Entrepreneurship – Page 85 – artdiamondblog.com

Some Brain Traits Ease Music Learning

(p. C2) A study published in Cerebral Cortex in July [2015] shows that unusual activity in specific neural areas can predict how easily musicians learn their chops.
. . .
The data . . . point to a distinct starting advantage in some people–and where that advantage might reside in the brain. A retroactive examination of the first fMRI images predicted who would be the best learners.
Those with a hyperactive Heschl’s gyrus (part of the cerebral cortex that is associated with musical pitch) and with lots of reactivity in their right hippocampus (an area linked to auditory memory) turned out to be more likely to remember tunes they had heard before and, after some practice, play them well.
The “kicker,” said Dr. Zatorre, was finding that neural head start. “That gives you an advantage when you’re learning music, and it’s a completely different system from the parts of the brain that show learning has taken place. It speaks to the idea of 10,000 hours.” In his book “Outliers,” Malcolm Gladwell called 10,000 hours of practice “the magic number of greatness.” Dr. Zatorre disagrees, saying, “Is it really fair to say that everyone’s brain is structured the same way, and that if you practice, you will accomplish the same thing?”

For the full commentary, see:
Susan Pinker. “Practice Makes Some Perfect, Others Maybe Not.” The Wall Street Journal (Saturday, Aug. 29, 2015): C2.
(Note: ellipses, and bracketed year, added.)
(Note: the online version of the commentary has the date Aug. 26, 2015.)

The print version of the Cerebral Cortex article discussed above, is:
Herholz, Sibylle C., Emily B. J. Coffey, Christo Pantev, and Robert J. Zatorre. “Dissociation of Neural Networks for Predisposition and for Training-Related Plasticity in Auditory-Motor Learning.” Cerebral Cortex 26, no. 7 (July 1, 2016): 3125-34.

The Gladwell book mentioned above, is:
Gladwell, Malcolm. Outliers: The Story of Success. New York, NY: Little, Brown, and Co., 2008.

High-Tech Toilets Could Reduce Feces in Swimming Pools

If the cringeworthy facts reported below were more widely known, demand would greatly increase for the high-tech toilets common in Japan, that shoot water sprays at human rear ends, to quickly, comfortably, and completely remove fecal residue. Why has no one grasped this entrepreneurial opportunity?

(p. A2) Mrs. [Lindsey] Blackstock and several colleagues tested 31 swimming pools and hot tubs in hotels and recreational facilities in Canada for the presence of acesulfame potassium, an artificial sweetener that is largely undigested and almost entirely excreted in urine.
. . .
Using that information, they deduced that a 110,000-gallon pool they studied contained an estimated eight gallons of urine, while a 220,000-gallon pool contained an estimated 20 gallons. The concentrations represented about 0.01% of the total water volume.
“If your eyes are turning red when you’re swimming, or if you’re coughing or have a runny nose, it’s likely there is at least some urine in the pool,” said Michele Hlavsa, chief of the Healthy Swimming Program for the Centers for Disease Control and Prevention.
Urine isn’t a primary source of germs in pools or hot tubs, but feces that clings to the body is. At any time, Dr. Hlavsa said, adults have about 0.14 grams of poop on their bottoms and children have as much as 10 grams.
“When you’re talking about bigger water parks with 1,000 children in a given day, you’re now talking about 10 kilograms or 22 pounds of poop,” she said.
Feces can contain bacteria, viruses and parasites such as E. coli, norovirus and giardia that can lead to outbreaks of diarrhea, vomiting and other illnesses.

For the full commentary, see:
Jo Craven McGinty. “THE NUMBERS; A Sanitary Pool Requires Proper Behavior.” The Wall Street Journal (Saturday, July 21, 2017): A2.
(Note: ellipsis, and bracketed name, added.)
(Note: the online version of the commentary has the date July 21, 2017, and has the title “THE NUMBERS; Is That Pool Really Sanitary? New Chemical Approach Has Answers.”)

Blackstock’s research, described above, was published in:
Jmaiff Blackstock, Lindsay K., Wei Wang, Sai Vemula, Benjamin T. Jaeger, and Xing-Fang Li. “Sweetened Swimming Pools and Hot Tubs.” Environmental Science & Technology Letters 4, no. 4 (April 2017): 149-53.

Tusk Helped Startups Enter by Mobilizing Consumers Who Would Benefit

(p. C6) In August [2018], Mayor Bill de Blasio signed a package of bills capping the number of cars driving in New York City for companies like Uber and Lyft and setting minimum pay for drivers. The mayor had long wanted such restrictions, but for years Uber had successfully pushed back, thanks in large part to strategist and venture capitalist Bradley Tusk.
“The problem is not only did this happen in New York, but now it’s going to happen everywhere,” laments Mr. Tusk, who worked as a consultant for Uber Technologies from 2010 to 2015, earning equity that was eventually worth around $100 million. Under his guidance, Uber mobilized its users to lobby against the legislation and made the case that its service provided transportation to people in the outer boroughs and jobs to immigrants and minorities.
. . .
Since working for Uber, Mr. Tusk has helped other tech companies in similar political battles. As he sees it, politicians too often sacrifice their constituents’ economic interests for their own political gain. “What’s good for politician X isn’t necessarily good for the businesses in his or her district,” he says. “Without at least some people like us, innovation gets crushed by politics and corruption and that’s really bad for the economy and for society.”
. . .
After serving as campaign manager of Mr. Bloomberg’s reelection effort, in 2010 Mr. Tusk founded Tusk Strategies with the goal of running campaigns for companies and institutions rather than politicians. At the time, Walmart was looking for a way to enter markets without pushback from powerful unions. Mr. Tusk urged city councils, including New York’s, to stop blocking its entry by polling customers, launching television ads and mobilizing constituents who wanted the choice of shopping at Walmart.
Then one of Mr. Bloomberg’s former deputy mayors called him with a proposition: “There’s this guy with a small transportation startup. He’s having some regulatory problems. Would you mind talking to him?” It was Uber. The New York City Taxi and Limousine Commission had sent Uber a cease and desist letter, and its then-CEO Travis Kalanick needed someone who understood New York politics. Mr. Tusk mounted successful campaigns on behalf of the company in New York and other cities, including Washington, D.C., and Los Angeles.
. . .
Does he see himself as an example of the revolving door between politics and business? “I’m absolutely using the savvy I learned in the political world–just in a different way than most,” he says. But he has no intentions of ever returning to government. “I felt like I could force more change on the system from the outside,” he says. “Not only am I not doing politics, but most of my work is making politicians crazy.”

For the full interview, see:
Alexandra Wolfe, interviewer. “”WEEKEND CONFIDENTIAL; Bradley Tusk from Political Insider to ‘Fixer’ for Tech.” The Wall Street Journal (Saturday, Sept. 1, 2018): C6.
(Note: ellipses, and bracketed year, added.)
(Note: the online version of the interview has the date Aug. 31, 2018, and the title “WEEKEND CONFIDENTIAL; How Bradley Tusk Went from Political Insider to ‘Making Politicians Crazy’.”)

The book under discussion above, is:
Tusk, Bradley. The Fixer: My Adventures Saving Startups from Death by Politics. New York: Portfolio, 2018.

Entrepreneur Carr’s Philanthropy Harmed Mozambique

(p. C6) It is an old, old story. A wealthy man comes to town, promising change and a brighter future. He’s the expert. He knows best. Inevitably, it doesn’t exactly work out that way.
Stephanie Hanes, an American correspondent for the Christian Science Monitor, spent three years watching one particular version of that fairy tale unfold in central Mozambique.
The wealthy man was Greg Carr. An Idahoan, Mr. Carr had made millions first by selling voice-mail systems and then by running Prodigy, an early internet service provider. At age 40, he turned to philanthropy . . .
. . .
In “White Man’s Game,” Ms. Hanes outlines, in a nonpolemical way, the long history of Western involvement in Africa’s wilderness.
. . .
Turning to the present day, Ms. Hanes takes World Wildlife Fund, Nature Conservancy and other Western groups–known as Big Green–to task for their conservation colonialism.
. . .
She . . . points out that they are a bit cynical. “The conservation industry mirrors the humanitarian assistance industry,” she writes, “with alarmist pledge drives, heart-stirring photos and admonitions to ‘act now!’–all to be repeated for the next grant cycle.”
. . .
It is clear from Ms. Hanes’s account that a complex interplay of social, political and economic matters affected Gorongosa, not just one man’s ambition. The imported elephants inevitably roamed outside the park and into nearby towns, damaging crops and perhaps killing a villager. Mr. Carr’s tree planting, a laudable goal on the surface, was seen negatively by the people there because, culturally, tree planting was a way of marking one’s territory. When visiting a prominent local leader, Mr. Carr arrived in a red helicopter, oblivious to the fact that, in Gorongosi culture, red is the color of violence. For locals, Mr. Carr was the latest in a long line of outsiders invading their land. He destabilized rather than restored.
In the West, Mr. Carr’s work catalyzed praise: a glossy piece on Gorongosa in National Geographic by the noted biologist E.O. Wilson, a profile in the New Yorker. But the reality on the ground was different. Few tourists came to Gorongosa, and a flare-up of civil-war tensions led to violence. Overall the 150,000 Mozambicans who lived in the district, according to Ms. Hanes, saw little measurable improvement in their lives. Park staff even tortured suspected poachers.
In the most powerful scene in the book Ms. Hanes observes Mr. Carr and his associates staring at a map of Mozambique and contemplating expanding the park borders to incorporate a vast swath of land so that animals could migrate again. They wanted to rewild central Mozambique. It was just another example of the “generations of white man standing around maps,” observes Ms. Hanes. They never mentioned the millions of people who lived in those lands.

For the full review, see:
James Zug. “The Do-Gooders’ Playground.” The Wall Street Journal (Saturday, Aug. 5, 2017): C6.
(Note: ellipses added.)
(Note: the online version of the review has the date Aug. 4, 2017.)

The book under review, is:
Hanes, Stephanie. White Man’s Game: Saving Animals, Rebuilding Eden, and Other Myths of Conservation in Africa. New York: Metropolitan Books, 2017.

Inventor of Fiber Optics “Didn’t Believe What Experts Said”

(p. A9) In the 1960s, Charles Kao often annoyed his wife, Gwen, by coming home late for dinner.
Dr. Kao, a refugee from the Chinese Communist revolution, told her his research for a British subsidiary of International Telephone & Telegraph Corp. could change the world one day.
. . .
In a 1966 paper written with George Hockham, he outlined the potential for using pulses of light to carry huge volumes of voice and data signals long distances through strands of glass that became known as optical fibers. Few took him seriously until several years later, when Corning Glass Works found ways to do just that.
. . .
Dr. Kao was once asked how long fiber optics would be used. Nothing better was likely to come along for 1,000 years, he said. “But don’t believe what I say,” he added, “because I didn’t believe what experts said either.”

For the full obituary, see:
James R. Hagerty. “‘Early Bet on Optical Fibers Yielded Pipes for Internet.” The New York Times (Saturday, Sept. 29, 2018): A9.
(Note: ellipses added.)
(Note: the online version of the obituary has the date Sept. 28, 2018, and has the title “‘Chinese Refugee Developed Fiber-Optic Technology That Made the Internet Possible.”)

In 10 Years after iPhone, Apple Added Almost 100,000 Jobs

Source of graph: online version of the WSJ article quoted and cited below.

(p. B1) SAN FRANCISCO–Since Apple Inc. launched the iPhone in June 2007, the smartphone revolution it unleashed has changed the way people work and socialize while reshaping industries from music to hotels.
It also has transformed the company in ways that co-founder Steve Jobs could hardly have foreseen.
Ten years later, the iPhone is one of the best-selling products in history, with about 1.3 billion sold, generating more than $800 billion in revenue. It skyrocketed Apple into the business stratosphere, unlocking new markets, spawning an enormous services business and helping turn Apple into the world’s most valuable publicly traded company.
. . .
(p. B8) . . . , Apple didn’t open the device to application developers until 2008, when it added the App Store and began taking 30% of each app purchase.
Since then, app sales have generated roughly $100 billion in gross revenue as Apple has registered more than 16 million app developers world-wide.
. . .
As sales surged, Apple staffed up. The company hired about 100,000 people in the 10-year span, bringing its global workforce to 116,000 from 18,000 in 2006. New workers were brought on to manage relationships with cellphone carriers, double the number of retail stores and maintain an increasingly complex supply chain.

Source of graph: online version of the WSJ article quoted and cited below.

For the full story, see:
Tripp Mickle. “‘How iPhone Decade Reshaped Apple.” The Wall Street Journal (Wednesday, June 21, 2017): B1 & B8.
(Note: ellipses added.)
(Note: the online version of the story has the date June 20, 2017, and has the title “Among the iPhone’s Biggest Transformations: Apple Itself.”)

Uncertainty on Future Government Policies Reduces Firm Investment

(p. A6) A shoe factory owner, Rafeeque Ahmed, says he has put expansion plans on hold until he has more confidence about New Delhi’s policy plans, particularly about minimum wages. The $16 million he was going to invest to boost his production capacity by 20% may now go to setting up facilities in Myanmar or Bangladesh.
“We are afraid to invest,” because the government could suddenly change policies and thus our costs, he said.

For the full story, see:
Anant Vijay Kala. “Uncertainty Dulls India’s Business Appetite.” The Wall Street Journal (Tuesday, November 7, 2017): A6.
(Note: the online version of the story has the date November 6, 2017, and has the title “Apple’s Market Cap Hits $1 Trillion.”)

Origin of “Round Up the Usual Suspects!” at End of Casablanca

(p. C5) David Thomson’s “Warner Bros: The Making of an American Movie Studio” is the latest in the exemplary Yale Jewish Lives series, which now stretches from Jacob the Patriarch to Jacob Wonskolasor, known to the world as Jack L. Warner (1892-1978).
. . .
Jack told Julie Garfinkle that “people are gonna find out you’re a Jew sooner or later, but better later.” Julie became John Garfield. I can’t resist adding that Jack approached Phil and Julie Epstein with the same advice. After turning him down they snuck into his office and stole a piece of stationery. To the newly arrived Don Taylor, a fellow Nittany Lion, they wrote, “All of us at Warner Bros are looking forward to your great career as an actor and to a long and fruitful relationship with you under your new name of Hyman Rabinowitz. Sincerely, Jack L. Warner.”
. . .
(p. C6) As this fine book progresses, Mr. Thomson turns his attention away from the brothers and their studio and onto individual actors and films. These form a remarkable series of critiques and vignettes–cranky, idiosyncratic, sometimes improbable, but always ingenious, and now and then inspiring.
. . .
Of course he has the most to say about “Casablanca,” much of it insightful and cogent. On the one hand, it’s an “adroit masquerade,” yet also part of what it was, and no less is, to be American: “Wry, fond of sentiment yet hardboiled, as if to say we’re Americans, we can take it and dish it out, we’re the best, tough and soft at the same time.” Thus did the qualities of this film, and others, pass “into the nervous system of the country,” making it what it remains to this day.
I am in a position to point out one of the few outright mistakes, not of judgment but of facts, in this book. Mr. Thomson naively accepts screenwriter Casey Robinson’s claim that he created the ending of “Casablanca.” The truth is that the ending was thought up at a red light on the corner of Sunset and Beverly Glen, when Phil and Julie turned to each other, as identical twins will, and cried out, “Round up the usual suspects!” By the time they reached Doheny they knew Maj. Strasser had to be shot and by the time they reached Burbank they knew who was going to get on the plane with whom.

For the full review, see:
Leslie Epstein. “The House That Jack Built; Warner Bros was the smartest, toughest studio, and Jack L. Warner its smart, tough driving wheel.” The Wall Street Journal (Saturday, Aug. 5, 2017): C5-C6.
(Note: ellipses added.)
(Note: the online version of the review has the date Aug. 4, 2017.)

The book under review, is:
Thomson, David. Warner Bros: The Making of an American Movie Studio. New Haven, CT: Yale University Press, 2017.

Steve Jobs’s Apple Is First U.S. Company Valued at $1 Trillion

(p. B1) Apple Inc. on Thursday [August 2, 2018] became the first U.S. company to surpass $1 trillion in market value, underscoring the iPhone maker’s explosive growth and its role in the technology industry’s ascent to the forefront of the global economy and markets.
. . .
Apple’s rise has been propelled by the sustained success of the iPhone developed under late co-founder Steve Jobs, a product visionary who helped revive the company from a death spiral in the late 1990s.

For the full story, see:
Tripp Mickle and Amrith Ramkumar. “Apple Value Surges to $1 Trillion.” The Wall Street Journal (Friday, August 3, 2018): B1 & B5.
(Note: ellipsis, and bracketed date, added.)
(Note: the online version of the story has the date Aug. 2, 2018, and has the title “Apple’s Market Cap Hits $1 Trillion.”)

“Entrepreneurs Are Often Driven by Personal Experiences”

(p. B5) Eczema entrepreneurs are often driven by personal experiences that they or their family members have had with the skin condition. Joe Paulo, for example, created Smiling Panda clothing after he had eczema as a teenager.
. . .
Mr. Paulo, 23, has already made some inroads with adults seeking relief with his Smiling Panda brand, which he started after getting eczema on his arms. The eczema appeared after he moved from California to Philadelphia in 2012 to attend college.
His eczema, he said, “got significantly worse” when he had to wear professional clothing during college internships. When even bedsheets began irritating his skin, he started researching the properties of different fibers and how clothing was made. He chose a bamboo-cotton blend for his clothing because bamboo is soft and cotton fibers allow a closer fit, he said. He began cutting and stitching his own shirts, with flat seams and no tags.
When he wore his shirts to bed, he said: “I went from having a really tough time falling asleep to having no trouble at all.”
“I thought there might be other working adults interested in this type of clothing, and that comfortable clothing would help them in the same way it helped me,” he said. He found a small manufacturer willing to make a batch of sizes for women and men. He chose Smiling Panda as the company name and started a website in February 2016.
. . .
Mr. Paulo said he did not know if the company would ever be profitable. “I like doing it because I feel like our products make a difference in our customers’ lives,” he said. “I know from personal experience how miserable clothing can be when you are itching from eczema.”

For the full story, see:
Elizabeth Olson. “Personal Stories Drive Start-Ups In Eczema Products.” The New York Times (Thursday, July 20, 2017): B5.
(Note: ellipses added.)
(Note: the online version of the story has the date July 19, 2017, and has the title “‘The Beginning of a Wave’: A.I. Tiptoes Into the Workplace.”)

Disneyland Opened in “Confusion,” “Disorder,” and “Chaos”

(p. B11) On the mid-July day in 1955 when Disneyland opened in Anaheim, Calif., confusion reigned. More people stormed its grounds than expected, rides broke down, food and beverage supplies ran short, and a plumbers’ strike limited the number of working water fountains.
Out in the park that afternoon, amid the disorder, was Marty Sklar, a 21-year-old college junior who was editing the theme park’s 10-cent newspaper. At one point Fess Parker, in full costume as Disney’s television and big-screen Davy Crockett, complete with coonskin cap, approached him on horseback.
Spotting Mr. Sklar’s name tag, Mr. Parker called out for help.
“Marty,” he said, “get me out of here before this horse hurts someone!”
Disneyland recovered well from the early chaos. And Mr. Sklar went on to spend more than a half-century at the Walt Disney Company, as a close aide to Walt Disney himself and eventually as the principal creative executive of the company’s Imagineering unit, made up of the innovators who blend their imaginations and their technical expertise in devising every element of the company’s theme parks.
. . .
He soon became Mr. Disney’s chief ghostwriter for publicity materials, dedications, souvenir guides, speeches, slogans, presentations and short films, like the one that helped the company win approval to build Walt Disney World and Epcot in central Florida. He also collaborated with Walt and his brother, Roy, on Disney’s annual reports.
“It was pretty heady stuff for someone just closing in on his 30th birthday and only six or seven years out of college,” Mr. Sklar wrote in his autobiography, “Dream It! Do It: My Half-Century Creating Disney’s Magic Kingdoms” (2013).

For the full obituary, see:
Richard Sandomir. “Marty Sklar Dies at 83; Became Trusted Aide And Executive at Disney.” The New York Times (Friday, Aug. 4, 2017): B11.
(Note: ellipsis added.)
(Note: the online version of the obituary has the date Aug. 3, 2017, and has the title “Marty Sklar, Longtime Disney Aide and Executive, Dies at 83.”)

Sklar’s autobiography, mentioned above, is:
Sklar, Martin. Dream It! Do It!: My Half-Century Creating Disney’s Magic Kingdoms. Glendale, CA: Disney Editions, 2013.