32 Matching Annotations
  1. Nov 2024
  2. Oct 2024
    1. I think from the video I watched, I think they said it could be a for profit too. I think if I'm correct, did not have to specifically be a non-profit.

      YEs Kauffman will fund a company that is NOT a not for profit if its terms of assocaition say it has a charitable function. 501c3 for kauffman is all about TAX ANd yes, we can set up an LLC with an FSC bye laws just as easily

    1. the right of the laborer to his hundred dollars in the savings bank, and equally the legal right of the millionaire to his millions.

      for - critique - extreme wealth inequality cannot be avoided for the greater improvement of society - The Gospel of Wealth - Andrew Carnegie - stats - Mondragon corporation - comparison of pay difference between highest paid and lowest paid - adjacency - Gandhi quote - Andrew Carnegie beliefs in The Gospel of Wealth

      critique - extreme wealth inequality cannot be avoided for the greater improvement of society - The Gospel of Wealth - Andrew Carnegie - It's a matter of degree - Wealth differences within US corporations of 344 to 1 are obscene and not necessary, as proven by - Wealth difference of 6 to 1 in Mondragon federation of cooperatives - To quote - Gandhi, there is enough to meet everyone's needs but not enough to meet everyone's greed - The great problem with such large wealth disparity is that those who know how to game the system can earn obscene amounts of money - and since the concept of luxury goods is made desirable and proportional to monetary wealth, it creates a positive feedback loop of insatiability - The combination of engaging in ever greater luxury lifestyle and power is intoxicating and addictive

      to - stats - Mondragon corporation - comparison of pay difference between highest paid and lowest paid - https://hyp.is/QAxx-o14Ee-_HvN5y8aMiQ/www.csmonitor.com/Business/2024/0513/income-inequality-capitalism-mondragon-corporation

    1. The income disparity between the highest- and lowest-paid employees in Mondragon’s cooperatives is capped at a ratio of 6-to-1, compared with a typical ratio of 344-to-1 in the United States. (It’s typically 77-to-1 in Spain.)

      for - stats - Mondragon corporation - pay difference comparison between highest paid and lowest paid - from - essay - The Gospel of Wealth - Andrew Carnegie - Carnegie organization

      from - essay - The Gospel of Wealth - Andrew Carnegie - Carnegie organization - https://hyp.is/dIoiDo16Ee-0n2OpOK3lwg/www.carnegie.org/about/our-history/gospelofwealth/

      stats - Mondragon corporation - comparison of pay difference between highest paid and lowest paid - Modragon - 6 to 1 - typical US - 344 to 1 - typical Spain - 77 to 1

  3. Sep 2024
    1. In an age where "corporate" evokes images of towering glass buildings and faceless multinational conglomerates, it's easy to forget that the roots of the word lie in something far more tangible and human: the body.In the medieval period, the idea of a corporation wasn't about shareholder value or quarterly profits; it was about flesh and blood, a community bound together as a single "body"—a corpus.

      Via [[Lee Bryant]]

      corporation from corpus. Medieval roots of corporation were people brought together in a single purpose/economic entity. Guilds, cities. Based on Roman law roots, where a corpus could have legal personhood status. Overtones of collective identity, governance. Pointer suggests a difference with how we see corporations as does the first paragraph here, but the piece itself sees mostly parallels actually. Note that Roman/medieval corpora were about property, (royal) privileges. That is a diff e.g. in US where corporates seek to both be a legal person (wrt politics/finance) and seek distance from accountability a person would have (pollution, externalising negative impacts). I treat a legal entity also as a trade: it bestows certain protections and privileges on me as entrepreneur, but also certain conditions and obligations (public transparancy, financial reporting etc.)

      A contrast with ME corpus is seeing [[Corporations as Slow AI 20180201210258]] (anonymous processes, mindlessly wandering to a financial goal)

  4. Aug 2024
    1. For 1955, Chrysler Corporation introduced an exciting new direction in automotive styling. They called it "The Forward Look"- a sleeker, sharper, jet-age inspired approach, far removed from anything else Detroit had yet put into showrooms. The Forward Look was the brainchild of Virgil Exner, Chrysler's VP of Design.
  5. May 2024
    1. Das neueste Kohlekraftwerk in Bangladesch musste kurz nach seiner Eröffnung bereits zweimal stillgelegt werden, weil Bangladesch nicht über die Devisenreserven verfügte, um die nötige Kohle aus Indonesien zu importieren. Die New York Times stellt ausgehend von diesem Beispiel die zunehmenden wirtschaftlichen Schwierigkeiten wegen der Kosten der Köhleenergie dar. Im Augenblick ist China das einzige größere asiatische Land, das massiv Kohlekraftwerke ausbaut. https://www.nytimes.com/2023/06/18/climate/coal-electricity-bangladesh.html

    1. Neue Daten der "Global Oil and Gas Exit List" zeigen, dass die Adnoc, die Öl- und Gasgesellschaft der Vereinigten Arabischen Emirate, die weitreichendsten Expansionspläne aller Ölfirmen hat. Die rolle des Adnoc-Chefs Sultan Al Jaber als Präsident der #COP28 sei "lächerlich". Seit 2021 sind weltweit 140 Milliarden Dollar in die Exploration neuer Öl- und Gasfelder geflossen. 96% der 700 im Explorationsgeschäft tätigen Firmen explorieren weiter, 1000 Firmen arbeiten an neuen Pipelines, LNG Terminals und anderer Infrastruktur zur Distribution von Öl und Gas. https://www.theguardian.com/environment/2023/nov/15/cop28-host-uae-oil-plans-data

  6. Mar 2024
    1. igure 4: National oil firms & majors dominate discoveriesVolume of oil and gas reserves discovered in 2022 and 2023 by companyOil majorsOil majorsOil majorsOil majorsOil majorsOil majorsOil majorsOil majorsOil majorsOil majorsOil majorsOil majorsOil majorsOil majorsOil majorsOil majorsOil majorsOil majorsOil majorsOil majorsOil majorsOil majorsOil majorsOil majorsOil majorsOil majorsOil majorsOil majorsOil majorsOil majorsOil majorsOil majorsOil majorsOil majorsOil majorsOil majorsOil majorsOil majorsOil majorsOil majorsOil majorsOil majorsOil majorsOil majorsOil majorsOil majorsOil majorsOil majorsOil majorsOil majorsNational oilcompaniesNational oilcompaniesNational oilcompaniesNational oilcompaniesNational oilcompaniesNational oilcompaniesNational oilcompaniesNational oilcompaniesNational oilcompaniesNational oilcompaniesNational oilcompaniesNational oilcompaniesNational oilcompaniesNational oilcompaniesNational oilcompaniesNational oilcompaniesNational oilcompaniesNational oilcompaniesNational oilcompaniesNational oilcompaniesNational oilcompaniesNational oilcompaniesNational oilcompaniesNational oilcompaniesNational oilcompaniesNational oilcompaniesNational oilcompaniesNational oilcompaniesNational oilcompaniesNational oilcompaniesNational oilcompaniesNational oilcompaniesNational oilcompaniesNational oilcompaniesNational oilcompaniesNational oilcompaniesNational oilcompaniesNational oilcompaniesNational oilcompaniesNational oilcompaniesNational oilcompaniesNational oilcompaniesNational oilcompaniesNational oilcompaniesNational oilcompaniesNational oilcompaniesNational oilcompaniesNational oilcompaniesNational oilcompaniesNational oilcompaniesInternational nationaloil companiesInternational nationaloil companiesInternational nationaloil companiesInternational nationaloil companiesInternational nationaloil companiesInternational nationaloil companiesInternational nationaloil companiesInternational nationaloil companiesInternational nationaloil companiesInternational nationaloil companiesInternational nationaloil companiesInternational nationaloil companiesInternational nationaloil companiesInternational nationaloil companiesInternational nationaloil companiesInternational nationaloil companiesInternational nationaloil companiesInternational nationaloil companiesInternational nationaloil companiesInternational nationaloil companiesInternational nationaloil companiesInternational nationaloil companiesInternational nationaloil companiesInternational nationaloil companiesInternational nationaloil companiesInternational nationaloil companiesInternational nationaloil companiesInternational nationaloil companiesInternational nationaloil companiesInternational nationaloil companiesInternational nationaloil companiesInternational nationaloil companiesInternational nationaloil companiesInternational nationaloil companiesInternational nationaloil companiesInternational nationaloil companiesInternational nationaloil companiesInternational nationaloil companiesInternational nationaloil companiesInternational nationaloil companiesInternational nationaloil companiesInternational nationaloil companiesInternational nationaloil companiesInternational nationaloil companiesInternational nationaloil companiesInternational nationaloil companiesInternational nationaloil companiesInternational nationaloil companiesInternational nationaloil companiesInternational nationaloil companiesIndependentIndependentIndependentIndependentIndependentIndependentIndependentIndependentIndependentIndependentIndependentIndependentIndependentIndependentIndependentIndependentIndependentIndependentIndependentIndependentIndependentIndependentIndependentIndependentIndependentIndependentIndependentIndependentIndependentIndependentIndependentIndependentIndependentIndependentIndependentIndependentIndependentIndependentIndependentIndependentIndependentIndependentIndependentIndependentIndependentIndependentIndependentIndependentIndependentIndependentExploration &ProductionExploration &ProductionExploration &ProductionExploration &ProductionExploration &ProductionExploration &ProductionExploration &ProductionExploration &ProductionExploration &ProductionExploration &ProductionExploration &ProductionExploration &ProductionExploration &ProductionExploration &ProductionExploration &ProductionExploration &ProductionExploration &ProductionExploration &ProductionExploration &ProductionExploration &ProductionExploration &ProductionExploration &ProductionExploration &ProductionExploration &ProductionExploration &ProductionExploration &ProductionExploration &ProductionExploration &ProductionExploration &ProductionExploration &ProductionExploration &ProductionExploration &ProductionExploration &ProductionExploration &ProductionExploration &ProductionExploration &ProductionExploration &ProductionExploration &ProductionExploration &ProductionExploration &ProductionExploration &ProductionExploration &ProductionExploration &ProductionExploration &ProductionExploration &ProductionExploration &ProductionExploration &ProductionExploration &ProductionExploration &ProductionExploration &ProductionOtherOtherOtherOtherOtherOtherOtherOtherOtherOtherOtherOtherOtherOtherOtherOtherOtherOtherOtherOtherOtherOtherOtherOtherOtherOtherOtherOtherOtherOtherOtherOtherOtherOtherOtherOtherOtherOtherOtherOtherOtherOtherOtherOtherOtherOtherOtherOtherOtherOtherQatarEnergyExxonMobilTotalEnergiesEniShellCNOOCPantheon ResourcesChinaPetrochemicalCorporationChinaPetrochemicalCorporationChinaPetrochemicalCorporationChinaPetrochemicalCorporationChinaPetrochemicalCorporationChinaPetrochemicalCorporationChinaPetrochemicalCorporationChinaPetrochemicalCorporationChinaPetrochemicalCorporationChinaPetrochemicalCorporationChinaPetrochemicalCorporationChinaPetrochemicalCorporationChinaPetrochemicalCorporationChinaPetrochemicalCorporationChinaPetrochemicalCorporationChinaPetrochemicalCorporationChinaPetrochemicalCorporationChinaPetrochemicalCorporationChinaPetrochemicalCorporationChinaPetrochemicalCorporationChinaPetrochemicalCorporationChinaPetrochemicalCorporationChinaPetrochemicalCorporationChinaPetrochemicalCorporationChinaPetrochemicalCorporationChinaPetrochemicalCorporationChinaPetrochemicalCorporationChinaPetrochemicalCorporationChinaPetrochemicalCorporationChinaPetrochemicalCorporationChinaPetrochemicalCorporationChinaPetrochemicalCorporationChinaPetrochemicalCorporationChinaPetrochemicalCorporationChinaPetrochemicalCorporationChinaPetrochemicalCorporationChinaPetrochemicalCorporationChinaPetrochemicalCorporationChinaPetrochemicalCorporationChinaPetrochemicalCorporationChinaPetrochemicalCorporationChinaPetrochemicalCorporationChinaPetrochemicalCorporationChinaPetrochemicalCorporationChinaPetrochemicalCorporationChinaPetrochemicalCorporationChinaPetrochemicalCorporationChinaPetrochemicalCorporationChinaPetrochemicalCorporationChinaPetrochemicalCorporationMudabalaInvestmentcompanyMudabalaInvestmentcompanyMudabalaInvestmentcompanyMudabalaInvestmentcompanyMudabalaInvestmentcompanyMudabalaInvestmentcompanyMudabalaInvestmentcompanyMudabalaInvestmentcompanyMudabalaInvestmentcompanyMudabalaInvestmentcompanyMudabalaInvestmentcompanyMudabalaInvestmentcompanyMudabalaInvestmentcompanyMudabalaInvestmentcompanyMudabalaInvestmentcompanyMudabalaInvestmentcompanyMudabalaInvestmentcompanyMudabalaInvestmentcompanyMudabalaInvestmentcompanyMudabalaInvestmentcompanyMudabalaInvestmentcompanyMudabalaInvestmentcompanyMudabalaInvestmentcompanyMudabalaInvestmentcompanyMudabalaInvestmentcompanyMudabalaInvestmentcompanyMudabalaInvestmentcompanyMudabalaInvestmentcompanyMudabalaInvestmentcompanyMudabalaInvestmentcompanyMudabalaInvestmentcompanyMudabalaInvestmentcompanyMudabalaInvestmentcompanyMudabalaInvestmentcompanyMudabalaInvestmentcompanyMudabalaInvestmentcompanyMudabalaInvestmentcompanyMudabalaInvestmentcompanyMudabalaInvestmentcompanyMudabalaInvestmentcompanyMudabalaInvestmentcompanyMudabalaInvestmentcompanyMudabalaInvestmentcompanyMudabalaInvestmentcompanyMudabalaInvestmentcompanyMudabalaInvestmentcompanyMudabalaInvestmentcompanyMudabalaInvestmentcompanyMudabalaInvestmentcompanyMudabalaInvestmentcompanyNational IranianOil Company:19%National IranianOil Company:19%National IranianOil Company:19%National IranianOil Company:19%National IranianOil Company:19%National IranianOil Company:19%National IranianOil Company:19%National IranianOil Company:19%National IranianOil Company:19%National IranianOil Company:19%National IranianOil Company:19%National IranianOil Company:19%National IranianOil Company:19%National IranianOil Company:19%National IranianOil Company:19%National IranianOil Company:19%National IranianOil Company:19%National IranianOil Company:19%National IranianOil Company:19%National IranianOil Company:19%National IranianOil Company:19%National IranianOil Company:19%National IranianOil Company:19%National IranianOil Company:19%National IranianOil Company:19%National IranianOil Company:19%National IranianOil Company:19%National IranianOil Company:19%National IranianOil Company:19%National IranianOil Company:19%National IranianOil Company:19%National IranianOil Company:19%National IranianOil Company:19%National IranianOil Company:19%National IranianOil Company:19%National IranianOil Company:19%National IranianOil Company:19%National IranianOil Company:19%National IranianOil Company:19%National IranianOil Company:19%National IranianOil Company:19%National IranianOil Company:19%National IranianOil Company:19%National IranianOil Company:19%National IranianOil Company:19%National IranianOil Company:19%National IranianOil Company:19%National IranianOil Company:19%National IranianOil Company:19%National IranianOil Company:19%HessCorporationHessCorporationHessCorporationHessCorporationHessCorporationHessCorporationHessCorporationHessCorporationHessCorporationHessCorporationHessCorporationHessCorporationHessCorporationHessCorporationHessCorporationHessCorporationHessCorporationHessCorporationHessCorporationHessCorporationHessCorporationHessCorporationHessCorporationHessCorporationHessCorporationHessCorporationHessCorporationHessCorporationHessCorporationHessCorporationHessCorporationHessCorporationHessCorporationHessCorporationHessCorporationHessCorporationHessCorporationHessCorporationHessCorporationHessCorporationHessCorporationHessCorporationHessCorporationHessCorporationHessCorporationHessCorporationHessCorporationHessCorporationHessCorporationHessCorporationChevronChevronChevronChevronChevronChevronChevronChevronChevronChevronChevronChevronChevronChevronChevronChevronChevronChevronChevronChevronChevronChevronChevronChevronChevronChevronChevronChevronChevronChevronChevronChevronChevronChevronChevronChevronChevronChevronChevronChevronChevronChevronChevronChevronChevronChevronChevronChevronChevronChevronVolumeofoilandgasreservesdiscoveredin2022and2023byco
  7. Jan 2024
  8. Dec 2023
    1. Avery Templates for 4 x 6" products:

      • Avery 8386 postcards 2 per sheet (template compatibility 5889)
      • Avery 5292 Shipping Labels 1 per Sheet White (template compatibility 5454, 5614)
      • Avery 5454 Print or Write Multi-Use Labels 6" x 4" 1 per Sheet White (template compatibility 5292, 5614)
      • Avery 5389 Postcards 4" x 6" 2 per Sheet White (template compatibility 15389)
  9. Oct 2023
    1. West is by far the most unequivocal in his denunciation of the Democratic and Republican parties as dominated by big money and corporate wealth. He is no less emphatic in his condemnation of Israeli occupation and domination of Palestinians, and in his condemnation of the militarization of American foreign policy. Democratic leaders seem to fear that he might siphon off just enough black and leftist votes from Biden to give Trump a winning margin.
  10. Jun 2023
  11. May 2023
  12. Oct 2022
  13. Sep 2022
    1. how many people have seen curves that look like these progress against time right everywhere reading 00:48:14 scores test scores people love these yay oh no yay oh no it's bad because our 00:48:32 nervous system is only set up for relative change and in fact there's cause for cheering if that's the threshold but in fact for reading 00:48:43 threshold is this this is all oh no doesn't matter whether it goes up or not because there are many many things that where you have to get to the real 00:48:58 version of the thing before you're doing it at all in the 21st century it doesn't have help to read just a little bit you have to be fluent at it so this is a 00:49:09 huge problem and once you draw the threshold in there immediately converts this thing that looked wonderful into a huge qualitative gap and the gap is 00:49:20 widening and we have two concepts that are enemies of what we need to do perfect and better right so better is a 00:49:36 way of getting fake success we had improvement see it all the time it's the ultimate quarterly report we had improvements here and perfect is 00:49:51 tough to get in this world so both of those are really bad so what you want is what's actually needed and the exquisite skill here which I'm going to use these 00:50:06 two geniuses Thakur and Engels to labor it I'm going to call that the sweet spot the way you make progress here is you pick the thing that is just over that threshold that is qualitatively better 00:50:21 than all the rest of the crap you can do you can spend billions turning around and once you do that you widen up you give yourself a little blue plane to 00:50:34 operate in and for a while everything you do in there is something that is actually going to be meaningful

      !- similar to : climate change solutions - Good metaphor for climate change progress

  14. Oct 2021
  15. Sep 2021
  16. Jun 2021
    1. One thing that should be learned from the bitter lesson is the great power of general purpose methods, of methods that continue to scale with increased computation even as the available computation becomes very great. The two methods that seem to scale arbitrarily in this way are search and learning

      This is a big lesson. As a field, we still have not thoroughly learned it, as we are continuing to make the same kind of mistakes. To see this, and to effectively resist it, we have to understand the appeal of these mistakes. We have to learn the bitter lesson that building in how we think we think does not work in the long run. The bitter lesson is based on the historical observations that 1) AI researchers have often tried to build knowledge into their agents, 2) this always helps in the short term, and is personally satisfying to the researcher, but 3) in the long run it plateaus and even inhibits further progress, and 4) breakthrough progress eventually arrives by an opposing approach based on scaling computation by search and learning. The eventual success is tinged with bitterness, and often incompletely digested, because it is success over a favored, human-centric approach.

  17. Sep 2020
  18. Mar 2019
    1. Mention McDonald’s to someone today, and they're more likely to think about Big Mac than Big Data. But that could soon change: The fast-food giant has embraced machine learning, in a fittingly super-sized way.McDonald’s is set to announce that it has reached an agreement to acquire Dynamic Yield, a startup based in Tel Aviv that provides retailers with algorithmically driven "decision logic" technology. When you add an item to an online shopping cart, it’s the tech that nudges you about what other customers bought as well. Dynamic Yield reportedly had been recently valued in the hundreds of millions of dollars; people familiar with the details of the McDonald’s offer put it at over $300 million. That would make it the company's largest purchase since it acquired Boston Market in 1999.

      McDonald's are getting into machine learning. Beware.

  19. Sep 2018
  20. Jan 2018
  21. doc-0s-c0-docs.googleusercontent.com doc-0s-c0-docs.googleusercontent.com
    1. According to net neutrality believers, this would constitute ‘corporations controlling the internet’ and undermine the internet’s democratic and supposedly ‘free’ principles.

      Individual Internet users would be kicked off from the network and overshadowed by major corporations who make a profit off of the content they provide to internet users.

    1. Regulatory agencies are our current political systems' tool of choice for preventing paperclip maximizers from running amok.
    2. the development of Artificial Intelligence, which happened no earlier than 1553 and no later than 1844. I'm talking about the very old, very slow AIs we call corporations,
  22. May 2017
    1. Ownership of most of the nation's refrigerator cars helped the big packers push down shipping rates, and eventually push local butchers out of business. (Courtesy Smithsonian Institution, National Museum of American History, Pullman Photographic Collection)
  23. Mar 2017
    1. Petro Canada

      The Canadian government established Petro-Canada as a state owned Crown Corporation to manage oil resources in the country. This decision was aided by a variety of international pressures, mainly the OPEC (Organization of Petroleum Exporting Countries) embargo in which the oil rich Middle Eastern countries prohibited the sale of oil to the U.S., Canada, U.K., Netherlands, and Japan due to U.S. support of Israel during the 1973 Yom Kippur war. This oil embargo sparked a world shortage which spiked prices and caused Canada to look at moving towards more domestic sources of oil independence. With a new government, under the leadership of Trudeau, they adopted a more nationalist focus to their energy independence emphasizing the importance of Canadian industry. The Canadian government looked to reduce the influence of U.S. multinational oil companies in their own abundant oil fields in Alberta. Additionally, as a Crown Corporation, Petro-Canada was tasked to perform many tasks that wouldn’t be expected of privately owned companies. For example, the Canadian Government expected that Petro-Canada would explore the frontier for various, harder to access, resources like tar sands, heavy oil, or areas that would be difficult to develop transport chains. This charge from the state made it so Petro-Canada was more invested than private companies in exploring difficult to reach areas like the Mackenzie Delta in the mid 1970’s. The duties of the Crown Corporation were beyond simply providing energy for the nation, but also ensuring a sustainable future of energy independence.

      Annotation drawn from Fossum, John Erik. Oil, the State, and Federalism: The Rise and Demise of Petro-Canada as a Statist Impulse. Vol. 2. University of Toronto Press, 1997.

  24. Apr 2016
    1. By valuing capital gains above all others, we end up extracting the value of our marketplaces and rendering them incapable of generating economic activity. As a Deloitte study showed, corporate profits over net worth have been decreasing for 75 years. Corporations are great at accumulating capital, but terrible at deploying it. They vacuum the money off the playing field altogether, impoverishing the markets and consumers–not to mention the employees–on whom they ultimately depend.
  25. Mar 2016
    1. Since the mid 1960s and the explosion of electronics, telephony, and the computer chip, corporate profit over net worth has been declining. This doesn’t mean that corporations have stopped making money. Profits in many sectors are still going up. But the most apparently successful companies are also sitting on more cash — real and borrowed — than ever before. Corporations have been great at extracting money from all corners of the world, but they don’t really have great ways of spending or investing it. The cash does nothing but collect.