To Survive a Disaster You Need “Basic Skills and Self-Reliance” in Time Before First-Responders Respond

(p. C17) The coronavirus has challenged us in ways that our society hadn’t been challenged for decades.

. . .

. . . being stressed and anxious doesn’t mean you can’t be resilient. Actively working to mitigate the damage from a disaster can help to reduce stress, because it makes you feel more empowered and less like a helpless bystander.

. . .

Experience and preparation paid off for me in September 2017, as Hurricane Irma, a Category 5 storm, approached Key West, Fla., where my husband and I had spent two years building our home together. We didn’t freak out: We knew about the risk of hurricanes when we moved there. I had studied the maps to see which areas of Key West were prone to flooding, and we prepared our property accordingly.

. . .

My long experience has taught me that when a disaster strikes, you can’t wait for someone else to bail you out. You have to have some basic skills and self-reliance initially. If a grease fire breaks out in my kitchen and I have a fire extinguisher, I can probably put it out. But if I call the fire department and wait for them to arrive, my grease fire could turn into a house fire. I will still call the fire department, in case I can’t control the fire, but the first response has to be mine.

For the full essay, see:

Robert Jensen. “Staying Resilient When Disaster Strikes.” The Wall Street Journal (Saturday, Oct. 2, 2021): C17.

(Note: ellipses added.)

(Note: the online version of the review has the date September 30, 2021, and has the same title as the print version.)

The essay quoted above is adapted from Jensen’s book:

Jensen, Robert A. Personal Effects: What Recovering the Dead Teaches Me About Caring for the Living. New York: St. Martin’s Press, 2021.

Michael Dell Is a Project Entrepreneur

(p. C18) A decade ago, the rise of smartphones and tablets seemed to spell doom for the Dell computer company, which had tried to enter both markets without success. (Does anyone remember the “phablet”?) By 2012 Dell’s market share for PCs had eroded to just over 10%, and its share price had sunk below $9, from around $30 in 2007.

“I felt abandoned by the public shareholders,” admits Michael Dell, the company’s founder and CEO, in his new autobiography, “Play Nice But Win,” published next week. But Dell’s historically low stock price also offered a silver lining. With help from Silver Lake, a private-equity firm, in 2013 Mr. Dell paid $24.9 billion to take his company private. This rare maneuver freed him to transform his company “without the tyranny, the ever-ticking shot clock, of a quarterly earnings report,” he writes.

Today the company rebranded as Dell Technologies is worth around $80 billion, more than four times its value before going private.

. . .

In his efforts to take the company private in 2013 and then take it public again in 2018, Mr. Dell locked horns with Carl Icahn, an activist investor, who publicly compared Mr. Dell to Machiavelli and threatened to purchase the company himself and install a new CEO. In his book and in conversation, Mr. Dell is unsparing about Mr. Icahn, calling him a “circus clown” with “zero moral compass” and “no idea what Dell does.” Mr. Icahn, in turn, calls Mr. Dell a “bamboozler” who tried to “swindle” shareholders.

. . .

A range of supply-chain problems have meant that demand for PCs has been outstripping supply. But Dell has done a better job than its rivals of getting the relevant parts, and the company has moved more quickly than Hewlett-Packard Inc. and others in anticipating a shift in PC sales from consumers to businesses as offices open back up. Mr. Dell explains that the company’s approach to manufacturing has shifted in recent years from “just in time to just in case,” with supply chains that are geographically diverse enough to handle disruptions. He adds that the company’s longstanding approach of selling directly to customers has meant Dell’s “signal quality is higher” than its competitors when it comes to registering what people and companies actually want.

. . .

Mr. Dell is the last computer pioneer who is still running his own company. Although he acknowledges it is harder at his age to cultivate the “beginner’s mind” capable of generating radical new ideas, he says he has no plans to step aside any time soon. The work feels too interesting and too important, he explains, and he’s having too much fun: “I love what I do.”

For the full essay, see:

Emily Bobrow, interviewer(?). “WEEKEND CONFIDENTIAL; Michael Dell.” The Wall Street Journal (Saturday, Oct. 02, 2021): C18.

(Note: ellipses added.)

(Note: the online version of the review has the date October 1, 2021, and has the title “WEEKEND CONFIDENTIAL; Tech Founder Michael Dell Is Navigating a Changing Industry.” The article does not indicate whether the quotes from Michael Dell are from his book or from an interview. I am guessing that except for a quote explicitly identified as from the book, the quotes are from an interview.)

The book by Dell mentioned in the essay is:

Dell, Michael. Play Nice but Win: A CEO’s Journey from Founder to Leader. New York: Portfolio, 2021.

Union Pacific Buying More Chassis to Carry More Containers

(p. B6) Union Pacific is buying more chassis that can carry shipping containers, and opening facilities outside of Los Angeles and in Minnesota to handle the increased volume.

Mr. Foote of CSX said that while supply chains are strained globally, the railroads are handling their role of moving goods between destinations well. A bigger problem of late has been what happens after the cargo gets to its destination.

He said containers carrying finished goods often sit idle because of a lack of truck drivers, equipment to put shipping containers on trucks and warehouse workers to unload them.

For the full story, see:

Paul Ziobro. “Railroads Shun Some Business Amid Congestion.” The Wall Street Journal (Wednesday, October 22, 2021): B6.

(Note: the online version of the story has the date October 21, 2021, and has the title “Rail-Yard Congestion Holds Down Shipping Volumes,’ CEO Says.”)

Entrepreneur Stewart Butterfield Failed With “Glitch” Before Succeeding With “Slack”

(p. A15) Entrepreneur Stewart Butterfield once tried to build a multiplayer online game but switched to photo sharing, selling Flickr to Yahoo in 2005 for $25 million. Success, but not a home run in Silicon Valley. Mr. Butterfield left Yahoo in 2008 to help found a company called Tiny Speck and build another multiplayer online game called “Glitch.” Persistence! “Glitch” attracted tens of thousands of gamers, but not enough to cover its costs, so Mr. Butterfield killed it in 2012.

Tiny Speck pivoted, which in Silicon Valley means fail and scramble to do something else. The company had built its own crude internal communications system for employees to chat digitally during the development of “Glitch.” Maybe others would use it. Seven months after they started work on Slack, the company announced its preview release. On the first day of the press blitz, 8,000 people requested the preview version. In February 2014 Slack had 16,000 users and by November it had 285,000, with 73,000 paying for it. Now more than 10 million people use it daily. Mr. Butterfield sold Slack to Salesforce for $27.7 billion last year. That’s failing upward!

For the full commentary, see:

Andy Kessler. “INSIDE VIEW; Failure Is Always an Option.” The Wall Street Journal (Monday, Oct. 18, 2021): A15.

(Note: the online version of the commentary has the date October 17, 2021, and has the title “INSIDE VIEW; Failure Was Always an Option for Elizabeth Holmes.”)

Virtual Reality (VR) Used to Better See Cancer Cell Mutations

(p. R3) Chemist and entrepreneur Jackie von Salm recently walked inside a receptor in the brain to inspect a new drug compound. As she looked at the brightly colored, cascading ribbons around her, she noted something: Part of the atomic structure, a series of thick, orange rods and hexagons, jutted toward her in an odd way, suggesting that the compound, a derivative of the psychedelic DMT, might be effective at treating addiction without having hallucinogenic effects.

“This is weird,” says Dr. von Salm, the co-founder and chief scientific officer of Psilera Inc., a Tampa, Fla.-based company working to turn psychedelics into treatments for addiction, neurodegenerative diseases and mood disorders. “But it might be really unique and special.”

The odd positioning of the compound might be the right shape to latch onto serotonin receptors in the brain that are involved with hallucination and addiction. That insight was possible thanks to a technology more closely associated with gamers than scientists: Virtual reality.

Dr. von Salm is one of a growing number of drug-discovery researchers who are using VR to see, in new ways, the molecules they have long studied on computer screens. Their goal is to investigate subtle changes in the distance, shape and chemical properties of atomic structures that could give them clues about how well a drug might work and speed up the drug-discovery process.

. . .

Since 2018, cancer researchers at the University of California San Francisco have been using VR to better understand the genetic mutations in cancer cells that might make a patient resistant to treatment. For example, in VR, it was clear that the reason a drug didn’t bind properly to its protein target in the cancer cell was because of the movement of a portion of the protein called the P-loop. The movement was caused by a mutation in the target.

On a computer monitor, it was difficult to see the tiny change in the movement. “When there are changes like that, the VR is critical,” says Beth Apsel Winger, a hematologist and oncologist at the university’s department of pediatrics.

For the full commentary, see:

Sara Castellanos. “VR Rx.” The Wall Street Journal (Friday, Sept. 10, 2021): R3.

(Note: ellipsis added.)

(Note: the online version of the commentary has the date September 7, 2021, and has the title “Virtual Reality Puts Drug Researchers Inside the Molecules They Study.”)

Former Teacher Union President Says Charter Schools Give Black and Hispanic Children “Access to a Quality Education”

(p. A21) When I became a teacher, it seemed natural to become an advocate for the profession. Somewhere along the way I became more of a union leader than an educational leader.

. . .

I used to oppose charter schools, not because they were bad for kids, but because they were bad for unions.

. . .

I served as president of the Washington Teachers’ Union for six years and recognize the added value unions can bring in securing fair compensation and safe working conditions for teachers. I’m still a union member. But I now work on behalf of charter schools.

Charter schools are also public schools. All of them. They provide more than three million students, mostly black and Hispanic, access to a quality public education. They are innovative and student-centered. They break down barriers that have kept families of color from the educational opportunities they deserve. Another two million children would attend charter schools if there were space for them. How could I work against these kids?

For the full commentary, see:

George Parker. “How My Mind Opened to Charter Schools.” The Wall Street Journal (Thursday, May 27, 2021): A21.

(Note: ellipses added.)

(Note: the online version of the commentary has the date May 26, 2021, and has the same title as the print version.)

FTC Slows Serendipitously Discovered Blood Test That Detects 50 Types of Cancer

(p. A13) Scientific breakthroughs are sometimes a matter of serendipity. Eight years ago Meredith Halks-Miller, a pathologist at the genetic-screening company Illumina, stumbled on something unusual while running prenatal blood tests for fetal chromosomal abnormalities. In some blood samples, the fetal genes were normal but the maternal DNA wasn’t. Illumina alerted pregnant women’s doctors to the finding. After further investigation, all the women were diagnosed with cancer, though none had symptoms when their blood was drawn.

This discovery led to the development of a blood test that can now detect 50 types of cancer and has the potential to save tens of thousands of lives a year if it becomes widely available. But regulators may slow the process.

The Federal Trade Commission last month wrapped up an administrative trial in which it seeks to block Illumina’s $8 billion acquisition of Grail, which makes the blood test.

. . .

Grail projects its test could prevent 90,000 to 100,000 cancer deaths each year if it were administered annually to all Americans 50 to 79. The sooner people get access to the test, the more lives will be saved. Illumina estimates that 10,000 lives will be saved over the following nine years for every year that it accelerates bringing the test to market. “By accelerating the global rollout of the test in the European Union, into Africa, into Asia, into Latin America, we believe we can save a lot more lives than that around the world,” Mr. deSouza says.

The company’s dominance in the DNA-testing market, however, attracted regulatory scrutiny. In March the FTC sued Illumina and Grail to block the acquisition, arguing that it would “lessen competition in the U.S. multi-cancer early detection (‘MCED’) test market by diminishing innovation and potentially increasing prices.”

Nonsense, Mr. deSouza says. “Today, there is nobody who is even starting the studies to develop a 50-cancer test like Grail, and once you start the study, it’s still a few years before you actually get the test. We think there will also be blood tests for single cancers, for colorectal cancer and other cancers. Those won’t compete with Grail. They will be complementary to Grail.”

For the full interview, see:

Allysia Finley, interviewer. “THE WEEKEND INTERVIEW; Regulatory Hurdles Block a Cancer Miracle.” The Wall Street Journal (Saturday, Oct. 9, 2021): A13.

(Note: ellipsis added.)

(Note: the online version of the interview has the date October 8, 2021, and has the same title as the print version.)

$80 Billion in 200 Large Projects to Develop Hydrogen as Clean Energy Source

(p. B1) SHEFFIELD, England — Rachel Smith has lived through green hydrogen’s bumpy journey from scientists’ dream to an industry that may be on the verge of a commercial breakthrough. An engineer, she started out two decades ago working in a converted barn on early devices for making the clean-burning gas.

Now she is part of a team racing to build giant machines that will use electricity to separate hydrogen from water for major companies like Royal Dutch Shell and Orsted, the Danish offshore wind developer.

“We have gone through those toddler years,” said Ms. Smith, an executive director at ITM Power, which is run out of an expansive new factory in Sheffield, a faded center for steel mills and coal mining. “We are playing in the grown-up world rather than in research labs.”

A consensus is forming among governments, environmentalists and energy companies that deep cuts in carbon emissions will require large amounts of a clean fuel like hydrogen.

Proponents of hydrogen have identified more than a score of potential applications of the element for cutting carbon emissions. It could be used to power long-haul trucks and train and air travel. Energy companies are experimenting with blending hydrogen with natural gas for home heating and cooking.

All told, more than 200 large-scale projects are underway to produce or transport hydrogen, comprising investments of more than $80 billion. Daimler and Volvo, the world’s largest truck makers, plan in a few years to begin mass producing long-haul electric trucks that run on devices called fuel cells that convert hydrogen to electricity. Water will be the trucks’ only emission.

“You could imagine an economy that is supported almost entirely by very clean electricity and very clean hydrogen,” said Ernest Moniz, secretary of energy in the Obama administration and now chief executive of the Energy Futures Initiative, a research organization.

(p. B5) But he warned that “a lot of things have to happen” for a gas now mainly used in specialty areas to become a “part of the backbone of the energy system.”

Among the obstacles that must be overcome: creating enough of the right sort of hydrogen, at a price industries and consumers can accept.

For the full story, see:

Stanley Reed and Jack Ewing. “The Race to Harvest Hydrogen.” The New York Times (Saturday, July 17, 2021): B1 & B5.

(Note: the online version of the story has the date June 4, 2021, and has the title “Hydrogen Is One Answer to Climate Change. Getting It Is the Hard Part.”)

James Dyson Persevered Through 5,127 Prototypes to Achieve Vacuum Cleaner Success

(p. C7) James Dyson was a less than stellar student at the boarding school he attended in Norfolk, England, where his father was a classics master. Yet he would become the founder of a family-owned global manufacturing empire. Mr. Dyson gained fame—and a peerage—as the inventor of a revolutionary vacuum cleaner that exploits the principle of the cyclone and never needs a replacement bag, among other novel domestic appliances.

. . .

It took Mr. Dyson four years and precisely 5,127 prototypes—as he reminds us in the first paragraph of this book’s introduction and in the last paragraph of its last chapter, as well as several times in between. He points out that his perseverance—abetted by subsequent and continuing failures in the form of rebuffs from the likes of banks, venture capitalists, government agencies, manufacturers, distributors and retailers—was rewarded with ultimate success. The idea of “accepting and even enjoying failure, but going on” is another theme carried throughout Mr. Dyson’s book.

. . .

With success achieved in the United Kingdom, Mr. Dyson looked to sell the fruits of his intellectual property beyond the sceptered shores. In America, he got legally tangled up with Amway, which he was convinced was infringing on his patents. The lessons learned from his failure to protect his patent rights for the Ballbarrow, however, steeled Mr. Dyson and his wife and business partner, Deirdre, against allowing this to happen a second time. Mr. Dyson sued Amway and, after five years of costly litigation, received a favorable settlement. The victory boosted the businessman’s growing reputation as a fighter and a winner.

. . .

. . . , Mr. Dyson tells a story of the struggles of entrepreneurship, and his arduous quests for private capital; suitable manufacturing facilities; building permits; talented and trained employees; and at least moral support from the British government. He reveals the many and continuing obstacles—financial, political, regulatory, sociological, cultural—that frustrated his attempts to expand his manufacturing enterprises within the United Kingdom. This challenge, he explains, eventually drove him to move the bulk of his business to Singapore, where Mr. Dyson’s company is now headquartered.

For the full review, see:

Henry Petroski. “The Inventor’s Dilemma.” The Wall Street Journal (Saturday, Sept. 4, 2021): C7.

(Note: ellipses added.)

(Note: the online version of the review was updated Sept. 3, 2021, and has the title “‘Invention’ Review: James Dyson’s Dilemma.”)

The book under review is:

Dyson, James. Invention: A Life. New York: Simon & Schuster, 2021.

A Firm Does Not Need to Be a Platform to Matter

(p. 17) Over the past two decades, the world’s hyper-ambitious entrepreneurs — is there now any other kind? — have largely pursued a pair of goals in tandem. First: Become a platform. Second: Take over the world. The former is supposed to lead to the latter, as it seemingly has for the five companies conglomerated under the intimidating acronym FAANG. Facebook, Apple, Amazon, Netflix and Google have taken such a bloodsucking bite (get it?) out of the world economy that in the past half decade alone they have more than tripled in value — at a rate three times faster than the growth of the entire S&P 500 — and are now worth north of $7 trillion. The appeal of building a platform is clear.

. . .

The word “platform” has been deployed so many times in so many ways that it has lost almost all meaning, a fact that Jonathan Knee, who teaches at Columbia University’s business school, tries to spell out in his new book, “The Platform Delusion.”

. . .

Knee’s book is filled with business school case studies that might be a bit in the weeds for general readers. (One of the successes he identifies is a company that makes software for a very specific financial accounting function.) But for aspiring entrepreneurs these stories offer a primer on the delusion Knee has identified, and show how to avoid the two primary misjudgments that cause it. The first is a belief that platforms emerged with the dawn of the internet. In fact, they’ve been around for decades.

. . .

But the crux of Knee’s argument is that “beyond their size and success” — no small feat — there is little the big platforms have in common.

. . .

Knee grants that the breadth and scope of the giant tech platforms is “awe-inspiring,” but he thinks our collective fear of them is overblown. (. . . ) The platforms have weaknesses just like any business, he argues, and the succubi themselves push the myth of their own invincibility in order to dissuade any potential competition.

But what the myth has mostly done is tempt young entrepreneurs to try to match them.

. . .

Knee believes that investors, and many of his students, are fooling themselves into thinking that building a globe-spanning platform is a viable goal. Platforms are successful not because they are platforms, but because they exploit the same kinds of advantages that successful businesses have enjoyed for decades. It’s a boring realization, but one that Knee hopes will save his students not only from pursuing bad ideas, but from ruining their lives. The platform siren song, he writes, “fatally impedes the ability of many to clearly consider what they might actually enjoy.” Not everyone needs to start a company to be happy. And not every company needs to take over the world.

For the full review, see:

Reeves Wiedeman. “Nosedive.” The New York Times Book Review (Sunday, September 26, 2021): 17.

(Note: ellipses added.)

(Note: the online version of the review has the date Sept. 15, 2021, and has the title “Why Does Every Company Now Want to Be a Platform?”)

The book under review is:

Knee, Jonathan A. The Platform Delusion: Who Wins and Who Loses in the Age of Tech Titans. New York: Portfolio, 2021.

French Regulators Ban Hardy Grapes that Thrive in Global Warming

(p. A4) BEAUMONT, France — The vines were once demonized for causing madness and blindness, and had been banned decades ago. The French authorities, brandishing money and sanctions, nearly wiped them out.

But there they were. On a hillside off a winding mountain road in a lost corner of southern France, the forbidden crop was thriving. Early one recent evening, Hervé Garnier inspected his field with relief.

In a year when an April frost and disease have decimated France’s overall wine production, Mr. Garnier’s grapes — an American hybrid variety named jacquez, banned by the French government since 1934 — were already turning red. Barring an early-autumn cold snap, all was on track for a new vintage.

“There’s really no reason for its prohibition,” Mr. Garnier said. “Prohibited? I’d like to understand why, especially when you see the prohibition rests on nothing.”

Mr. Garnier is one of the last stragglers in a long-running struggle against the French wine establishment and its allies in Paris. The French government has tried to rip the jacquez and five other American vine varieties out of French soil for the past 87 years, arguing that they are bad for human physical and mental health — and produce bad wine.

But in recent years, the hardiness of the American varieties has given a lift to guerrilla winemakers like him, as climate change wreaks havoc on vineyards across Europe and natural wines made without the use of pesticides have grown in popularity.

. . .

With France awash in wine, lawmakers urgently addressed the problem around Christmas in 1934. To reduce overproduction, they outlawed the six American vines — including hybrids like the jacquez and pure American grapes like the isabelle — mainly on the grounds that they produced poor wine. Production for private consumption would be tolerated, but not for commercial sale.

The government had planned to follow up with bans on other hybrids but stopped because of the backlash to the initial ban, Mr. Lacombe said. Then the war provided another reprieve.

It was only in the 1950s — when hybrids were still cultivated on a third of all French vineyards — that the government really began cracking down on the six forbidden grapes, Mr. Lacombe said. It offered incentives to rip out the offending vines, then threatened growers with fines.

It then condemned the American grapes as harmful to body and sanity with arguments “not completely honest to try to quell a situation that was slipping away from the government,” Mr. Lacombe said.

“In fact, the present defenders of these vines are right in underlining all the historical and government inconsistencies,” he added.

. . .

Originally from northeastern France, Mr. Garnier, now 68, was once a longhaired high school student who traveled to see Jimi Hendrix, The Who and Janis Joplin perform in concert.

. . .

Some years later, he got into winemaking almost by accident. Two elderly brothers asked him to harvest their jacquez grapes in return for half of the wine production. He learned the history of the forbidden vines and eventually bought the brothers’ vineyards.

Today, he makes 3,400 bottles a year of his deeply colored, fruity “Cuvée des vignes d’antan,” or wine from vines of yesteryear. He got around the ban by creating a cultural, noncommercial association, “Memory of the Vine.” A membership fee of 10 euros, or about $12, yields a bottle.

With the growing threat of climate change and the backlash against the use of pesticides, Mr. Garnier is hoping that the forbidden grapes will be legalized and that France’s wine industry will open up to a new generation of hybrids — as Germany, Switzerland and other European nations already have.

“France is a great wine country,” he said. “To remain one, we have to open up. We can’t get stuck on what we already know.”

For the full story, see:

Norimitsu Onishi. “Guerrilla Winemakers Want France to Yield.” The New York Times (Monday, August 30, 2021): A4.

(Note: ellipses added.)

(Note: the online version of the story was updated Sept. 16, 2021, and has the title “For France, American Vines Still Mean Sour Grapes.”)