Category: Entrepreneurship

Andrew Cuomo Explains Slow New York Rollout of Vaccines: “It’s Bureaucracy”

(p. A1) ALBANY, N.Y. — New York, the onetime center of the pandemic, faced a growing crisis on Monday [Jan. 4, 2021] over the lagging pace of coronavirus vaccinations, as deaths continue to rise in the second wave and Gov. Andrew M. Cuomo came under mounting pressure to overhaul the process.

. . .

(p. A5) The state has had a deliberate approach in distributing the vaccine; until Monday, the vaccinations were almost exclusively given to health care workers, group home residents, and those living and working at nursing homes.

That cautious approach was also evident in the state’s initial guidance to determine which health care employees should be prioritized for vaccines; the state had advised clinics and other facilities to rank employees through a matrix that takes into account age, comorbidities, occupation and the section of the facility where the person works.

. . .

Mr. Cuomo rejected any notion that his administration was at fault for not distributing more vaccines, asserting that the problem was a local issue, and urging Mr. de Blasio and other leaders who oversee public hospital systems to take “personal responsibility” for their performance.

“They have to move the vaccine,” the governor said in Albany. “And they have to move the vaccine faster.”

. . .

“There is no one cause,” he said, noting that he had spoken to dozens of hospitals about the issue.

He did suggest, however, that management was at fault in some cases, saying that there was a lack of “urgency” in certain hospital systems.

“It’s bureaucracy,” he said.

For the full story, see:

Jesse McKinley, Luis Ferré-Sadurní and Emma G. Fitzsimmons. “New York Lags In Vaccinations While Toll Rises.” The New York Times (Tuesday, January 5, 2021): A1 & A5.

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

(Note: the online version of the story has the date Jan. 4, 2021, and has the title “New Variant Detected in New York Amid Growing Crisis Over Vaccine Rollout.”)

Optimal Size Changes With Changing Demand and Technology

(p. B1) Twirling above a strip of land at the mouth of Rotterdam’s harbor is a wind turbine so large it is difficult to photograph. The turning diameter of its rotor is longer than two American football fields end to end. Later models will be taller than any building on the mainland of Western Europe.

Packed with sensors gathering data on wind speeds, electricity output and stresses on its components, the giant whirling machine in the Netherlands is a test model for a new series of giant offshore wind turbines planned by General Electric.

. . .

(p. B5) In coming years, customers are likely to demand even bigger machines, industry executives say. On the other hand, they predict that, just as commercial airliners peaked with the Airbus A380, turbines will reach a point where greater size no longer makes economic sense.

“We will also reach a plateau; we just don’t know where it is yet,” said Morten Pilgaard Rasmussen, chief technology officer of the offshore wind unit of Siemens Gamesa Renewable Energy, the leading maker of offshore turbines.

For the full story, see:

Stanley Reed. “A Monster Wind Turbine Is Upending an Industry.” The New York Times (Saturday, January 2, 2021): B1 & B5.

(Note: ellipsis added.)

(Note: the online version of the story has the date Jan. 1, 2021, and has the same title as the print version.)

After 19 Rejections in Britain, Walsh Self-Published “Knowledge of Angels”

(p. B11) Jill Paton Walsh was greeted with acclaim in the 1960s when she began writing young-adult books that challenged her readers in both plotting and messaging.

. . .

But in 1994 Ms. Paton Walsh achieved a whole different level of acclaim, by an unlikely route, with a book for adults, “Knowledge of Angels,” a genre-defying medieval fable about an atheist and a girl raised by wolves. Here she delved into themes of faith and reason and more.

Yet despite her success with books for young readers, “Knowledge of Angels” struggled to assert itself: No one in her native England would publish it.

. . .

And so, in a move that was rare for the time, she published it herself — and had the last laugh. The book was shortlisted for the Booker Prize, one of the top literary awards in the world, and is said to be the first self-published book to make that elite list.

Peter Lewis of The Daily Mail had a crisp rebuke for all those publishers — 19 was the final count — who had said no to the book. “To open it and start reading,” he wrote, “is to be appalled by their lack of judgment.”

. . .

. . . when she shopped the ambitious “Knowledge of Angels,” there were no takers in her home country — though Houghton Mifflin had already published the book in the United States. The Guardian would describe it as “a compelling medieval fable centered on the conflict between belief and tolerance, and veined with a complex philosophical argument about the existence of God.”

. . ., Ms. Paton Walsh self-published the book in England, and though it did not win the Booker Prize, its nomination drew considerable attention.

After the nomination, Ms. Paton Walsh chided the British publishers, telling The Times, “They’re all afraid of their jobs, and they make their decisions by committee.”

For the full obituary, see:

Neil Genzlinger. “Jill Paton Walsh, 83, Author Who Scoffed at 19 Rejections.” The New York Times (Monday, November 23, 2020): D7.

(Note: ellipses added.)

(Note: the online version of the obituary was updated Nov. 19, 2020, and has the title “Jill Paton Walsh, Multigenerational Writer, Dies at 83.”)

A later edition of Walsh’s successful self-published book is:

Walsh, Jill Paton. Knowledge of Angels. reprint pb ed. London: Transworld Publishers Ltd., 1998.

Tens of Millions of Masks Were Sold on Etsy in 2020

(p. B1) Kat Panchal hadn’t yet learned how to use her sewing machine when the pandemic started. But in March, on leave from her job as a flight attendant with American Airlines and cooped up alone in her Philadelphia apartment, the 34-year-old taught herself to sew. Soon, she was stitching masks and donating them to health care workers.

With no sign of her job coming back anytime soon, Ms. Panchal — now furloughed — put her masks on Etsy, the online marketplace where crafters and artists around the globe sell handmade and vintage goods. Since April, she has sold more than 400 masks, raking in over $4,500. Sometimes, she sews until 4 in the morning to keep up with demand.

“It was a really big blessing,” Ms. Panchal said. “It gave me something else to focus on instead of thinking about losing my job.”

Tens of millions of masks have been sold on Etsy this year. The demand has created business opportunities for the likes of Ms. Panchal, but has also turned Etsy into something unexpected: a Wall Street darling.

For the full story, see:

Matt Phillips and Gillian Friedman. “Masks Help Etsy Catch Wall St.’s Eye.” The New York Times (Wednesday, December 9, 2020): B1 & B4.

(Note: the online version of the story has the date Dec. 8, 2020, and has the title “Etsy Was a Twee Culture Punchline. Now It’s a Wall Street Darling.”)

Ancient “Cousin” to Homo Erectus Adapted to “a Chaotic Climate Shift”

(p. D4) Around two million years ago, this area in South Africa is believed to have undergone a chaotic climate shift. The regional environment transformed from wetter and more lush conditions to drier and more arid ones. In order for a species like P. robustus to survive in such terrain, it probably would have needed to be able to chew on tough plants. But the specimen found in the cave at Drimolen didn’t seem to fit with what some scientists had previously stated about the human cousin.

They labeled the skull DNH 155 and determined that it belonged to a male.

. . .

In addition to being smaller than male P. robustus who lived at Swartkrans, DNH 155’s cranium indicated its chewing muscles were not as strong as theirs. Mr. Martin said the differences suggest DNH 155 and the other P. robustus found at Drimolen were smaller not because they were all female, but rather because they were earlier forms of the species belonging to a different population that hadn’t yet been subjected to the environmental pressures that would favor larger sizes and stronger jaw muscles.

“It basically hasn’t become this massive chewing and grinding machine that it becomes later,” Mr. Martin said.

The change would have been the result of microevolution, or an evolutionary change occurring within a species. Such a morphological change, the scientists said, was likely the result of P. robustus adapting to that changing climate, with members of the species who were able to get enough nutrition from a change in their food supply surviving, and passing their traits to offspring.

For the full story, see:

Nicholas St. Fleur. “How to Adapt: A Skull’s Story.” The New York Times (Tuesday, November 17, 2020): D4.

(Note: ellipsis added.)

(Note: the online version of the story has the date Nov. 9, 2020, and has the title “How a Human Cousin Adapted to a Changing Climate.”)

Jobs Told Benioff to Build an “Application Ecosystem”

(p. B1) I first met Steve Jobs in 1984 when Apple Inc. hired me as a summer intern.

. . .

Even once my internship ended, we stayed in touch, and as my career progressed he became a mentor of sorts. Which is why, one memorable day in 2003, I found myself pacing anxiously in the reception area of Apple’s headquarters.

. . .

(p. B2) As Steve’s staff ushered me into Apple’s boardroom that day, I felt a rush of excitement coursing through my jangling nerves.

. . .

“Marc,” he said. “If you want to be a great CEO, be mindful and project the future.”

I nodded, perhaps a bit disappointed. He’d given me similar advice before, but he wasn’t finished.

Steve then told me we needed to land a big account, and to grow “10 times in 24 months or you’ll be dead.” I gulped. Then he said something less alarming, but more puzzling: We needed an “application ecosystem.”

. . .

One evening, over dinner in San Francisco, I was struck by an irresistibly simple idea. What if any developer from anywhere in the world could create their own application for the Salesforce platform? And what if we offered to store these apps in an online directory that allowed any Salesforce user to download them? I wouldn’t say this idea felt entirely comfortable. I’d grown up with the old view of innovation as something that should happen within the four walls of our offices. Opening our products to outside tinkering was akin to giving our intellectual property away. Yet, at that moment, I knew in my gut that if Salesforce was to become the new kind of company I wanted it to be, we would need to seek innovation everywhere.

. . .

Building an ecosystem is about acknowledging that the next game-changing innovation may come from a brilliant technologist and mentor based in Silicon Valley, or it may come from a novice programmer based halfway around the world. A company seeking to achieve true scale needs to seek innovation beyond its own four walls and tap into the entire universe of knowledge and creativity out there.

For the full commentary, see:

Marc Benioff. “What I Learned from Steve Jobs.” The Wall Street Journal (Saturday, October 12, 2019): B1-B2.

(Note: ellipses added.)

(Note: the online version of the commentary has the date October 11, 2019, and has the title “The Lesson I Learned from Steve Jobs.”)

Marc Benioff’s commentary is adapted from his co-authored book:

Benioff, Marc, and Monica Langley. Trailblazer: The Power of Business as the Greatest Platform for Change. New York: Currency, 2019.

Even Alibaba Entrepreneur Jack Ma Cannot Speak His Mind in Communist China

(p. A1) Chinese President Xi Jinping personally made the decision to halt the initial public offering of Ant Group, which would have been the world’s biggest, after controlling shareholder Jack Ma infuriated government leaders, according to Chinese officials with knowledge of the matter.

. . .

In a speech on Oct. 24 [2020], days before the financial-technology giant was set to go public, Mr. Ma cited Mr. Xi’s words in what top government officials saw as an effort to burnish his own image and tarnish that of regulators, these people said.

At the event in Shanghai, Mr. Ma, the country’s richest man, quoted Mr. Xi saying, “Success does not have to come from me.” As a result, the tech executive said, he wanted to help solve China’s financial problems through innovation. Mr. Ma bluntly criticized the government’s increasingly tight financial regulation for holding back technology development, part of a long-running battle between Ant and its overseers.

. . .

During his 21-minute speech, he criticized Beijing’s campaign to control financial risks. “There is no systemic risk in China’s financial system,” he said. “Chinese finance has no system.”

He also took aim at the regulators, saying they “have only focused on risks and overlooked development.” He accused big Chinese banks of harboring a “pawnshop mentality.” That, Mr. Ma said, has “hurt a lot of entrepreneurs.”

His remarks went viral on Chinese social media, where some users applauded Mr. Ma for daring to speak out. In Beijing, though, senior officials were angry, and officials long calling for tighter financial regulation spoke up.

After Mr. Xi decided that Ant’s IPO needed to be halted, financial regulators led by Mr. Liu, the leader’s economic czar, convened on Oct. 31 and mapped out an action plan to take Mr. Ma to task, according to the government officials familiar with the decision-making.

For the full story, see:

Jing Yang and Lingling Wei. “China’s President Personally Scuttled Record Ant IPO.” The Wall Street Journal (Friday, Nov 13, 2020): A1 & A9.

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

(Note: the online version of the story has the date November 12, 2020, and has the title “China’s President Xi Jinping Personally Scuttled Jack Ma’s Ant IPO.”)

“Exhilaration and Loneliness of Pioneering Thought”

(p. A15) In “The Riddle of the Rosetta: How an English Polymath and a French Polyglot Discovered the Meaning of Egyptian Hieroglyphs,” Jed Z. Buchwald and Diane Greco Josefowicz recount Thomas Young’s and Jean-François Champollion’s competing efforts toward decipherment.

. . .

The authors are chiefly concerned with Young’s and Champollion’s approaches to the hieroglyphic riddle. Rarely have I seen the false starts and blind alleys, firm beliefs and 180-degree recalibrations, exhilaration and loneliness of pioneering thought captured so well. On the other hand, not every reader will match Champollion’s stamina or persevere through the book’s densest thickets. Dramatic touches are few. Champollion probably didn’t, as commonly reported, faint at the moment of his triumph. And Young was no swashbuckler. Indiana Jones hates snakes. Young hated idioms.

If “The Riddle of the Rosetta” won’t be coming to screens anytime soon, its achievement is no less admirable. For nearly 500 pages we are invited to inhabit the minds of two of history’s finest linguists.

For the full review, see:

Maxwell Carter. “BOOKSHELF; Found In Translation.” The Wall Street Journal (Friday, September 18, 2020): A15.

(Note: ellipsis added.)

(Note: the online version of the review has the date Sep. 17, 2020, and has the title “BOOKSHELF; ‘The Riddle of the Rosetta’ Review: Found in Translation.”)

The book under review is:

Buchwald, Jed Z., and Diane Greco Josefowicz. The Riddle of the Rosetta: How an English Polymath and a French Polyglot Discovered the Meaning of Egyptian Hieroglyphs. Princeton, NJ: Princeton University Press, 2020.

Venture Capitalists Can Be Easy to Fool

I admire much about Peter Thiel, but was stunned to read in his Zero to One (p. 160) that he only invests venture capital money in start-ups whose founding supplicant is wearing a t-shirt. The review quoted below confirms that other venture capitalists also use dubious criteria to evaluate entrepreneurs.

(p. C4) Neumann’s innovation with WeWork was to repurpose office space for freelancers worldwide — rebranding precarity into community.

. . .

. . . Neumann seemed to believe that the pesky demands of having to turn a profit didn’t quite apply to him, even as he was determined to live the ostentatious life of a bohemian tycoon.

. . .

WeWork pulled the classic new-economy maneuver of hiring idealistic young people, deploying them to the point of exhaustion and paying them peanuts while telling them that they were part of a revolution — what Neumann called “the ‘We’ decade.” Eventually, WeWork offered stock options, though Neumann would be the one to cash out hundreds of millions in stock in order to fund an escalating lifestyle that had grown to include five children, several houses, a penchant for $200 T-shirts and lots of pot.

. . .

“Billion Dollar Loser” would be absorbing enough were it just about one man’s grandiosity, but Wiedeman has a larger argument to make about what Neumann represents. Neumann finagled funding not only from SoftBank, the Japanese conglomerate led by the billionaire-entrepreneur Masayoshi Son, who liked to say that “feeling is more important than numbers,” but also from the venerable venture capital firm Benchmark. Neumann had passed himself off as a tech visionary, even though he rarely used a computer and WeWork’s IT department was once run by a high school student from Queens.

For the full review, see:

Jennifer Szalai. “Big Dreams, and a Harsh Awakening.” The New York Times (Thursday, October 22, 2020): C4.

(Note: ellipses added.)

(Note: the online version of the review has the date Oct. 21, 2020, and has the title “‘Billion Dollar Loser’ Recounts WeWork’s Big Dreams and Its Harsh Wake-Up Call.”)

The book under review is:

Wiedeman, Reeves. Billion Dollar Loser: The Epic Rise and Spectacular Fall of Adam Neumann and WeWork. New York: Little, Brown and Company, 2020.

“The Often-Unsung Adaptability of Organic Intelligence”

(p. A13) . . ., as the journalist Jonathan Waldman chronicles in “SAM,” the quest for a bricklaying robot has been bumpier than the work of a mason with vertigo.

. . .

Several themes run through the book. First is the often-unsung adaptability of organic intelligence.

. . .

The minute adjustments a human makes when manipulating objects, especially in messy environments like construction sites, result from billions of years of evolution. We make it look easy, until you give instructions to a robot and watch it fumble around or freeze up when it gets a little dirt on its face. Yann LeCun, Facebook’s chief A.I. scientist, once told me, “I would declare victory if in my professional lifetime we could make machines that are as intelligent as a rat.”

Mr. Peters has laudable motivations. “By creating a bricklaying robot,” Mr. Waldman writes, “he aimed to eliminate lifting and bending and repetitive-motion injuries in humans; to improve the quality of walls; to finish jobs faster and safer and cheaper; and to ease project scheduling and estimation. Basically: to modernize the world’s second oldest and most primitive trade.”

. . .

Within this physically and culturally harsh environment, Construction Robotics had to invent and reinvent their business model on the fly. Should they license their innovations? Sell the robots? Rent them? Provide robots and technicians as a service? Create a full-service masonry shop? Pivot from bricks to cement blocks? Take money from venture capitalists, court Google or a Dubai investment fund? Mr. Peters follows the philosophy of the book “The Lean Startup” and aims for an MVP—minimum viable product—to gain exposure and experience, knowing the risks in the construction industry. Word of a robot that builds crummy walls will travel fast, and demolished reputations are hard to rebuild.

The business finally finds its footing in the epilogue, around 2018. Construction Robotics gets SAM to lay more than 3,000 bricks a day (versus 300 to 1,000 for a human mason), and they create another machine that helps workers lift and place concrete blocks, quickly selling dozens. The company now looks to be solvent, though it’s unclear how much the construction landscape is poised to change.

For the full review, see:

Hutson, Matthew. “BOOKSHELF; Building a Better Bricklayer.” The Wall Street Journal (Tuesday, Jan 14, 2020): A13.

(Note: ellipses added.)

(Note: the online version of the review has the date January 13, 2020, and has the title “BOOKSHELF; ‘SAM’ Review: Building a Better Bricklayer.”)

The book under review is:

Waldman, Jonathan. SAM: One Robot, a Dozen Engineers, and the Race to Revolutionize the Way We Build. New York: Simon & Schuster, 2020.

“A Safe Space for Entrepreneurs to Share Their Stories of Ascent”

(p. 1) Guy Raz is wrapping up an episode of How I Built This, his podcast about the origin stories of late capitalism, when his guest, the Israeli investor Haim Saban, gets to the good part. The throw-your-arms-aloft, finish-line moment of his personal business journey. In the story Mr. Saban is telling, he is about to make a lot of money, and then quadruple it into even more money.

Mr. Raz cuts in, astonished. “But half a billion dollars — that’s a lot of money,” he says. “I mean, wow.”

“Two billion is more,” Mr. Saban says.

“Was money — becoming really rich — did that motivate you?” Mr. Raz asks a moment later.

“You know, it wasn’t only money, but it was also money,” Mr. Saban says. “Money is a marker to success.”

There’s a moment like this in every episode of How I Built This. The guest has let his or her guard down and revealed something intimate, or financial, or financially intimate, and Mr. Raz keeps the disclosures rolling by reacting with total marvelment.

. . .

By creating a safe space for entrepreneurs to share their stories of ascent, Mr. Raz has become one of the most popular podcasters in history.

For the full story, see:

Nellie Bowles. “How Guy Raz Built ‘How I Built This’.” The New York Times, SundayBusiness Section (Sunday, November 25, 2018): 1 & 7.

(Note: ellipsis added. In the original, the word “more” is italicized.)

(Note: the online version of the story has the date Nov. 23, 2018, and has the same title as the print version.)