an older partner, Charlie Soderstrom. This commitment to investing in technology and innovation, along with determination and perseverance, have been key legacies of UPS throughout its history.

    • UPS's Long and Challenging Expansion into Interstate ShippingUPS overcame strict regulations and competition from the US Postal Service to become the dominant player in the interstate shipping market.

      The expansion of UPS into a nationwide shipping business was a long and arduous process due to the strict regulations imposed by the Interstate Commerce Commission (ICC) and the competitive advantage held by the government-subsidized US Postal Service. UPS faced numerous challenges, including extensive paperwork, meetings with attorneys, and state and federal hearings, as they sought to expand into new territories. The ICC's jurisdiction extended to various modes of transportation and businesses engaging in interstate commerce, making it a significant obstacle for UPS. Additionally, the US Postal Service, which operated at a loss and did not have to reflect its costs in its rates, had significant advantages over private companies, including exemptions from taxes, zoning laws, parking tickets, and vehicle licensing fees, and access to cheap government credit. Despite these challenges, UPS persevered, expanding slowly but surely, using a tactic akin to Aesop's tortoise, and eventually took over the country's delivery market.

    • The unexpected sale of UPS in 1929 and its impact on employee ownershipUPS's unexpected sale in 1929 led to employee ownership, which proved crucial for the company's success. Staying innovative and adaptable, and valuing employee ownership are essential for business growth.

      The unexpected sale of UPS in 1929, which led to employee stock ownership, proved to be a pivotal moment in the company's history. Jim Casey and his partners had initially agreed to the sale, but they had serious concerns about the new management's commitment to their employees. The sudden change in ownership was a stark contrast to the company's earlier promises of long-term profits for its stockholders. However, the historic stock market crash of 1929 allowed UPS to undo the deal and return the company to its original employees. This experience taught Casey and UPS the importance of employee ownership, which became a key factor in the company's success. Furthermore, UPS's failure to anticipate FedEx's entry into the market in the 1970s as an airline delivering packages overnight demonstrates the importance of staying innovative and adaptable in business. FedEx's legal distinction as an airline, rather than a ground delivery company, gave it a significant competitive advantage. These events underscore the significance of employee ownership, entrepreneurial mindset, and staying attuned to market trends in building a successful business.

    • FedEx disrupted the delivery industry by taking a different approach than UPSCompanies can become complacent and resistant to change as they age, leaving opportunities for disruptors to innovate and fill the gaps

      FedEx disrupted the delivery industry by taking a different approach than UPS, leveraging regulatory exemptions and a nationwide hub strategy to revolutionize air delivery. UPS, a well-established company, initially ignored the upstart, but FedEx drove through the gap left by UPS' complacency, leading to significant growth. This dynamic is predictable in business, as companies often become stodgy and resistant to change as they age. As Charlie Munger notes, all great companies will eventually die, but there will always be new opportunities for those who are willing to innovate and take advantage of the gaps left by the industry leaders. The author's unwavering loyalty to UPS is evident in his writing, but it's important to remember that even the most successful companies can be disrupted if they become too complacent.

    • Learning from Business History and BiographiesEmbrace the knowledge and wisdom from books to enhance personal and professional growth. Hard work, loyalty, and ownership are crucial for business success in the information age.

      Businesses, like all living organisms, have a lifespan and are subject to eventual decline, as noted by Charlie Munger and observed in history. However, the current information age presents unique opportunities for entrepreneurs to build efficient businesses with fewer employees and greater revenue. This reality underscores the importance of hard work, loyalty, and ownership in business success, as emphasized by Jim Casey. Furthermore, reading and learning from various sources, such as biographies and history books, can provide valuable insights and inspiration for entrepreneurs. As Carl Sagan once said, "A book is a dream that you hold in your hands." Embrace the knowledge and wisdom that books offer to enhance your own personal and professional growth.

    • Embrace the power of the written word and the journey it takes us onWriting connects us to wisdom and insights of authors, driving personal and industrial growth, and leading to progress through change and innovation.

      Writing is a powerful tool that connects people across time. Through books, we can hear the voices of authors who have long passed, learning from their wisdom and insights. The process of achieving goals, whether personal or industrial, involves dreaming, developing, improving, and eventually making the old ways obsolete. Change may bring challenges, but it also leads to progress. By supporting creators and their works, we contribute to the ongoing cycle of learning and innovation. So, let's embrace the power of the written word and the journey it takes us on. Remember, the greatest inventions are those that bring us closer together, transcending the boundaries of time.

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    Learning from history is a form of leverage. —Charlie Munger. Founders Notes gives you the super power to learn from history's greatest entrepreneurs on demand.

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    You can search all my notes and highlights from every book I've ever read for the podcast. 

    You can also ask SAGE any question and SAGE will read all my notes, highlights, and every transcript from every episode for you.

     A few questions I've asked SAGE recently: 

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    (1:00) You've got to start with the customer experience and work back toward the technology—not the other way around.  —Steve Jobs in 1997

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    (13:00) Repeat, repeat, repeat. Human nature has a flaw. We forget that we forget.

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    (29:00) Marketing is theatre.

    (32:00) Belief is irresistible. — Shoe Dog: A Memoir by the Creator of Nike by Phil Knight.  (Founders #186)

    (35:00) I think one of the things that really separates us from the high primates is that we’re tool builders. I read a study that measured the efficiency of locomotion for various species on the planet. The condor used the least energy to move a kilometer. And, humans came in with a rather unimpressive showing, about a third of the way down the list. It was not too proud a showing for the crown of creation. So, that didn’t look so good. But, then somebody at Scientific American had the insight to test the efficiency of locomotion for a man on a bicycle. And, a man on a bicycle, a human on a bicycle, blew the condor away, completely off the top of the charts.

    And that’s what a computer is to me. What a computer is to me is it’s the most remarkable tool that we’ve ever come up with, it’s the equivalent of a bicycle for our minds.

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    If you want me to speak at your company go here

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    I have listened to every episode released and look forward to every episode that comes out. The only criticism I would have is that after each podcast I usually want to buy the book because I am interested so my poor wallet suffers. ” — Gareth

    Be like Gareth. Buy a book: All the books featured on Founders Podcast

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    What I learned from reading Insanely Simple: The Obsession That Drives Apple's Success by Ken Segall. 

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    (1:30) Steve wanted Apple to make a product that was simply amazing and amazingly simple.

    (3:00) If you don’t zero in on your bureaucracy every so often, you will naturally build in layers. You never set out to add bureaucracy. You just get it. Period. Without even knowing it. So you always have to be looking to eliminate it.  — Sam Walton: Made In America by Sam Walton. (Founders #234)

    (5:00) Steve was always easy to understand. He would either approve a demo, or he would request to see something different next time. Whenever Steve reviewed a demo, he would say, often with highly detailed specificity, what he wanted to happen next.  — Creative Selection: Inside Apple's Design Process During the Golden Age of Steve Jobs by Ken Kocienda. (Founders #281)

    (7:00) Watch this video. Andy Miller tells GREAT Steve Jobs stories

    (10:00) Many are familiar with the re-emergence of Apple. They may not be as familiar with the fact that it has few, if any parallels.
    When did a founder ever return to the company from which he had been rudely rejected to engineer a turnaround as complete and spectacular as Apple's? While turnarounds are difficult in any circumstances they are doubly difficult in a technology company. It is not too much of a stretch to say that Steve founded Apple not once but twice. And the second time he was alone. 

    —  Return to the Little Kingdom: Steve Jobs and the Creation of Appleby Michael Moritz.

    (15:00) If the ultimate decision maker is involved every step of the way the quality of the work increases.

    (20:00) "You asked the question, What was your process like?' I kind of laugh because process is an organized way of doing things. I have to remind you, during the 'Walt Period' of designing Disneyland, we didn't have processes. We just did the work. Processes came later. All of these things had never been done before. Walt had gathered up all these people who had never designed a theme park, a Disneyland. So we're in the same boat at one time, and we figure out what to do and how to do it on the fly as we go along with it and not even discuss plans, timing, or anything. We just worked and Walt just walked around and had suggestions." — Disney's Land: Walt Disney and the Invention of the Amusement Park That Changed the World by Richard Snow. (Founders #347)

    (23:00) The further you get away from 1 the more complexity you invite in.

    (25:00) Your goal: A single idea expressed clearly.

    (26:00) Jony Ive: Steve was the most focused person I’ve met in my life

    (28:00) Editing your thinking is an act of service.

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    Michael Jordan In His Own Words

    Michael Jordan In His Own Words

    What I learned from reading Driven From Within by Michael Jordan and Mark Vancil. 

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    Episode Outline: 

    Players who practice hard when no one is paying attention play well when everyone is watching.

    It's hard, but it's fair. I live by those words. 

    To this day, I don't enjoy working. I enjoy playing, and figuring out how to connect playing with business. To me, that's my niche. People talk about my work ethic as a player, but they don't understand. What appeared to be hard work to others was simply playing for me.

    You have to be uncompromised in your level of commitment to whatever you are doing, or it can disappear as fast as it appeared. 

    Look around, just about any person or entity achieving at a high level has the same focus. The morning after Tiger Woods rallied to beat Phil Mickelson at the Ford Championship in 2005, he was in the gym by 6:30 to work out. No lights. No cameras. No glitz or glamour. Uncompromised. 

    I knew going against the grain was just part of the process.

    The mind will play tricks on you. The mind was telling you that you couldn't go any further. The mind was telling you how much it hurt. The mind was telling you these things to keep you from reaching your goal. But you have to see past that, turn it all off if you are going to get where you want to be.

    I would wake up in the morning thinking: How am I going to attack today?

    I’m not so dominant that I can’t listen to creative ideas coming from other people. Successful people listen. Those who don’t listen, don’t survive long.

    In all honesty, I don't know what's ahead. If you ask me what I'm going to do in five years, I can't tell you. This moment? Now that's a different story. I know what I'm doing moment to moment, but I have no idea what's ahead. I'm so connected to this moment that I don't make assumptions about what might come next, because I don't want to lose touch with the present. Once you make assumptions about something that might happen, or might not happen, you start limiting the potential outcomes. 

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    Founders
    en-usMay 12, 2024

    #348 The Financial Genius Behind A Century of Wall Street Scandals: Ivar Kreuger

    #348 The Financial Genius Behind A Century of Wall Street Scandals: Ivar Kreuger

    What I learned from reading The Match King: Ivar Kreuger, The Financial Genius Behind a Century of Wall Street Scandals by Frank Partnoy. 

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    1. Ivar was charismatic. His charisma was not natural. Ivar spent hours every day just preparing to talk. He practiced his lines for hours like great actors do.

    2. Ivar’s first pitch was simple, easy to understand, and legitimate: By investing in Swedish Match, Americans could earn profits from a monopoly abroad.

    3. Joseph Duveen noticed that Europe had plenty of art and America had plenty of money, and his entire astonishing career was the product of that simple observation. — The Days of Duveen by S.N. Behrman.  (Founders #339 Joseph Duveen: Robber Baron Art Dealer)

    4. Ivar studied Rockefeller and Carnegie: Ivar's plan was to limit competition and increase profits by securing a monopoly on match sales throughout the world, mimicking the nineteenth century oil, sugar, and steel trusts.

    5. When investors were manic, they would purchase just about anything. But during the panic that inevitably followed mania, the opposite was true. No one would buy.

    6. The problem isn’t getting rich. The problem is staying sane. — Charlie Munger

    7. Ivar understood human psychology. If something is limited and hard to get to that increases desire. This works for both products (like a Ferrari) and people (celebrities). Ivar was becoming a business celebrity.

    8.  I’ve never believed in risking what my family and friends have and need in order to pursue what they don't have and don't need. — The Essays of Warren Buffett by Warren Buffett and Lawrence Cunningham. (Founders #227)

    9. Great ideas are simple ideas: Ivar hooked Durant with his simple, brilliant idea: government loans in exchange for match monopolies.

    10. Ivar wrote to his parents, "I cannot believe that I am intended to spend my life making money for second-rate people. I shall bring American methods back home. Wait and see - I shall do great things. I'm bursting with ideas. I am only wondering which to carry out first."

    11. Ivar’s network of companies was far too complex for anyone to understand: It was like a corporate family tree from hell, and it extended into obscurity.

    12. “Victory in our industry is spelled survival.”   —Steve Jobs

    13. Ivar's financial statements were sloppy and incomplete. Yet investors nevertheless clamored to buy his securities.

    14. As more cash flowed in the questions went away. This is why Ponzi like schemes can last so long. People don’t want to believe. They don’t want the cash to stop.

    15. A Man for All Markets: From Las Vegas to Wall Street, How I Beat the Dealer and the Market by Ed Thorp. (Founders #222)

    16.  A summary of Charlie Munger on incentives:

    1. We all underestimate the power of incentives.
    2. Never, ever think about anything else before the power of incentives.
    3. The most important rule: get the incentives right.

    17. This is nuts! Fake phones and hired actors!

    Next to the desk was a table with three telephones. The middle phone was a dummy, a non-working phone that Ivar could cause to ring by stepping on a button under the desk. That button was a way to speed the exit of talkative visitors who were staying too long. Ivar also used the middle phone to impress his supporters. When Percy Rockefeller visited Ivar pretended to receive calls from various European government officials, including Mussolini and Stalin. That evening, Ivar threw a lavish party and introduced Rockefeller to numerous "ambassadors" from various countries, who actually were movie extras he had hired for the night.

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    #347 How Walt Disney Built His Greatest Creation: Disneyland

    #347 How Walt Disney Built His Greatest Creation: Disneyland

    What I learned from reading Disney's Land: Walt Disney and the Invention of the Amusement Park That Changed the World by Richard Snow. 

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    (8:00) When in 1955 we heard that Disney had opened an amusement park under his own name, it appeared certain that we could not look forward to anything new from Mr. Disney.

    We were quite wrong.

    He had, instead, created his masterpiece.

    (13:00) This may be the greatest product launch of all time: He had run eight months of his television program. He hadn't named his new show Walt Disney Presents or The Wonderful World of Walt Disney.

    It was called simply Disneyland, and every weekly episode was an advertisement for the still unborn park.

    (15:00) Disneyland is the extension of the powerful personality of one man.

    (15:00) The creation of Disneyland was Walt Disney’s personal taste in physical form.

    (24:00) How strange that the boss would just drop it. Walt doesn’t give up. So he must have something else in mind.

    (26:00) Their mediocrity is my opportunity. It is an opportunity because there is so much room for improvement.

    (36:00) Roy Disney never lost his calm understanding that the company's prosperity rested not on the rock of conventional business practices, but on the churning, extravagant, perfectionist imagination of his younger brother.

    (41:00) Walt Disney’s decision to not relinquish his TV rights to United Artists was made in 1936. This decision paid dividends 20 years later. Hold on. Technology -- developed by other people -- constantly benefited Disney's business. Many such cases in the history of entrepreneurship.

    (43:00) Walt Disney did not look around. He looked in. He looked in to his personal taste and built a business that was authentic to himself.

    (54:00) "You asked the question, What was your process like?' I kind of laugh because process is an organized way of doing things. I have to remind you, during the 'Walt Period' of designing Disneyland, we didn't have processes.

    We just did the work. Processes came later. All of these things had never been done before.

    Walt had gathered up all these people who had never designed a theme park, a Disneyland.

    So we're in the same boat at one time, and we figure out what to do and how to do it on the fly as we go along with it and not even discuss plans, timing, or anything.

    We just worked and Walt just walked around and had suggestions."

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    #346 How Walt Disney Built Himself

    #346 How Walt Disney Built Himself

    What I learned from rereading Walt Disney: The Triumph of the American Imagination by Neal Gabler. 

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    (2:00) Disney’s key traits were raw ingenuity combined with sadistic determination.

    (3:00) I had spent a lifetime with a frustrated, and often unemployed man, who hated anybody who was successful. 

    Francis Ford Coppola: A Filmmaker's Life by Michael Schumacher. (Founders #242)

    (6:00) Disney put excelence before any other consideration.

    (11:00) Maybe the most important thing anyone ever said to him: You’re crazy to be a professor she told Ted. What you really want to do is draw. Ted’s notebooks were always filled with these fabulous animals. So I set to work diverting him. Here was a man who could draw such pictures. He should earn a living doing that. 

    Becoming Dr. Seuss: Theodor Geisel and the Making of an American Imagination by Brian Jay Jones. (Founders #161)

    (14:00) A quote about Edwin Land that would apply to Walt Disney too:

    Land had learned early on that total engrossment was the best way for him to work. He strongly believed that this kind of concentrated focus could also produce extraordinary results for others. Late in his career, Land recalled that his “whole life has been spent trying to teach people that intense concentration for hour after hour can bring out in people resources they didn’t know they had.”  A Triumph of Genius: Edwin Land, Polaroid, and the Kodak Patent War by Ronald Fierstein. (Founders #134)

    (15:00) My parents objected strenuously, but I finally talked them into letting me join up as a Red Cross ambulance driver. I had to lie about my age, of course. 

    In my company was another fellow who had lied about his age to get in. He was regarded as a strange duck, because whenever we had time off and went out on the town to chase girls, he stayed in camp drawing pictures.

    His name was Walt Disney.

    Grinding It Out: The Making of McDonald's by Ray Kroc. (Founders #293)

    (20:00) Walt Disney had big dreams. He had outsized aspirations.

    (22:00) A quote from Edwin Land that would apply to Walt Disney too: My motto is very personal and may not fit anyone else or any other company. It is: Don't do anything that someone else can do.

    (24:00) Walt Disney seldom dabbled. Everyone who knew him remarked on his intensity; when something intrigued him, he focused himself entirely as if it were the only thing that mattered.

    (29:00) He had the drive and ambition of 10 million men.

    (29:00) I'm going to sit tight. I have the greatest opportunity I've ever had, and I'm in it for everything.

    (31:00) He seemed confident beyond any logical reason for him to be so. It appeared that nothing discouraged him.

    (31:00) You have to take the hard knocks with the good breaks in life.

    (32:00) Nothing wrong with my aim, just gotta change the target. — Jay Z

    (35:00) He sincerely wanted to be counted among the best in his craft.

    (43:00) He didn't want to just be another animation producer. He wanted to be the king of animation. Disney believed that quality was his only real advantage.

    (47:00) Walt Disney wanted domination. Domination that would make his position unassailable.

    (49:00) Disney was always trying to make something he could be proud of.

    (50:00) We have a habit of divine discontent with our performance. It is an antidote to smugness.

    Eternal Pursuit of Unhappiness: Being Very Good Is No Good,You Have to Be Very, Very, Very, Very, Very Good by David Ogilvy and Ogivly & Mather.  (Founders #343)

    (53:00) While it is easy, of course, for me to celebrate my doggedness now and say that it is all you need to succeed, the truth is that it demoralized me terribly. I would crawl into the house every night covered in dust after a long day, exhausted and depressed because that day's cyclone had not worked. There were times when I thought it would never work, that I would keep on making cyclone after cyclone, never going forwards, never going backwards, until I died.

    Against the Odds: An Autobiography by James Dyson (Founders #300)

    (56:00) He doesn't place a premium on collecting friends or socializing: "I don't believe in 50 friends. I believe in a smaller number. Nor do I care about society events. It's the most senseless use of time. When I do go out, from time to time, it's just to convince myself again that I'm not missing a lot."

    The Red Bull Story by Wolfgang Fürweger (Founders #333)

    (1:02:00) Steve was at the center of all the circles.

    He made all the important product decisions.

    From my standpoint, as an individual programmer, demoing to Steve was like visiting the Oracle of Delphi.

    The demo was my question. Steve's response was the answer.

    While the pronouncements from the Greek Oracle often came in the form of confusing riddles, that wasn't true with Steve.

    He was always easy to understand.

    He would either approve a demo, or he would request to see something different next time.

    Whenever Steve reviewed a demo, he would say, often with highly detailed specificity, what he wanted to happen next.

    He was always trying to ensure the products were as intuitive and straightforward as possible, and he was willing to invest his own time, effort, and influence to see that they were.

    Through looking at demos, asking for specific changes, then reviewing the changed work again later on and giving a final approval before we could ship, Steve could make a product turn out like he wanted.

    Much like the Greek Oracle, Steve foretold the future.

    Creative Selection: Inside Apple's Design Process During the Golden Age of Steve Jobs by Ken Kocienda. (Founders #281)

    (1:07:00) He griped that when he hired veteran animators he had to “put up with their Goddamn poor working habits from doing cheap pictures.” He believed it was easier to start from scratch with young art students and indoctrinate them in the Disney system.

    (1:15:00) I don’t want to be relagated to the cartoon medium. We have worlds to conquer here.

    (1:17:00) Advice Henry Ford gave Walt Disney about selling his company: If you sell any of it you should sell all of it.

    (1:23:00) He kept a slogan pasted inside of his hat: You can’t top pigs with pigs. (A reminder that we have to keep blazing new trails.)

    (1:25:00) Disney’s Land: Walt Disney and the Invention of the Amusement Park That Changed the World by Richard Snow.

    (1:33:00) It is the detail. If we lose the detail, we lose it all.

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    Related Episodes

    #106 Bill Walsh (The Score Takes Care of Itself)

    #106 Bill Walsh (The Score Takes Care of Itself)

    What I learned from reading The Score Takes Care of Itself: My Philosophy of Leadership by Bill Walsh. 

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    [0:01] I believe it’s much the same in one’s profession: Superb, reliable results take time. 

    [4:55] How Jack Dorsey describes The Score Takes Care of Itself: He took at team that was at the bottom and brought them to the top. He focused on the details. He didn’t say you need to win games. He said you need to tuck in your shirts. You need to clean your lockers. This is how we answer the phones here. He set a new standard of performance. 

    [6:53] Bill Walsh on his father / What he learned from his early life 

    [10:15] Bill Walsh on why should you care about your standard of performancePursuing your ambitions, especially those of any magnitude, can be grueling and hazardous, and produce agonizing failure along the way, but achieving those goals is among life’s most gratifying and thrilling experiences

    [14:15] A great description of the book: Bill Walsh loved to teach. This is his final lecture on leadership

    [16:20] Bill Walsh built a new culture. He calls it his Standard of Performance. 

    [20:30] Make a commitment to be the best version of yourself— even when your current external results may not warrant that belief 

    [26:16] The prime directive was not victory  

    [28:45] Winners act like winners before their winners  

    [32:20] Bill Walsh experiences the entrepreneurial roller coaster 

    [37:00] An incredible story about his idea of the west coast offense 

    [46:20] Be unswerving in moving towards your goal 

    [47:25] Sweat the little details but the right little details 

    [49:00] Don’t focus on your competitors —spend that time making yourself better so it is harder for them to compete against you 

    [50:00] Don’t let anybody call you a genius / If you sleep on a win you’ll wake up with a loss / Success Disease 

    [54:15] Without a healthy ego you’ve got a big problem  

    [58:05] There is no mystery to mastery  

    [1:03:05] A pretty package will not sell a crappy product  

    [1:04:16] Avoid burnout: Can you imagine how burned out you must be to wait fourteen years to return to doing something you love? 

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    #146 Milton Hershey (Chocolate)

    #146 Milton Hershey (Chocolate)

    What I learned from reading Hershey: Milton S. Hershey's Extraordinary Life of Wealth, Empire, and Utopian Dreams by Michael D'Antonio.

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    [0:01] Perhaps the only thing about Milton Hershey that is absolutely certain is that he believed in progress. He was always moving. 

    [2:51] This blew my mind. Only six universities held larger endowments. Which meant that the Milton Hershey School was richer than Cornell, Columbia, or the University of Pennsylvania.   

    [4:14] Milton’s father was unrealized ambition personified.  

    [5:44] One of the biggest things Milton learned from his father and something he avoided. His father had 1,000 schemes and never stuck to any of them. He didn’t know what perseverance meant. 

    [7:25] Rockefeller had arrived in Oil City in the same year as Hershey, 1860. But unlike Henry, he was possessed of extraordinary energy, remarkable financial savvy, and an uncanny ability to remain focused on his goals. 

    [8:00] Henry’s had a preference for talking about things rather than doing them. Even neighbors could see that the man was lazy. Milton was the direct opposite of these traits. 

    [8:37] This gives you an insight into why Milton would leave a large fortunes to orphans: Milton was denied the kind of stability children need to feel secure. He had been moved from place to place, and he listened to his parents argue with increasing frequency and anger. Milton went without proper shoes and the little family didn’t have enough to eat. 

    [9:14] He learned to channel all of his energy and passions into a single outlet: work.

    [10:47] The main takeaway from this book: Milton Hershey had perseverance in abundance. 

    [12:43] Hershey experiences multiple business failures before he founds his first successful company.  

    [14:34] Things start to go bad. He realizes he has another “me too” product. He faced intense competition from hundreds of other candy retailers and wholesalers in the city. He doesn’t find success unit he actually innovates. Milton finds a way to turn a luxury product — milk chocolate — into a mass produced, inexpensive product.  

    [16:37]  This is an important part. He is being squeezed by suppliers. Later on in life he realizes if something is important to your business you must control it. He starts his own sugar plantation. He does this for other ingredients he needs to make his product. 

    [19:08]  His simple idea: Caramel is really popular in Western states. The candy makers in Denver figured out how to make caramel that don’t go bad and taste very well. That was not happening where he was from. He decided to take that idea back east and build my own caramel empire. He sells that company for $1 million and uses that money to start Hershey Chocolate. 

    [22:34] Milton is doing exactly what you and I are doing right now. He is studying successful entrepreneurs.  

    [24:44] Bouncing back from defeat is essential for growth in any endeavor. 

    [25:00] Milton is at rock bottom. He is somewhat depressed and downtrodden. But there is something freeing about that. Because he realizes I can only go up from here. 

    [25:30] The main theme in the life of Milton Hershey is perseverance. He has been working in this industry for 14 years. He has had two gigantic business failures. He has borrowed money from everybody he possible can. He is tapped out. He is embarrassed. He is a failure. Yet he doesn’t quit. 

    [26:12] If failure is the best instructor he could argue that he had earned a doctorate. He intended to make candy no one else produced.  

    [29:48] This is the wild part. He had told me all. He did not conceal the bad part. He made no excuses for it. He was honest. I decided I would lend him the money. But I was afraid to present the bank that note with that story. To avoid the trouble I put my own name on the note. The banker takes out the loan for Milton —in his name! 

    [30:50] Milton tried to make small improvements over a long period of time.  

    [31:30] Small continuous improvements over many years produces miracles. 

    [31:54] No one alive visited more retail stores than Sam Walton. He was obsessed with studying and learning from other entrepreneurs. No one alive had gone into more confectionaries and candy shops than Milton Hershey.  

    [32:20] While visiting Europe he notices that companies were creating a big new industry serving low cost chocolate to the masses.  

    [33:54] He is constantly redesigning his manufacturing process, making it more efficient. It becomes so efficient no one else can compete with him. 

    [36:41]  Only the Swiss had figured out how to mass produce milk chocolate. They aren’t going to tell Milton how to do it. He must experiment on his own. . . To do this he sets up a milk chocolate skunkworks. 

    [38:13]  How many people are willing to put in this much work? Milton and about 18 workers would rise at 4:30a.m. to milk the herd of 78 cows. After breakfast they’d go to work. Sometimes they didn’t come out until the next morning. 

    [40:05] What Milton Hershey did for the mass production of chocolate is the same thing that Henry Ford did for the mass production of automobiles and its the same thing the McDonald’s brothers did for the mass production of fast food. 

    [46:15] This one act would create something unique in both philanthropy and capitalism. It made the school, under its trustees, the majority owners of a national company that was poised to double in size, many times over, in the decades to come. 

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    #234 Sam Walton: Made In America

    #234 Sam Walton: Made In America

    What I learned from rereading Sam Walton: Made In America by Sam Walton.

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    [1:56] The Everything Store: Jeff Bezos and the Age of Amazon by Brad Stone. (Founders #179)

    [5:45] We just got after it and stayed after it.

    [6:06] Foxes and Hedgehogs

    [6:39] Hedgehogs may not be as clever as foxes but they obsessively measure and track everything about their business, and over time, they acquire deep, relevant knowledge and expertise. Their single minded approach may appear risky at times but they are conservative by nature. Hedgehogs don’t speculate or make foolish bets. If all their eggs are in that one proverbial basket, they follow Mark Twain’s advice – and watch that basket very carefully.

    [7:17] The thing with Hedgehogs is that they never give up. They keep at it – and they don’t ever get bored because they just love what they do – and they have a lot of fun along the way.

    [7:28] Hedgehogs are the ones who build great, lasting companies. As entrepreneurs, they are the rarest of breeds – those who can start something anew, make it work, stick with it, and build something special, and ultimately, inspire others along the way, with their determination, dedication and commitment.

    [8:49] At first, we amazed ourselves. And before too long, we amazed everybody else too.

    [9:26] Think about how crazy this is. He died weeks after that writing this. His last days were spent categorizing and organizing his knowledge so future generations can benefit.

    [12:32] Poor Charlie's Almanack: The Wit and Wisdom of Charles T. Munger(Founders #90)

    [12:56] "It's quite interesting to think about Walmart starting from a single store in Arkansas – against Sears, Roebuck with its name, reputation and all of its billions. How does a guy in Bentonville, Arkansas, with no money, blow right by Sears? And he does it in his own lifetime – in fact, during his own late lifetime because he was already pretty old by the time he started out with one little store. He played the chain store game harder and better than anyone else. Walton invented practically nothing. But he copied everything anybody else ever did that was smart – and he did it with more fanaticism. So he just blew right by them all. —Charlie Munger

    [17:11] What motivates the man is the desire to absolutely be on the top of the heap.

    [17:32] Practice your craft so much that you're the best in the world at it and the money will take care of itself.

    [18:44] We exist to provide value to our customers.

    [21:18] A Conversation with Paul Graham

    [22:32] It never occurred to me that I might lose; to me, it was almost as if I had a right to win. Thinking like that often seems to turn into sort of a self-fulfilling prophecy.

    [26:42] Time to Make the Donuts: The Founder of Dunkin Donuts Shares an American Journey by William Rosenberg. (Founders #231)

    [29:35] It didn’t take me long to start experimenting—that’s just the way I am and always have been.

    [30:56] Do things that other people are not doing.

    [33:13] The Founders: The Story of Paypal and the Entrepreneurs Who Shaped Silicon Valley by Jimmy Soni. (Founders #233)

    [33:41] I think my constant fiddling and meddling with the status quo may have been one of the biggest contributions to the later success of Wal Mart.

    [34:10] Our money was made by controlling expenses. I gotta read that again because it's so important. Our money was made by controlling expenses.

    [37:49] Sam Walton: The Inside Story of America's Richest Man (Founders #150)

    [38:37] I’ve always thought of problems as challenges, and this one wasn’t any different. I didn’t dwell on my disappointment. The challenge at hand was simple enough to figure out: I had to pick myself up and get on with it, do it all over again, only even better this time.

    [42:47] Four Seasons: The Story of a Business Philosophy by Isadore Sharp. (Founders #184)

    [45:12] The Autobiography of Andrew Carnegie by Andrew Carnegie (Founders #74)

    [47:08] Sol Price: Retail Revolutionary & Social Innovator by Robert E. Price. (Founders #107)

    [49:56] Sam had a really simple hypothesis for the first Wal Mart: We were trying to find out if customers in a town of 6,000 people would come to our kind of a barn and buy the same merchandise strictly because of price. The answer was yes.

    [52:19] I have always been a Maverick who enjoys shaking things up and creating a little anarchy.

    [54:23] In business we often find that the winning system goes almost ridiculously far in maximizing and/or minimizing one or a few variables. —Charlie Munger

    [55:02] He does something really smart here. And this is something I missed the first time I read the book. He finds a way to force himself to know the numbers for every single store.

    [56:13] Distant Force: A Memoir of the Teledyne Corporation and the Man Who Created It by Dr. George Roberts. (Founders #110)

    [58:11] Driven From Within by Michael Jordan and Mark Vancil. (Founders #213)  I’m not so dominant that I can’t listen to creative ideas coming from other people. Successful people listen. Those who don’t listen, don’t survive long. —Michael Jordan

    [58:43] We paid absolutely no attention whatsoever to the way things were supposed to be done, you know, the way the rules of retail said it had to be done.

    [1:03:15] Estée: A Success Story by Estée Lauder. (Founders #217)

    [1:04:00] One thing I never did—which I’m really proud of—was to push any of my kids too hard. I knew I was a fairly overactive fellow, and I didn’t expect them to try to be just like me.

    [1:06:38] I was never in anything for the short haul.

    [1:10:36] Michael Jordan: The Life by Roland Lazenby. (Founders #212) Like so many NBA players, Drexler was operating mostly off his great store of talent, absent any serious attention to the important details of the game. Jordan had been surprised to learn how lazy many of his Olympic teammates were about practice, how they were deceiving themselves about what the game required.

    [1:11:56] And you can think about Sam constantly learning from everybody else, visiting stores —that is a form of practice. Every single craft has a form of practice. It just is not as obvious as it is in sports.

    [1:13:26] He proceeds to extract every piece of information in your possession.

    [1:15:37]  He has just been a master of taking the best of everything everybody else is doing and adapting it to his own needs.

    [1:18:52] We were serious operators who were in it for the long haul, that we had a disciplined financial philosophy, and that we had growth on our minds.

    [1:19:54] Most people seem surprised to learn that I've never done much investing in anything except Walmart.

    [1:20:42] He's like I just figured out the Walmart's worked. And then all I did was focus on making more of them. You don't have to over-complicate it.

    [1:23:04] If you ask me if I'm an organized person, I would say flat out, no, not at all. Being organized would really slow me down. (Optimize for flexibility)

    [1:24:26] The Difference Between God and Larry Ellison: God Doesn't Think He's Larry Ellison by Mike Wilson (Founders #127): My view is different. My view is that there are only a handful of things that are really important, and you devote all your time to those and forget everything else. If you try to do all thousand things, answer all thousand phone calls, you will dilute your efforts in those areas that are really essential

    [1:26:15]  I think one of Sam's greatest strengths is that he is totally unpredictable. He is always his own person. He is totally independent in his thinking.

    [1:26:45] If you always put limits on everything you do, physical or anything else, it will spread into your work and into your life. There are no limits. There are only plateaus, and you must not stay there, you must go beyond them. —Bruce Lee

    [1:28:40] You can’t possibly know the TAM. You are in the middle of inventing the TAM.

    [1:30:08] There is no speed limit by Derek Sivers

    [1:31:54] Built From Scratch: How A Couple of Regular Guys Grew The Home Depot from Nothing to $30 Billion (Founders #45)

    [1:41:35]  I like to keep everybody guessing. I don't want our competitors getting too comfortable with feeling that they can predict what we're going to do next.

    [1:42:25] He ties that investment int technology with the compounding savings and over the long-term, he's going to destroy his competition just off this one metric alone.

    [1:43:39] Big Brown: The Untold Story of UPS by Greg Niemann. (Founders #192)

    [1:47:56] Sam’s 10 Rules for Building A Business

    [1:48:04] One thing I don’t even have on my list is “work hard.” If you don’t know that already, or you’re not willing to do it, you probably won’t be going far enough to need my list anyway.

    [1:48:51] Commit to your business. Believe in it more than anybody else. I think I overcame every single one of my personal shortcomings by the sheer passion I brought to my work.

    [1:50:54] Control your expenses better than your competition. This is where you can always find the competitive advantage. For twenty-five years running—long before Wal-Mart was known as the nation’s largest retailer—we ranked number one in our industry for the lowest ratio of expenses to sales. You can make a lot of different mistakes and still recover if you run an efficient operation. Or you can be brilliant and still go out of business if you’re too inefficient.

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    #263 Land's Polaroid: A Company and the Man Who Invented It

    #263 Land's Polaroid: A Company and the Man Who Invented It

    What I learned from rereading Land's Polaroid: A Company and the Man Who Invented It by Peter C. Wensberg.

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    [0:01] Why is Polaroid a nutty place? To start with, it’s run by a man who has more brains than anyone has a right to. He doesn’t believe anything until he’s discovered it and proved it for himself. Because of that, he never looks at things the way you and I do. He has no small talk. He has no preconceived notions. He starts from the beginning with everything. That’s why we have a camera that takes pictures and develops them right away.

    [1:33] More books on Edwin Land: 

    Insisting on The Impossible: The Life of Edwin Land by Victor McElheny 

    The Instant Image: Edwin Land and the Polaroid Experienceby Mark Olshaker 

    A Triumph of Genius: Edwin Land, Polaroid, and the Kodak Patent War by Ronald Fierstein 

    Instant: The Story of Polaroid by Chris Bonanos 

    [2:18] “Then I read something that one of my heroes, Edwin Land of Polaroid, said about the importance of people who could stand at the intersection of humanities and sciences, and I decided that’s what I wanted to do.” —  Steve Jobs: The Exclusive Biography by Walter Isaacson (Founders #214)

    [5:17] This guy started one of the great technology monopolies and ran it for 50 years.

    [7:35] He lived his life more intensely than the rest of us.

    [8:53] His interest in our reactions was minimal — polite, sometimes kind, but limited by the great drain of energy necessary to sustain his own part.

    [9:30] He never argued his ideas. If people didn’t believe in them, he ignored those people. —A Mind at Play: How Claude Shannon Invented the Information Age by Jimmy Soni and Rob Goodman  (Founders #95) 

    Loomis was not someone you could argue with. He would listen patiently to an opposing opinion. But his consideration was nothing more than that-an act of politeness on his part.” — Tuxedo Park: A Wall Street Tycoon and The Secret Palace of Science That Changed The Course of World War II by Jennet Conant (Founders #143)

    [11:40] Right before he introduces the most important product he ever makes — he is in a fight for his life. There's a good chance that Polaroid is going to be bankrupt.

    [14:29] The parallel to Steve Jobs is striking. Edwin Land —like jobs — had to turn around the company he founded before they ran out of money!

    [15:02] At 37 he had achieved everything to which he aspired except success.

    [15:32] Against The Odds: An Autobiography by James Dyson (Founders #200)

    [22:48] The heroes of your heroes become your heroes.

    [23:39] Bill Gates would later tell a friend he went to Harvard to learn from people smarter than he was —and left disappointed. —Hard Drive: Bill Gates and the Making of the Microsoft Empire by James Wallace and Jim Erickson (Founders #140)

    [27:22] The young hurl themselves into vast problems that have troubled the world's best thinkers, believing that they can find a solution. It is well that they should for, from time to time, one of them does. — Autobiography of a Restless Mind: Reflections on the Human Condition Volume 2 by Dee Hock. (Founders #261)

    [29:30] He concentrated ferociously on his quest.

    [29:43] We live in the age of infinite distraction.

    [30:03] My whole life has been spent trying to teach people that intense concentration for hour after hour can bring out in people resources they didn't know they had.

    [30:29] Among all the components and Land's intellectual arsenal, the chief one seems to be simple concentration. — The Instant Image: Edwin Land and The Polaroid Experience by Mark Olshaker. (Founders #132)

    [41:50] A Landian question took nothing for granted, accepted no common knowledge, tested the cliche, and treated conventional wisdom as an oxymoron.

    [42:44] A Triumph of Genius: Edwin Land, Polaroid, and the Kodak Patent War by Ronald Fierstein  (Founders #134)

    [48:33] They had no alternative but to succeed with the camera. Everyone left at Polaroid knew that at the present rate of decline the business, the company, and their jobs would not survive 1947.

    [55:45] Smith estimated that throughout the eighties he spent at least four hours a day reading. He found he relied quite heavily on his own vision, backed by assimilating information from many different disciplines all at once. “The common trait of people who supposedly have vision is that they spend a lot of time reading and gathering information, and then synthesize it until they come up with an idea." — Overnight Success: Federal Express and Frederick Smith, Its Renegade Creator by Vance Trimble (Founders #151)

    [59:05] If you’re not good, Jeff will chew you up and spit you out. And if you’re good, he will jump on your back and ride you into the ground. — The Everything Store: Jeff Bezos and the Age of Amazon by Brad Stone. (Founders #179) 

    [1:02:24] They were among the first of the park's attractions to be finished, but the pressure of time was already weighing on everyone. One day John Hench stopped by to check the progress on the coaches and had an idea, which he brought to his boss. "Why don't we just leave the leather straps off, Walt? The people are never going to appreciate all the close-up detail."

    Walt Disney treated Hench to a tart little lecture: "You're being a poor communicator. People are okay, don't you ever forget that. They will respond to it. They will appreciate it."

    Hench didn't argue. "We put the best darn leather straps on that stagecoach you've ever seen."

    Disney’s Land: Walt Disney and the Invention of the Amusement Park That Changed the World by Richard Snow. (Founders #158)

    [1:05:53] There is no such thing as group originality or group creativity or group perspicacity. I do believe wholeheartedly in the individual capacity for greatness. Profundity and originality are attributes of single, if not singular, minds.

    [1:10:32] There's nothing more refreshing than thinking for a few minutes with your eyes closed.

    [1:11:00] The present is the past biting into the future.

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    #102 Akio Morita (Sony)

    #102 Akio Morita (Sony)

    What I learned from reading Made in Japan: Akio Morita and Sony by Akio Morita. 

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    [0:01] Forty years ago, a small group gathered in a burned-out department store building in war-devastated downtown Tokyo. Their purpose was to found a new company, their optimistic goal was to develop the technologies that would help rebuild Japan's economy.

    [5:00] I was born the first son and fifteenth-generation heir to one of Japan's finest and oldest sake-brewing families. The Morita family has been making sale for three hundred years. Unfortunately, the taste of a couple of generations of Morita family heads was so refined and their collecting skills so acute that the business suffered while they pursued their artistic interests, letting the business take care of itself, or, rather, putting it in other hands. They relied on hired managers to run the Morita company, but to these managers the business was no more than a livelihood, and if the business did not do well, that was to be regretted, but it was not crucial to their personal survival. In the end, all the managers stood to lose was a job. They did not carry the responsibility of the generations, of maintaining the continuity and prosperity of the enterprise and the financial well-being of the Morita family. 

    [8:18] Tenacity, perseverance, and optimism are traits that have been handed down to me through the family genes.

    [9:25] I was taught that scolding subordinates and looking for people to blame for problems—seeking scapegoats—is useless. These concepts have stayed with me and helped me develop the philosophy of management that served me very well.

    [10:28] I had to teach myself because the subjects I was really interested in were not taught in my school in those days.

    [14:09] The emperor, who until now had never before spoken directly to his people, told us the immediate future would be grim. He said that we could “pave the way for a grand peace for all generations to come," but we had to do it "by enduring the unendurable and suffering what is insufferable."

    [23:58] When some of my relatives came to see me, they were so shocked by the shabby conditions that they thought I had become an anarchist. They could not understand how, if I was not a radical, I could choose to work in a place like that.

    [24:28] Ibuka and I had often spoken of the concept of our new company as an innovator, a clever company that would make new high technology products in ingenious ways.

    [29:36] We were engineers and we had a big dream of success. We thought that in making a unique product, we would surely make a fortune. I then realized that having unique technology and being able to make unique products are not enough to keep a business going. You have to sell the products, and to do that you have to show the potential buyer the real value of what you are selling. 

    [32:20] There was an acute shortage of stenographers because so many people had been pushed out of school and into war work. Until that shortage could be corrected, the courts of Japan were trying to cope with a small, overworked corps of court stenographers. We were able to demonstrate our machine for the Japan Supreme Court, and we sold twenty machines almost instantly! Those people had no difficulty realizing how they could put our device to practical use; they saw the value in the tape recorder immediately.

    [38:03] Marketing is really a form of communication. We had to educate our customers to the uses of our products.

    [39:15] We would often have the market to ourselves for a year or more before the other companies would be convinced that the product would be a success. And we made a lot of money, having the market all to ourselves.

    [40:20] The public does not know what is possible, but we do. So instead of doing a lot of market research, we refine our thinking on a product and its use and try to create a market for it by educating and communicating with the public.

    [42:33] Everybody gave me a hard time. It seemed as though nobody liked the idea [the Walkman]. “It sounds like a good idea, but will people buy it if it doesn't have recording capability? I don't think so." I said, “Millions of people have bought car stereo without recording capability and I think millions will buy this machine.

    [46:38] "We definitely want some of these. We will take one hundred thousand units." One hundred thousand units! I was stunned. It was an incredible order, worth several times the total capital of our company. When he told me that there was one condition: we would have to put the Bulova name on the radios. That stopped me. We wanted to make a name for our company on the strength of our own products. We would not produce radios under another name. When I would not budge, he got short with me. "Our company name is a famous brand name that has taken over fifty years to establish," he said. "Nobody has ever heard of your brand name. Why not take advantage of ours?" I understood what he was saying, but I had my own view. “Fifty years ago," I said, “your brand name must have been just as unknown as our name is today. I am here with a new product, and I am now taking the first step for the next fifty years of my company. Fifty years from now I promise you that our name will be just as famous as your company name is, today."

    [49:04] When I attended middle school, discipline was very strict, and this included our physical as well as our mental training. Our classrooms were very cold in winter; we didn't even have a heater; and we were not allowed to wear extra clothes. In the navy,I had hard training. In boot camp every morning we had to run a long way before breakfast. In those days I did not think of myself as a physically strong person, and yet under such strict training I found I was not so weak after all, and the knowledge of my own ability gave me confidence in myself that I did not have before. It is the same with mental discipline; unless you are forced to use your mind, you become mentally lazy and you will never fulfill your potential.

    [52:06] Norio Ohga, who had been a vocal arts student at the Tokyo University of Arts when he saw our first audio tape recorder back in 1950. He was a great champion of the tape recorder, but he was severe with us because he didn't think our early machine was good enough.He was right, of course; our first machine was rather primitive. We invited him to be a paid critic even while he was still in school. His ideas were very challenging. He said then, "A ballet dancer needs a mirror to perfect her style, her technique."

    [54:21] Nobody can live twice, and the next twenty or thirty years is the brightest period of your life. You only get it once. When you leave the company thirty years from now or when your life is finished, I do not want you to regret that you spent all those years here. That would be a tragedy. I cannot stress the point too much that this is your responsibility to yourself. So I say to you, the most important thing in the next few months is for you to decide whether you will be happy or unhappy here.

    [59:40] My argument again and again was that by saving money instead of investing it in the business you might gain profit on a short-term basis, but in actual fact, you would be cashing in the assets that had been built up in the past.

    [1:00:00] One must prepare the groundwork among the customers before you can expect success in the marketplace. It is a time-honored Japanese gardening technique to prepare a tree for transplanting by slowly and carefully binding the roots over a period of time, bit by bit, to prepare the tree for the shock of the change it is about to experience. This process, called Nemawashi, takes time and patience, but it rewards you, if it is done properly, with a healthy transplanted tree. Advertising and promotion for a brand-new, innovative product is just as important.

    [1:01:19] If Japanese clients come into the office of a new and struggling company and see plush carpet and private offices and too much comfort, they become suspicious that this company is not serious, that it is devoting too much thought and company resources to management's comfort, and perhaps not enough to the product or to potential customers. Too often I have found in dealing with foreign companies that such superfluous things as the physical structure and office decor take up a lot more time and attention and money than they are worth.

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    I have listened to every episode released and look forward to every episode that comes out. The only criticism I would have is that after each podcast I usually want to buy the book because I am interested so my poor wallet suffers. ” — Gareth

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