Monday, June 14, 2021
Friday, May 21, 2021
Sunday, May 16, 2021
Thursday, May 13, 2021
Tuesday, April 27, 2021
Monday, April 19, 2021
Saturday, April 10, 2021
Tuesday, April 06, 2021
Monday, April 05, 2021
Tuesday, March 30, 2021
Monday, March 22, 2021
Friday, March 19, 2021
Tuesday, March 09, 2021
Thursday, March 04, 2021
Friday, February 26, 2021
Tuesday, February 23, 2021
Krystal and Saagar: Dems Accuse Neera Tanden Opponents Of SEXISM, RACISM...
"Civility" is just a form of Censorship. I prefer the honesty of incivility. It lets me know where you stand, and now we know her.
Monday, February 22, 2021
Monday, February 08, 2021
How to Strengthen Knees - Rehab, Prehab, and Performance
https://smile.amazon.com/Functional-Training-Beyond-Building-Superfunctional/dp/164250503X/
Saturday, February 06, 2021
Monday, February 01, 2021
Thursday, January 28, 2021
Sunday, January 03, 2021
Monday, December 14, 2020
Sunday, December 13, 2020
Monday, December 07, 2020
Friday, December 04, 2020
Monday, November 23, 2020
Sunday, August 02, 2020
Tuesday, June 23, 2020
Sunday, March 22, 2020
Thursday, March 19, 2020
Tuesday, October 29, 2019
Friday, October 25, 2019
Wednesday, August 14, 2019
Monday, June 06, 2016
Reinterpreting the Process of Innovation: Jay Whitacre at TEDxCMU 2012
http://offgridquest.com/energy/saltwater-battery
Brilliant explanation of the innovation business process.
Wednesday, April 06, 2016
Zingerman’s - A Unique Business Strategy
Zingerman’s Offers Sandwiches And A Unique Business Strategy - from HERE & NOW
Zingerman’s Deli
in Ann Arbor, Mich., often wins awards for its corned beef sandwiches
and house baked bread, but it is equally notable for its open-book
business policy.
Every employee has access to data about the $60 million company, and recently, each staff member had a chance to buy the first shares of stock.
Here & Now’s Robin Young sat down at Zingerman’s Deli with Ari Weinzweig, a co-founder of the Zingerman’s business empire.
“There’s nothing in anarchism that’s opposed to organization. In fact, it’s in favor of organization because it helps people to get to greatness. The key is that it be freely chosen and that it’s not forced on people, and generally that it’s not hierarchical other than what’s appropriate.”
“Everybody, I believe, is a unique, creative and intelligent human being.”
On letting employees and former employees have an ownership stake in the company
“It’s the belief that the more generous you are with that work, the more greatness you create. When you, from the heart, treat people like intelligent human beings and give them the chance to have a say in what’s going on, then great things come from that. I mean, it could be harder in the moment, there’s something easier about just telling people what to do, but I don’t think it’s healthy or sustainable and it’s not natural.”
On Zingerman’s problem-solving formula and process
“There’s problems happening all the time. We make mistakes with customers, a supplier may not show up, butter prices may shoot up, you know at the bake house we use tons of butter, literally. What do you do? Do you raise prices? Do bonuses go down? The whole model is the bosses retreat to the back room and try to figure it out. We don’t really know what we’re doing either, but we’re supposed to know what we’re doing, so we retreat to the back room and then come back and announce some big decision, which inevitably is flawed because there is no perfect decision. Then everyone else goes into reactive contortions over what’s wrong with it. What we would do here, if we did our job well, is to start dialogue, for sure involving the staff that are working with selling to the customers, what pricing do you think? What should we do?”
You really ask the people making the sandwich what the pricing should be?
“Yeah, absolutely. Because it impacts them. So if we don’t raise prices and profitability goes down, people’s bonus go down, and eventually you can’t buy the equipment that you need – that they need to do the work that they do. On the other hand, if you raise prices too much and you lose sales, bonuses go down and you can’t buy the – you know, everybody’s affected by everything.”
Every employee has access to data about the $60 million company, and recently, each staff member had a chance to buy the first shares of stock.
Here & Now’s Robin Young sat down at Zingerman’s Deli with Ari Weinzweig, a co-founder of the Zingerman’s business empire.
Interview Highlights: Ari Weinzweig
How can you be a “lapsed anarchist” and run a successful $60 million-a-year business?“There’s nothing in anarchism that’s opposed to organization. In fact, it’s in favor of organization because it helps people to get to greatness. The key is that it be freely chosen and that it’s not forced on people, and generally that it’s not hierarchical other than what’s appropriate.”
“Everybody, I believe, is a unique, creative and intelligent human being.”
On letting employees and former employees have an ownership stake in the company
“It’s the belief that the more generous you are with that work, the more greatness you create. When you, from the heart, treat people like intelligent human beings and give them the chance to have a say in what’s going on, then great things come from that. I mean, it could be harder in the moment, there’s something easier about just telling people what to do, but I don’t think it’s healthy or sustainable and it’s not natural.”
On Zingerman’s problem-solving formula and process
“There’s problems happening all the time. We make mistakes with customers, a supplier may not show up, butter prices may shoot up, you know at the bake house we use tons of butter, literally. What do you do? Do you raise prices? Do bonuses go down? The whole model is the bosses retreat to the back room and try to figure it out. We don’t really know what we’re doing either, but we’re supposed to know what we’re doing, so we retreat to the back room and then come back and announce some big decision, which inevitably is flawed because there is no perfect decision. Then everyone else goes into reactive contortions over what’s wrong with it. What we would do here, if we did our job well, is to start dialogue, for sure involving the staff that are working with selling to the customers, what pricing do you think? What should we do?”
You really ask the people making the sandwich what the pricing should be?
“Yeah, absolutely. Because it impacts them. So if we don’t raise prices and profitability goes down, people’s bonus go down, and eventually you can’t buy the equipment that you need – that they need to do the work that they do. On the other hand, if you raise prices too much and you lose sales, bonuses go down and you can’t buy the – you know, everybody’s affected by everything.”
Guest
- Ari Weinzweig, Zingerman’s Community of Businesses. The business tweets @zingermans.
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