Organization
Organization

America

17 Books28 Highlights248 Themes

America appears across 17 books, with 28 highlights.

Books

Notes

Most coverage

This Vast Enterprise has the strongest coverage in these notes.

Recurring themes

Timeline Thinking Across Decades, Unintended Consequences of Intervention, Secret Messages for Urgent Priorities

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Jefferson spent most of his time working. America and Spain kept debating Louisiana’s boundaries, and the president kept elbowing for more. His administration feuded with Irujo, and the Spanish diplomat complained bitte…

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Answers use only the 17 books and 28 highlights on this page.

Highlights

"Jefferson spent most of his time working. America and Spain kept debating Louisiana’s boundaries, and the president kept elbowing for more. His administration feuded with Irujo, and the Spanish diplomat complained bitterly about Lewis and Clark. (Of course, he never mentioned their Spanish shadows, Vial and Jarvet.) There were rumors that Jefferson would purchase Florida. Allies like Mitchill begged him to think bigger. Jefferson believed the Louisiana territory ended at the Rockies. What if it didn’t? What if, in Mitchill’s words, it stretched “beyond that chain, quite to the Pacific Ocean”?"

This Vast Enterprise

"During his visit, they handed Coboway a document. The captains had scaled back their diplomacy on the Columbia—because of their discomfort, but also because they believed this region occupied a different place on Jefferson’s timeline, a place further in the future. The document showed they were still thinking about that future. It listed the members of the Corps, including Sacajawea and York, and it explained their route “by way of the Missouri and Columbia Rivers.” On the back, the captains added a map. They hoped Coboway would give it to “some civilized person.” Lewis and Clark gave copies to other Native leaders. They pasted a copy on the wall of their room at Fort Clatsop. All winter, they’d heard rumors about other traders and posts. That was not what they wanted for the Corps of Discovery—the point was for people to know. Even if disaster struck on the way home, one day this document would buttress America’s preemption claims to the Pacific Northwest. It was a step toward publication. It was also a step toward colonization, if you could even separate the two."

This Vast Enterprise

"MORE THAN TWO years had passed since Lewis left Washington. The city had changed. The nation had changed. Jefferson had won a landslide reelection, lifted by a strong economy and the growing acclaim for the Louisiana Purchase. In his first inaugural address, he’d imagined America as “a rising nation.” In his second, he imagined it as a sprawling one. A few Americans, he said, still worried that “the enlargement of our territory would endanger its union.” The president wasn’t one of them: “Who can limit the extent to which the federative principle may operate effectively?”"

This Vast Enterprise

"When Jefferson learned Lewis was gone, he was devastated. He called it, in a letter to Madison, “the catastrophe of poor Lewis.” But Jefferson never offered to help with the book—even though he was now retired at Monticello, and even though he’d asked Lewis about it constantly. (“Everybody is impatient,” he wrote in the last letter he ever sent to his friend.) Jefferson didn’t even help with smaller problems, like the West Point professor who failed to finish the math for Lewis’s astronomical data. Clark dealt with all of it. He was devastated, too, but he wanted to honor his co-captain and the sacrifices of everyone in the Corps. Clark didn’t have to do anything with Sheheke; Lewis’s second escort got him home. He found a lawyer named Nicholas Biddle to finish the book. It was less ambitious than Lewis’s version, with Biddle cutting almost all of the scientific material. Clark had to finish his big map without the extra astronomical data. But the map remained a cartographic masterpiece, and the book—along with its international media coverage, and the international media coverage of the expedition itself—had an enormous impact. It proved that America could produce explorers. It showed that the government could play a vital role in expansion. It made the West feel reachable and real. Jefferson sent copies to his scientific contacts. He planted the seeds of Arikara beans in the fields of Monticello and found them delicious. If those seeds made him think about Piahito and his map, or if they made him think about the consequences of his delegations, Jefferson never mentioned it. He watched as a new generation of politicians picked up his ideas about expansion and removal. “Why do we attempt to treat with a savage tribe,” asked a young Andrew Jackson, “that will neither adhere to treaties, nor the law of nations?”"

This Vast Enterprise

"ON JULY 3, 1803, the news reached Washington—and this time, it was good. Indeed, it was astonishing. Monroe and Livingston had bought not just New Orleans but the entire Louisiana territory, for $15 million. That price tag, and the idea that America had instantly doubled in size, distorted more than it revealed. America had not purchased France’s land; it had purchased France’s preemption rights. Louisiana still teemed with Native nations, and any before-and-after map missed the people who lived there, owned most of the land, and held most of the power. The Louisiana Purchase was only the first chapter in an uncertain story, and it would take decades—and more than $400 million in 1803 dollars—for the federal government to acquire the actual land. Still, the news transformed the expedition into that story’s second chapter. Jefferson grasped this, instantly and ecstatically. Louisiana’s preemption rights were one tool he could use. The expedition was another. In both cases, the goal remained constant. Only the timeline had changed."

This Vast Enterprise

"Jefferson borrowed the next part of his plan from Gallatin. For only the second time in his presidency, he wrote a secret message to Congress. This choice hinted at his urgency, but Jefferson focused the text on a popular and bipartisan policy, a policy he wanted Congress to continue: Native trading posts. These posts, he wrote, provided America with a peaceful way to acquire land, “which the rapid increase of our numbers will call for.” They could even help with New Orleans by lining the Mississippi’s American side with “the means of its own safety.”"

This Vast Enterprise

"That changed with a surprising job offer. In the election of 1800—an ugly and polarizing affair, with Jefferson and the Democratic-Republicans facing off against John Adams and the Federalists—Jefferson won the presidency. Before his inauguration, he wrote to Lewis and asked him to be his private secretary. Jefferson admired Lewis’s “knowledge of the western country, of the army and of all its interests.” Mostly, though, he needed someone he could trust. America remained angry and divided. When a Federalist senator learned that a sympathetic Supreme Court justice was sick, he responded with partisan calculation: “God grant him a life as long as Jefferson.” Outrage and ideological fracture cropped up everywhere. Politics was almost certainly the cause of the argument that led to Lewis’s court-martial."

This Vast Enterprise

"The fur trade seemed simple enough. Traders wanted furs they could sell for a profit, including beaver and buffalo. Native people wanted manufactured goods, including metal tools and metal weapons. But complications lurked around every riverbend. A Native nation might want to block its rivals from getting gunpowder and bullets. A European nation might want to encroach on another’s network. America needed to know more. It needed information."

This Vast Enterprise

"Although Chinese people believed that in America the only way forward was teaching and research, who said I could not be a pioneer and blaze another trail? After rejecting transferring to another school for a PhD, the remaining choice—for me the only choice—was: to find a job."

Autobiography of Morris Chang: Volume 1, 1931-1964

"In 1949, the United States stood at the pinnacle of prestige and authority. Only four years had passed since the end of World War II; it was the most important victorious nation, and also the only country whose homeland had not been destroyed during the war. Militarily, America’s army, navy, and air force had already displayed their might across battlefields around the world during the war, and it was also the only country to possess the atomic bomb. Economically, although its population accounted for only 5% of the world, its gross national product accounted for 40% of the world’s total. The standard of living of the American people at that time was unmatched by any other country: a U.S. worker’s wages for a few months could buy a car, and in two or three years could buy a house. Almost every household had a refrigerator and a washing machine, and many families were also purchasing the rapidly emerging television sets of that era. Employment among married women was still not common, so most families had only one working person, yet even a single salary could enable the whole family to enjoy a fairly comfortable material life."

Autobiography of Morris Chang: Volume 1, 1931-1964

"Just as in my naive thinking before choosing to study mechanical engineering, machines are used everywhere. But places that use machines do not necessarily need mechanical master’s graduates, and the prospects for mechanical engineering graduates are not necessarily better than those of other engineering departments. At that time, America’s rising aircraft industry and enormous automobile manufacturing industry employed large numbers of mechanical engineers; the steel industry and machine tool industry, which had begun to decline, also employed quite a few mechanical engineers."

Autobiography of Morris Chang: Volume 1, 1931-1964

"Early on we were predominantly European, with two thirds of our profits coming from this large, sophisticated market. Germany, Belgium, Norway and France led the way. We struggled with competitiveness in Italy and withdrew. The UK has been a disappointment. Skills are not what they were, energy is expensive, unions have been aggressive (unlike Germany, where the unions focus on encouraging employers to invest for future growth), although to be fair they have been much more constructive and willing to engage in proper discussions about the genuine health of our businesses over the last ten years, and the government has been uninterested or lacklustre at best. America has been resurgent on the back of world-beating energy costs and frankly fine management. Whereas Europe has slowly squeezed the life from much of its manufacturing base with carbon taxes, complex legislation, high labour and social costs, America has gone into overdrive."

Grit, Rigour & Humour: The INEOS Story

"My parents never considered themselves poor or oppressed or downtrodden. Why should they have? They had ambition. They had hard work. They had each other. And they also had me, their first and only child, a brand-new generation to carry their dreams forward. America was the land of opportunity. Lucky for us, we were here."

How Far Do You Want to Go?

"Go to North America to be a free man. Get a decent, nice job and earn a lot of money. If you have money, the world is yours; you can travel, live decently and enjoy arts, and you can further improve yourself. You can achieve these only if you live in a completely free country like America."

The Golden Phoenix : A Biography of Peter Munk

"Audacity, the principal ingredient in most informal and thus evolving organizations, is nowhere more evident than in guer- rilla warfare, which carries not knowing your place to the ulti- mate. Yet in every situation where guerrilla forces have been victorious because of the aggressiveness of local commanders— from colonial America to modern-day China, Algeria, Cuba— the next stage is so woefully predictable it has become a cliché: a hierarchy is formed, frozen in time, and fixed in place. While"

Twenty-First-Century Management _ the Revolutionary Strategies That Have Made Computer Associates a Multibillion-Dollar Software Giant

"André gave the character a voice, made him practice every sport, every profession, every clownish act. He inflated or deflated at will, smoked cigars, danced the waltz, transformed into a puppet, spoke in front of a blackboard. He conducted an orchestra in London, entered the arena in Spain, or participated in a rodeo in America. Always good-natured, full of humor, in dazzling form—thanks to the Michelin Exerciser—and devilishly pedagogical."

Michelin: A Century of Secrets

"“And since then, Keynes’s thought has continued to impregnate the entire liberal economy. Whereas in reality, Keynes had rendered the worst of services to America and the world. By artificially creating purchasing power, the link between the act and the consequences has been broken, and we have become accustomed to living in perpetual ‘cavalry.’"

Michelin: A Century of Secrets

"“And since then, Keynes’s thought has continued to impregnate the entire liberal economy. Whereas in reality, Keynes had rendered the worst of services to America and the world. By artificially creating purchasing power, the link between the act and the consequences has been broken, and we have become accustomed to living in perpetual ‘cavalry.’"

Michelin: A Century of Secrets

". Even if things go smoothly, China’s economy is likely to overtake America’s as the world’s largest, which will surely prompt more people to ask: *How did they do it? How did China advance so quickly, particularly in such complex areas as advanced electronics?* Some portion of the disquieting answer is that Apple taught them. Year in, year out, Apple took the most cutting-edge designs, processes, and technical understandings from around the world and scaled them in China. One supply chain expert even adopts the language of a crime scene as he considers the whodunit at the heart of China’s advances in electronics. Look around, he says, “There’s Apple DNA everywhere.”"

Apple in China

"In his seminal work, Capitalism, Socialism and Democracy, the Austrian-American economist and social theorist pessimistically predicted that the leaders of the free market would allow themselves to be converted to a creed hostile to their own existence because they would be unable to articulate a moral basis for free enterprise. In Washington, I became convinced that Schumpeter was right. America’s leading colleges and universities—the training ground for America’s leaders—were increasingly pro-socialist, pro-government regulation, and anti-capitalist in their philosophy, direction, and mission"

A Time for Reflection

"Luxottica becomes the largest user of New York's John Fitzgerald Kennedy airport, where planes loaded with frames arrive from Italy to be immediately distributed to every corner of America."

Leonardo Del Vecchio

"“This is a sympathetic film about a communist, and while you may think it’s amusing for a capitalist company to do this, I work for a protocapitalist, Charles Bluhdorn. I don’t talk to Charlie about decisions to make a movie or not make a movie, but for this one I have to. I can’t put Gulf + Western in a position of being taken by surprise by the controversy this film will cause.” We were still very much in the Cold War with the Soviet Union (it would be ten more years before it would collapse). When the idea was put to Bluhdorn, he surprised us by saying that of course Gulf + Western would support the movie. He said the greatest thing about America is its tolerance, even encouragement, of open discussion on any subject."

Who Knew

"“There was always a latent desire to do something on my own, to spend an interesting life. During my student days in America, I happened to see an enlarged photo of a computer chip in a science magazine."

Son's Square Law (translated)

"Jay Gatsby, however, discovers too late that only America's hereditary aristocracy can ignore the rules."

Mr. Kaiser Goes to Washington - The Rise of a Government Entrepreneur

"The US launch has given the company’s staff a boost in confidence. Less than a week later, the first store in Spain opens. Over the following years, Stefan Persson cuts ribbons at new H&M stores in countries including Poland, Portugal, and the Czech Republic. H&M now sells more than five hundred garments per minute worldwide. And Stefan Persson has fulfilled his promise of reaching America."

The Big Boss (translated)

"The way Middelhoff acquired the American publisher Random House for Bertelsmann is a legend in itself: Middelhoff flew to New York and delivered a powerful speech to the Jewish owners of the publisher. Almost like Heinz Berggruen when selling his collection to Germany, he built a "bridge of reconciliation" between America and Germany to seize a new historical opportunity: "That a German corporation will in the future take care of the legacy of Jewish literature and current Jewish writers.""

The Robin Hood Trap

"The day after the press presentation, the planes were full. America was immediately won over: it was this battle that Dior wanted to win. If he had not made this bold move, the transatlantic market risked being lost. During the five years of war, the bridges had been broken between Paris and American fashion."

Bonjour, Monsieur Boussac

"They thought it was possible, but that it would be pretty hard. Importantly, however, they couldn’t see any complete show-stoppers. I thought, bugger it, my marriage is finished, I’ve got nothing much to do with my time, oh heck, I may as well have a decent go at this. If this invention is going to be useful anywhere, the obvious place is America. They’ve got the money, plenty of water and a love of freedom. So, almost straight away, in early April 1997, I hopped on a plane and flew to Detroit. I pulled out the Yellow Pages, found a joker who knew something about the car industry to be my guide and spent three months interviewing engineering consulting firms to develop this thing."

Serious Fun

Themes

Timeline Thinking Across DecadesUnintended Consequences of InterventionSecret Messages for Urgent PrioritiesDebt Leverage to Dissolve Native Land HoldingsAgrarian Republic as Expansion DoctrineDouble-Man the MissionPreemption Rights Before Permanent SettlementPractical Visionary's ParadoxConstitutional Framing as Political ShieldCabinet Collaboration on Critical MessagesScience as Diplomatic Camouflage for EmpireConfidential Letters in Partisan CrossfireCommerce Before Empire PipelineMidnight Shift Yield ObsessionSemiconductor Optimism as Naming PhilosophyWartime Childhood as Resilience TrainingStaff Up Before the BreakthroughFury-Driven Reverse Logic at CrossroadsHarvard Feast Carried EverywhereInsider Management at Every LevelTechnological Inflection Points Level the FieldSolitude and Classical Music as Thinking FuelFailure Never Accepted, Setbacks UnderstoodPublish Papers to Build StandingEnvironment Over Individual TalentProcess-Level Problem Solving on the Factory FloorSelf-Teach Past Every GatekeeperGrit, Rigour, Humour Doctrine Across Diverse SectorsSafety Before Profit, AlwaysNavigating Regulatory ArbitrageRewarding Safety Like ProfitProfessional Management for New FrontiersChallenge-Seeking as Expansion FuelBoardroom Metrics Tied to Real-World ConsequenceBuy When Others Flee Fossil FuelsShift to Growth Markets Despite Home HostilityGrit, Rigour, Humour as Daily Operating System‘Don’t Do Dumb Shit’ Decision RuleGenerational Dream as FuelImmigrant Hunger Never Turns OffCommon Sense Over IdeologyNever-Done-Yet RestlessnessSmall Grocery to Sprawling Empire AcquisitionVolcano Island Origins as Identity FuelAmerica as Opportunity MachineMind Always Racing ForwardCross-Aisle Political AccessBrainpower-On-It Problem SolvingSidewalk-to-Boardroom Hustle DNANo Cross-Pledging of Crown JewelsDeals Hated, Strategy LovedNever Run Out of Cheque-Writing TimeShare the Pie to Keep the TableEcho Bay Model Then Surpass ItKlosters Mountain as Strategic War RoomRefugee Hunger as Permanent EngineWritten Memo Then Unanimous Sign-OffReturn to Canada Only With SuccessBuy Producing Assets at Cycle Bottom, Never ExploreTrust Mining Operators Then Stay AwayFocus as Compensation for Ordinary TalentBorrow Against the Asset to Buy the AssetGeopolitical Disruption as Buy SignalScarcity Premium as Entry SignalControl Without Majority OwnershipThirty Percent Turnover as Pruning Not FailureFormer Bosses Report to Former Subordinates, Same PayConservative Treasury, Radical OperationsImmigrant Hunger as Hiring FilterMemos Replaced by Oral OK and a Sharp PencilPay What You're Worth, No Salary ScheduleProduct-Owner as Mini-CEO GuillotineDay-One Honesty in Every AcquisitionStars to Priorities, Privates to SergeantUnmanaged Pigs as Growth Path for Non-ManagersRank Everyone Against Everyone, No Threes AllowedUndevelop the Product Until Someone Can Afford ItAcquire the Product, Architect the BridgeAcquire Products Not Talent, Then Gut the Org ChartZero-Based Thinking: Restart the Company Every YearMonarch's Fortune on the LineCaptive Market Before Mass MarketPrizes and Spectacles as R&D AcceleratorsPartnership Limited by Shares as Power WeaponRegistration Numbers Not NamesClan Secrecy Forged in Clermont SoilPencil Stubs and Metro Rides for the BossRescue the Customer, Own the IndustryApprentice Files Scrap Metal Under a False NameSupplier Fragmentation as Secrecy ArchitectureFacts on the Floor Not Reports in the OfficeSelf-Finance Until the World Is Too Small, Then Debt-Fund Continental ConquestCustomer as Battering Ram Against IntermediariesLocked Doors Even Against de GaulleMake the World Need More Tires Before Selling ThemSabotage Your Own Tires for the EnemyWartime Radial in a Basement, Peacetime Dominance for DecadesThirteen-Hour Meeting as Onboarding RitualFoxconn's Loss-Leader-to-Lock-In PlaybookTacit Knowledge as Accidental ExportApple Squeeze: Invaluable Experience Over MarginVerbal Jujitsu Procurement CultureDesign the Impossible Then Manufacture the ImpossibleFifty Business Class Seats Daily to ShenzhenZero Inventory as Theological DoctrineUnconstrained Design Not Cost ArbitrageSecret $275 Billion Kowtow to Keep the Machine RunningSilk Tie Competitions to Train NegotiatorsScrew It, iTunes for WindowsBuy the Machines, Own the Factory Floor Without Owning a FactoryDrive Off the Cliff to Prove the Brakes Don't WorkTrain Everyone Then Pit Them Against Each OtherRule By Law as Corporate LeashBig Potato Small Potato: Positional Power Over FairnessOutsider Aggression as Market EntryTake the Pay Cut, Take the Risk, Take the FloorSell Too Early, Never Go BrokeConviction Without CompromiseBonuses Locked as Skin in the GameSchumpeter's Prophecy as Battle CryAll Capital Locked Inside the ShipInflation Punishes the Poor FirstAthens Warning for Comfortable DemocraciesInstill Faith Others Can't See in ThemselvesControls as Volcanic PressureClose Every Circle Until Control Is CompleteFashion Signature as Margin MultiplierPaternalistic Covenant With the ValleySubcontractor Apprenticeship as EspionageLow Cost Many Models Flood StrategyOrphan Hunger as Permanent EngineBuy the Myth Then Rebuild It From the Product UpCash Fortress Before the Storm HitsSilicon Valley Peers Not Italian PeersBring Production Home When Quality FailsEvery Euro Saved Is an Extra Euro in ProfitOwnership Separated From ManagementClosed Valley as Loyalty FortressMove Before Being OverwhelmedHostile Raid to Swallow the Whole AnimalWall Street Listing as Credibility WeaponPocket Recorder on the NightstandFactory Floor at Five AM, Never the OfficeDenial as Quality ControlPrincipal or Employee, No Middle GroundInstinct Over Data as Decision DoctrineOne Dumb Step Then Course-Correct at SpeedCreative Conflict as Decision EngineSerendipity as Career Navigation SystemControl Hardwired or Walk AwayHire Sparky Blank Slates Over Credentialed VeteransContrarian Counterprogramming as Market EntryScreens as Interactive Commerce SurfacesSeize Mismanaged Clay and Sculpt ItCash the Lucky Check ImmediatelyMaterial First, Never the PackageFearlessness Borrowed from Greater TerrorDrill to Molecular Understanding Before ActingSpin Out What You Build, Never Hoard ScaleTorture the Process Until Truth RingsCourage to Retreat Over Reckless AdvanceAsia's Digital Gravity as Location AdvantageSmall Fish Swallows Big Fish at Timing InflectionSeventy Percent Victory ThresholdTen Generals Who Would Give an ArmTwenty-Five Characters Before Every DecisionMeter-High Research Stacks Before CommitmentNine-Filter Gauntlet Before Any BusinessInfrastructure Toll Booth Over Hit ProductsFifty-Year Life Plan as Operating CalendarThree-Hundred-Year Company HorizonAspiration Before Vision Before StrategyNinety Percent Won Before Battle BeginsBankrupt Audacity in Early FundraisingTen-Person Teams with Daily Profit ClosingInstall Winning Habit Then Compound ItInvention as Capital Creation MachineLifebuoy Group Strategy Against Single-Point FailureMedia Mastery as Operational ToolGovernment as Business PartnerWashington Before the Workplace StrategyMake Big Jobs Small Through Equipment VisionContinuous Negotiation Over BattlePersonal Access Over Institutional ChannelsCrisis as Expansion OpportunityRecord-Breaking as Relationship BuildingSuccess Through Strategic InnocencePublic Pressure as Government LeveragePermeable Organization BoundariesFast Fashion Volume Over Margin StrategyAssisted Self-Learning Development MethodElite Network Building Through Board PositionsCulture Adjustment Over Strategy ChangesDesigner Collaboration Marketing PlaysWorking Chairman Control StructureGeographic Expansion Through Test MarketsTax Structure Engineering for Wealth PreservationPersonal Presence for Critical NegotiationsReverse Price Engineering from Customer WillingnessSupermodel Marketing as Legitimacy PlayFlat Organization with Early Responsibility PushRestructure First, Monetize LaterPR as Deal CatalystBuy Iconic, Distressed Brands for a EuroCross-Border Arbitrage SavvyOperate in Deal-Making HubsCash Flow Is King, Not HeadlinesPartner Power, Personal Risk MinimizedBiding Time as Active StrategyNetwork as Accelerant and ShieldOperate from the Background, Delegate FrontlinesShell Companies for Strategic ObscurityDistressed Asset Branding PlayBrand-Led, Asset-Backed AcquisitionsStealth Philanthropy for InfluenceIntellectual Prestige as LeverageDelegate Technical Execution to SpecialistsExperiential Hiring and NepotismPerfectionist Demand on Human and MachineAbsorb Distressed Factories After CrisisAdvertising Onslaught as Market BridgeChampion the Visionary Then Step BackSecrecy as Power ShieldEvery Link in One Hand IntegrationAbsolute Command With Kitchen Table DataBrand as Guarantee SloganNever Trust Paper, Only Personal InspectionDetail-Obsessed Leadership WalksCommand Economy MentalityPrestige Through Creative FreedomRisk-Taking With Calculated StockpilesPaternalist Rule as Social Retention GlueConcrete Over Abstract Decision MakingFree Market Conviction from Regulation ExperienceDiscontinuity Hunting as Core StrategyStructural Value Recognition Over Market TimingPrivatization Partnership ArbitrageIntellectual Freedom Through Financial IndependenceWalk Away as Negotiation WeaponCash Preservation as Freedom DoctrineZero-Money Leveraged TakeoversHands-Off Management Through Trusted OperatorsRelationship Leverage in Government Asset SalesManagement Avoidance as Operational PrincipleSingle A4 Sheet AnalysisRisk Elimination Over Risk TakingPsychology Over Numbers in DealsPartner Selection Over Capital