Obamacare Architect Ezekiel Emanuel “Will Be Satisfied” with 75 Years

(p. A13) Ezekiel Emanuel, a 61-year-old oncologist, bioethicist and vice provost at the University of Pennsylvania, says he will be satisfied to reach 75. By then, he believes, he will have made his most important contributions, seen his kids grown, and his grandkids born. After his 75th birthday, he won’t get flu shots, take antibiotics, get screened for cancer or undergo stress tests. If he lives longer, that’s fine, he says. He just won’t take extra medical steps to prolong life.

“People want to live to 100 but your horizon of what life is becomes much, much narrower,” he says.

For the full story, see:

Clare Ansberry. “TURNING POINTS; The Advantages—and Limitations—of Living to 100.” The New York Times (Tuesday, May 21, 2019): A13.

(Note: the online version of the story has the date May 20, 2019, and has the same title as the print version.)

Amish Embrace Smartphones and Internet, at Least for Entrepreneurship

(p. 6) A young woman, wearing a traditional full-length Amish dress and white bonnet, stepped away from a farmer’s market, opened her palm and revealed a smartphone. She began to scroll through screens, seemingly oblivious to the activity around her.

Not far away, a man in his late 60s with a silvery beard, wide-brimmed straw hat and suspenders adjusted the settings on a computer-driven crosscut saw. He was soon cutting pieces for gazebos that are sold online and delivered around the country.

The Amish have not given up on horse-drawn buggies. Their rigid abstinence from many kinds of technology has left parts of their lifestyle frozen since the 19th century: no cars, TVs or connections to electric utilities, for example.

But computers and cellphones are making their way into some Amish communities, pushing them — sometimes willingly, often not — into the 21st century.

New technology has created fresh opportunities for prosperity among the Amish, just as it has for people in the rest of the world. A contractor can call a customer from a job site. A store owner’s software can make quick work of payroll and inventory tasks. A bakery can take credit cards.

But for people bound by a separation from much of the outside world, new tech devices have brought fears about the consequence of internet access. There are worries about pornography; about whether social networks will lead sons and daughters to date non-Amish friends; and about connecting to a world of seemingly limitless possibilities.

“Amish life is about recognizing the value of agreed-upon limits,” said Erik Wesner, an author who runs a blog, Amish America, “and the spirit of the internet cuts against the idea of limits.”

. . .

Referring to technology, Mr. Smucker said, “You have to do what you have to do to stay in business. People are starting to understand that.”

There are probably 2,000 successful Amish businesses in the Lancaster area, many of them multimillion-dollar enterprises, said Donald B. Kraybill, a retired professor at Elizabethtown’s Young Center for Anabaptist and Pietist Studies.

This “very entrepreneurial, very capitalistic” tendency, he said, was all the more remarkable because it was channeled through a “culture of restraint.”

Many Amish people draw a bright line between what is allowed at work — smartphones, internet access — and what remains forbidden at home.

For the full story, see:

Kevin Granville and Ashley Gilbertson. “In Amish Country, the Future Is Calling.” The New York Times, SundayBusiness Section (Sunday, Sept. 17, 2017): 6-7.

(Note: ellipsis added.)

(Note: the online version of the story has the date Sept. 15, 2017, and has the same title as the print version.)

Bill Gates Spending $400 Million to Develop Expensive High-Tech Toilets for Poor Countries

(p. B1) BEIJING — Bill Gates believes the world needs better toilets.

Specifically, toilets that improve hygiene, don’t have to connect to sewage systems at all and can break down human waste into fertilizer.

So on Tuesday in Beijing, Mr. Gates held the Reinvented Toilet Expo, a chance for companies to showcase their takes on the simple bathroom fixture. Companies showed toilets that could separate urine from other waste for more efficient treatment, that recycled water for hand washing and that sported solar roofs.

It’s no laughing matter. About 4.5 billion people — more than half the world’s population — live without access to safe sanitation. Globally, Mr. Gates told attendees, unsafe sanitation costs an estimated $223 billion a year in the form of higher health costs and lost productivity and wages.

The reinvented toilets on display are a culmination of seven years of research and $200 million given by the Bill and Melinda Gates Foundation, which the former software tycoon runs with his wife, since 2011. On Tuesday [Nov. 6, 2018], Mr. Gates pledged to give $200 million more in an effort get companies to see human waste as a big business.

. . .

(p. B5) . . . China’s toilet revolution has led to excesses — a problem that critics say could plague the Gates effort as well.

To win favor with Beijing, local officials have tried to outgun one another with newfangled latrines, many equipped with flat-screen televisions, Wi-Fi and facial-recognition toilet paper dispensers. (Thieves have been known to make off with entire rolls.) There were even refrigerators, microwave ovens and couches, prompting China’s tourism chief at the time to instruct officials in January to rein in their “five-star toilets” and avoid kitsch and luxury.

Though the products on display on Tuesday were nowhere as flashy, Mr. Gates has drawn criticism for giving thousands of dollars to universities in developed countries to create high-tech toilets that will take years to pay off — if they ever do.

“Sometimes doubling down is necessary, but you’ve got to be reflective,” said Jason Kass, the founder of Toilets for People, a Vermont-based social business that provides off-grid toilets. “Has any of the approaches done in the last five years created any sustainable lasting, positive impact vis-à-vis sanitation? And the answer, as far as I can see, is no.”

. . .

Mr. Gates acknowledged that some reinvented toilets, in small volumes, could cost as much as $10,000, but added, “That will pretty quickly come down.”

“The hard part will be getting it from $2,000 to $500,” he said. “I’d say we are more confident today that it was a good bet than where we started, but we are still not there.”

For the full story, see:

Sui-Lee Wee. “Bill Gates Wants to Build A Better Toilet.” The New York Times (Friday, Nov. 9, 2018): B1 & B5.

(Note: ellipses, and bracketed date, added.)

(Note: the online version of the story has the date Nov. 6, 2018, and has the title “In China, Bill Gates Encourages the World to Build a Better Toilet.”)

Astros Got Scouting and Analytics to Work Together

(p. A15) Mr. Reiter . . . has written a full account of the remarkable story of how one of the greatest turnarounds in modern baseball history was engineered. As he tells us in “Astroball: The New Way to Win It All,” Houston had looked at the processes that Oakland A’s general manager Billy Beane had used early in the 21st century. That team’s methods—sophisticated statistical analyses and attention to “undervalued” measuring sticks (like on-base percentage)—were detailed in Michael Lewis’s “Moneyball” (2003), and they changed the way baseball front offices operated. But Mr. Lewis’s book also portrayed a somewhat fraught internal organization, with old-fashioned scouts in one corner and the analytic nerds in the other, often disagreeing about players and prospects and resenting one another as well.

Astros general manager Jeff Luhnow wanted to figure out how to get scouting and analytics to work together and eventually produce an internal metric that would render a decision on a player as simple as the one in blackjack: hit or stay, keep or trade, play or bench.

. . .

Under Mr. Luhnow, scouts not only made subjective judgments about a prospect’s talent but also collected unique data that they fed to the folks in the Nerd Cave. And the nerds began listening to the scouts. All of this was easier said than done, but it was done, and the team made a series of sound, even brilliant, choices as it drafted, traded and signed players.

For the full review, see:

Paul Dickson. “BOOKSHELF; Lone Star Turnaround; How the Houston Astros used a combination of data-driven analytics and team-building to go from last place to World Series champions.” The Wall Street Journal (Tuesday, July 17, 2018): A15.

(Note: ellipses added.)

(Note: the online version of the review has the date July 16, 2018, and has the title “BOOKSHELF; ‘Astroball’ Review: Lone Star Turnaround
How the Houston Astros used a combination of data-driven analytics and team-building to go from last place to World Series champions.”)

The book under review is:

Reiter, Ben. Astroball: The New Way to Win It All. New York: Crown Archetype, 2018.

“The Grapes Are Beautiful, the Heat’s Good for Them”

(p. A4) A 2016 study by NASA and Harvard of grape harvest dates going back to the 1600s found that climate change pushed harvests forward drastically in France and Switzerland in the second half of the 20th century.

. . .

(p. B5) Claudio Roggero, who as enologist at the Castello di Neive, decides, among other things, when to pick the grapes, strolled with satisfaction through the corridors of vines, saying the grapes looked perfect.

“If I left these grapes another week they could have been like this,” he said stopping in front of a rare sunburned bunch. “It’s very dangerous.”

In the middle of August, a thermometer planted in one of their vineyards showed heat in excess of 104 degrees Fahrenheit. “It went off the charts,” the wine estate’s owner, Italo Stupino, 81, said as he looked over the hills.

Mr. Stupino also pointed at vineyards destroyed by a hailstorm in April, and yet he expressed doubt that global warming drove the change.

“I believe it up to a certain point,” he said with a shrug. “The temperature goes up and down. We had hail in April, and I remember some hot, hot Augusts as a boy.”

That sentiment ran through the hills.

In Monforte d’Alba, just outside the town square, Giovanni Rocca stepped out onto his hills and happily chewed a grape he picked from his vineyard.

“The grapes are beautiful, the heat’s good for them,” he said, arguing that the vintage, which he said would probably come 10 or 15 days earlier than usual, was likely to yield a lower-quantity but higher-quality Barolo.

His son, Maurizio, 37, also spoke of the benefits of the sunshine. But he added that temperatures above 100 degrees “are not good for the wine; the berries become unbalanced and too fat, with too high an alcohol content.”

He said that they knew how to deal with anomalies, but that if intense heat waves became permanent, “We’ll have to plant bananas and pineapples.”

. . .

An enclosed observation deck hangs like a giant helicopter cockpit over the hills of Alba at the headquarters of the Ceretto family, which produces nearly a million bottles a year.

The company’s employees will be out in the fields a week earlier than usual to pick arneis grapes for its wildly popular Blangé white wine, said Roberta Ceretto, 44.

But she was mostly unbothered by the heat, saying that while her employees might not be able to go on vacation in August in the future, the quality and culture of the area’s wines would survive.

“The dinosaurs didn’t go extinct in 20 years,” she said with a smile.

For the full story, see:

Jason Horowitz. “LA MORRA JOURNAL; The Harvest of a Changing Climate.” The New York Times (Wednesday, Aug. 23, 2017): A4.

(Note: ellipses added.)

(Note: the online version of the story has the date Aug. 22, 2017, and has the title “LA MORRA JOURNAL; In Italy’s Drought-Hit Vineyards, the Harvest of a Changing Climate.”)

Amazon Names “Openness to Creative Destruction” as “#1 New Release in Industrial Management & Leadership”

Art Diamond noticed on Fri., June 28, 2019 that Amazon.com had identified “Openness to Creative Destruction” as “#1 New Release in Industrial Management & Leadership”.

With G.E. Exit, Dow Index Has None of Original Firms

(p. B2) General Electric, the last original member of the Dow Jones industrial average, was dropped from the blue-chip index late Tuesday [June 19, 2019] and replaced by the Walgreens Boots Alliance drugstore chain.

. . .

The removal of G.E., which will formally occur June 26, reflects a shift in the economic composition of the United States, which long ago tilted away from heavy industry and toward services, such as technology, finance and health care.

And it also amounted to a milestone for General Electric. It was the last remaining original member of the index, when the stock market measure was introduced in 1896.

For the full story, see:

Matt Phillips. “G.E. Is Dropped From Dow; Was Last Original Member.” The New York Times (Wednesday, June 20, 2018): B2.

(Note: ellipsis, and bracketed date, added.)

(Note: the online version of the story has the date June 19, 2018, and has the title “G.E. Dropped From the Dow After More Than a Century.”)