Organization
Organization

American

8 Books8 Highlights106 Themes

American appears across 8 books, with 8 highlights.

Books

Notes

Most coverage

No Pit Stops has the strongest coverage in these notes.

Recurring themes

Deregulation as Land Grab Signal, Burn the Boats Before the Battle, Napkin Deal as Power Move

Start here

Sometimes it wasn’t even safe inside your home. Some friends we made over there were sitting in their living room watching television. Their house was up on stilts – as was typical – and was situated close enough to Gua…

Ask about American

Answers use only the 8 books and 8 highlights on this page.

Highlights

"Sometimes it wasn’t even safe inside your home. Some friends we made over there were sitting in their living room watching television. Their house was up on stilts – as was typical – and was situated close enough to Guam to access a few of the American shows with a satellite. Next minute they hear a chainsaw, and someone is cutting a hole in their floor. Such was the sort of thing that went on. Even riots aside, it certainly wasn’t safe to go out at night. If we did, it was only by car, and we were sure to go straight to our destination. There was no stopping for petrol, and if you got a flat tyre, you drove the rest of the way home on it. The chance of being mugged was too high to risk."

No Pit Stops

"Hitting these numbers required escalating coercive tactics. The first measure in the official toolbox was browbeating. Local officials would visit pregnant women as part of “persuasion groups.” This posse of up to ten men seldom appeared as sweet-tongued advocates. One American academic witnessed a group of women in Guangdong separated from their husbands and sent to the village hall. There, they were given unceasing lectures to give up their pregnancy for the good of the country, and then were called upon one by one to give their consent to an abortion while being [prohibited from returning home](private://read/01k3jwt46q240aq6fe12mqkyr0/16_Notes.xhtml#_idTextAnchor410) until they had done so. A 1982 *New York Times* report quoted a family planning official from Guangdong saying, “On average, each person takes 10 times to be persuaded. The most difficult person can take up to 100 times.” The piece also cites women [hauled before mass rallies](private://read/01k3jwt46q240aq6fe12mqkyr0/16_Notes.xhtml#_idTextAnchor411) and harangued into consenting to an abortion."

Breakneck

"In an era in which Japan has all but given the boot to American technological leadership, it seems only reasonable that a corpo- ration whose subsidiaries in Europe are the largest independent software companies in their respective countries would be talked about constantly as an example of successful American multinationalism."

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

"To anyone who made an overture to him on the basis of his being a Jewish-American, Baruch’s response was invariably the assertion that he was an American, not a “hyphenate”"

Bernard Baruch

"In 1943, to an American critic of the Raj, Churchill said, “Before we proceed any further, let us get one thing clear. Are we talking about the brown Indians in India, who have multiplied alarmingly under the benevolent British rule? Or are we speaking of the red Indians in America who, I understand, are almost extinct?”"

Forty Ways to Look at Winston Churchill

"As with John in Australia three years earlier, Craig’s hiring may have been a surprise to a few people who had thought Steve Ridgway’s successor (Steve had been Virgin Atlantic’s CEO for twelve years) was probably going to come from within the airline. Again, though, like in Australia, we opted to take someone from a big legacy carrier – it wasn’t the first time we went fishing at American, having hired David Cush from there to head up Virgin America some years earlier."

The Virgin Way

"Sol soaked up every ounce of knowledge that he could from the American. He now had to get back to South Africa and build his mini-Fontainebleau. Even if he did not fully realise it at the time, he had learned far more from Ben Novack than just how to design a resort hotel; he had also seen how to run one. The result was not a 1 000-room beachside hotel in an established resort town but a 72-room replica of the giant Miami hotel, located in an undeveloped village on South Africa’s Natal coast. Sol stopped short of naming his hotel the “Fontainebleau”, which his prospective local clientele would not have understood. Instead, he settled for “The Beverly Hills”. Everyone in South Africa knew what that meant."

Sol

"in the winter of 1950 I received my draft notice. A year earlier I had become, to my immense joy and pride, an American citizen. I had wrapped my Polish passport in a pink ribbon and sent it back to the Polish embassy. The Korean War had begun, and I considered it a privilege to serve in the army of my new homeland."

Dealings

Themes

Deregulation as Land Grab SignalBurn the Boats Before the BattleNapkin Deal as Power MoveBolt-On Infrastructure Never Start FreshLeap Then Look — Bank the Cheque Friday NightFinance Book as Hidden Value MultiplierDavid vs Goliath Brand PositioningStep Into the Business When It StallsPersistence Past Seven NosGet a Real Goal Then Force the ExitBig Thinker Mentor as Altitude ResetMonday Morning Numbers or Get Off the TrainCars as Capital ThermometerBuy Undervalued Assets Then Rewrite the Contract TermsFifty Percent for Nothing Then Option to ControlWalk Away to Sharpen the OfferBridges to Nowhere Become SomewhereFactory Floor Innovation Beats Lab BreakthroughsTolerate Low Profits to Cultivate Deep WorkforceMaking Money Is the Core CompetenceEngineering State vs. Lawyerly SocietySue the Bastards Becomes the BastardSanctions Ignite Domestic SubstitutionScaling Beats Inventing: Climb Your Own LadderOpen the Door, Then Climb Past Your TeacherSmartphone War Peace DividendsEvery Factory Closure Is a Permanent Brain DrainProximity Collapses Coordination to HoursCompletionism: Never Cede a Rung of the LadderConservative Marxists and Reaganite CommunistsRotate Officials, Incentivize Vanity ProjectsProcess Knowledge Lives in People, Not BlueprintsTrillion-Dollar Regulatory ThunderboltsThirty 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 YearAble Men Inside Bad SystemsCapital From Self-Denial AloneEmotional Quarantine Before Every DecisionCrowd Madness as Readable SignalFacts First, Then Ride the CurrentSupply and Demand Over Government ControlTwo and Two Still Make FourDecide Then Act Instantly, No WobblingCommittee of One Dictator AuthoritySell Too Soon, Buy Too LateReduce Commitments When DoubtfulCrisis as Finest Hour OpportunityNever Surrender AbsolutismMany Ideas Generate Few Good OnesWords as Weapons Before BulletsIntense Simplicities From ComplexitySelf-Deprecating Humor as DisarmamentDemocracy Despite Its FlawsFighting Nations Rise AgainSimplify Self Into SymbolMemorized Speech as Spontaneous PerformanceShort Words Over Long OnesAccountability Over Advisory LayersMirror Time as Character DevelopmentChurchill Preparation Standard for CommunicationNotebook Capture as Leadership DisciplineCompany Maturation as Child-RearingListen to Everyone Not Just ExpertsFirst to Know First to Handle Problem ResolutionData as Excuse-Making AmmunitionCustomer Experience Over Industry NormsForgiveness Over Permission CultureSerious Fun as Non-Negotiable CultureSenior Leadership in Customer DetailsBottled Emotions Public Grace Under FireScrew It Let's Do It Market EntryControl Freak Construction SupervisionConstruction Site as CEO BattlegroundOpening Spectacle as Marketing InvestmentCelebrity Positioning as Market StrategyLandscaping as Building CamouflageDetails Drive Profit DoctrineCopy-and-Improve Blueprint AcquisitionSite Positioning as Make-or-Break DecisionExceed Expectations Service PhilosophyManagement by Walking Around ObsessionBuzz Creation Over Basic AmenitiesOpening Date as Immovable DeadlineExclusive First-in-Market PositioningProfitable Service Over Growth for GrowthIncorporating Problem Causers Into SolutionsMoral Obligation Bond InnovationBear Hug Takeover StrategyRelationship Banking Over Transaction FocusGovernment Partnership During Business CrisisTheater in High-Stakes NegotiationsSquare Pegs Into Round HolesCrisis Action Before Complete Data