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Strategy and Structure: Chapters in the History of the American Industrial Enterprise (MIT Press)
by
Through Poor’s writings I watched the beginnings, week by week, of the nation’s first big business. Central to this story was the creation of the first large managerial hierarchies in the business world.
“Mr. Jobs’s next big thing is buttressed by mounting evidence of a post-PC era in which silicon, not software, will be king. That is likely to bring wrenching changes in the technology world, largely dominated by Microsoft for the last decade. Under Microsoft’s hegemony, hardware became a low-cost commodity. Now it may be software’s turn.”
― The Rise of Apple
― The Rise of Apple
“In other words, the average forager had wider, deeper and more varied knowledge of her immediate surroundings than most of her modern descendants. Today, most people in industrial societies don’t need to know much about the natural world in order to survive. What do you really need to know in order to get by as a computer engineer, an insurance agent, a history teacher or a factory worker? You need to know a lot about your own tiny field of expertise, but for the vast majority of life’s necessities you rely blindly on the help of other experts, whose own knowledge is also limited to a tiny field of expertise. The human collective knows far more today than did the ancient bands. But at the individual level, ancient foragers were the most knowledgeable and skilful people in history.”
― Sapiens: A Brief History of Humankind
― Sapiens: A Brief History of Humankind
“everyday life is about to get strange or amazing, depending upon how comfortable you are with devices that talk back.”
― Vaporized: Solid Strategies for Success in a Dematerialized World
― Vaporized: Solid Strategies for Success in a Dematerialized World
“Apple has $194 billion in cash on hand. That’s enough to buy 483 of the S&P 500 companies.”
― Vaporized: Solid Strategies for Success in a Dematerialized World
― Vaporized: Solid Strategies for Success in a Dematerialized World
“Unlike traditional retailers, Amazon boasted what was called a negative operating cycle. Customers paid with their credit cards when their books shipped but Amazon settled its accounts with the book distributors only every few months. With every sale, Amazon put more cash in the bank, giving it a steady stream of capital to fund its operations and expansion.14 The company could also lay claim to a uniquely high return on invested capital. Unlike brick-and-mortar retailers, whose inventories were spread out across hundreds or thousands of stores around the country, Amazon had one website and, at that time, a single warehouse and inventory. Amazon’s ratio of fixed costs to revenue was considerably more favorable than that of its offline competitors. In other words, Bezos and Covey argued, a dollar that was plugged into Amazon’s infrastructure could lead to exponentially greater returns than a dollar that went into the infrastructure of any other retailer in the world.”
― The Everything Store: Jeff Bezos and the Age of Amazon
― The Everything Store: Jeff Bezos and the Age of Amazon
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