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Video — U.S. Job Market — People Staying in Jobs Longer — WSJ.com.

The Cleveland Fed shows research that people staying in jobs for longer periods of time is requiring adding the economic shock of any crisis where lay-offs or retraction is involved. The problem with this is that research also shows that people out of work are less likely ever re-enter the work force.

While economists (per the this interview) wouldn’t look at this as a “structure problem” because of the forecasted potential for worker volume to return, it is likely that their opinions are a bit too faithful in the existing model of compensating laborers for a honest days work. The enduring jobs crisis can and should of course be looked at as an economic issue and even a political issue, but it would likely be better pursued as a socio-cultural and a legal issue.

The ideal of honesty and the preferred compensation for ones good work is perhaps too subjective; having stated that, the ability for an individual to own so greatly in lieu of the potentially many other individuals that cater to the discovery, development, and distribution of goods/services is (in my opinion) the root cause of our (nation, states, humans) wealth distribution and compensation problems.

Greetings fellow travelers, please allow me to introduce myself; I’m Mike ‘Cyber Shaman’ Kawitzky, independent film maker and writer from Cape Town, South Africa, one of your media/art contributors/co-conspirators.

It’s a bit daunting posting to such an illustrious board, so let me try to imagine, with you; how to regard the present with nostalgia while looking look forward to the past, knowing that a millisecond away in the future exists thoughts to think; it’s the mode of neural text, reverse causality, non-locality and quantum entanglement, where the traveller is the journey into a world in transition; after 9/11, after the economic meltdown, after the oil spill, after the tsunami, after Fukushima, after 21st Century melancholia upholstered by anti-psychotic drugs help us forget ‘the good old days’; because it’s business as usual for the 1%; the rest continue downhill with no brakes. Can’t wait to see how it all works out.

Please excuse me, my time machine is waiting…
Post cyberpunk and into Transhumanism

The California Dream Act.

The banking industry is likely California Dreaming about the day when more states get their act together. …For those of us who think that the US will see a bubble in the education industry caused by its efforts to distribute human kind’s knowledge communities outside of the affluent elite, they shouldn’t hold their breath.

The Cali Dream Act could seem like an altruistic attempt to empower our desperate relatives converging on US cities, but there are some fiscally desperate economics behind this proverbial triumph over “social evil”, as if such a thing ever existed…LOL

For-profit and Not-for-profit education is big business…consider the $4.9B income of the Apollo Group, owner of University of Phoenix or the pride of the west coast’s $16.5B endowment at Stanford University. All of these are affected by the arbitrage (my favorite word smile ) in an industry… losing applicants with the confidence that a degree or certificate is honestly their best investment.

One thing is for sure, the US is the largest knowledge community on the planet currently, and one thing it can still sell the world’s consumers on, is that they’ll want to tap into the experience in their quest to secure the ideal 20th century standard of success. To be redundant, the 20th century American Dream is still the benchmark for making it in 2011 for the vast majority world around us…even as those of us investing in the future would harshly disagree. Where better to catch a dream life than in California…or even Michigan, with residents exiting at record paces.

The reality is that undocumented immigrants are a new class of Americans or non-Americans to sell long-term deferred and/or short term deferred loans. Its an ideal way to build collateral on the balance sheet of a lending company ;-). I’m not only expecting for more states to echo California’s legislative desperation/foresight (call it how you like), but I am expecting for the near future to offer American educations with State and possibly Federal assistance (at a taxable premium + interest) to undocumented immigrants of the US… and even foreign nationals with no immediate intent on coming to the US for legal or illegal residency. It’ll be called globalization

The US education models designed by the non-profit traditional institutions and technologized (new word for me…lol) by the more agile for-profit institutions, will be distributed throughout the world at the rate of technologies acceptance in foreign countries.

And, of course, where there is government support (large pot of $), private speculation (smaller pots of $) will follow its low risks. fueling the distribution of what we know and what we are exploring.

Space is a hard sell these days. Aside from the persistent small community of die-hard space advocates and New Space entrepreneurs, the relevance of space to the society at large has generally declined since the grand achievements of the Space Race and even such great feats as the building of the ISS have garnered rather modest public attention. In recent years we have had more active astronauts than ever in history, yet few among the general public can name a single one. An appreciation of space science seems to have improved in recent years by virtue of the impressive visuals offered by orbital telescopes, space probes, and rovers. But the general public commitment to space development still dwindles in the face of mounting domestic issues. Most recently we have seen a drastic contraction of national space agencies in response to the current global economic turmoil. Programs are reduced, cut, or under looming threat. We hear pronouncements of deemphasis of costly manned space activity by the major national players in space development. The world leader in space, NASA, now drifts aimlessly, its premier launch system–controversial from the start, often dismissed as a boondoggle, and dragged along for far too long–finally succumbing to obsolescence without a replacement at-hand, leaving the agency dependent upon foreign nations and struggling for a semblance of direction and purpose. In this past few years, finding itself abandoned on both right and left sides of the political fence, it faced the very real possibility of being shut down altogether and now its partner DARPA talks of century-long space programs with no government involvement at all because the very idea of the US government having the coherence to accomplish anything that takes more than one electoral cycle to do has become implausible.

Overconfident to the extreme after recent very significant, yet still modest in the broad perspective, successes, the newest faction of the commercial space community, the New Space entrepreneurs, boast their readiness to pick up the slack, not quite cluing into the fact that the rope isn’t just dropped, it may be cut! Space industry has never been a very big industry despite the seemingly gigantic sticker prices of its hardware. The global space industry accounts for around 160 billion dollars annually. Soft drinks account for 350 billion. Coca Cola is bigger than NASA. Meanwhile, the lion’s share of commercial space service has always been for governments and the remaining largely telecommunications applications –after 50 years still the only proven way to make money in space- face slow decline as latency becomes increasingly critical to mainstream communications. The ‘grand convergence’ long anticipated in computing has now focused on the Internet which is steadily assimilating all forms of mainstream communication and media distribution. Despite a few service providers of last resort, satellites simply don’t work as a host for conventional Internet and physics precludes any solution to that. We owe recent surges in launch service demand more to war than anything else. Ultimately, we’re not looking at a privatization of national space systems. We’re looking at their outright obsolescence and an overall decline in the relevance of space activity of any sort short of science applications, which have no more need of astronauts than for manned submersibles and for the same reasons. The need for space services will not disappear but, as it stands now, has little likelihood of growth either–except on the back of war. Logically, what commercial space desperately needs is a program for the systematic cultivation of new applications the space agencies have never seriously pursued–new ways to make money there, particularly in an industrial context. And what do the mavericks of New Space have on offer in that context? Space tourism for the rich, during a time of global recession…

There is a great misconception today that the challenges of commercial space are merely technological problems waiting to be solved by that one new breakthrough propulsion technology that never materializes. But commercial air travel did not become ubiquitous by virtue of flight technology becoming miraculously cheap and powerful like microprocessors. It became ubiquitous by realizing markets of scale that supported aircraft of enormous size needing very large minimum operation economies of scale, where populations of millions in communities with well-heeled comfortable middle-classes are necessary to generate sufficient traffic to justify the existence of a single airport. A single A380 airliner costs almost as much as the development of a typical unmanned launch system. Air travel was never particularly successful in an industrial sense. Most stuff still moves around the world at the 20mph speed of ships. The New Deal and the remnant air support infrastructure of WWII were together probably more responsible for the modern airline industry than any engine or aircraft design–because they created the market. If it takes a population of millions to justify the existence of a single conventional airport for conventional airliners, what then a Pan-Am Orion?

For those who look to space as an insurance policy for life and the human civilization, this situation should be of much concern. Whether it be for averting the potential disasters of asteroid strikes or as a redoubt for some fraction of civilization in the event of any terrestrial disaster, a vast space-based infrastructure must be continually at-hand for such capability. Yet these kinds of threats do not themselves seem to have ever inspired sufficient concern in the general public or political leaders to demand such capability be established and maintained for its own sake. You cannot talk in public about such space contingencies and be taken remotely seriously. One could say we have been a bit too lucky as a civilization. There have been no small asteroid impacts in historic memory and few global existentially threatening events beyond those we human beings have created –and we’re very good at systematic denial of those. So this contingency capability relies on being incidental to other space development. That development has been inadequate for that to date, counting on future expansion that has never materialized. What then as we watch that development fizzle-out altogether? The essential cultural relevance of space development can be seen as crucial to the long-term survival of our species, and that’s in marked decline.

What happened to space? Just a generation ago this seemed to be a significant concern for the global society. Wherever you were in the world, whatever your station in life, space mattered in some way, even when the majority of activity was being pursed by just two conflicting superpower governments. In those two nations, a sense of vicarious participation in the space programs through the general contribution to national productivity spread across the society. We were all part of the space program and we all largely defined our future as a civilization–when we weren’t so scared witless as to doubt there was any–in the partial context of space development. When and why did this stop mattering to us? Can we make it matter again?

The Blessing and The Curse:

Space development owes a lot to Nikita Khrushchev. If any one man can be said to be largely responsible for the Space Age it was him–whatever we might think of his overall historic legacy. Wernher von Braun is largely responsible for the vision of space development that captivated the world at the time and, in partnership with Walt Disney, spread like a meme through the contemporary popular culture where it was echoed in countless ways in a diversity of popular media. They are why the US wound up with a civilian space program and not a ‘space force’, von Braun understanding that a strategic military imperative alone could never get us beyond Earth orbit. The movement for this civilian space program was well underway at the time and the Space Race a timely opportunity for it. But Khrushchev largely instigated the Space Race as we’ve come to understand it, set ad hoc the ground rules for the competition superpowers would engage in, and created the model of space agency process for development both major players would employ, even if supported by different infrastructures. Most importantly, he established the pursuit of specific space goals not as an extension of the arms race, as implied in the impact of Sputnik, but as a nationalist competition for geopolitical prestige through technical and industrial prowess. It was a peaceful, less dangerous, alternative to the arms race, even if the ultimate implication of this prowess in space was one of potential military might on Earth. It was a reinvention of the medieval tournament on a vastly more grand scale. And this is why, in seemingly such a short amount of time after the collapse of the Soviet Union, US and Russian space agencies could so readily become partners. There was never an animosity between these space programs and agencies, despite the bitter cultural animosity cultivated in mainstream society by Cold War propaganda. It was an attitude akin to olympic athletes.

Thus competitive nationalism proved a powerful force for driving space development. But it was ultimately an unsustainable one. At some point someone ‘won’. One could argue that the Space Race did not end with the US manned landing on the Moon but rather with the failures of the beautiful yet doomed Soviet N1 rocket. One might even say the Soviets lost the Space Race with the ouster of Khrushchev and the reestablishment of a more conservative Soviet internal order that likely contributed to the N1 failure. Apollo was doomed to a premature suspension even as the first astronauts set foot on the Moon, because without a competitor the nationalist imperative for space could not be sustained. As soon as this particular competition was over, the propaganda machine was directed elsewhere–inward against an eruption of civil unrest across the western world prompted by protracted poorly-rationalized wars, repeated political disillusionment, the subtle mass psychological effect of perpetual existential threat under the Cold War, race, class, and generational conflict, energy crisis, and the increasingly blatant excesses of corporate culture. To a certain degree, the Space Race itself had contributed to this by virtue of the change of social perspectives access to space had produced. We, for the first time as a whole global society, had seen the Earth as a whole and sensed our rather precarious position in the larger universe. This was a powerful thing. Culturally, we began to think of the world as a whole, of its systems as a whole, its resources finite and ourselves as planetary rather than state citizens. This, in particular, catalyzed a new popular international environmentalist movement of far greater scope than the conversation movements of the early 20th century.

At this time in history nationalism itself was dying in the western culture. The society now had a global, cosmopolitan, perspective. The basic belief of the public in the generally good intentions of government was lost–and remains lost. Almost no one in the world today, regardless of political alignment, now seriously believes their government has their best interests in mind, this attitude continually reinforced by scandal, war, and blatant expressions of authoritarianism and institutional violence continuing unabated to the present day. In the US nationalism was co-opted by extremist political conservatives, and thus discredited in the popular culture as a cynical tool of propaganda. (and both political parties bear equal share of the blame for that) Consequently, most everything that once served as a symbol of nationalist pride and identity in the past has become, to some degree, tainted, silly, childish, anachronistic in the manner of the weird aesthetic of a North Korean propaganda poster. And one of those symbols is the space program which, with the government abandonment of Apollo and the general public abandonment of the hopeful future envisioned by von Braun, lost its public mandate. Without that mandate NASA, in order to survive, was compelled to transform into just another state bureaucracy, ruled by the logic of a eunuch in the ancient Chinese imperial court and compelled to pander simultaneously to the absurd vanities of opposing political parties. Its programs since Apollo all reflect this kind of logic, which is why the general public often has a hard time comprehending their purpose and relevance and why they are such easy targets for accusations of folly and boondoggle. The public doesn’t understand the court games that must be played here–the very different kind of logic underlying the design of a Space Shuttle or ISS. It doesn’t have a lot to do with space. The public and the government have very different priorities for space summed up in the simple observation that while the public has always understood space as a place we intended to ultimately to go and live, government is not in the business of inventing new places for people to go and not pay taxes. Any commitment for space ever claimed by government has always been fundamentally disingenuous–a cover for another agenda that probably has nothing to do with space itself. Space agencies are stuck in the middle, at once trying to pay lip service to The Dream while ultimately beholden to the system that actually writes the checques.

This is how we have arrived at the sorry situation we find ourselves in with space development today and in order to overcome this we must seek a new basis for a mass cultural relevance to space. We must understand that the objectives we seek in space, in particular the objectives of space settlement and the establishment of the infrastructure we need to support those space-based contingencies for existential threats, cannot be rationalized entirely under the narcissistic imperatives of governments, strategic military imperatives, or the extremely narrow weltanschauung of commercial interests. This has to matter to us as a society in a very basic way. The imperative for space should be as fundamental to us as the imperative to reproduce, build careers, and build a better life. Only with such fundamental importance can space development achieve the necessary social and economic focus it needs to truly carry us to a spacefaring civilization. But on what basis this new relevance?

Six Degrees of Separation:

There is one very powerful aspect of space development that potentially links it very directly to the concerns everyday terrestrial life; the pursuit of the means to live in space essentially means the development of technology to sustainably go from dirt, rocks, and sunlight to a middle-class standard of living using systems on the scale of home appliances. What aspect of life on Earth would such capability NOT impact?

Today, the relevance of space activity is defined largely in terms of the social and economic dividends of ‘technology transfer’ characterized like a game of Six Degrees of Separation where agencies basically try to confabulate credit for every historic technical achievement short of fire and the wheel. No one really buys this anymore. Most certainly space development and science have made very great achievements but these become diluted in perceived social value when simultaneously associated with nebulous claims of connections so tenuous that even James Burke would be hard pressed to see them. The links between space activity and everyday life cannot be taken seriously when so tenuous. They must be seen as direct, immediate, and concrete.

One great opportunity for contemporary cultural relevance long overlooked by space agencies and companies alike is environmentalism. As noted earlier, our public exposure to a space perspective is one of the key factors in the creation of the environmental movement that we have today. Space science is largely responsible for our understanding of the global impact of pollution and the current understanding of Global Warming. Yet, right now, environmentalism sees space activity as nothing but pointless folly providing welfare to the military industrial complex. (even if, in reality, its fraction of contribution to the established aerospace industry would be lucky to be considered marginal) Why this disconnect? Part of this relates to environmentalism’s generally uneasy relationship to science, it’s roots in 19th century Romanticism and its fundamental opposition to Enlightenment philosophy seen as the root cause of the social and environment degradation inherent to the Industrial Revolution. Contemporary environmentalism is very willing to partner with science and exploit, for sake of its own public credibility, various science personalities where that suits its agenda. It will make heroes out of people like James Lovelock, and Jacque Cousteau. But it is just as willing to abandon science on grounds of its association with commercial technology and–getting back to those old roots–its reductionist perspectives. In their extremist factions, environmentalists today are just as anti-science as right-wing Christian fundamentalists and as doggedly Malthusianist as corporate Objectivists. But perhaps the most important reason for this disconnect is the underlying curse of the Space Age’s origins in nationalism and the relationship of space agencies to fundamentally discredited government, militaries, and the corporate military industrial complex environmentalists see as one of the greatest evils in the world today.

But this is not a perception the space agencies could not have overcome had they pursued a greater, more concerted, alignment to the pursuit of environmental science and renewable energy technology which, of necessity, it has pursued for its own in-space uses. Who understands more about renewable energy than NASA? Who has done as much research? Who else has put it to such cutting edge use? Do we not fuel rockets with hydrogen and power space stations with solar panels? These things could have been catalysts of national renewable energy infrastructure development. Yet NASA was a latecomer in the concerted practical use of solar and wind power–beaten to it by none other than the US military!–and the deployment of LEED certified facilities when it probably could have been the original authors of that LEED criteria.

Perhaps the reason for this missed opportunity is that space agencies are ultimately creatures of politics and one of the great problems we face today across the developed nations is the irrational politicization of energy technology. Through systematic political corruption by vested interests, the choice of energy technology has became a matter of political ideology. This is patently absurd. It’s like an arbitrary religious taboo against certain foods in the midst of a famine. And because space agencies are compelled to pander to the vanities of political parties, it simply never had the option to employ and promote technologies that became characterized as politically controversial. The blunder here has been in not recognizing that a public mandate is far more important to space agencies than mutual support from self-interested political leaders. With that mandate, the flow of influence is reversed and the government compelled to follow their lead. Administrators have become too comfortable playing the game by politics’ rules.

Oddly enough, space agencies have at times tried–half-heartedly and thus futilely–to promote renewable energy in a space industry context in the form of the Space Solar Power that was of much interest in the late 1970s and has seen some revival in recent years. Space Solar Power was the key rationalization for the concept of large orbital space colonies that emerged from the legendary ’77 Summer Study and epitomized in books such as Girard O’Neill’s High Frontier. The space colony was the home to the orbital workforce that would produce this vast space solar power infrastructure from lunar-sourced materials. This was a vision that briefly enjoyed popular interest world-wide–to the point where it actually became the subject of theme park attractions like Disney’s Horizons–and which space agencies totally failed to capitalize on as they continued to transform from space programs into space bureaucracies.

Emerging at the height of the ‘70s Energy Crisis, the concept of space solar power should have put space squarely into the middle of mainstream cultural concerns were it not for the problem of government politicization of energy and, even more peculiar, environmentalism’s very negative response to the concept persisting to this day. There are many open technical questions about the viability of Space Solar Power. This author is himself quite skeptical of it based on the question of power delivery beam density and rectenna area and the practical cost-performance comparison to terrestrial solar power. There is, to date, a lot of hand-waving. But this is not why environmentalism was so cold to this concept. It rejected it because the basic idea of a super-power nation and its corporate military industrial complex deploying a gigantic concentrated energy infrastructure perpetuates a model of energy economy hegemony that environmentalism’s embrace of renewables was intended to stand against. In other words, environmentalists are generally only interested in alternative energy technology that can be deployed in small scales–put on the roof of your off-grid cabin in the wilderness as a symbol of grass-roots protest against corporate fossil fuel hegemony. The problem, as environmentalism perceives it, is not just that fossil fuels pollute but that the concentrated economic power created by concentrated energy production hegemonies is a key cause of class exploitation and a root source of the inherent unsustainability in our entire industrial infrastructure. This sort of grass-roots independent energy protest was originally a necessity with wind and solar because of the refusal of industry to seriously pursue renewables development at any significant scale, forcing proponents to small independent deployment and technology demonstration and a bottom-up cultivation of demand for the technology, though the down-side of this is that it further reinforces the politicization of energy technology. For this same reason environmentalism has ignored or lambasted many other promising renewable energy technologies that happen to have large minimum economies of scale, such as OTEC. This is an issue many current proponents of Space Solar Power in the space advocacy community still fail to comprehend.

Had we put this in a different context, the outcome might have been much different. There has long been an opportunity here to frame space development in the context of a general and direct improvement of terrestrial life. An option to say–and demonstrate–that the pursuit of sustained habitation in space is simultaneously the pursuit of a better, more sustainable, life on Earth, the fulcrum of that proposition being the nature of the technologies we must develop and employ in order to live in space. Technologies the public has never been presented with much illustration/demonstration of. The lifestyle of the inhabitant of space is the most ‘green’ lifestyle one might imagine because the essential process of space habitation revolves around the cultivation of garden habitats of various kinds, life support systems that mimic the cycles of the terrestrial biome, renewable energy systems at many scales, and sophisticated miniaturized industrial technology that, deployed on Earth, would promote industrial–and incidentally economic–demassification. Space development IS a progressive movement!

This is also very important in a commercial context because it is just as critically necessary to relate commercial space activity to things that matter to the public as that is for government space activity. In fact, even more so in the sense that, in order for commercial space to be viable, it must produce products and services that relate to the needs and desires of a mainstream public. There isn’t much money to be made at the top of the pyramid. There is more money in CocaCola than in champagne. This is why a systematic pursuit of new space applications is very critical to any potential growth in commercial space–and right now that doesn’t exist.

This author is going to go out on a limb with a very controversial observation; one of the key hindrances to future economic growth in the New Space community is it’s inability to culturally align to the interest of the public and actually function as a community. It is making exactly the same mistake national space agencies have been making for decades. This at least partly relates to its association with extremist Libertarianism, a preponderance of Global Warming deniers, an indifference to environmental and social concerns, and most importantly, an inability to systematically pursue new market-relevant space applications as a cooperative community with coherent shared objectives. This is not just a matter of politics and philosophy. This is a matter of the bottom-line economic potential for the industry. The ability of the industry to realize growth and value. It’s ability to make money. If you can’t relate to the mainstream society, you don’t matter.

Right now commercial space desperately needs the kind of cross-industry coherence and cooperation that typified the computer industry of the ‘80s and ‘90s. Just like the computer, our goals in space are too complicated and technically challenging. No one company can do all we need to do in space any more than one company was capable of realizing the personal computer as we know it today. There are not enough ways to make money in space, either existing or proposed. The cooperative addressing of that issue should be the number one concern of commercial space developers. And, again, the concept of space habitation as a general goal is a potential catalyst for this focus. It reduces space activity to a specific logistical context, a specific spectrum of industrial capabilities, which can result in the identification and realization of specific products and services for the terrestrial market. It’s not all about how we get out there. It’s not about CATS. As long as there is no such thing as a generic launch capability, CATS only has any meaning in the context of specific applications. Pursuing launch capability in the absence of application development is nonsense. What ultimately matters is WHY we go out there. That’s what defines the market. We don’t have enough answers to that question.

Making it Matter:

Lets reiterate a key point; the pursuit of the means to live in space essentially means the development of technology to sustainably go from dirt, rocks, and sunlight to a middle-class standard of living using systems on the scale of home appliances. If we understand the full ramifications of this statement we see a great potential at-hand for the re-establishment of a sustainable cultural relevance for space. With this concept we can make space matter as it has never mattered to the global society before, in a very direct way that impacts every person’s life and the future of life on Earth in general. As pointed out, what would such capability not impact? What would it not improve? The public has always understood space as a place we intend to go and live. It’s space agencies’ and space industry’s inability to make sense of, and relate to, that understanding that has been its undoing. It’s not the public that’s been distracted. It’s the space community.

There are as many ways to help another human being as there are people in need of help. For some, the urgent need is as basic as food and water. For others, it is an opportunity to develop a talent, realize an idea, and reach one’s full potential. Helping people get what they need most in life is at the heart of successful philanthropy.

However, you can’t simply give money away without thinking deeply about how and where the money will go and why you’re doing the giving. You need to approach philanthropy in a strategic and systematic way—just as an entrepreneur approaches a new venture. That’s the only way to make a self-sustaining difference in the world. That being said, here are five key ways to achieve sustainable success with your philanthropic efforts.

1. Open a Door
Helping people boost themselves out of poverty is the best way to make a lasting positive difference in a person’s life. A new skill, an introduction, an education—these gifts open doors that would otherwise remain closed. A promising beneficiary will walk through that door and create opportunities for others.

2. Define Your Passion
To have enduring impact, your philanthropic efforts should reflect the causes you are most passionate about. For me, one of those things is education: A good education is the most valuable thing you can give another person. My own philanthropic efforts have always included an educational element, whether it’s expanding opportunities to educate a promising mind or extending the brain’s ability to learn. If you follow your own passions, you’ll increase exponentially your chances of sustainable success.

3. Seek Out Inspiration
To truly change the world, you need to inspire—and be inspired by—others. I’ve found many people who share my interest in neuroscience—brilliant people like V.S. Ramachandran, and David Eagleman. They inspire me to learn more, do more, and raise my standards higher. That, in turn, inspires those I work with to raise their game. Having someone you can talk to and work with makes the job of changing the world less daunting, builds deep trust, and sparks vital creativity.

4. Measure Your Impact
You’re more likely to achieve success if you can define ahead of time what form that success will take and track progress toward your goal. Set milestones along the way so you can adjust your approach and add more resources, if necessary. Simple metrics can be a powerful tool to engage people’s competitive spirit and harness it for a good cause.

This approach is what the X Prize Foundation has done in the nonprofit science field, from genomics to space exploration—it defines the goal, sets the parameters, and measures the results. And at the end there is a payoff: a cash prize for the innovators and a new body of human knowledge for the rest of us who are the true winners.

5. Think Like an Entrepreneur
None of the previous points will create a sustainable philanthropic effort unless you are constantly looking for newer and better ways to make a meaningful difference. That means looking at the world and living life as a philanthropic entrepreneur.

For example, Kairos Society, (disclosure: my son, Ankur Jain, founded the organization and I’m a supporter), is based on the belief that the key to improving our world lies in giving the next generation of leaders different opportunities to develop globally impactful innovations. Kairos brings promising young people together with successful business and political leaders from around the world to create sustainable solutions to the world’s most pressing problems.

Continuing to pass down enthusiasm for philanthropy provides chances and opportunities to the people who need it most. Growing up in India, I knew all I needed to change the world was one good opportunity, and I prepared myself for it. When that opportunity came—in the form of the chance to earn an engineering degree—I was ready. With sustainable philanthropy, we can make sure that these chances for success can be grasped by the next generation. This is philanthropy that is truly sustainable.

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Common wisdom is that great companies are built by business leaders who out-vision and out-innovate their competitors. However, the truth is that groundbreaking businesses tend to come from entrepreneurs who were smart enough to out-execute everyone else in their space – which means getting products out there and growing a loyal customer base, instead of engineering a product until it’s supposedly perfect.

Microsoft is a great example of company that has succeeded by execution. They’ve rarely been first to market with any of their products, but they’ve successfully brought them to market, figured out how to improve them, and introduce them again and again. This is the approach that puts you in the Fortune 500.

Why do entrepreneurs believe so fervently in the myth that they need to be first to market with a never-before-seen innovation? Because that’s what they’re told in business school. The problem with this piece of wisdom is that it encourages business leaders to wait until the mythical breakthrough business idea is fully formed.

This myth is fed by the public perception of groundbreaking companies as having come out of nowhere to rock the world. But companies like Facebook rarely, if ever, spring into being with no antecedents: MySpace and Friendster were in the market first, but Facebook did social networking better than anyone else had done before. Google wasn’t the first search engine ever; AltaVista probably deserves that title. But Google advanced the search experience to the point that we all believe they were the breakthrough innovator.

The point I’m making here is that you don’t need to have the breakthrough vision to launch your company – you need to have breakthrough execution. Launch your company even if your concept is similar to someone else’s idea, and figure how you will change the business model.

When you stall your entry into the market, you run the risk of getting outrun by competition – who’ll have gathered valuable on-the-ground information and solved problems before you’ve even planned your launch party. At a certain point, the ecosystem around your market will have become so strong that consumers will not be willing to accept a new entry. For example, anyone who launches a Facebook-style social network right now will have to hope that people are willing to totally rebuild their friend networks from the ground up.

On the other hand, if you can tweak this idea for a new market – for instance, a social network that specifically serves the healthcare community – you can launch without an entirely new concept. Or you can go to a locale where you’re not first in the market, but where there is greater potential to become a player.

In other words, you can be first to market in Seattle with widget XYZ, where there’s only a moderate interest and market potential for your product. Or you can be tenth to market in Tulsa where there’s a far greater need for widget XYZ, giving you plenty of room to gain customer share. Here’s how to position yourself for entrepreneurial success without playing the waiting game.

Follow your heart – but use your head. As an entrepreneur, you should always develop businesses that you are passionate about, since that enthusiasm will keep you pushing ahead when times are tough. But that doesn’t mean you can’t think rationally about how to apply what a competitor is doing to a different market segment or locale.

Listen to the market, and tweak as needed. The reason for launching sooner rather than later is to gather feedback from initial customers, so that you can redesign or retool as needed. Without this early feedback, you can only guess as to what customers are willing to pay for.

Don’t wallow in brainstorming. Time spent fiddling with a business plan or filling up whiteboards with ideas is time that you could spend actually launching your business and seeing if the idea floats. If it’s real, you get solid feedback, instead of the imaginary “what if” scenarios you dream up in a conference room.

Launch early enough that you’re partially embarrassed by your first product release. Entrepreneurs are likely to be somewhat off-base about their first launch and what features customers really want, but they won’t make a product better until people are actually using it. LinkedIn founder Reid Hoffman says that his co-founders wanted to delay launch until they introduced the professional social network’s “contact finder” feature, but it turns out it wasn’t necessary — eight years later, LinkedIn still hasn’t added that feature.

Be your own worst nightmare. Once you do have that toehold in the market, ask yourself how you would outflank your company if you were a competitor. Constantly out-innovate yourself, and determine how to make your product offerings obsolete with each iteration.

Follow Naveen Jain on Twitter: www.twitter.com/Naveen_Jain_CEO

How important is failure – yes, failure – to the health of a thriving, innovative business? So important that Ratan Tata, chairman of India’s largest corporation, gives an annual award to the employee who comes up with the best idea that failed. So important that Apple, the company gives us the world’s most beautifully designed music players, mobile phones, and tablets, wouldn’t be here if it hadn’t dared to fail. Remember the Apple Newton? Probably not, since it was a flop, but it was a precursor to today’s wildly successful iPad.

In a struggling economic climate, failure is what separates mediocre companies from businesses that break through and astound us with their creativity.

Yet failure has become a scenario to be avoided at all costs for most CEOs. Between fear of losing jobs to fear of rattling investors, business leaders are expected to deliver a perfect track record of product launches and expansion programs. They indirectly instill this attitude in their employees, who lack the confidence to spearhead any corporate initiative that isn’t guaranteed to work.

Call it the Tiger Mom effect: In the business world today, failure is apparently not an option.

We need to change this attitude toward failure – and celebrate the idea that only by falling on our collective business faces do we learn enough to succeed down the road. Sure, this is a tough sell at a time when unemployment figures are still high and a true economic recovery is still a long way off. But without failures, no business can grow and innovate.

Why is it that we are willing to accept a certain amount of failure along with success in other arenas, but it’s forbidden in business? Take basketball: The best player on his best night will only score about 50 percent of the time. The other 50 percent of the shots aren’t considered failures – they are attempts to test playing strategy that will figure into dunks later in the game.

If a basketball player is scoring close to 100 percent of the time, he is clearly making layups and not considering the three-pointer that may be needed to win the game. The same is true for business leaders: if every one of your pet projects rolls out successfully, maybe you aren’t stretching far enough.

Apple Computer would not have reached its current peak of success if it had feared to roll the dice and launch products that didn’t always hit the mark. In the mid-1990s, the company was considered washed up, Steve Jobs had departed, and a string of lackluster product launches unrelated to the company’s core business had failed to catch fire. But the company learned lessons from its mistakes, and shifted focus to the development of flawlessly designed consumer electronics goods. Yesterday’s failures bred today’s market dominance.

Fail today, profit tomorrow
The good news about failing is that this is a smart time to do it. Today, the cost of failure is much lower than it used to be. And if you take chances while the economy is down, your successful business launch will grow and become exponentially more profitable as times improve.

Strange as it may sound, a positive attitude towards failure starts at the top. Here’s how business leaders can create an environment where failure is encouraged, not punished.

Applaud people who fail: As a leader, you need to praise people who take risks and explore new ways to gain market share, since short-term failures can lead to the biggest business successes down the road. Talk publicly about why the failed venture has merit, and what your employees have learned from it. At performance review time, let the innovators who dare to fail know that you value their contributions.

Acknowledge your own failures: When you experience a failure as a leader, don’t hide it – talk about it. Your missed opportunity will encourage others to take risks. When you tell personal stories about your own failed plans, you give permission to everyone in the organization to do the same, without fear of reprisals. (Of course, you should always remind people that they should dig deep for lessons learned from every failed attempt.)

Create a culture of innovation and entrepreneurship: Grant people the time to work on projects that they are passionate about – beyond their daily responsibilities. This sends employees a signal that their failures as well as their successes have great value to the business. Google does this, allowing its engineers to spend 20 percent of their work time on side projects. You can’t argue with success: Google’s Orkut social networking service and AdSense ads for website content came directly from this “20 percent time” program.

So get out there and fail – and take inspiration from Thomas Edison, who suffered through more than a thousand experiments before finally inventing a working light bulb. “I didn’t fail a thousand times,” Edison told a journalist. “The light bulb was an invention with a thousand steps.”

Follow Naveen Jain on Twitter: www.twitter.com/Naveen_Jain_CEO

When examining the delicate balance that life on Earth hangs within, it is impossible not to consider the ongoing love/hate connection between our parent star, the sun, and our uniquely terraqueous home planet.

On one hand, Earth is situated so perfectly, so ideally, inside the sun’s habitable zone, that it is impossible not to esteem our parent star with a sense of ongoing gratitude. It is, after all, the onslaught of spectral rain, the sun’s seemingly limitless output of charged particles, which provide the initial spark to all terrestrial life.

Yet on another hand, during those brief moments of solar upheaval, when highly energetic Earth-directed ejecta threaten with destruction our precipitously perched technological infrastructure, one cannot help but eye with caution the potentially calamitous distance of only 93 million miles that our entire human population resides from this unpredictable stellar inferno.

On 6 February 2011, twin solar observational spacecraft STEREO aligned at opposite ends of the sun along Earth’s orbit, and for the first time in human history, offered scientists a complete 360-degree view of the sun. Since solar observation began hundreds of years ago, humanity has had available only one side of the sun in view at any given time, as it slowly completed a rotation every 27 days. First launched in 2006, the two STEREO satellites are glittering jewels among a growing crown of heliophysics science missions that aim to better understand solar dynamics, and for the next eight years, will offer this dual-sided view of our parent star.

In addition to providing the source of all energy to our home planet Earth, the sun occasionally spews from its active regions violent bursts of energy, known as coronal mass ejections(CMEs). These fast traveling clouds of ionized gas are responsible for lovely events like the aurorae borealis and australis, but beyond a certain point have been known to overload orbiting satellites, set fire to ground-based technological infrastructure, and even usher in widespread blackouts.

CMEs are natural occurrences and as well understood as ever thanks to the emerging perspective of our sun as a dynamic star. Though humanity has known for centuries that the solar cycle follows a more/less eleven-year ebb and flow, only recently has the scientific community effectively constellated a more complete picture as to how our sun’s subtle changes effect space weather and, unfortunately, how little we can feasibly contend with this legitimate global threat.

The massive solar storm that occurred on 1 September 1859 produced aurorae that were visible as far south as Hawai’i and Cuba, with similar effects observed around the South Pole. The Earth-directed CME took all of 17 hours to make the 93 million mile trek from the corona of our sun to the Earth’s atmosphere, due to an earlier CME that had cleared a nice path for its intra-stellar journey. The one saving grace of this massive space weather event was that the North American and European telegraph system was in its delicate infancy, in place for only 15 years prior. Nevertheless, telegraph pylons threw sparks, many of them burning, and telegraph paper worldwide caught fire spontaneously.

Considering the ambitious improvements in communications lines, electrical grids, and broadband networks that have been implemented since, humanity faces the threat of space weather on uneven footing. Large CME events are known to occur around every 500 years, based on ice core samples measured for high-energy proton radiation.

The CME event on 14 March 1989 overloaded the HydroQuebec transmission lines and caused the catastrophic collapse of an entire power gird. The resulting aurorae were visible as far south as Texas and Florida. The estimated cost was totaled in the hundreds of million of dollars. A later storm in August 1989 interfered with semiconductor functionality and trading was called off on the Toronto stock exchange.

Beginning in 1995 with the launch and deployment of The Solar Heliospheric Observatory (SOHO), through 2009 with the launch of SDO, the Solar Dynamics Observatory, and finally this year, with the launch of the Glory science mission, NASA is making ambitious, thoughtful strides to gain a clearer picture of the dynamics of the sun, to offer a better means to predict space weather, and evaluate more clearly both the great benefits and grave stellar threats.

Earth-bound technology infrastructure remains vulnerable to high-energy output from the sun. However, the growing array of orbiting satellites that the best and the brightest among modern science use to continually gather data from our dynamic star will offer humanity its best chance of modeling, predicting, and perhaps some day defending against the occasional outburst from our parent star.

Written by Zachary Urbina, Founder Cozy Dark

Transhumanists are into improvements, and many talk about specific problems, for instance Nick Bostrom. However, Bostrom’s problem statements have been criticized for not necessarily being problems, and I think largely this is why one must consider the problem definition (see step #2 below).

Sometimes people talk about their “solutions” for problems, for instance this one in H+ Magazine. But in many cases they are actually talking about their ideas of how to solve a problem, or making science-fictional predictions. So if you surf the web, you will find a lot of good ideas about possibly important problems—but a lot of what you find will be undefined (or not very well defined) problem ideas and solutions.

These proposed solutions often do not attempt to find root causes or assume the wrong root cause. And finding a realistic complete plan for solving a problem is rare.

8D (Eight Disciplines) is a process used in various industries for problem solving and process improvement. The 8D steps described below could be very useful for transhumanists, not just for talking about problems but for actually implementing solutions in real life.

Transhuman concerns are complex not just technologically, but also socioculturally. Some problems are more than just “a” problem—they are a dynamic system of problems and the process for problem solving itself is not enough. There has to be management, goals, etc., most of which is outside the scope of this article. But first one should know how deal with a single problem before scaling up, and 8D is a process that can be used on a huge variety of complex problems.

Here are the eight steps of 8D:

  1. Assemble the team
  2. Define the problem
  3. Contain the problem
  4. Root cause analysis
  5. Choose the permanent solution
  6. Implement the solution and verify it
  7. Prevent recurrence
  8. Congratulate the team

More detailed descriptions:

1. Assemble the Team

Are we prepared for this?

With an initial, rough concept of the problem, a team should be assembled to continue the 8D steps. The team will make an initial problem statement without presupposing a solution. They should attempt to define the “gap” (or error)—the big difference between the current problematic situation and the potential fixed situation. The team members should all be interested in closing this gap.

The team must have a leader; this leader makes agendas, synchronizes actions and communications, resolves conflicts, etc. In a company, the team should also have a “sponsor”, who is like a coach from upper management. The rest of the team is assembled as appropriate; this will vary depending on the problem, but some general rules for a candidate can be:

  • Has a unique point of view.
  • Logistically able to coordinate with the rest of the team.
  • Is not committed to preconceived notions of “the answer.”
  • Can actually accomplish change that they might be responsible for.

The size of an 8D team (at least in companies) is typically 5 to 7 people.

The team should be justified. This matters most within an organization that is paying for the team, however even a group of transhumanists out in the wilds of cyberspace will have to defend themselves when people ask, “Why should we care?”

2. Define the Problem

What is the problem here?

Let’s say somebody throws my robot out of an airplane, and it immediately falls to the ground and breaks into several pieces. This customer then informs me that this robot has a major problem when flying after being dropped from a plane and that I should improve the flying software to fix it.

Here is the mistake: The problem has not been properly defined. The robot is a ground robot and was not intended to fly or be dropped out of a plane. The real problem is that a customer has been misinformed as to the purpose and use of the product.

When thinking about how to improve humanity, or even how to merely improve a gadget, you should consider: Have you made an assumption about the issue that might be obscuring the true problem? Did the problem emerge from a process that was working fine before? What processes will be impacted? If this is an improvement, can it be measured, and what is the expected goal?

The team should attempt to grok the issues and their magnitude. Ideally, they will be informed with data, not just opinions.

Just as with medical diagnosis, the symptoms alone are probably not enough input. There are various ways to collect more data, and which methods you use depends on the nature of the problem. For example, one method is the 5 W’s and 2 H’s:

  • Who is affected?
  • What is happening?
  • When does it occur?
  • Where does it happen?
  • Why is it happening (initial understanding)?
  • How is it happening?
  • How many are affected?

For humanity-affecting problems, I think it’s very important to define what the context of the problem is.

3. Contain the Problem

Containment

Some problems are urgent, and a stopgap must be put in place while the problem is being analyzed. This is particularly relevant for problems such as product defects which affect customers.

Some brainstorming questions are:

  • Can anything be done to mitigate the negative impact (if any) that is happening?
  • Who would have to be involved with that mitigation?
  • How will the team know that the containment action worked?

Before deploying an interim expedient, the team should have asked and answered these questions (they essentially define the containment action):

  • Who will do it?
  • What is the task?
  • When will it be accomplished?

A canonical example: You have a leaky roof (the problem). The containment action is to put a pail underneath the hole to capture the leaking water. This is a temporary fix until the roof is properly repaired, and mitigates damage to the floor.

Don’t let the bucket of water example fool you—containment can be massive, e.g. corporate bailouts. Of course, the team must choose carefully: Is the cost of containment worth it?

4. Root Cause Analysis

There can be many layers of causation

Whenever you think you have an answer to a problem, as yourself: Have you gone deep enough? Or is there another layer below? If you implementt a fix, will the problem grow back?

Generally in the real world events are causal. The point of root cause analysis is to trace the causes all the way back for your problem. If you don’t find the origin of the causes, then the problem will probably rear its ugly head again.

Root cause analysis is one of the most overlooked, yet important, steps of problem solving. Even engineers often lose their way when solving a problem and jump right into a fix which later on turned out to be a red herring.

Typically, driving to root cause follows one of these two routes:

  1. Start with data; develop theories from that data.
  2. Start with a theory; search for data to support or refute it.

Either way, team members must always remember keep in mind that correlation is not necessarily causation.

One tool to use is the 5 Why’s, in which you move down the “ladder of abstraction” by continually asking: “why?” Start with a cause and ask why this cause is responsible for the gap (or error). Then ask again until you’ve bottomed out with something that may be a true root cause.

There are many other general purpose methods and tools to assist in this stage; I will list some of them here, but please look them up for detailed explanations:

  • Brainstorming: Generate as many ideas as possible, and elaborate on the best ideas.
  • Process flow analysis: Flowchart a process; attempt to narrow down what element in the flow chart is causing the problem.
  • Fishikawa: Use a Fishikawa (aka Cause and Effect) diagram to try narrowing down the cause(s).
  • Pareto analysis: Generate a Pareto chart, which may indicate which cause (of many) should be fixed first.
  • Data analysis: Use trend charts, scatter plots, etc. to assist in finding correlations and trends.

And that is just the beginning—a problem may need a specific new experiment or data collection method devised.

Ideally you would have a single root cause, but that is not always the case.

The team should also come up with various correction actions that solve the root cause, to be selected and refined in the next step.

5. Choose the Permanent Solution

The solution must be one or more corrective actions that solve the cause(s) of the problem. Corrective action selection is additionally guided by criteria such as time constraints, money constraints, efficiency, etc.

This is a great time to simulate/test the solution, if possible. There might be unaccounted for side effects either in the system you fixed or in related systems. This is especially true for some of the major issues that transhumanists wish to tackle.

You must verify that the corrective action(s) will in fact fix the root cause and not cause bad side effects.

6. Implement the Solution and Verify It

This is the stage when the team actually sets into motion the correction action(s). But doing it isn’t enough—the team also has to check to see if the solution is really working.

For some issues the verification is clean-cut. Some corrective actions have to be evaluated with effectiveness, for instance some benchmark. Depending on the time scale of the corrective action, the team might need to add various monitors and/or controls to continually make sure the root cause is squashed.

7. Prevent Recurrence

It’s possible that a process will revert back to its old ways after the problem has been solved, resulting in the same type of problem happening again. So the team should provide the organization or environment with improvements to processes, procedures, practices, etc. so that this type of problem does not resurface.

8. Congratulate the Team

Party time! The team should share and publicize the knowledge gained from the process as it will help future efforts and teams.

Image credits:
1. Inception (2010), Warner Bros.
2. Peter Galvin
3. Tom Parnell
4. shalawesome

I’ve been an entrepreneur most of my adult life. Recently, on a long business flight, I began thinking about what it takes to become successful as an entrepreneur — and how I would even define the meaning “success” itself. The two ideas became more intertwined in my thinking: success as an entrepreneur, entrepreneurial success. I’ve given a lot of talks over the years on the subject of entrepreneurship. The first thing I find I have to do is to dispel the persistent myth that entrepreneurial success is all about innovative thinking and breakthrough ideas. I’ve found that entrepreneurial success usually comes through great execution, simply by doing a superior job of doing the blocking and tackling.

But what else does it take to succeed as an entrepreneur — and how should an entrepreneur define success?

Bored with the long flight, sinking deeper into my own thoughts, I wrote down my own answers.

Here’s what I came up with, a “Top Ten List” if you will:

10. You must be passionate about what you are trying to achieve. That means you’re willing to sacrifice a large part of your waking hours to the idea you’ve come up with. Passion will ignite the same intensity in the others who join you as you build a team to succeed in this endeavor. And with passion, both your team and your customers are more likely to truly believe in what you are trying to do.

9. Great entrepreneurs focus intensely on an opportunity where others see nothing. This focus and intensity helps to eliminate wasted effort and distractions. Most companies die from indigestion rather than starvation i.e. companies suffer from doing too many things at the same time rather than doing too few things very well. Stay focused on the mission.

8. Success only comes from hard work. We all know that there is no such thing as overnight success. Behind every overnight success lies years of hard work and sweat. People with luck will tell you there’s no easy way to achieve success — and that luck comes to those who work hard. Successful entrepreneurs always give 100% of their efforts to everything they do. If you know you are giving your best effort, you’ll never have any reason for regrets. Focus on things you can control; stay focused on your efforts and let the results be what they will be.

7. The road to success is going to be long, so remember to enjoy the journey. Everyone will teach you to focus on goals, but successful people focus on the journey and celebrate the milestones along the way. Is it worth spending a large part of your life trying to reach the destination if you didn’t enjoy the journey along the way? Won’t the team you attract to join you on your mission also enjoy the journey more as well? Wouldn’t it be better for all of you to have the time of your life during the journey, even if the destination is never reached?

6. Trust your gut instinct more than any spreadsheet. There are too many variables in the real world that you simply can’t put into a spreadsheet. Spreadsheets spit out results from your inexact assumptions and give you a false sense of security. In most cases, your heart and gut are still your best guide. The human brain works as a binary computer and can only analyze the exact information-based zeros and ones (or black and white). Our heart is more like a chemical computer that uses fuzzy logic to analyze information that can’t be easily defined in zeros and ones. We’ve all had experiences in business where our heart told us something was wrong while our brain was still trying to use logic to figure it all out. Sometimes a faint voice based on instinct resonates far more strongly than overpowering logic.

5. Be flexible but persistent — every entrepreneur has to be agile in order to perform. You have to continually learn and adapt as new information becomes available. At the same time you have to remain persistent to the cause and mission of your enterprise. That’s where that faint voice becomes so important, especially when it is giving you early warning signals that things are going off-track. Successful entrepreneurs find the balance between listening to that voice and staying persistent in driving for success — because sometimes success is waiting right across from the transitional bump that’s disguised as failure.

4. Rely on your team — It’s a simple fact: no individual can be good at everything. Everyone needs people around them who have complimentary sets of skills. Entrepreneurs are an optimistic bunch of people and it’s very hard for them to believe that they are not good at certain things. It takes a lot of soul searching to find your own core skills and strengths. After that, find the smartest people you can who compliment your strengths. It’s easy to get attracted to people who are like you; the trick is to find people who are not like you but who are good at what they do — and what you can’t do.

3. Execution, execution, execution — unless you are the smartest person on earth (and who is) it’s likely that many others have thought about doing the same thing you’re trying to do. Success doesn’t necessarily come from breakthrough innovation but from flawless execution. A great strategy alone won’t win a game or a battle; the win comes from basic blocking and tackling. All of us have seen entrepreneurs who waste too much time writing business plans and preparing PowerPoints. I believe that a business plan is too long if it’s more than one page. Besides, things never turn out exactly the way you envisioned them. No matter how much time you spend perfecting the plan, you still have to adapt according to the ground realities. You’re going to learn a lot more useful information from taking action rather than hypothesizing. Remember — stay flexible and adapt as new information becomes available.

2. I can’t imagine anyone ever achieving long-term success without having honesty and integrity. These two qualities need to be at the core of everything we do. Everybody has a conscience — but too many people stop listening to it. There is always that faint voice that warns you when you are not being completely honest or even slightly off track from the path of integrity. Be sure to listen to that voice.

1. Success is a long journey and much more rewarding if you give back. By the time you get to success, lots of people will have helped you along the way. You’ll learn, as I have, that you rarely get a chance to help the people who helped you because in most cases, you don’t even know who they were. The only way to pay back the debts we owe is to help people we can help — and hope they will go on to help more people. When we are successful, we draw so much from the community and society that we live in we should think in terms of how we can help others in return. Sometimes it’s just a matter of being kind to people. Other times, offering a sympathetic ear or a kind word is all that’s needed. It’s our responsibility to do “good” with the resources we have available.

Measuring Success — Hopefully, you have internalized the secrets of becoming a successful entrepreneur. The next question you are likely to ask yourself is: How do we measure success? Success, of course, is very personal; there is no universal way of measuring success. What do successful people like Bill Gates and Mother Teresa have in common? On the surface it’s hard to find anything they share — and yet both are successful. I personally believe the real metric of success isn’t the size of your bank account. It’s the number of lives where you might be able to make a positive difference. This is the measure of success we need to apply while we are on our journey to success.

Naveen Jain is a philanthropist, entrepreneur and technology pioneer. He is a founder and CEO of Intelius, a Seattle-based company that empowers consumers with information to make intelligent decisions about personal safety and security. Prior to Intelius, Naveen Jain founded InfoSpace and took it public in 1998 on NASDAQ. Naveen Jain has been awarded many honors for his entrepreneurial successes and leadership skills including “Ernst & Young Entrepreneur of the Year”, “Albert Einstein Technology Medal” for pioneers in technology, “Top 20 Entrepreneurs” by Red Herring, “Six People Who Will Change the Internet” by Information Week, among other honors.