Yet this is no time for fear. This is a time for action. . . . We in government need the courage to balance our budget as well as our priorities.
First, we must balance the budget. It will be painful but our state law demands it and so we shall do it.
Second, we must strengthen our health care system; improve our schools; create jobs; rebuild our infrastructure; clean up our environment; and begin a clean energy revolution.
And third, even in these difficult times, we must make sure we respect one another, serve one another and protect one another.
This year we will partner with Washington to cover an additional 400,000 New Yorkers. We will pay for this by asking Washington to let us use the Medicaid savings we have already achieved. . . . I will propose a bill allowing families to cover family members up to the age of 29 in their family coverage plans at their own cost.
While we have made some progress, we still incentivize the wrong care in the wrong setting at the wrong price. Where we are overpaying for inpatient or institutional care, we must shift funding to primary, preventive and community-based care. . . . This is why we should aggressively address the greatest threat to our children's health today, the epidemic of obesity.
Our five-point plan includes the Healthy Food/Healthy Communities Initiative, which offers a new revolving loan fund that will increase the number of healthy food markets in underserved communities.
This year, through public-private partnerships, we should work together to establish new early college high schools throughout New York. And we must expand the SAY YES program, which offers free college tuition to students who meet educational standards.
When private lenders refuse to lend to our students because of tight credit markets, we must step in. That is why I propose we establish the New York State Higher Education Loan Program, which will provide more than $350 million in affordable loans to students in need.
I further call upon our federal partners to quickly reform our system of financial regulation. But let me be clear - if the Federal government does not act, then I shall. We need sensible regulation to oversee our financial industry so that the savings and retirement funds of New Yorkers will not be at risk.
We should complete signature projects all across our State including the Peace Bridge, the Tappan Zee Bridge, the Second Avenue Subway, and the East Side Access. And we should implement the Ravitch Commission recommendations to improve an essential piece of our infrastructure, the MTA.
Most importantly, we must lower the cost of doing business in New York. Property taxes are too high. We should cap them. State mandates are too burdensome. We should relieve them. Local government is too costly. We should help it become more efficient. We should act on the recommendations of the Commissions on Property Tax Relief and Local Government Efficiency.
We should also understand that our current Empire Zone program does not work and we need to reform it. Companies that receive tax breaks from the state must be held accountable for creating jobs and investing in their facilities.
We must also reaffirm our commitment to specific programs and projects targeted at revitalizing Upstate, including the Upstate Revitalization Fund. I have tasked the Empire State Development Corporation with identifying transformational projects in our upstate communities, from enhancing the tourism infrastructure around Niagara Falls to investing in biosciences in Buffalo.
Today, I announce one of the most ambitious clean energy goals in America. By 2015, New York will meet 45 percent of its electricity needs through improved energy efficiency and clean renewable energy.
To reach our goal of "45 by 15", we will need to create a clean energy economy - that includes retrofitting homes and businesses. I call on the Public Service Commission and other public authorities to provide financing mechanisms to help New Yorkers invest in energy efficiency and renewable energy now to lower their costs and our energy burden.
The key technology needed is a rechargeable electric battery that can drive a car longer distances for less money. New York, particularly upstate New York, already possesses the research infrastructure and the manufacturing base to help develop these batteries and drive the U.S. auto industry into a cleaner and competitive future. . . . we will create an upstate research consortium on hybrid electric batteries and energy storage technologies
I call upon all parents to increase their efforts to teach their children respect for all people -- no matter their race, gender, religion, sexual orientation, disability or national origin. And we in State government must strengthen our school-based curriculum to reinforce the critical message of acceptance and tolerance.
. . . we must go one step further. Not only must we respect one another, we must also serve one another. Here in New York State, nearly 3 million adults volunteered 397 million hours of community service last year, contributing an estimated $7 billion to our economy through their service.
We will work with our partners in the non-profit sector to recruit, train and retain more volunteers. To accomplish this, we must fund an increase in the number and capacity of Regional Volunteer Centers throughout the state. I also encourage all New Yorkers to visit newyorkersvolunteer.org to learn what they can do to serve their neighbors in need.
. . . we must implement a comprehensive strategy to support returning veterans and their families - a strategy that should include access to counseling in rural areas. . . . I urge our federal partners to fulfill their promise to provide health benefits to the first responders who acted so heroically on September 11th, 2001.
We will move forward with Operation IMPACT, a program that uses the intelligence-driven policing strategies that have been so successful in New York City to target violent crime in high-crime areas in Upstate and on Long Island. Last year, violent crime in the 17 IMPACT counties decreased by 10 percent.
Few public safety initiatives have failed as badly and for as long as the Rockefeller Drug Laws. These laws did not work when I was elected Senator in 1985, and they do not work today. At the end of this month, the New York State Commission on Sentencing Reform will deliver its report.
The question is not who is hurting the most but who is best prepared to emerge from it. We are - because we have some of the best human capital in the world. Our workforce remains strong, and our vibrant university system will continue to produce high quality graduates for decades to come.
Saturday, January 8, 2005
Friday, December 10, 2004
King Google
BuzzMachine ] "King Google
Via TechCrunch, here’s a good PPT outlining the continued primacy of Google across its various products and lines of business:"
Via TechCrunch, here’s a good PPT outlining the continued primacy of Google across its various products and lines of business:"
Thursday, December 9, 2004
Manic Depression and Communication Ecology
Time is the independent variable.
Job one is to get a story for time.
A story for time gives the sense of power.
It is only a sense because you can't control the end of your time.
But you can control time while you are alive.
You can make more time.
You can take yourself out of time.
The trick is the balance between the two.
Time is a thought construct to describe when events happen.
If more events happen, it seems like time slows down.
If less events happen, it seems like time slows down.
To earn a living or just stay alive, you have to invest your time.
The manic slows time by making a lot of events happen.
The depressive slows time by making no events happen.
The healthier person doesn't think that much about time.
The do stuff, and time takes care of itself.
If you work in a mass market activity space, you sell blocks of 8 hours.
If you have power to control time on the job, you tend to be happy.
If you don't have power to control time on the job, you tend to be unhappy.
Having the power to control time tends to make people happy.
Some children grow up in a safe predictable family activity space.
Some children grow up in unsafe, unpredictable family activity space.
In either case, they innovate behavior to feel power and control of time.
Sometimes their innovation works for the rest of the lives.
Sometimes not so much.
If you work in a GoogleMart activity space, you sell little chunks of time.
You control when and how much time you are going to sell.
That leaves a lot more time to control for other things.
The downside is that there are alot more decisions to make about investing time.
Making decisions produces stress.
In an unpredictable world, the chances of doing the wrong thing is scary.
The more predictable the world, the less fear.
The less fear, the easier to do stuff with a minimum collateral damage.
So . . .
Has anyone ever done a study of manic depression focusing on their sense of time?
Has anyone ever done a study of manic depression focusing on their sense of power?
Has anyone ever done a study of manic depression focusing on their sense of fear?
Then . . .
To manage manic depression articulate their sense of long term time
To manage manic depression articulate their sense of real power.
To manage manic depression mitigate what is making them afraid.
Here's what Jimi Hendrix said about it:
The lyrics:
Manic depression is touching my soul
I know what I want but I just dont know
How to, go about gettin it
Feeling sweet feeling,
Drops from my fingers, fingers
Manic depression is catchin my soul
Woman so weary, the sweet cause in vain
You make love, you break love
Its all the same
When its, when its over, mama
Music, sweet music
I wish I could caress, caress, caress
Manic depression is a frustrating mess
Well, I think Ill go turn myself off,
And go on down
All the way down
Really aint no use in me hanging around
In your kinda scene
Music, sweet music
I wish I could caress, caress, caress
Manic depression is a frustrating mess
Here's another take 2008:
Notice the similarity to this one:
Information Overload, with no time to process
.
Job one is to get a story for time.
A story for time gives the sense of power.
It is only a sense because you can't control the end of your time.
But you can control time while you are alive.
You can make more time.
You can take yourself out of time.
The trick is the balance between the two.
Time is a thought construct to describe when events happen.
If more events happen, it seems like time slows down.
If less events happen, it seems like time slows down.
To earn a living or just stay alive, you have to invest your time.
The manic slows time by making a lot of events happen.
The depressive slows time by making no events happen.
The healthier person doesn't think that much about time.
The do stuff, and time takes care of itself.
If you work in a mass market activity space, you sell blocks of 8 hours.
If you have power to control time on the job, you tend to be happy.
If you don't have power to control time on the job, you tend to be unhappy.
Having the power to control time tends to make people happy.
Some children grow up in a safe predictable family activity space.
Some children grow up in unsafe, unpredictable family activity space.
In either case, they innovate behavior to feel power and control of time.
Sometimes their innovation works for the rest of the lives.
Sometimes not so much.
If you work in a GoogleMart activity space, you sell little chunks of time.
You control when and how much time you are going to sell.
That leaves a lot more time to control for other things.
The downside is that there are alot more decisions to make about investing time.
Making decisions produces stress.
In an unpredictable world, the chances of doing the wrong thing is scary.
The more predictable the world, the less fear.
The less fear, the easier to do stuff with a minimum collateral damage.
So . . .
Has anyone ever done a study of manic depression focusing on their sense of time?
Has anyone ever done a study of manic depression focusing on their sense of power?
Has anyone ever done a study of manic depression focusing on their sense of fear?
Then . . .
To manage manic depression articulate their sense of long term time
To manage manic depression articulate their sense of real power.
To manage manic depression mitigate what is making them afraid.
Here's what Jimi Hendrix said about it:
The lyrics:
Manic depression is touching my soul
I know what I want but I just dont know
How to, go about gettin it
Feeling sweet feeling,
Drops from my fingers, fingers
Manic depression is catchin my soul
Woman so weary, the sweet cause in vain
You make love, you break love
Its all the same
When its, when its over, mama
Music, sweet music
I wish I could caress, caress, caress
Manic depression is a frustrating mess
Well, I think Ill go turn myself off,
And go on down
All the way down
Really aint no use in me hanging around
In your kinda scene
Music, sweet music
I wish I could caress, caress, caress
Manic depression is a frustrating mess
Here's another take 2008:
Notice the similarity to this one:
Information Overload, with no time to process
.
Googlezon in words
The advantage of words is that it's a faster way to transfer information. Rich media is fine for other stuff. But if you want to know "what's the story?" fast, words are much better. If you want to get the whole story, that requires mulling. Mulling takes time no matter what media you use. You can pitch the movie, or that breakthrough business idea, in an elevator. Making the movie or making a business is a different thing . . . dr druck
From wikipedia:
The plot consists of a series of real life events from 1989 to 2004, and going through a series of hypothetical events through 2014.
The first sentence of the running commentary echoes the opening words of Charles Dickens' A Tale of Two Cities, "It was the best of times, it was the worst of times; it was the age of wisdom, it was the age of foolishness; it was the epoch of belief, it was the epoch of incredulity; it was the season of Light, it was the season of Darkness; it was the spring of hope, it was the winter of despair; we had everything before us, we had nothing before us; we were all going directly to Heaven, we were all going the other way."[1]
In 1989, Tim Berners-Lee invents the World Wide Web.
In 1994, Amazon.com is launched. It is a store that sells everything, personalized for its users, that can even offer suggestions.
In 1998, Google is unleashed by two Stanford University students, promising a faster, more effective way to search.
In 1999, Blogger is founded. Google comes out with Google News, a service unique in that it requires no human intervention.
In 2002, Friendster is released.
In 2003, Google buys Blogger.
In 2004, the rise of Gmail gives competition to Microsoft's Hotmail. Microsoft's Newsbotster comes as a response to Google News. Picasa and A9 are also released this year. In August, Google goes public, acquires Keyhole (now Google Earth), a company that maps the world, and begins digitizing and indexing world libraries. Reason Magazine sends its subscribers satellite photos of their homes, with information tailored to them inside.
From this point EPIC passes into the realm of fiction.
In 2005, Microsoft buys Friendster in response to Google's action. Apple Computer comes out with WifiPod, which allows users to "send and receive messages on the go". Then, Google unveils the Google Grid, a universal platform offering an unlimited amount of space and bandwidth that can be used to store anything. It allows users to manage their information two ways: store it privately or publish it to the entire grid.
In 2007, Microsoft Newsbotster, a social news network, ranks and sorts news. It allows everyone to comment on what they see.
In 2008, Google and Amazon merge to form Googlezon. Google supplies Google Grid, Amazon supplies their personalized recommendations. Googlezon is a system that automatically searches all content sources and splices together stories to cater to the interests of each individual user.
When explaining how Googlezon profiles its users, the identification card of a man named Winston Smith appears on screen. Smith is the main character in George Orwell's classic novel Nineteen Eighty-Four, in which a dystopian society is ruled by a media-distorting government.[2] The photograph on the identification card depicts Robin Sloan.
In 2010, the news wars rage between Microsoft and Googlezon. These "News Wars of 2010" are notable in that they involve no actual news organizations.
In 2011, the slumbering Fourth Estate awakens to make its first and final stand. The New York Times sues Googlezon, "claiming the fact-stripping robots are a violation of copyright law", but the Supreme Court rules in favor of Googlezon.
In 2014, Googlezon unleashes EPIC, the Evolving Personalized Information Construct, which pays users to contribute any information they know into a central grid, allowing the system to automatically create news tailored to individuals, entirely without journalists. The word "EPIC" is an amalgam of three fundamental physical and mathematical constants; e (Euler's number), pi (π) and c (the speed of light in a vacuum). These are depicted in the shadow of the EPIC logo.
EPIC stores and categorizes not only news, but the demographics, political beliefs, and consumption habits of every user. At its best, EPIC is "a summary of the world — deeper, broader and more nuanced than anything ever available before ... but at its worst, and for too many, EPIC is merely a collection of trivia, much of it untrue." EPIC is so popular that it triggers the downfall of the New York Times, which goes offline and becomes "a print newsletter for the elite and the elderly."
The narration ends with the statement: "Perhaps there was another way."
Sunday, December 5, 2004
If I Were a Printer . . . Part 2
If I were a Printer, I would raise my prices.
Actually I would raise my List prices and then discount as appropriate.
It's Google-Mart rules. "You pays your money and takes your choice."
Consider the airlines.
Before a plane leaves, the selling price is X.
Once the plane takes off there is no selling price. The value disappears.
The closer it gets to taking off, the lower the selling price.
If you can schedule a seat way ahead, the price is X-2A.
If you can bundle a lot of seats and buy them at the same time, the price is X-4A.
The rich traveler wants to fly first class. He doesn't really look at price.
The business traveler wants the trip now. He doesn't want the inconvenience of planning ahead. He pays X.
The tourist would rather invest his time and save money. He pays X- A. If he invests time searching the web, he pays X-2A.
The tour operator makes his money buying wholesale. He pays X-4A.
In every case, the airline wins.
That's why they have a computer that calculates how many seats to leave available for business travelers, tourists and tour operators.
Once Print is a commodity there is no room to raise prices.The good news is that it's finally possible to charge for the real values we deliver. Time to delivery. Project management.
Everybody wants time. They will happily trade money for time.
Everybody needs project management. It gives them more time to do the other 1000 things they have to do. They will trade money for time.
So . . .I would set list prices for a Y day delivery. First class.
Then list prices for Y+5 day delivery. Tourist class.
Then list prices for Y+? delivery. Stand by.
Then I would give discounts to people who are willing to trade time for money. Then I would give discounts to people who bundle work. Then I would give discounts to some new customers . . . maybe and only as appropriate.
Then I would use those discounts to build communities of clients.
As in "You qualify for the 15% discount, because ...blah. blah. blah"
Then I would go to my regular customers and tell them we were raising prices by 20% but they get a 20% discount for being good customers.
Then I would give customers Frequent Printing Points...that they could trade for cheap stuff that I could buy for peanuts. Or I would buy Frequent Flyer Points wholesale, and give them to my customers as a benefit of giving me work. Then I would encourage all my customers to use credit cards, then I would double the Miles they get from the credit card companies.
Meanwhile, I would get my plant manager to tell me exactly what press time is available and exactly when, for two months out.
He will push back and say " But I don't know what I have coming in."
I would say "When is this job going to hit the press."
He would say, " I don't know, because blah.blah.blah..."
I would say, "Find out."
He would say, "I can't"
I would say "hmmmmmm..."
Then I would find a new plant manager.
After I hired the new plant manager, I would say " What slots do we have available for the next two months?"
He would say "a,b,c ... blah,blah,blah."
Then I would tell my sales manager to sell a and b and c.
He would say "Huh?"
I would say "the price for a-tmw. is X-4A. And the price for b-next week is X-3A, and the price for c-next month is X-4A or whatever works." The deal is that if the buyer reserves and then screws up, they pay a cancellation fee.
Then I would say, "Make sure those time slots are filled."
Then I would comp the sales manager based on filled press time.
If his team fills press time according to the rules, he wins. If not, then not so much.
Too much open press time?
I would say "Hmmmmmmm"
Then I would ask "Why?"
Then I would hear "blah,blah,blah" from everyone in the shop.
Then I would go to everyone in the shop and ask "Why?"
I would say "Hmmmmmm."
You can fill in the rest.
I would stop wasting time on return on investment, ROI.
I would focus on return on time, ROT. Thanks Dr Joe.
If I couldn't build, educate or find a "plant manager" and a "sales manager" that could do the job, I would consider either selling to one of the big guys and let them worry about it or take my marbles and go home. I could find better ways to invest my time.
More about Selling, instead of giving away Project Management, at another time. That will probably be If I were a Printer Part 3 or 4.
More?
If I were a Printer Part 1
Actually I would raise my List prices and then discount as appropriate.
It's Google-Mart rules. "You pays your money and takes your choice."
Consider the airlines.
Before a plane leaves, the selling price is X.
Once the plane takes off there is no selling price. The value disappears.
The closer it gets to taking off, the lower the selling price.
If you can schedule a seat way ahead, the price is X-2A.
If you can bundle a lot of seats and buy them at the same time, the price is X-4A.
The rich traveler wants to fly first class. He doesn't really look at price.
The business traveler wants the trip now. He doesn't want the inconvenience of planning ahead. He pays X.
The tourist would rather invest his time and save money. He pays X- A. If he invests time searching the web, he pays X-2A.
The tour operator makes his money buying wholesale. He pays X-4A.
In every case, the airline wins.
That's why they have a computer that calculates how many seats to leave available for business travelers, tourists and tour operators.
Once Print is a commodity there is no room to raise prices.The good news is that it's finally possible to charge for the real values we deliver. Time to delivery. Project management.
Everybody wants time. They will happily trade money for time.
Everybody needs project management. It gives them more time to do the other 1000 things they have to do. They will trade money for time.
So . . .I would set list prices for a Y day delivery. First class.
Then list prices for Y+5 day delivery. Tourist class.
Then list prices for Y+? delivery. Stand by.
Then I would give discounts to people who are willing to trade time for money. Then I would give discounts to people who bundle work. Then I would give discounts to some new customers . . . maybe and only as appropriate.
Then I would use those discounts to build communities of clients.
As in "You qualify for the 15% discount, because ...blah. blah. blah"
Then I would go to my regular customers and tell them we were raising prices by 20% but they get a 20% discount for being good customers.
Then I would give customers Frequent Printing Points...that they could trade for cheap stuff that I could buy for peanuts. Or I would buy Frequent Flyer Points wholesale, and give them to my customers as a benefit of giving me work. Then I would encourage all my customers to use credit cards, then I would double the Miles they get from the credit card companies.
Meanwhile, I would get my plant manager to tell me exactly what press time is available and exactly when, for two months out.
He will push back and say " But I don't know what I have coming in."
I would say "When is this job going to hit the press."
He would say, " I don't know, because blah.blah.blah..."
I would say, "Find out."
He would say, "I can't"
I would say "hmmmmmm..."
Then I would find a new plant manager.
After I hired the new plant manager, I would say " What slots do we have available for the next two months?"
He would say "a,b,c ... blah,blah,blah."
Then I would tell my sales manager to sell a and b and c.
He would say "Huh?"
I would say "the price for a-tmw. is X-4A. And the price for b-next week is X-3A, and the price for c-next month is X-4A or whatever works." The deal is that if the buyer reserves and then screws up, they pay a cancellation fee.
Then I would say, "Make sure those time slots are filled."
Then I would comp the sales manager based on filled press time.
If his team fills press time according to the rules, he wins. If not, then not so much.
Too much open press time?
I would say "Hmmmmmmm"
Then I would ask "Why?"
Then I would hear "blah,blah,blah" from everyone in the shop.
Then I would go to everyone in the shop and ask "Why?"
I would say "Hmmmmmm."
You can fill in the rest.
I would stop wasting time on return on investment, ROI.
I would focus on return on time, ROT. Thanks Dr Joe.
If I couldn't build, educate or find a "plant manager" and a "sales manager" that could do the job, I would consider either selling to one of the big guys and let them worry about it or take my marbles and go home. I could find better ways to invest my time.
More about Selling, instead of giving away Project Management, at another time. That will probably be If I were a Printer Part 3 or 4.
More?
If I were a Printer Part 1
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