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In this episode of The Crownsmen Show, hosts Jerrod Downey, Rory Bamford, and Roy Slack discuss the lessons from DowDuPont's split, Imperial Oil's renewable diesel investment, and review Silversmith's Black Lager.Heavy Industry Tour Partner
In this Screaming in the Cloud episode, Corey welcomes Dana Mattioli, author of 'The Everything War: Amazon's Ruthless Quest to Own the World and Remake Corporate Power.' Together, they discuss the themes of her book, exploring Amazon's extensive reach and influence across multiple sectors, its profound impact on competition, and the ethical concerns surrounding its aggressive business practices. They also discuss Amazon's internal culture, intricate relationships with government entities, and strategic maneuvers within the corporate world.Show Highlights: (00:00) - Introduction (01:39) - The vast expansion of Amazon and its impact on modern society and corporate strategy(05:31) - Amazon's internal profit strategies(07:04) - Amazon's growth: Intentional strategy or opportunistic expansion?(13:51) - Amazon's competitive and controversial tactics against startups and innovators(16:25) - Amazon's workplace culture and systemic issues leading to unethical practices(20:49) - How Amazon leverages customer data to maintain competitive advantages(25:17) - Amazon's interactions with the government and its public relations strategy(29:28) - Amazon's ethical practices and the real-world impacts (32:00) - Amazon's use of algorithms like Project Nessie to manipulate market pricing(36:28) - Corey critiques Amazon's internal product strategies(38:29) - Amazon's market dominance across various sectors (40:57) - Antitrust enforcement and their effects on modern digital monopolies (44:04) - Potential critical responses from Amazon insiders about Dana's book(45:50) - Closing thoughts and where to find DanaAbout Dana: Dana Mattioli is a Wall Street Journal reporter based in New York, focusing on Amazon's business practices, market power, and antitrust issues. She authored "The Everything War: Amazon's Ruthless Quest to Own the World and Remake Corporate Power" and was a 2020 Pulitzer Prize finalist for her investigative work on Amazon. Dana won the 2021 Gerald Loeb Award for Beat Reporting and the WERT Prize for business journalism. Previously, she covered mergers & acquisitions, including Pfizer's $150 billion Allergan deal and the Dow-DuPont merger, which won a Gerald Loeb Award in 2016. Dana began her career at the Journal in 2006 after graduating from American University with degrees in journalism and literature.Links referenced: Dana's LinkedIn: https://www.linkedin.com/in/dana-mattioli-7b09779/Dana's Twitter: https://twitter.com/DanaMattioliDana's Book, The Everything War: Amazon's Ruthless Quest to Own the World and Remake Corporate Power: https://bookshop.org/p/books/the-everything-war-amazon-s-ruthless-quest-to-own-the-world-and-remake-corporate-power-dana-mattioli/20335592* Sponsor Prowler: https://prowler.com
Agtech continues to be one of the fastest-growing categories of the agbioscience economy as producers and those that serve them seek to deliver greater value, efficiency and ultimately, improve net farm income. This week, we are joined by Dr. Brian Lutz, VP of Agricultural Solutions, at Corteva Agriscience. They dive into optimizing solutions for the farmer, the transformation of agtech and where we are at in its maturation cycle. Brian also talks about digital solutions letting farmers transparently see the value of the products they're investing in for their operations and how Corteva Agriscience is formatting their business in accordance. Lastly, he talks through energy, sustainability and what's ahead for the company's digital platform.
In a decision that ricocheted around the world this month, the European Commission announced it had blocked the $8 billion Illumina-Grail merger. Arguing that Illumina's acquisition of Grail, a cancer-testing company, would stifle innovation, Commissioner Margrethe Vestager appeared to be harking back to a theory of harm that was the talk of the town back in the late 2010s, when the Dow-Dupont and Bayer-Monsanto deals were making headlines. More importantly, though, the European Commission's decision leaves the EU out of sync with the US, where a court has overturned a regulator's attempt to block the deal.
Our guest is Johanna Soderstrom - Chief People Officer at Tyson Foods. As a member of the Tyson Foods' enterprise leadership team, Johanna brings over two decades of experience in global people solutions, employee engagement, and talent development. Before that, she served as Chief HR Officer at The Dow Chemical Company and oversaw the company's cultural and organizational transformation through the DowDuPont merger and spin-off. Johanna is also a member of the board of Neste. In this episode of Scaling Culture, Ron and Johanna discuss: How does Tyson make core values come to life across 139,000 staff worldwide? What tactics helped Tyson achieve 78% completion on their employee engagement survey? What mindset shift / aha moment transformed Johanna's approach to employee experience? For more information about Johanna Soderstrom, please follow her on LinkedIn. To learn more about our books or the Scaling Culture Masterclass online, please go to ScalingCulture.Org. Lastly, if you enjoyed this episode, please leave us a comment and share the podcast with one of your friends or colleagues. We'll be back soon with another incredible guest!
Corteva (CTVA) is an agricultural unit of DowDuPont prior to being spun off. The Corteva portfolio of brands incudes Closer, Delegate, Pioneer, and Brevant Seeds. Corteva (CTVA) is an agricultural chemical and seed company. Recently, JPMorgan upgraded the CTVA stock to overweight from neutral.
This episode explores innovation in the agriculture sector. Erik Roth, leader of McKinsey's innovation work globally, talks with Neal Gutterson, who recently retired as CTO of agricultural chemical and seed company Corteva. Gutterson explains the transformation he led following a spinoff from DowDuPont to bring together disparate R&D organizations into one cohesive engine of innovation. Read more > Listen to the podcast (duration: 32:37) >
Read more > Listen to the podcast (duration: 32:37) > This episode explores innovation in the agriculture sector. Erik Roth, leader of McKinsey's innovation work globally, talks with Neal Gutterson, who recently retired as CTO of agricultural chemical and seed company Corteva. Gutterson explains the transformation he led following a spinoff from DowDuPont to bring together disparate R&D organizations into one cohesive engine of innovation.See www.mckinsey.com/privacy-policy for privacy information
In this episode, Managing Director of Sagesse Lumiere, Dr. C. Adam Callery, talks about small In businesses in the wake of the Covid-19 pandemic. Today, Dr. Callery talks about the implications of the pandemic on future business strategies, the importance of agility, and understanding cashflow. How often should a business of any size check their financial status? Hear about some emerging trends, three critical activities for success, how Dr. Callery helps other entrepreneurs, and get his valuable advice, all on today's episode of The Healthy, Wealthy & Smart Podcast. Key Takeaways “Never confuse faith that you will prevail in the end.” “If you want to be successful moving forward, you have to be ready for these unexpected changes.” “You can't be afraid to act fast, but you don't want to be reckless.” “You have to take a step back sometimes and attack a problem formally.” “I cannot just assume that because my bank account has money in it that I'm actually in a good position.” “You have to position yourself, or maybe carve out specific time, for you to really learn your industry.” “You have to be close enough to the operations to know what's going on.” “It is extremely important, whether you're an existing business owner or a new business owner, to truly understand what cashflow means.” “You can do it. You can actually be an entrepreneur. Just go out and do it.” “Bring people around you who have the knowledge that you need, because you're not going to know everything, and if you adapt that knowledge, you'll be successful.” More about Dr. Callery Dr. Callery is an entrepreneur and higher education educator. For the past eleven (11) years, Dr. Callery has worked directly with the start-up and emerging business communities at a national level. For ten of the eleven years, Dr. Callery has held the roles as facilitator and trainer for two (2) nationally recognized small business growth programs, the US Small Business Administration's Streetwise MBA Program in Chicago and the Goldman Sachs 10,000 Small Businesses Program. His company, Sagesse Lumiere, a small business coaching and consulting firm, was established seven years ago to complement the work he was doing in these programs. To date, Dr. Callery has advised over one thousand small business founders while participating within the national programs cited above. Dr. Callery, as a coach and consultant, works with small business owners on approaches to effectively build value by deploying new business practices and processes to improve financial performance and operational efficiency. Prior to working with small business owners as a business coach, Dr. Callery worked for several Fortune 1000 companies such as IBM, Dow/Dupont, Pepsi, United Airlines, and First National Bank of Chicago. His broad industry experience has prepared him to be a capable business consultant. Since leaving the corporate arena, he has become a trusted advisor for many small business founders. As a higher education educator, he has served as an Associate Dean for workforce development programs and currently works as a tenured faculty member for Harold Washington College, one of the City Colleges of Chicago. Dr. Callery has earned a Bachelor's in Chemical Engineering from Illinois Institute of Technology; a Master of Business Administration from University of North Carolina, Chapel Hill; and a Doctorate in Higher Education from National Louis University, Chicago. Suggested Keywords Healthy, Wealthy, Smart, Small Business, COVID-19, Research, Success, Cashflow, Entrepreneurship, Mentorship, Finance Resources: The Goldman Sachs 10,000 Small Businesses Program WSC1998: AVOIDING THE BLUES FOR AIRLINE TRAVELERS To learn more, follow Dr. Callery at: Website: https://sagesselumiere.com Twitter: @callerysagesse Instagram: @callery_sagesselumiere LinkedIn: Dr. C. Adam Callery Subscribe to Healthy, Wealthy & Smart: Website: https://podcast.healthywealthysmart.com Apple Podcasts: https://podcasts.apple.com/us/podcast/healthy-wealthy-smart/id532717264 Spotify: https://open.spotify.com/show/6ELmKwE4mSZXBB8TiQvp73 SoundCloud: https://soundcloud.com/healthywealthysmart Stitcher: https://www.stitcher.com/show/healthy-wealthy-smart iHeart Radio: https://www.iheart.com/podcast/263-healthy-wealthy-smart-27628927 Read the Full Transcript Here: 00:03 Hi, Dr. Callery. Welcome to the podcast. It's an honor to have you on. So thanks so much for joining me. 00:10 I'm so happy to be here. And so glad you invited me to attend your podcast. 00:14 Oh, this is great. And you know, like I said in the, in the intro, you were our lead instructor for the Goldman Sachs 10,000 Small Business program. So I owe a lot of my being a therapist and having to be a business owner to now being a business owner who happens to be a therapist to you and the rest of the staff and business advisors. It was really life changing. So thank you so much. 00:40 Well, I think I thank you for being a participant in the program. It's a hard program, we asked a lot of you for an extended period of time. And I have to say, I cannot do it solely by myself. It really is just a good strong team that covers so many different areas of business management that's needed for most small business owners. So I'm just having to have good people around me, that helps make the process very smooth. 01:05 Yeah, absolutely. And today, we are going to talk about sort of small business owners, and the effects of COVID-19, which we have been in for the last 18 months and doesn't look like it's ending anytime soon. But we are back to work. There are mitigation factors in place. But now, how do we position ourselves for the long term in this new world? So my question is, what are some of the lessons you have learned over the past 18 months? And what are the implications for your future business strategies? 01:50 Well, I think that's a great question. Because myself, I'm also a business owner, I am a small business coach. And I would have to say for the last 18 months, that's been a question that's been raised many times, I can think back to March, when we first moved into COVID. Everything shut down. And to be honest, it seemed very dark at that time. And then for the next three to four months, I was working with a lot of small business owners, and we were having those discussions, what are what's next, you know, how do I get out of this. And in fact, if you started to look at the newspaper, you'll see headlines saying this is the worst crisis since the depression or behind closed doors, there's calamity. And when you read those phrases, it actually diminishes your ability to be a leader, and organizer of your business. And so what I had to do as a coach started having different discussions and say, we must look forward. And the way I did that was having a time with individuals to stop and say, Hey, if we take a look at the Great Depression, or the great recession of 2008, those same phrases were being said then, yet, we were still standing in 2020. So we have to believe that we're going to pass through this period as well. And so the discussion became, how do we do that, and in most cases, and then bring back or I should say, shorten your horizon from looking out two to three years, to just make it now bring it down to three months down the six months, make it manageable, it was easier for you to see out three months, it's easier for to see how six months, and then just be very tactical. And so during that last quarter of 2020, through the beginning of the initiation of 2021, many of the conversations with business owners have centered on that, how can we focus on some short tactical goals that keep the lights on, they keep my current employees satisfied, so they stay with me to make sure the customers I do have still like the services are providing or the product that they're buying from us. Therefore, we have to maintain the same level of quality. So just being very tactical that way. And then hopefully, when we're on the other side, we can then return to a posture where we're thinking longer term. 04:06 And all that, to me just sounds like a small business owners that we have to be really agile, and we have to be able to pivot. And so can you speak to a little bit more about agility as a business owner, and how we can foster that if it's something that we're not used to? 04:28 Well, agility, you know, it's a strong word, right? So it means that we're flexible. But again, coming through this COVID period, it didn't seem like flexibility existed. Everywhere I turned, something was shutting down. So I've seen closer to the end, then something that was gonna be an opportunity in the future. And I came across a quote, it came out of the book called Good to Great. That was written in 2001. And I wrote it down someone just read it verbatim because it's a unique quote, but I think it addresses issue. It says never confused. That you will prevail in the end. So that saying this thing of, I have faith that I'm going to win, I have faith that my business is going to win, it's going to be successful, and I'm gonna make a lot of money from it, or I'm going to be fame, I'm going to become famous from it, you have this faith, you got to have this confidence, that's probably a better word, I got to have the confidence that I will make it through. But here's what the rest of the quote says it says, I can never lose that confidence. However, I must have the discipline to confront the most brutal acts of your current reality. So the current reality of 2020 was, everybody's impacted at the same time, my competitors, my peers, people across the ocean, everyone is getting hit with this calamity. So now I have to think out of the box, and I also have to think very practically, so that's where the agility comes in, I didn't have a lot of time to wait six months to see if it's gonna work, because I may not be here. So I may have to take some cost cutting measures that are going to be very draconian, but necessary, I may have to talk to my staff and negotiate with them, and maybe get them to take a cut and pay, letting them know I'm trying to keep everyone alive here, I may have to talk to my customers in a different way and find out, are you still here? You know, are you still viable, because my customer is also impacted by this. So then I can sort of forecast what my sales potential could be. Because many of the customers went out of business for many of my clients. So agility means that you are being sorry, that you're focusing on today. And you're being very practical, very tactical, you're using your experiences, from your I should say, your past experiences as a business leader, and a business owner. But you also are willing, and here's the key, you are willing to take in advice from subject matter experts who are in your industry, and also outside your industry to help you navigate this because this was so unknown, a lot of unknown territory that we were crossing through. 06:55 Absolutely. And I would also think that in that time, I'll use the example of the physical therapy profession, but kind of acknowledge acknowledging emerging trends during this time. So for the physical therapy world, certainly here in New York City, we were close, literally shut down ghost town from March to almost June or July of 2020. So what do you have to do to keep things going? So the emerging trend was telehealth? Yeah, telehealth has been a trend and it has been coming up and coming up. But I think as a PT, if you didn't acknowledge that that trend existed, and didn't hug that trend, like it's your best friend, you you were in trouble, right? So what other kinds of trends Did you see within the small business world that people had to acknowledge and embrace in order to not only bring them through 2020. But I'm sure a lot of those trends have continued well into this year. 07:56 I agree 100%, the hardest trend, and I don't know if I can call it a trend, that's probably more of an action, the action that I may have to return to what I was before. And what I mean by that is, maybe we're a sizable business, you had 50 employees, or maybe employees and contractors working for you that accounted for about 50 people that you're responsible for, had a fairly good customer base that you're working with COVID hits and everything shuts down. Now, you may have to go back to what you were three years earlier, that's when you started the business where you were a smaller company, not as nimble because you were smaller, but you were very focused and very targeted. And that was the trend, I was saying that people say I'm at the roll back to where I was before. And that by rolling back doesn't mean I'm failed, which is another trend element. It doesn't mean I'm failing, it means I had to adjust, you know. So it's realizing that businesses aren't always going to go up with hockey stick and grow, grow, grow, grow without interruption, that there will be these troughs. And if I hit a trough, I may have to back up a little bit. In this case, people have to back up a lot. A great example of that would be the restaurant community. Here in Chicago, I've seen it all over where people physically had to change the menu, they may have 30 items on the menu. And they just took duct tape and started covering over things and reduce the menu down to something that they could manage based on staff based on a cost of the ingredients based on just pure demand, because now they're doing just takeout services, no longer doing to sit in services. why they do that, because I have to still pay the rent, I still have to pay some utilities, I still have to pay something. So I have to have some money coming in. And I want to be here for the next day. So I may have to swallow deeply. And Take another deep breath and say I have to go back to where I was maybe when I started the business so I can survive this period not knowing if you remember not knowing back in April, how long is this going to go? Because the predictions were two months, six months, two years, five years. Nobody knew. So You had to be very specific and very intentional about how far you will go back in time in order to survive and be here for the future. 10:09 Yeah, I mean, gosh, back in March, when New York City shut down, I was like, ah, six or eight weeks, we'll 10:15 be back up and running. Let's see, 18 months later, 10:21 not quite back to where we were. But getting closer. But to your point, yeah, I thought it would just be like six or eight weeks. And this will be a little adjustment that I'd have to make in my business. But it, it actually turned into a long term adjustment that I love. And I'm glad now that it's part of my business. So that ability to pivot quickly actually turned into a big positive for my company, because now I can actually see more people because I don't have to see them in person. 10:51 I agree. I agree. And I stole something else out to you. It's not so much of a trend, but it's probably a revelation. So we know a lot of business owners have different backgrounds, and they come from different walks of life. And so if we put an academic hat on, we have individuals coming out of MBA programs, and they have knowledge around business. The key is what does an MBA program teach? What MBA program teaches is that you need to go out and look at the environment that you're in. So that means you research on what some of these latest trends are. When we have a situation like COVID, I know many business owners typically don't worry about what the trends are, they worry more about what's going on in their daily environment in their community, and their marketplace, and they're just focused on can I sell something tomorrow, I think COVID has opened up a new reality that if you want to be successful moving forward, you have to be ready for these unexpected change as well. How can I reduce the number of unexpected changes, I start to do some research, I start to do some reading in my industry and also outside of my industry. So I can see those trends that you were talking about earlier. So telemarketing has been or tele health rather, has been around for a long time. People talk about it, but it wasn't economically feasible. Then when I need it, those who knew about it jumped on it. So but I had to know about it, I needed to have that information. So this is an important time as business leaders now to say, what else do I need to know? Do I need to join my industry associations? Do I need to go out and and go to conferences, go to particular training programs, where I can start to learn about what is going on around me so I can be better equipped for the next situation may not be a pandemic? Or it could be droughts, if you're out west? Who knows? It's going to be something so how can I be prepared for the next something? 12:39 Yeah, because you know, something that you had brought that you brought up in our kind of communication before we recorded this is and I like this phrase you put in quotations, you can't be afraid to act fast. But you don't want to be reckless. Yes, yeah, right. And so by doing the research, you can act quickly, and not in a reckless manner. Because you know where you are, you know, what the industry is holding, and you've got that research. So you can act quickly with authority. And with some sense of operation. 13:15 I agree. And ask where, you know, we want to say, you want to be intentional. And that's what that word really means. And especially when we're in our programs, we use that word a lot. But it's good to unpack it. So you just mentioned and that reckless, and I'm not trying to be strong willed. So when I'm talking to my employees, I'm trying to hit them over here with a club, but I'm intentional. So I have I know where I want to go, I've taken the time to do some research. So I've set a goal in mind, I've also decided on a path that we can take, but I'm also willing to ask around to see if that's the best path. So that's where I'm not being reckless, I'll go ahead and qualify it by talking to other subject matter experts, talk to other people in the industry and say, This is what I want to do based on my capabilities. What do you guys think? What do you people think? And that can help me then to minimize risk? Because we'll never eliminate it. We're just trying to minimize risk. So we can be successful. 14:10 Absolutely. And so now, we've we've sort of identified research we have we spoke to people, we got advice. Now we want to move forward. So we need some sort of formal operations. So these operations, as you said, they kind of revolve around three critical activities. So can you share with the listeners what those critical activities are, to make that those formal operations successful? 14:38 So I can that'd be beautiful. We've met through the Goldman Sachs program and what I've learned over the last 10 years in that program, is that you have to take a step back sometimes and attack a problem formally. And so we start off with the purpose, what is your business purpose? And what that means, of course, is what do you think? to do in your marketplace, who you're trying to sell to, why you're doing it, why are you actually involved in this work? The second thing we try to do is examine how we actually do the work. And this is the operational piece. So how do we actually do the work? How do we earn our revenues? How do we manage our team? How do we actually produce the product or service? Are we doing it efficiently? And then the last piece I call her reflection, but that's the research piece. I've been doing this for five years, I've been doing it for 10 years, is this the best way to do it now, based on the changes in the business environment, changes in government regulations, changes in social trends, changes in the number of competitors, or the type of competitors that so the three pieces are looking at my purpose? Why did I get into this business? Why do I want to do this or continue to do this kind of work, I look at my model my business model in general, and think about how I currently conduct business and see there's a better way I can do it more efficiently, more effectively. And then last but not least, I have this reflection or research activity that I do continuously continuous learning to make sure I understand my marketplace, understand my industry, understand what's happening with competitors around me also start to probe and find out are my customers still satisfied with what I'm doing? And if not, what do I need to do to reach them? 16:21 Yeah, and I'm glad that you said that you're continuously looking at this, because this isn't something that you do when you start your business, you assess your purpose, your model and solutions and reflect. It's not like you just do it once. Yes. Like how often would you say do you recommend even the business owners that you work with, kind of go through these three critical activities? 16:47 Well, I think we can take the model from the corporates. Now you understand corporations are huge, billion dollar places, but they are billion dollar places for a reason. And that is because they do take the time to annually look at what they do, and assess whether or not is making sense. So if I was any business owner, I don't care what size you are, I would make it a point to say maybe in the fall, that November period, Christmas period, when it's kind of quiet, people focused on vacation or focus on the holidays, you take that time, sit down with your management team and say, hey, let's think about how our last year went. Is there something that we want to do better, right doesn't mean that you did anything wrong? Is there something that I can improve upon? Or are there some new things coming down the pipeline that I need to be aware of, or we'd need to be aware of, that we need to plan for starting in January. So doing an annually isn't a bad practice. And if you do it formally, and you do it every year, it just becomes part of your routine. And you'll start to think about the questions you want to ask each other during those sessions. And you'll be able to flesh out what is happening with the business. In fact, you probably want to go ahead and bring in some of your key employees that sit them around a table, get some insight from them on what they're experiencing, when you're engaging your clients, when they're engaging your suppliers, or if what they see, in general, they may see some things in the market that you have missed. And it's a good time to sit back and get their feedback as well. 18:16 And how often would you say suggest to a business owner small of any size, but let's say a small business owner, to really look at the financials of their business once a quarter every month, every week, every night before you go to bed? Like is there overkill? Or? Or what? What are your thoughts on that? 18:40 That's a tough question is a tough question, right? Because Is there any should you have any limit on when you look at your numbers, because for instance, everybody will tell you, you need to know your numbers. So if I'm sitting in front of an investor, or a banker, they're going to say you need to know your numbers. But I guess the question is, what are they really asking me? They're probably just asking, do you know enough about your numbers to tell me whether or not you're profitable? That's really the question they want to know. And they want you to be able to tell them that, tell them you're profitable in a confident manner. And they can easily see if you're sort of dancing around the question, right? Because you really don't know your numbers today. They can sense that in the way you respond, your eye contact, and so on. So to your direct question, how often should I look, if I put on my accounting hat, we typically look once a month. So every month we take a step back, and we see how the business is performing financially. In order to do that, we probably need to have some type of system in place. That could be a QuickBooks system, or it could be a cell spreadsheet. It depends on the complexity of your business. And that's when we have to define a small business. So small business can be defined as any business with less than 500 employees. That's a big business. But let's say I'm a mom and pop I have less than 10 employees. In fact, I am the key employee and everyone else is a contractor. If I'm that size, once a month is probably still appropriate, I need to take the time to stop. And look, I cannot just assume that because my bank account has money in it, that I'm actually in a good position. So if I take the time, look at it once a month, that's probably enough. The furthest I would like to go out is probably three months, you know, quarterly, but want to go beyond that. Because a lot can happen to a business in two days, let alone in 90 days. And if I'm not keeping track of my numbers, I may find myself in a very dire cashflow position, and maybe find myself going out of business fairly quickly. 20:42 Yeah, excellent advice. Excellent advice. Thank you for that. And you know, as we start to wrap things up, what would be if you could give one or two pieces of advice to let's say, a new small business owner, so their business is less than a year old? What is your best advice for those business owners? 21:04 I think it's extremely important for the person just getting started to do some of the things we're talking about earlier, you have to position yourself or maybe carve out specific time for you to really learn your industry. So that could mean joining an industry association, going to those industry association meetings. So that's gonna take time, read some of their white papers that they generate about your industry. So for instance, I was at one time I was looking at buying a limo service, I love this guy service used to take me to the airport all the time, all his drivers were professional, his cars were clean, well maintained. And all I knew about the business at the time was the fact he took me in a limo to the airport. But that's not knowing the business. So I went ahead, I contacted limo Association, they sent out to me information on the business, you know, on the industry, the cost factors, the maintenance issues, some of the trends in the industry. After reading all those materials, and learning that it was a very highly capitalized business, I realized that it wasn't for me, at that time, still like the business. But I knew I was not in a position where I had enough capital to keep the cars up to spec to meet the requirements of running a limo business. So if I'm starting a business, whatever it is, I need to know as much as possible about that industry and the business model itself. How's the business make money? What are the cost factors? What are the what are the cost influencers, I need to know that like the back of my hand, then when I'm running the business on a day to day, I need to be in the business to see how it really operates. I've met some people that have started a business. And I've started another one that started know when I started another one. And I now ask them I said, Well, how do you possibly run three businesses at the same time? Well, I got people working for me. And what comes to mind is something someone told me many years ago, is that you have to smell the people. And what this is gain from Business School, and the professor was saying, you have to be close enough to the operations to know what's going on. And if you're too far away from it, there's too many things that can happen to the operations that will shut you down. And so if you're just getting started, your focus needs to be in the business and getting the business to a place where it's stable, and is sustainable. That usually means creating cash reserves, that usually means bringing in solid employees, it usually means having a great understanding of your customers so that you know you have returning customers that'll help keep the business afloat. 23:42 Excellent. Thank you so much. I know a lot of people that listen to this podcast or maybe budding entrepreneurs, they've been in business for maybe a year or two. So I think that advice is really great for that group. Now, is there anything have we not covered something that you were like, I want to hit this point during this podcast? 24:02 I think it's important, we haven't used that key phrase. And that's cash flow. It is extremely important whether you are a existing business owner, or a new business owner to truly understand what cash flow means. And so when we talk about cash flow, what it means in general, is that we're talking about the money that's coming in. And that's where most people focus is, Hey, I'm making revenues, things are going well. But you can't just stop there, you got to think about the cash outflow. And people say I write the checks every day, I know how much money is going out. The third piece is timing. You have to think about when the money has to be paid out. When does that liability has to be paid out, and whether or not I'm going to have enough cash on hand to pay it on time. Because once I default on that payment, I'm now in trouble. The bank is knocking at the door. My creditors are knocking at the door, my investors are knocking at the door and I'm going to have problems paying my employees so on and so on. So cash flow is very important. And it's important from the standpoint of you have to truly understand the definition of it. And what it means is inflow is outflow. And it's also timing. When is the money coming in to pay those current debts that I have? Will I run into a situation where I don't have enough coming in to pay those debts? And if I do, what am I going to do about it? Am I going to reach into my personal account and pay it? Am I going to run down to the bank and ask for a line of credit? Do I need to run out and find investors? Who can give me additional cash to help me close that gap? So cash flow is critical? 25:36 Yeah. And I think, as you were saying that the thing that popped into my mind is, ooh, this is why Ponzi schemes ultimately fail. 25:44 Yes, yes. Because the money stops coming in. And their commitments outweigh our Yeah, extend beyond the, the amount of money that's coming in. 25:54 Right. Right. Yeah, that is why a Ponzi scheme fails. And, and I agree that cash flow is so important. And it's something that I didn't really wrap my head around fully until the Goldman Sachs program. You know, I knew like, yeah, money's coming in. But once I started doing cash flow statements, I was like, Ah, okay, yeah. Now I got it. No, I know, I can now I understand this as, as one of the three sisters, you know, your cash flow statement, your balance sheet, and your income statement. 26:32 Exactly, exactly. And it's the cash flow statement, and we never talk about, you talk about it. If you again, be school, we talk about all the time, but most people just stop at the income statement. In particular, they stop at the income side, then when you introduce the balance sheet, I don't see why I really need it. I don't have any assets. But they don't combine the two to come up with the cash flow. And that's what you really want. 26:53 Yeah, yeah. Excellent. All right. Now, where can actually let's talk before we before I asked, Where can people find you? Why don't you talk a little bit more about your business? And how you help other entrepreneurs, your coaching business and what you do to help entrepreneurs? 27:12 Well, what I do is I focus in the business development area, as well as the operations or organizational development area. And what does that mean? So I come in as a business coach, not as a consultant, I sit down with my clients, and we have discussion. So it's like we're doing now and we focus on the issues that are facing them. So in a business development side, for instance, such as a marketing issue, we're not talking about social media, what we're talking about is more around a target market. Have they identified the right persons, or the right audience? When it comes to marketing? Also, you got to think about the delivery of the product and service. Are there some challenges in terms of quality, some challenges in terms of delivery, that they're facing? And then we start to peel back a little bit? And this is where we get into the operations? Why are you having those challenges? Is it a capability issue is a capacity issue, these things have to be fixed, or the marketing, social media really won't matter? So I focus on a business development sort of working backwards? What are you trying to sell? What are you servicing? How are you working with your clients? And what are your business capabilities, what is what is your business capacity, in order to essentially achieve the goals that you've set for the business or to meet your current demand for your customers, those are all very important pieces, because most businesses will suffer or in a trough when they get to that third and fifth year when they try to scale up. And they always find, hey, I have this resource deficit. And I usually think it's money but it's not so much money, it's really capacity and capability, they may not have the right people on hand, they may not have the skill themselves in order to scale up and they need to go back, build up those skills so that they can grow. And that's where the coaching comes in and sort of help the build up those skills. 28:57 Awesome. Now where can people find you? 29:00 Well, they can find me right on the internet. I have a website out there, my, my company has a very unique names, it's called suggests luminaire and will suggest and stores wisdom, and then luminaires light. And so right out there on the internet, I have a web page where you can contact me through that or you can come back contact me through LinkedIn. So I do have a LinkedIn profile out there. That's probably the best way most people will contact me through LinkedIn. And then we'll set up an appointment and we go from there. 29:29 Perfect and we will have direct links to all of that at podcast at healthy wealthy, smart, calm and the Show Notes for this episode, so don't worry if you didn't have a pen you can take it down. totally get it we will have one click direct links to all of that. And now, Dr. calorie for the last question, which is a question I asked everyone, knowing where you are now in your life and in your business, what advice would you give to your younger self 29:57 so what I would tell my younger self I'm fully invested in entrepreneurship, I would tell my younger self is that you can do it, you can actually be an entrepreneur. To be honest, when I came out of school or coming came out of undergraduate, my mind wasn't there, my mind was I had to go through this career track, because that's the only possibility that entrepreneur thing, or that small business thing was just too far out there. You have to literally be born into it. It has to be a legacy relationship in order to start a business. Today, I recognize after meeting so many people in this space, that's really not it is really tied to have any interest. People use the word passion, but I go beyond the same passion, you really have that ambition that you're willing to give all in order to accomplish this. And so I would tell my younger self, that you do have that ability, you do have that ambition, just go out and do it. Bring people around you who have the knowledge that you need, because you're not gonna know everything. And if you adapt that knowledge, you'll be successful. 31:03 And I think that's great advice. And especially for a lot of the physical therapists who listen to this podcast, because so often we graduate, and we think, well, I'll work at a clinic, I'll work at a hospital, I'll do that for 40 years, and then I'll retire. You know, it's like, it's never it. Because in school, we're not really given any entrepreneurial mentorship or classes, you really have to seek it out on your own. And so I think that's great advice for any students listening or newer graduates, who think, Well, my mom wasn't wasn't an entrepreneur, my dad or I don't, I don't have any real role models in my immediate family, but that you can do it if you surround yourself with the right people, and you have the ambition and passion to do it. So I think that is excellent advice. So thank you for that. Well, and thank you again, for coming on the podcast and for being a great instructor in the Goldman Sachs 10,000 Small Business program, I can put a link up to that too, if people are interested in learning more about the program because it is a life changing program. It was for me and I'm sure as an instructor, it must have been for you as well. 32:13 Oh, it hasn't. It hasn't, I have to say, I never, I never thought I'd have this experience. It's been now going into my 11th year and I've actually set before 1000 business owners never thought that could happen in my wildest dreams and having the ability to have conversations like we're having now. Again, it's opened up my mind to say the The possibilities are limitless in this country when it comes to being able to create something that you want to create. And that's the beauty of it. So it's it's a fantastic opportunity. Fantastic country fantastic. Time, even though it's difficult time, it's a fantastic time to to do something that you want to do. 32:57 Excellent. And on that note, I will wrap things up by saying thank you again and thank you to all of the listeners for tuning in today. Have a great couple of days and stay healthy, wealthy and smart.
Listen to the Infinite Loops podcast: https://www.infiniteloopspodcast.com/alex-danco-everyones-job-is-world-building-ep53/ (40mins in)Read the full essay: https://alexdanco.com/2021/01/22/the-michael-scott-theory-of-social-class/See tweet reactions: https://twitter.com/swyx/status/1424953927426928646Transcript [00:00:00] Hey everyone today, I'm about to break one of the core rules of this mixed tape, which is that episode should come in at around 10 minutes. Uh, this is a 25 minute rant from Alex Danco, which is still one of the best essays I've read of the year. He posted it on January 22nd, and I think it's still resonating. It basically is a theory of social class that is both entertaining and actually strangely true. Just don't think too hard about it because if you do you will realize how true it is. Maybe this is a good segue into the other thing that I feel like we were theoretically supposed to talk about this podcast episode, which was the Michael Scott theory of social class, which again is like another example of the power of world-building in this case, it's the power of world-building as applied to the phenomenon of middleman. Right, right. Like, what is middle management? If not world built real, because that's all you've got right. Is this world you've constructed. So originally a missile, who's going to fill the forms out. I mean, come on. It's not, it's not anything who's going to fill the firms out. It's like, who's going to create the meaning. It's like I forgot who described middle management as the control rods and a nuclear reactor. It's like, but the point of them is to slow things down so that it doesn't run out of your control and blow up. So, okay. So I wrote this piece, the Michael Scott theory of social class, which is basically a re skinning of Venkatesh Rouse article that your base principle, which itself was a re-skinning of Holly White's book, the organization, man. Oh, so that's the actual source material is the organization, man. Have you read the organization, man? Do you know that book? I don't have notes on it. So that means I didn't take it seriously. It's so good. It's so good. It's in the list of books that I recommend to everybody. So I'm going to have, I'm going to have to read it again. What's remarkable about the organization, man is simultaneously how in a literal sense. It did not get the future. Right. But at a second order sense, it just nailed the future so hard. They got it. So, so, so right, just at a slightly different abstraction layer than people realize. So the general thesis of the organization, man, is that all organizations that survive have stratified into three layers. You have the bottom layer, the middle layer and the top layer. The bottom layer is the people who do the actual work. This is the majority of people. Their lives are spent doing literal things. So these are line workers, frontline people, anybody who is actually producing something. Literally there are the people at the bottom there, the majority of people at the top, you have the exact. They actually have a lot in common with the people at the bottom in the sense that they have very literal roles and responsibilities and very real stakes involved. And they see the world very clearly as it is, but the people at the bottom and the people at the top see the world through clear eyes with clear actions and consequences, but there's this group of people in the middle called middle-management that is really, really different than either of those groups. And their job is to intermediate between the people at the top and the people at the bottom by basically constructing this reality called middle management that does not literally produce anything nor have any literal stakes or consequences, but whose job is effectively to mediate like the control rods in the reactor to say like, look, the goal here is to create a stable system that perpetuate. Regardless of how efficient it is or how complicated it is or anything just like, can you get something to persist? This group of people will always emerge in one form or another. So in the 1950, in the early fifties, when Holly white wrote this book, this was in the era of these mega mega conglomerates, like Dow DuPont, us steel, general motors, like this was the field. Like the current mindset was that. The frontier of progress was mega organizational dynamics. It was scaled to get scaled, to get scaled. This is how everything works. Eventually everything will be run by four corporations because we figured out the science of how management works. And specifically we figured out what middle-management. We created this whole world of middle management that has sense of purpose and a sense of identity. And it was fed through these institutions called business schools and the NBA. And this whole idea that like middle manager was actually this craft more or less independent of the industry. It's like, what do you do? Oh, you're a manager. Oh, like what kind of industry do you manage? It doesn't matter. Like I do manage. Right. That was the thing that you can learn. Do you go to management school and learn management regardless of where you were from? You remember in the office? I'm just sitting here because I love that movie. There was one particular episode of the office where David Wallace, a CFO brings in a new boss for Michael. Who is Idris Elba who comes in as like the professional manager. And Michael's like, where are you from? He's like, oh, steel.[00:05:00] Um, but anyway, so this is idea. It's like, like as Holly white describes it, William H. White, he went by Holly white as he describes it. Right? So the whole book is about this three layer system. And this three layer construct where you have the people at the bar. Who again are doing all the actual work and have no path to leverage. And the people at the top who have all the leverage, but are very deeply suspicious of everything and are perpetually trying to acquire and keep control over this huge sprawling. Basically those two sides in order to not fly apart at a hundred miles an hour, need this mediating influence in the middle called the middle management. But in order for that to exist, there needs to be a purpose for the middle managers to have. And hence, what you have to do is you have to build a world in which management is. So, this is where you get this world of Taylorism and like management as a science, which sort of expanded and grew and grew and grew into this really self perpetuating construct where it's like, where, what happened with middle management is we were able to create a world where management was a challenge that was considered a worthy challenge that people would go into, put all of their identities into, and then it would perpetuate and perpetuating. So, if you look at some of the really good books on how to manage, like Andy Grove, like a high output management, things like that is almost like a return w w Hyatt management, the thesis of that book. If you haven't read it is basically like we figured out how to manage production. It's called factory. Everything can ultimately be understood in terms of like how production management works in terms of buffer capacity, in terms of like how you set challenges and how you like arrange for like, thinking about like how you manage the output of an organization. The whole thesis here was that this is equally applicable to management and like talent and hiring people. And like all these supposedly soft skills that didn't work like factories. Andy is like, I actually, like I made Intel, like I've. But nonetheless middle-management does this construct, which again, if you fast forward to today, you can just replace with product management in a tech company or any of these other venture capital associates, any of these positions where you are not literally in charge of anything, nor are you literally making anything, your job is to intermediate in some way. And hence. You live, this is a very roundabout way to get into the thesis of the article. You live in a world that is entirely a construct of your own creation, right? There's nothing literal in your world. Your world is entirely defined and surrounded by fairly arbitrary challenges and goals and measuring sticks that have been created in a self perpetuating sense and are not the very literal things by which anything is. One of the two core theses of the Michael Scott article was that there is a reason why these worlds, again, always back to world building what makes these worlds perpetuate? What makes Michael Scott's world have purpose and have ongoing perpetuation? That self reinforces is linked. Have you read Venkatesh Rao's original article that your face principle, is that something you're familiar with? Okay. Yeah. So for audience, if you haven't read this, go Google that your base principle, your face, like reheat your face from the office and go read that at some point on your set aside a couple hours, it's really been through this series of articles. It gets really esoteric, but like, it's fantastic. So it's going through the office as a theory, the office, the American TV show the office as a comprehensive cynical theory of management. That is again, it's like, it's a re-skinning of the organization, man. It says like, look like you have these three fundamental groups of people in the TV show the office at the bottom. You have group of people called. We're not uncool, but they're economic losers, no path to leverage. Fundamentally their work output is realized holy by someone else. They are fundamentally paid on cost based pricing, not value-based pricing, et cetera. And this is the majority of the people in the office. They see the world through clear eyes and they cope. This is like Stanley Pam, Darryl. Most of these people they're there at the bottom there, the losers of the office, they occupy most of the positions. At the top, you have the people who are the sociopaths. They are the people in charge. What they care about is power. And they occupy this other role in the show, which is there the other group of people that sees the world through clear eyes. So in the show, this means David Wallace, the CFO, the authority figure Jan, before she becomes Michael's lover and is in a mental breakdown. Ryan, I do need to interject here. I loved that segway for GP. Because she did go from a sociopathic control freak to yeah. Mass complete this complete master Ryan, the temp, right. Is the most important example of somebody who brilliantly grabs real power and then immediately squanders it. And then finally, the last sociopath character is actually the real drama of the show. By the way, is the, will he, or won't he go over to the dark side? Jim is the real villain of the office. Once you realize this, it actually sort of reshapes a lot of the [00:10:00] shows that Jim is the felon. Jim is actually a complete asshole. He's horrible to Dwight. He's really arrogant. He's kind of mean to everybody. He doesn't actually treat Pam very well for that. No. So Jim is actually like the secret sociopath where the real drama of the office, as he will hear, won't he explicitly go over to the dark side. Right. But then, so both of those two groups of people see the world through clear eyes as it is, but then in the middle you have three characters and fundamentally the office is a show about these three people. Yeah. Michael Deno. And Andy, the central drama of the show by the time the office really, really hits a stride. And season three is when it's established this relationship. It is about Michael Dwight and Andy's search for meaning in a world that is entirely their own construct, right? It cannot escape because they are compulsively forced to double down on reaffirming, the meaningless meaning that they are creating for themselves. And each of them expresses this in a different way. Michael it's in the form of like, it's everything about Michael. Everything about Michael's world is this world of his own creation that he's made in this bubble around him. But same for Dwight and same for Andy all in their different. It sort of shows up in all of the, sort of the meaningless talking and the jokes that don't make any sense and the constant, please, for people to pay attention to them. Andy's anger management issues. Dwight's LARPing about like being a first responder, all of these things, but especially about Michael and his self identity that is wrapped up in being in. There was this really notable tweet about there's this argument that happened on Twitter about whether Michael Scott would know how to use chopsticks. Does Michael know how to use chopsticks? Yes or no? And the answer is obviously yes, of course he does. He takes enormous pride in knowing how to use chopsticks and tells everybody. And like, he probably learned it from watching TV or in his apartment by himself. Right. She had this cast of three characters, Michael Dwight, and. And they inhabit this world that they have built for themselves and that other people happily help them build because it helps everybody fulfill their own respective purposes. This senior people up top indulgent support Michael's world-building because they need somebody to oversee the branch and make sure that it stays in more or less the same state as they expect it to be. Whenever they come down to Scranton from New York, the people doing the actual. Pam Darryl in the warehouse, all the salespeople, everybody need Michael to stay in his state of delusion because it gets him out of their way. Pam in the show takes the defacto role of narrator. She's the one who basically narrating to the audience, all of the things that they do to support and create and perpetuate this little delusion inside Michael's little world and also. I remember the point I was getting to, it was around language. The most brilliant part of Venkatesh Rao's piece is the sub chapter in the Jabez principle around language and how people talk to each other and the five different coded languages that are used between different groups of people talking to each other. You have these three. You have the senior sociopath's you have the people at the bottom who do the actual work, both of whom are literal. And then you have the middle managers in the middle who clueless. So there are five possible languages that are spoken in the intersection of these three groups. The first language that's spoken is something called posture talk. That is the language that is spoken by the clueless people who are in this world of their own construction. So it's everything spoken by Michael . To anyone, including themselves. It's basically meaningless babbling that has no grounding in reality whatsoever, but makes sense. Inside this world they've created for themselves. That is what, how they talk both internally and projecting out. Meanwhile, everybody who talks to them speaks the language called baby. Which basically goes there. They're like, you don't know what you're talking about, but like there it's soothing. It's like, just stay in your little box. Like, don't worry. Everything's going to be fine. Just please don't screw this up. It's how you talk to kids when they're actually capable of causing danger and you want them to stay. Yes. The other three languages spoken by the way are, um, there's the internal language among all the losers, which is like, you're okay. It's just basically like getting themselves through the day in group self-referencing and self. You have the internal language of the sociopath, which is called Powertalk, which is all about information gathering, right. And retroactive deniability. And then you have the rarest language of all, which is straight talk, which is the only time that language happens. That's not encoded at all, which is the rare instance where the senior execs talk to the line workers, which is unincorporated straight talk like what the fuck happened. Here you go fix it by. It's the only time that's straight talk is the accidental occasions where senior management ends up confronted with frontline [00:15:00] workers because Michael screwed something up in variable, right? That's the only situation in which that happens. So let's look at the office as this little three layer system where you have the Michael Dwight's and Andy's in the middle who live in this world of their own construct, where it is entirely an exercise, both for them. And for those around them of world. Just to create and perpetuate any kind of purpose that maintains coherence sandwiched between the group of people on the bottom and the top who actually have fairly literal roles and responsibilities. No, you can take that and actually extrapolate that onto the American class system, more or less facing. So you have, again, it's like talking in broad strokes here. It's like you have the people at the bottom who is the majority of people, people who earn income through labor and who there's a ladder that you can climb up from at the bottom. It's like working very, very hard hourly or informal jobs. You work your way up through blue collar jobs at the top of this ladder. As you work up, you do own property. You own an F-150. You might own a vacation home. You have a nice life. Like you can work your way up to being well off in this group of people, but fundamentally. Fairly literal. And you have not created any paths to leverage for yourself. That's this group of people. It's the majority of people. It's everybody who doesn't live on the coast basically is in this group of people more or less the coast or core coastal like towns skipping the middle group for a second. The people at the top, who again, are like the elites in power who are sociopath's right. This is just all about, like, I keep saying sociopath. I am a highly functioning sociopath. I'm not sure you're in this group because you're on Twitter. I think you're actually the king of the middle people. We'll get to that in a second. We'll get to that in a second. We'll get to that. The kingdom of the Michael Scott's. So you have the people on the top who are like, this is a path that starts out, like the entry point into this path is either being born rich or being a junior. Either you look into the path or you have to just brutally work your way to the top at either like a white shoe law firm or like investment banking, or now actually starting a startup. Can conceivably get you into this path, although it's still relatively uncommon, but nonetheless it's like, this is also a group of people that when you're in the world of real power, you actually do see the world more or less as it is. And you do see stakes more or less. But in the middle, you have this group of people. This is the Michael Scott group of people, which is the bourgeoisie. This is the upper middle-class who live in the world of whole foods and farmer's market and virtue signal performance saying. And where everything about your life is the statement about values you have that are expensive. Were you in all likelihood people in this job. And then there are some exceptions. So like there are some jobs where like economically speaking would put you in the middle, but socially are not. Doctors are actually one of these groups. Like doctors do something very, very real, but whose jobs put them in the upper middle-class, but mostly if you're an upper middle class person, like. You have some absolutely made up job. You work in digital marketing or you were a product manager or you work actually like many people in law or in various forms of this, or you work in some form of business development or you work in much of sales is not in this group. A lot of sales is very, very real and literal, but some sales is very made up. There's some sales that's very, very much in this world of like upper middle class permissive. We're again, like in this group, the fundamental feature of this group. So if you were to stratify this group along the ladder, as you work your way up the entry point to this group, if you were not born. So the main way you get into this group is you're born there. You're born into upper middle-class parents. And so, hence you are upper middle-class, but you can enter the group by going to. If you're the first in your family to go to college, you can enter this group and you will have quite a culture shock when you do about what people are like in those groups. But as you work your way up, you don't work your way up this ladder by making more money. This cultural ladder definitely does not organize by income. It organizes by how interesting you are and how detached from reality. So like people with, like, if you're pursuing a PhD, very high status absolutely could be a totally meaningless and contrive pursuit. Right. It could just be the most nonsensical thing, but it's very high status to be doing your PhD blue check marks on Twitter. Same thing. It doesn't mean you owe money. It doesn't mean you. It doesn't mean it doesn't mean it's like, if there's a particular kind of. The top of this ladder, by the way, the absolute top of this ladder people I'd say the litmus test is could you write an op-ed for the New York? Would that make sense? Again, people at the bottom group don't do this people in the top group also don't do this because the New York times won't let them because they're bad. Right? It's like someone like Jon Stewart is probably like the absolute top of this group. There's someone like that, right? Like, um, just total cultural relevance and lore among this particular group of people and bringing this back to the principle thing and the office. What [00:20:00] fundamentally defines this group of people of which I absolutely am. One, by the way, like me and everybody in my neighborhood, around me and in my job around me. And like everyone I surround myself with is in this group of people, by the way. So this is a group of people where it's like a Subaru is a higher status car than a capital. And I'd say that's a good litmus test. If you would never be seen dead riding, driving a Cadillac, but you would drive a Subaru and brag about it. That's me. Like I drive a Subaru Outback. That's my car. That's broken that the mechanic had to come fix. Another one is like, would you be mortified showing off a $10,000 watch, but excitedly brag about $150,000 kitchen rental. Then you're in. Because again, it's like, you're not showing off how much money you spent, even though you clearly are. It's all about like, here's how interesting and unique I am. Right. And it's all about like advancing in this group is all about detaching yourself from re. So remember 50 years ago, what this meant was leaving the reality of the dirty cities and moving out to the detached from reality place of the suburbs. Now let's the other way around. It's detaching yourself from the reality of chain, restaurant gas, guzzling, suburban car, hell and moving back to walkable neighborhoods. It's all about detachment from reality. And again, it's like, it's not only like this whole idea of like, oh, I'm detaching myself from reality. This is something that you brag about. If you are like, oh, like I shop at the local farmer's market so I can do a hundred mile diet. That is you detaching yourself from reality and telling everybody about it. Yeah. I think it says something about you. It's a challenge that you're doing. It gives you meaning and it gives you purpose. Or it's like, if you do triathlons, you know, people who do triathlons gym, like I actually shut the fuck up about triathlons. Oh, well, yeah, it's fine. It's fine. But it's like, at some point it's like people who are really, really into these things. Well, you notice about them as they start to talk weird. They develop these speech patterns that at first are only visible when they're talking about whatever it is, they find really meaningful, but eventually it just takes over everything. And the reason why it's not only because they have this internal language that they talk in, that it's all about like validate my pursuit. Meaning that I've constructed for myself. That's meaningless to everybody else, but it's a beg for acknowledgement for the meaning that they've created. And you know how people talk back to them. It's baby talk. It's Uber driver talk. It's like, I'll entertain this conversation, but like, please give me five stars. Like I need it. Please write it. Or like it's all the advertising of prestige. You are so smart for watching Fargo. You are so sophisticated for watching house of cards. Like come on this whole idea of world-building right? It's like the reason why world building is so important and it is especially important in worlds of plenty and worlds of material, abundance and worlds, where everything is basically provided. But what is scarce and valuable is actually meaning it's challenges that you identify with and your sense of accomplishment upon challenging them. That is what people really want when their basic needs are taken care of. And it's in fact, what people are most desperately seeking when you enter this world of upper-middle-class dumb, it becomes entirely about this search for. Not only like ways to find meeting, but like around with like, what is the way that you are going to detach yourself from reality and create this construct of meeting around yourself, the author who wrote about this amazingly? Well, what it was, it was David Brooks a long time ago. Back when David Brooks could really throw fastballs Bobos in paradise, paradise, paradise, amazing black, an incredible line from Bobos. Is that the highest possible compliment in this group is to call someone serious. He's a serious kite boarder, or she's serious about cooking healthy meals. That is the highest possible compliment. You can give someone because this is the ultimate form of validating their. Which is all we just desperately want. Right? So you take, so the thesis of my Michael Scott article was that as you ascend the ladder and the ranks of the upper middle-class more and more of your life becomes the self-defined. Recursive quest for meaning in a construct of your own creation that is reinforced by your language progressively becoming posture talk, please validate my pursuits and other people talking back to you in baby talk. They're there. Like everything you do is made up. It'll be okay. Just stay in your little box and don't cause problems, right? Therefore reinforcing and reinforcing itself until eventually you become Michael Scott. Listen, man, I think you just did a hard close. Yeah. That's Michael Scott. So do you have more than 10,000 followers on Twitter? You're Michael Scott, you have an opinion about what is the right amount of hops in an IPA mascot. You were Michael Scott. Do you, if you drive a Subaru and you are overly concerned with the all wheel drive mechanics between like the new versions versus the old versions for your ability to get to the cross country [00:25:00] ski trails, you're making. I am all these things, by the way, are you pursuing a PhD in anything? Absolutely. Michael Scott, do you read my newsletter? You're Michael Scott. Um, we are all Michael's. If you listened to this mix tape, you're absolutely Michael Scott, if you're entertained by it, you're absolutely Michael Scott and from one Michael Scott to the other, I appreciate you.
When was the last time you thought about where your food comes from? And I don't mean from your local supermarket… Well, according to the U.N. Food & Agriculture Association, 70% of food consumed globally comes from so-called “smallholder” farmers. There are an estimated 570 million of them, and nearly half live and operate in the world's poorest countries. In most developing markets, agriculture contributes anywhere from 15 to 35% of GDP. Without this constellation of farming communities, unemployment would soar and economies would crumble. Not surprisingly, there's a political dimension to supporting the smallholder farmer. This requires governments throughout the region to make constant adjustments – balancing local subsidies against foreign food imports. Into this socio-economic brew enters Corteva Agriscience, a company that a little over two years ago spun off from the chemical giant DowDupont in order to focus exclusively on agribusiness. Today, the company produces high-yield, pest-resistant hybrid seeds, land management, and digital solutions. As my guest, Elizabeth Hernandez, explains, the timing and focus of their market entry offers a unique opportunity for farmers and investors alike. This is the latest in a series of episodes we have planned featuring companies that are delivering on Corporate Purpose. Two episodes back we featured another Corporate Purpose leader, T.C. Ng, Asia Pacific Managing Director of the iconic tech company, HP. If you missed that episode, you can listen or read about it by visiting www.insideasiapodcast.com. In coming weeks, we will feature on this program conversations with leaders of other purpose-driven institutions. Our discussions are founded on in-depth case studies created in a three-way partnership between Inside Asia, The Conference Board, and the Center for Creative Leadership. One year ago, we came together to introduce the Asia Corporate Leadership Council, which today is comprised of 20 plus Asia-based CEOs, Regional Managing Directors, and heads of family-run businesses. It's a select group of senior individuals representing best-practice corporate purpose. The case studies – and these accompanying podcasts – are designed to demonstrate what Corporate Purpose in action looks like.
"Tenemos que dar un salto cuántico. Tenemos que trabajar con personas que lideran empresas y gobiernos de Latinoamérica y el mundo. Pero el cambio también empieza desde adentro. Cada uno puede salir a construir un futuro mejor, y es la mejor forma de vivir la vida". Ignacio Peña Polifacética y sin nada que la detenga, Sol se ha enfocado en cómo cerrar la brecha de conocimiento entre industrias privadas y agricultores locales. Sol Rosado-Arroyo, M.Sc. lleva 16 años trabajando en el sector privado de la biotecnología agrícola en Puerto Rico (PR). Actualmente, es gerente de desarrollo de BASF, una compañía alemana con más de 150 años en el mercado dedicada a la producción de químicos. BASF produce plaguicidas, plásticos, entre otros materiales. Cerca de hace año y medio, entra al negocio de mejoramiento de semillas. Sol es gerente de la rama de desarrollo de rasgos (“trait development”). Desde el 2018, Sol ejerce como presidenta de la Asociación de Biotecnología Agrícola (PRABIA), una organización sin fines de lucro cuyo propósito es educar en temas de biotecnología, y agricultura. PRABIA se compone de seis compañías de biotecnología agrícola que trabajan en PR: BASF, Bayer Puerto Rico-Crop Science, Corteva Agriscience – Agriculture Division of DowDuPont, Illinois Crop Improvement, RiceTec y Syngenta. La función de Sol en PRABIA es educar agricultorxs y el público general y crear enlaces con el gobierno, la legislatura y el sector privado. “...y desde muy temprano decidí que yo iba a bendecir a otrxs tanto más de lo que yo he sido bendecida.” Sol tenía seguro que quería trabajar en una profesión donde pudiera hacer un impacto. En la Universidad de Puerto Rico en Mayagüez (UPRM), Sol empezó su bachillerato en ingeniería. Pero, ella descubrió temprano que no quería seguir en ese campo y se cambió a un bachillerato en agronomía. En la misma universidad, Sol hizo maestría en protección de cultivos, especializándose en nematología, donde investigó cómo se pueden alinear prácticas agrícolas sustentables para el manejo de nematodos. Cuando Sol terminó su tesis, comenzó trabajando en la industria privada. Sol trabajo en Ricetec, seguido por Pioneer, Dupont, y finalmente BASF. Actualmente, Sol es la gerente de cumplimiento (“quality and compliance”) en las instalaciones en Guanica, PR. Sol se ha enfocado en entender prácticas agronómicas y manejo de plagas. A ella le emociona su trabajo porque le permite explorar distintas perspectivas. “Mi posición me da la oportunidad de mezclar todo lo que me gusta. Puedo trabajar desde el punto de vista social, desde el punto de vista científico en el campo, y a la misma vez me da la oportunidad de ver un poco más allá y ver cómo proteger la integridad genética de la semilla. En otras palabras, yo trabajo en entender cómo cuido a las personas desde el punto de vista de seguridad y cumplimiento.” Como investigadora, Sol lleva 16 años trabajando una variedad de cultivos, tales como maíz, soya, sorgo, arroz, girasol y trigo. “Una aventura total. Siempre digo, nunca he trabajado en lo que estudié en mi maestría. Nunca he trabajado estrictamente nematodos. Pero me ha permitido crecer y aplicar lo aprendido en otras áreas de la ciencia.” Fuente: https://www.womeninagscience.org/post/sol-rosado-arroyo-agronomo-prabia Contacto: Facebook: https://www.facebook.com/sor.rosado Sitio Web: https://www.prabia.org --- Send in a voice message: https://anchor.fm/agrotitanesmx/message
In this 2nd episode of a 2 part series, I continue my discussion with a CIO that has seen it all, and one of his previous team members who got to do it all. Don Whittington is retired Vice President and Chief Information Officer of Florida Crystals Corporation, a vertically integrated sugar company with headquarters in West Palm Beach, Florida. James Kendrick is a consultant with a history of driving strategic clarity, solution delivery, and business performance with retail and industrial products leaders like Estée Lauder Companies, Florida Crystals, Corning and Dow/DuPont. I’ve had the pleasure to work with both of them and know firsthand how Don’s vision as a CIO and James’ ability to make it happen have a profound impact on how any organization can successfully take on IT projects like moving an SAP implementation to the cloud. Join me as we talk about their secrets to success. A little more background on each of them: Don’s career included many truly innovative initiatives, receiving many awards and accolades over the years. Most notably was his longtime innovation partnerships with SAP, Virtustream and PwC as well as his service on many industry boards and councils, including Chairperson for the SAP Global Agribusiness Advisory Council, SAP HANA Councils, and Virtustream Client Advisory Board. He has served as a Director of America’s SAP User Group (ASUG) and ASUG representative for SAP’s Global Executive Network (SUGEN). James’ focus is helping companies take advantage of cloud platforms, data and analytics, digital tools, and agile methods to modernize the core and add competitive advantage at the edge. He has held executive positions at Accenture, A. T. Kearney, Florida Crystals and multiple successful startups. Connect on LinkedIn: Don Whittington, James Kendrick, Mustansir Saifuddin, Innovative Solution Partners, Learn more about Innovative Solution Partners
In this new 2-part series I facilitate a discussion with a CIO that has seen it all, and one of his previous team members who got to do it all. Don Whittington is retired Vice President and Chief Information Officer of Florida Crystals Corporation, a vertically integrated sugar company with headquarters in West Palm Beach, Florida. James Kendrick is a consultant with a history of driving strategic clarity, solution delivery, and business performance with retail and industrial products leaders like Estée Lauder Companies, Florida Crystals, Corning and Dow/DuPont. I’ve had the pleasure to work with both of them and know firsthand how Don’s vision as a CIO and James’ ability to make it happen have a profound impact on how any organization can successfully take on IT projects like moving an SAP implementation to the cloud. Join me as we talk about their secrets to success. A little more background on each of them: Don’s career included many truly innovative initiatives, receiving many awards and accolades over the years. Most notably was his longtime innovation partnerships with SAP, Virtustream and PwC as well as his service on many industry boards and councils, including Chairperson for the SAP Global Agribusiness Advisory Council, SAP HANA Councils, and Virtustream Client Advisory Board. He has served as a Director of America’s SAP User Group (ASUG) and ASUG representative for SAP’s Global Executive Network (SUGEN). James’ focus is helping companies take advantage of cloud platforms, data and analytics, digital tools, and agile methods to modernize the core and add competitive advantage at the edge. He has held executive positions at Accenture, A. T. Kearney, Florida Crystals and multiple successful startups. Connect on LinkedIn: Don Whittington, James Kendrick, Mustansir Saifuddin, Innovative Solution Partners, Learn more about Innovative Solution Partners
What type of leaders do we need now? In this discussion Andrew Liveris AO, former Chairman and Chief Executive Officer of The Dow Chemical Company and the former Executive Chairman of DowDuPont, and Liveris Academy Scholar Javan McGuckin discuss what makes leaders effective, the current challenges leaders are facing, and how young leaders can rise to these challenges and promote social responsibility. They talk about the need for a new class of leaders and enterprises, Andrew's own leadership development journey, and the challenges facing a post-COVID world.
Read more > Listen to the podcast (duration: 34:42) > This episode explores innovation in the agriculture sector. Erik Roth, leader of McKinsey's innovation work globally, talks with Neal Gutterson, who recently retired as CTO of agricultural chemical and seed company Corteva. Gutterson explains the transformation he led following a spinoff from DowDuPont to bring together disparate R&D organizations into one cohesive engine of innovation. This is the sixth episode in our ongoing series, The Committed Innovator. See www.mckinsey.com/privacy-policy for privacy information
Read more > Listen to the podcast (duration: 34:42) > This episode explores innovation in the agriculture sector. Erik Roth, leader of McKinsey's innovation work globally, talks with Neal Gutterson, who recently retired as CTO of agricultural chemical and seed company Corteva. Gutterson explains the transformation he led following a spinoff from DowDuPont to bring together disparate R&D organizations into one cohesive engine of innovation. This is the sixth episode in our ongoing series, The Committed Innovator. Join 90,000 other members of our LinkedIn community: https://www.linkedin.com/showcase/mckinsey-strategy-&-corporate-finance/See www.mckinsey.com/privacy-policy for privacy information
This episode explores innovation in the agriculture sector. Erik Roth, leader of McKinsey’s innovation work globally, talks with Neal Gutterson, who recently retired as CTO of agricultural chemical and seed company Corteva. Gutterson explains the transformation he led following a spinoff from DowDuPont to bring together disparate R&D organizations into one cohesive engine of innovation. This is the sixth episode in our ongoing series, The Committed Innovator. Read more > Listen to the podcast (duration: 34:42) >
This episode explores innovation in the agriculture sector. Erik Roth, leader of McKinsey’s innovation work globally, talks with Neal Gutterson, who recently retired as CTO of agricultural chemical and seed company Corteva. Gutterson explains the transformation he led following a spinoff from DowDuPont to bring together disparate R&D organizations into one cohesive engine of innovation. This is the sixth episode in our ongoing series, The Committed Innovator. Read more > Listen to the podcast (duration: 34:42) >
Mary’beth Ramey, control systems engineer for the Delrin area of DuPont Transportation & Industrial talks to us about her career path in engineering and the innovative products she has worked on at the Washington Works Site in in Parkersburg, West Virginia. Dupont is a spinoff of the world’s fourth-largest chemical company, DowDupont, and is focused on speciality products that serve both industrial and consumer markets. Dupont polymers are used in everything from mobile phone components and insulin injector pens to electronics for autonomous vehicles, even roller blades. Mary’beth has also worked as process engineer for DuPont’s Zytel product line. She is currently the membership chair and webmaster of the Columbus Chapter of the International Society of Automation, or ISA, and she serves on the ISA Standards Committee on Human-Machine Interfaces. She received her bachelor’s degree in chemical engineering at Virginia Tech.
“Helping Farms Flourish: Michelle Morin with Corteva Agriscience” Supply Chain Now Episode 314 Broadcast Live from DMSCA and Sponsored by Verusen This episode of Supply Chain Now features Michelle Morin. Michelle is a Supplier Diversity, Inclusion, and Sustainability Professional. Focusing on inclusive procurement opportunities and sustainable suppliers that help Corteva Agriscience serve our customers and help farmers feed the world. Leading global inclusion strategy and programming to include 8 categories of diverse businesses: ethnic minority, aboriginal, indigenous, women, military veterans, individuals with disabilities, LGBTQI+, small businesses; these categories include approximately 76 sub-categories, created regionally to celebrate the richness of the people throughout. Leading supplier sustainability programming globally. Michelle’s D&I experience spans supplier diversity, state and corporate procurement, certification, strategic planning, reporting, community outreach, inclusion initiatives, creation of policy and methodologies, and sustainability. Michelle has been recognized with numerous awards and honors. She is a passionate Speaker. Corteva Agriculture is a global pure play agriculture company with 20,000+ employees, and a presence in over 140 countries, having grown out of the DowDuPont merger to become an independent company on June 1, 2019, and was listed on the NYSE on June 3, 2019 as a Fortune 200 company. Upcoming Events & Resources Mentioned in this Episode: Subscribe to Supply Chain Now: supplychainnowradio.com/subscribe/ Connect with Scott on LinkedIn: www.linkedin.com/in/scottwindonluton/ Connect with Paul on LinkedIn: https://www.linkedin.com/in/pauljnoble/ Connect with Michelle on LinkedIn: https://www.linkedin.com/in/michelle-n-morin-153b25b/ SCN Ranked #1 Supply Chain Podcast via FeedSpot: tinyurl.com/rud8y9m SCNR to Broadcast Live at AME Atlanta 2020 Lean Summit: www.ame.org/ame-atlanta-2020-lean-summit SCNR on YouTube: tinyurl.com/scnr-youtube The Latest Issue of the Supply Chain Pulse: conta.cc/39CqaRx 2020 AIAG Corporate Responsibility Summit: tinyurl.com/sd8pb8h 2020 AIAG Supply Chain Summit: tinyurl.com/yx5asq35 Supply Chain USA 2020: tinyurl.com/yx4c2v2q Supply Chain Now Listener Survey: forms.gle/76Q2ynmidNdRCgzM7 Check Out News From Our Sponsors: The Effective Syndicate: www.theeffectivesyndicate.com/blog U.S. Bank: www.usbpayment.com/transportation-solutions Capgemini: www.capgemini.com/us-en/ Vector Global Logistics: vectorgl.com/ APICS Atlanta: apicsatlanta.org TalentStream: talentstreamstaffing.com/ Verusen: www.verusen.com/ ProPurchaser.com: tinyurl.com/y6l2kh7g Supply Chain Real Estate: supplychainrealestate.com/ This episode was hosted by Paul Noble and Scott Luton. For additional information, please visit our dedicated show page at: www.supplychainnowradio.com/episode-314
Fortune Magazine CEO Alan Murray joins Tim to tell the story behind the Fortune 500, its history, its significance today, and what it has said over the years about America's and the world's business evolution. https://traffic.libsyn.com/shapingopinion/Fortune_500_auphonic.mp3 Fortune Magazine was founded in 1929 by Henry Robinson Luce. If that date doesn't mean anything to you at first glance, keep in mind the stock market crash that led to the Great Depression happened on October 24, 1929. This was seven years after he had cofounded Time magazine with two Yale classmates. When Henry founded Fortune magazine, he said it should be for “wealthy and influential people,” and it should be “surpassingly beautiful” so that when readers turn the pages, they will pay more, and they did. In its first year, subscribers paid $10 per year for the magazine, an unheard of price at that time. In the process, Fortune Magazine featured the work of some of the country's greatest thinkers and writers, from Ernest Hemingway and Archibald MacLeish to John Kenneth Galbraith. The first Fortune 500 list was published in 1955. Edgar P. Smith was an assistant managing editor at the magazine. He's the one who came up with the idea for the now iconic list. In that fist year, the Fortune 500 rankings listed only companies that were in the manufacturing, mining and energy sectors. This made the list exclusive to several already well-known companies. General Motors was the top company on the list. Its annual revenues then were $9.8 billion. The Fortune 500 Yearly list of 500 of the largest U.S. Companies ranked by total revenues for the respective fiscal year. This list is compiled using the most recent figures for revenue and includes both private and public companies. Private companies must have publicly available revenue data. It excludes private companies that do not file financial statements with government agencies, foreign corporations, U.S. companies that have been consolidated by other companies, and companies that do not report full financial statements for at least three quarters of the current fiscal year. The History of the Fortune 500 52 of the original Fortune 500 are still on the list. These include: 3M, DowDupont, Merck, Abbott Laboratories, Eli Lily, Motorola, ExxonMobil, General Dynamics, General Electric, General Mills, General Motors, Goodyear, Hershey, IBM, Kellogg, Kraft-Heinz, Lockheed Martin, Cummins, Colgate-Palmolive, Coca-Cola, PepsiCo, Chevron, Caterpillar, Campbell Soup, Boeing, Whirlpool,, Rockwell Automation, Procter & Gamble, and PPG Industries. Over the years, more than 1,800 American companies have been featured on the Fortune 500. Changes have occurred – mergers, acquisitions, bankruptcies, changes in society, recession have all contributed to the changing list. The Fortune 500 is more than a ranking, it is a reflection of the performance and evolution of America's private sector. The biggest change to the list happened in 1994. That was when it added service companies for the first time. That year, service companies made up 291 of the 500 entries. What the Fortune 500 Says About Society Long Gone - 1955 – American Motors, Brown Shoe, Studebaker, Collins Radio, Detroit Steel, Zenith Electronics, National Sugar Refining. Still Here – Every year since 1955 – Boeing, IBM, Procter and Gamble, Whirlpool. In 2019 but not 1955 – Amazon, Facebook, eBay, Home Depot, Microsoft, Google, Netflix, Target. This year's top ten: Walmart Exxon Mobile Apple Berkshire Hathaway Amazon United Health Group McKesson CVS Health AT&T Amerisource Bergen Links The Fortune 500 Who Says Elephants Can't Dance?, by Louis Gerstner, Amazon Fact Sheet: What is the Fortune 500 List? , Investopedia About this Episode's Guest Alan Murray Alan Murray is President and CEO of Fortune. During his tenure as Editor-in-Chief,
Fortune Magazine CEO Alan Murray joins Tim to tell the story behind the Fortune 500, its history, its significance today, and what it has said over the years about America’s and the world’s business evolution. https://traffic.libsyn.com/shapingopinion/Fortune_500_auphonic.mp3 Fortune Magazine was founded in 1929 by Henry Robinson Luce. If that date doesn’t mean anything to you at first glance, keep in mind the stock market crash that led to the Great Depression happened on October 24, 1929. This was seven years after he had cofounded Time magazine with two Yale classmates. When Henry founded Fortune magazine, he said it should be for “wealthy and influential people,” and it should be “surpassingly beautiful” so that when readers turn the pages, they will pay more, and they did. In its first year, subscribers paid $10 per year for the magazine, an unheard of price at that time. In the process, Fortune Magazine featured the work of some of the country’s greatest thinkers and writers, from Ernest Hemingway and Archibald MacLeish to John Kenneth Galbraith. The first Fortune 500 list was published in 1955. Edgar P. Smith was an assistant managing editor at the magazine. He’s the one who came up with the idea for the now iconic list. In that fist year, the Fortune 500 rankings listed only companies that were in the manufacturing, mining and energy sectors. This made the list exclusive to several already well-known companies. General Motors was the top company on the list. Its annual revenues then were $9.8 billion. The Fortune 500 Yearly list of 500 of the largest U.S. Companies ranked by total revenues for the respective fiscal year. This list is compiled using the most recent figures for revenue and includes both private and public companies. Private companies must have publicly available revenue data. It excludes private companies that do not file financial statements with government agencies, foreign corporations, U.S. companies that have been consolidated by other companies, and companies that do not report full financial statements for at least three quarters of the current fiscal year. The History of the Fortune 500 52 of the original Fortune 500 are still on the list. These include: 3M, DowDupont, Merck, Abbott Laboratories, Eli Lily, Motorola, ExxonMobil, General Dynamics, General Electric, General Mills, General Motors, Goodyear, Hershey, IBM, Kellogg, Kraft-Heinz, Lockheed Martin, Cummins, Colgate-Palmolive, Coca-Cola, PepsiCo, Chevron, Caterpillar, Campbell Soup, Boeing, Whirlpool,, Rockwell Automation, Procter & Gamble, and PPG Industries. Over the years, more than 1,800 American companies have been featured on the Fortune 500. Changes have occurred – mergers, acquisitions, bankruptcies, changes in society, recession have all contributed to the changing list. The Fortune 500 is more than a ranking, it is a reflection of the performance and evolution of America’s private sector. The biggest change to the list happened in 1994. That was when it added service companies for the first time. That year, service companies made up 291 of the 500 entries. What the Fortune 500 Says About Society Long Gone - 1955 – American Motors, Brown Shoe, Studebaker, Collins Radio, Detroit Steel, Zenith Electronics, National Sugar Refining. Still Here – Every year since 1955 – Boeing, IBM, Procter and Gamble, Whirlpool. In 2019 but not 1955 – Amazon, Facebook, eBay, Home Depot, Microsoft, Google, Netflix, Target. This year’s top ten: Walmart Exxon Mobile Apple Berkshire Hathaway Amazon United Health Group McKesson CVS Health AT&T Amerisource Bergen Links The Fortune 500 Who Says Elephants Can’t Dance?, by Louis Gerstner, Amazon Fact Sheet: What is the Fortune 500 List? , Investopedia About this Episode's Guest Alan Murray Alan Murray is President and CEO of Fortune. During his tenure as Editor-in-Chief,
New Hampshire Fights PFAS Pollution / Youth Climate Suit Plea / Beyond the Headlines / Recomposing the Departed / Global Warming Clues from Henry David Thoreau / Solid Seasons: The Friendship of Henry David Thoreau and Ralph Waldo Emerson / BirdNote®: Henry David Thoreau and the Wood Thrush New Hampshire may be one of the smallest states in the US, but it's taking on some of the largest chemical companies in the world. The state wants DowDuPont, 3M and six other companies to take financial responsibility for allegedly knowingly polluting the environment with the persistent toxic class of chemicals called PFAS and PFOA while failing to disclose the risks to public health. Also, for most of recent human history, we've laid our dearly departed to rest through burial and cremation. But these can bear an environmental burden linked to land use and greenhouse gas emissions. Now, Washington State residents have a new green option: human composting. And the Nineteenth Century writings of naturalist and transcendentalist Henry David Thoreau are treasured not only by students of environmental literature, but also scientists today using his observations to track how a warming world is affecting trees and flowers. We dive into that research, then sit down with the author of a new book that traces the "Walden" author's rich and fulfilling friendship with fellow transcendentalist Ralph Waldo Emerson. The legacy of Henry David Thoreau and more, in this episode of Living on Earth from PRI.
New Hampshire Fights PFAS Pollution / Youth Climate Suit Plea / Beyond the Headlines / Recomposing the Departed / Global Warming Clues from Henry David Thoreau / Solid Seasons: The Friendship of Henry David Thoreau and Ralph Waldo Emerson / BirdNote®: Henry David Thoreau and the Wood Thrush New Hampshire may be one of the smallest states in the US, but it's taking on some of the largest chemical companies in the world. The state wants DowDuPont, 3M and six other companies to take financial responsibility for allegedly knowingly polluting the environment with the persistent toxic class of chemicals called PFAS and PFOA while failing to disclose the risks to public health. Also, for most of recent human history, we've laid our dearly departed to rest through burial and cremation. But these can bear an environmental burden linked to land use and greenhouse gas emissions. Now, Washington State residents have a new green option: human composting. And the Nineteenth Century writings of naturalist and transcendentalist Henry David Thoreau are treasured not only by students of environmental literature, but also scientists today using his observations to track how a warming world is affecting trees and flowers. We dive into that research, then sit down with the author of a new book that traces the "Walden" author's rich and fulfilling friendship with fellow transcendentalist Ralph Waldo Emerson. The legacy of Henry David Thoreau and more, in this episode of Living on Earth from PRI.
New Hampshire Fights PFAS Pollution / Youth Climate Suit Plea / Beyond the Headlines / Recomposing the Departed / Global Warming Clues from Henry David Thoreau / Solid Seasons: The Friendship of Henry David Thoreau and Ralph Waldo Emerson / BirdNote®: Henry David Thoreau and the Wood Thrush New Hampshire may be one of the smallest states in the US, but it's taking on some of the largest chemical companies in the world. The state wants DowDuPont, 3M and six other companies to take financial responsibility for allegedly knowingly polluting the environment with the persistent toxic class of chemicals called PFAS and PFOA while failing to disclose the risks to public health. Also, for most of recent human history, we've laid our dearly departed to rest through burial and cremation. But these can bear an environmental burden linked to land use and greenhouse gas emissions. Now, Washington State residents have a new green option: human composting. And the Nineteenth Century writings of naturalist and transcendentalist Henry David Thoreau are treasured not only by students of environmental literature, but also scientists today using his observations to track how a warming world is affecting trees and flowers. We dive into that research, then sit down with the author of a new book that traces the "Walden" author's rich and fulfilling friendship with fellow transcendentalist Ralph Waldo Emerson. The legacy of Henry David Thoreau and more, in this episode of Living on Earth from PRI.
New Hampshire Fights PFAS Pollution / Youth Climate Suit Plea / Beyond the Headlines / Recomposing the Departed / Global Warming Clues from Henry David Thoreau / Solid Seasons: The Friendship of Henry David Thoreau and Ralph Waldo Emerson / BirdNote®: Henry David Thoreau and the Wood Thrush New Hampshire may be one of the smallest states in the US, but it's taking on some of the largest chemical companies in the world. The state wants DowDuPont, 3M and six other companies to take financial responsibility for allegedly knowingly polluting the environment with the persistent toxic class of chemicals called PFAS and PFOA while failing to disclose the risks to public health. Also, for most of recent human history, we've laid our dearly departed to rest through burial and cremation. But these can bear an environmental burden linked to land use and greenhouse gas emissions. Now, Washington State residents have a new green option: human composting. And the Nineteenth Century writings of naturalist and transcendentalist Henry David Thoreau are treasured not only by students of environmental literature, but also scientists today using his observations to track how a warming world is affecting trees and flowers. We dive into that research, then sit down with the author of a new book that traces the "Walden" author's rich and fulfilling friendship with fellow transcendentalist Ralph Waldo Emerson. The legacy of Henry David Thoreau and more, in this episode of Living on Earth from PRI.
On this week’s Bloomberg Intelligence podcast, Alix Steel and Paul Sweeney discuss the U.S. China Trade war and the effects it has on tech and supply chains. They also get into the chemical giant DowDuPont and its fertilizer business. Bloomberg Intelligence provides in-depth research and data on more than 2,000 companies and 130 industries. Hosts: Alix Steel and Paul Sweeney Producers: Richard Trueman and Madena Parwana
This year's rally in equity markets has not been equally kind to all sectors of the market. DowDupont Inc. has seen relatively muted returns this year, especially compared to the broader indices. The company spun off Dow, its material science division, on April 1. The market has not been particularly impressed. Another spinoff, its agricultural business Corteva, will follow June 1. This week's guest, Jim Osman of Edge Consulting Group, says this presents a buying opportunity -- for all three stocks.
This week, on the Wise Investor Show, Simon wonders what news is already baked into current stock prices and what potential outcomes might surprise. Is it possible the risks are skewed to the upside? Value stock outperformance, a "good" trade deal and recovering earnings are not consensus base cases. Simon also looks at the DowDuPont divestiture and the new streaming platform to be launched by Disney. To reach Simon Hamilton, call 571-203-1600. We manage investments for our clients. We'd be happy to help you plan your investment goals.
4 years ago, Dow and DuPont merged, creating one of the world’s largest industrial conglomerates. From the start, the plan was to break this newly formed company into 3 separate businesses, each more streamlined and nimble than the combined entity. In early April, the first stage of the breakup took place when New Dow began trading. Motley Fool Contributor Lou Whiteman and Industry Focus host Nick Sciple break down each of the newly formed companies and discuss how investors should be viewing them as they come to market. Stocks Mentioned: DWDP, DOW Check out more of our content here: TMF's podcast portal YouTube Twitter Join Our Motley Fool Podcast Facebook Group LinkedIn StockUp, The Motley Fool's weekly email newsletter
In MACROECONOMICS: Quick update on the yield curve, it reverted back from inversion! Good news, I guess?The US Committee on Foreign Investment orders Chinese company Beijing Kunlun to jettison its majority stake in Grindr. Why you may ask? The answer could blow apart tenuous trade talks between the US and China.In BUSINESSES: LYFT enters the public markets, popping to 87$ a share in a frenzy of exuberance before nestling down to $78 at the bell, but still up near 9% on the day. What did we learn from the LYFT IPO that we didn't know already?Bayer AG pays the piper for another bundle of lawsuits related to blood-thinner Xarelto to complement its hellish ordeal with Monsanto subsidiary's Round-up. If Bayer is destined to founder in an ocean of liability lawsuits, what is the play for us? On ROBERT'S STOCK TIP CORNER, we discuss the merits of buying Dow DuPont, or not.
Topic Discussed : Global Crop Protection MarketSpeakers : Arun RameshKey Takeaways:Growing demand for food safety in developed and developing nations has urged farmers to adopt recommended practices in the use of crop protection chemicals (pesticides). Consumer awareness on the residual effects of pesticides on food products has risen over the past decade. Search for alternatives and implementation of best practices has become priority and has entailed better efficiency in increasing agricultural income offering better yield and quality products. In this edition of the Agriculture & Nutrition Opportunity Engine Series, global growth opportunities crop protection (pesticides) market are explored in detail with emphasis on key growth factors across global and regional markets, market trends, technologies, product innovations and competitive landscapeFor further insights, please join us for future podcasts and become a member of the Frost & Sullivan’s Leadership Council by emailing us at: digital@frost.com or click here to Contact Us.Related Keywords: Frost & Sullivan, Pesticides, Biopesticides, Synthetic herbicides, synthetic fungicides, synthetic insecticides, bioherbicides, bioinsecticides, biofungicide, Bayer, Syngenta, Dow-Dupont, BASF, FMC, Integrated Pest Management , North America, Europe, APAC, RoW (LATAM, Middle East and Africa),regulations, agricultural productivity, mergers, acquisitions, partnerships, industry consolidationWebsite: www.frost.com See acast.com/privacy for privacy and opt-out information.
DowDupont is a chemical producer that makes everything from plastics to pesticides to industrial materials. They are the result of the Dow and Dupont merger in 2015, and are soon to be split into three companies in mid-2019. --- alex@stockstoriespodcast.com Instagram: stockstories1
Today we check in on a proposed casino in West Michigan, DowDuPont has ended a fungicide test on dogs, and this week’s full moon is gonna be super. See acast.com/privacy for privacy and opt-out information.
Jennifer Bartashus, Bloomberg Intelligence Senior Retail Analyst, discusses Target earnings benefiting in part by the retail chain introducing new private brands and expanding its online capabilities. Shawn Donnan, Bloomberg News Trade Reporter, explains how as the U.S. get closer to a trade deal with China, President Trump looks to end trade concessions for India. Freelance Writer Elizabeth Dunn shares her story for Businessweek Magazine about startup Farmers Business Network that shares data seed info in competition with Bayer and DowDuPont. Bloomberg Businessweek EditorJoel Weber and Pat Regnier, Bloomberg Businessweek Finance Editor, talk about why mega-corporations are making the stock market old. And we Drive to the Close of markets with Melda Mergen, Deputy Global Head of Equities at Columbia Threadneedle Investments. Hosts: Carol Massar and Jason Kelly. Producer: Paul Brennan Learn more about your ad-choices at https://www.iheartpodcastnetwork.com
Jennifer Bartashus, Bloomberg Intelligence Senior Retail Analyst, discusses Target earnings benefiting in part by the retail chain introducing new private brands and expanding its online capabilities. Shawn Donnan, Bloomberg News Trade Reporter, explains how as the U.S. get closer to a trade deal with China, President Trump looks to end trade concessions for India. Freelance Writer Elizabeth Dunn shares her story for Businessweek Magazine about startup Farmers Business Network that shares data seed info in competition with Bayer and DowDuPont. Bloomberg Businessweek EditorJoel Weber and Pat Regnier, Bloomberg Businessweek Finance Editor, talk about why mega-corporations are making the stock market old. And we Drive to the Close of markets with Melda Mergen, Deputy Global Head of Equities at Columbia Threadneedle Investments. Hosts: Carol Massar and Jason Kelly. Producer: Paul Brennan
In episode 5 of GuidePost Podcast Series Neal Gutterson, Chief Technology Officer of Dow-Dupont's agricultural division Corteva, discusses the exciting potential of gene editing/CRISPR to spur new crop strains and circumvent the contentious debate around GMOs.
Listen in to Judy Warner and guest John Andresakis from DowDupont and learn about embedded resistance materials. There are several benefits that make this a beneficial technology. Did you know that you can take up to 90% of your decoupling caps off the surface of the board, while improving reliability and reducing inductance? Learn about several design considerations for using embedded capacitors and build on the knowledge of experts like Rick Hartley and Eric Bogatin who both addressed inductance in their AltiumLive San Diego keynotes. Watch the video, click HERE. Show Highlights: Senior Technical Marketing Leader - Interconnect Solutions at DowDupont; 30 years experience mostly on the materials side and now at DowDupont, soon to be the new Dupont. Embedded capacitance -cross connections with: Rick Hartley's keynote at Altiumlive (inductance) and Eric Bogatin's keynote as well This reduces inductance Film based materials now allow embedded capacitor layers to be 1 mil or below with excellent yields People were practicing some form of this 30+ years ago, but according to patents 25 years or so. There used to be material concerns, but with the advanced materials i.e. improvements in technology more is possible. What manufacturers are providing this service? Most of them! It's like a version of a rigid flex, without the flex part sticking out. This isn’t a very hard thing to implement, it wouldn’t be difficult for the manufacturer to get up to speed on this. The things involved are not difficult to learn. Learn more at IPC APEX - stop by DowDuPont and Insulectro - booth 624 Links and Resources: IPC Standard: 2316 Design Guide for Embedded Passive Device Printed Boards DuPont Interra HK04J Planar Capacitor Laminate IPC Standard: 4821 for embedded passive devices Rick Hartley on the Importance of PC Board Stack-up at AltiumLive Eric Bogatin on The Value of the White Space at AltiumLive
James Collins, COO of the Agriculture Division of DowDuPont and CEO-Elect of Corteva Agriscience wants to change the narrative for global agriculture companies, with farmers and consumers at the center of their missions. Read our favorite highlights of this episode as you listen HERE. While you’re listening, subscribe, rate, and review the show; it would mean the world to us to have your feedback. You can listen to “Food Talk with Dani Nierenberg” wherever you consume your podcasts. Apple Podcasts Stitcher Google Play Spotify Become a Food Tank member for exclusive benefits: join HERE! Follow Food Tank on Social Media: Twitter Facebook Instagram LinkedIn Youtube
Corteva Agriscience, the agricultural division of DowDuPont, produces as much DNA sequence data every six hours as existed in the entire public sphere in 2008. On-premises processing and storage could not scale to meet the business demand. Partnering with Sogeti (part of Capgemini), Corteva replatformed their existing Hadoop-based genome processing systems into AWS using a serverless, cloud-native architecture. In this session, learn how Corteva Agriscience met current and future data processing demands without maintaining any long-running servers by using AWS Lambda, Amazon S3, Amazon API Gateway, Amazon EMR, AWS Glue, AWS Batch, and more. This session is brought to you by AWS partner, Capgemini America. Complete Title: AWS re:Invent 2018: Petabytes of Data & No Servers: Corteva Scales DNA Analysis to Meet Increasing Business Demand (ENT218-S)
Cloud engineering teams at Corteva Agriscience, Agriculture Division of DowDuPont, have a challenge: how to support a global business of research scientists and software developers in building a world-class innovation organization. Modern agriculture produces larger and more varied data types, so their approach must be not only scalable and flexible, but also commit to operational excellence while remaining adoptable. This session will walk through how Corteva Agriscience builds container-based infrastructures with CI/CD pipelines that remove undifferentiated heavy lifting and allow teams to empower developers. Members of the cloud engineering team will discuss problems they face, solutions they implement, and show an example of how they leverage AWS services (AWS CodeCommit, AWS CodePipeline, AWS CloudFormation, AWS Fargate) to deploy a novel machine learning algorithm for scoring genetic markers.
Amazon makes a split decision…what does it mean for Indy? The Mill in Bloomington is open for business; an update on DowDuPont’s Indiana operations; Trendiana spotlights hidden gems in small towns; an effort to get local food in local schools; Wabash College launches a historic fundraising campaign; and perspective on the week’s top stories from our panel of INsiders.
Kevin Mclain and I talk about new products from Dow - Dupont that are for the professionals and DIYer's too!
Get caught up on the latest news from around the pulp and paper world in our weekly program, including updates from Rayonier Advanced Materials, WestRock, Kimberly-Clark, Expera, Essity, Sonoco, Verso, Veritiv, Louisiana-Pacific Corporation, DowDuPont, Smurfit Kappa, Huhtamaki, Holmen, UPM, Ilim Group, Nippon Paper Industries, Amcor and more. Nips is a weekly show of contemporary information related to the pulp and paper industry worldwide. Available on iTunes Listen live at 8 a.m. EDT on Monday, 24 September 2018, or anytime afterward. globalpapermoney.com nipimpressions.com
Get caught up on the latest news from around the pulp and paper world in our weekly program, including updates from International Paper, Monadnock Paper, Kimberly-Clark, Verso Corporation, Resolute Forest Products, Cenveo, Pratt Industries, DowDuPont, Expera, UPM, Södra, Sappi, Stora Enso, Essity, Arjowiggins, Fibria, Suzano, Orora and more. Nips is a weekly show of contemporary information related to the pulp and paper industry worldwide. Available on iTunes Listen live at 8 a.m. EDT on Monday, 17 September 2018, or anytime afterward. globalpapermoney.com nipimpressions.com
In this episode, we got to speak with Russell Rogers, Head of the Silicon Valley Innovation Center at DowDuPont. At DowDupont he has experience building an innovation center and R&D tools that enable rapid innovation with a customer-centric approach. In this episode, he discusses the current state of corporate innovation, compares startups to big organizations, and highlights particular strategies that large organizations can use to maintain a culture of innovation. Rogers advises, leads, and partners with individuals, organizations, and institutions to bring technology and fresh thinking to solve problems and create new opportunities for Fortune 500 companies, the military, and startups in the US and abroad. --- Support this podcast: https://anchor.fm/venture-vignettes/support
Welcome to The Mom Enterprise, a weekly podcast hosted by Kendra Martinez featuring working Moms who find a way to manage it all. Episode Guest: Lindsey Hecht Mom, Wife, and District Sales Leader, Midsouth Crop Protection District – Corteva Agriscience, Ag Division of DowDuPont Lindsey, her husband Dennis and their 16 month-old daughter live in Hernando, MS with their dogs Cinch and Schnitzel. Lindsey's most important job is mom to daughter Zoe. Lindsey loves listening to Zoe jabber, reading books, playing outside, cooking and simply sitting and watching Zoe play. Managing wife duties, mom duties and work duties makes life demanding at times but being a strong example for Zoe drives Lindsey to push herself professionally and personally. Growing up in Campbellsburg, KY, Lindsey learned quickly that a sense of community is important, hard work is rewarding and farmers are the most generous and passionate people on the planet. In high school, she was active in FFA (Future Farmers of America) where she won the state public speaking contest speaking on agriculture and the importance of farms. Since then, she got an ag degree from the University of Kentucky College of Agriculture, she married a farm raised guy from Michigan and won the KY Farm Bureau state discussion meet discussing important topics for KY farmers. Lindsey works for Corteva Agriscience, Ag Division of DowDupont as District Sales Leader in the midsouth. She leads a team who promotes crop protection products in agriculture to enrich the lives of those who produce and those who consume, ensuring progress for generations to come. Listen to hear more about Lindsey's story: Moms work with moms. Moms work with dads. Moms don't always bring up topics about “momming.” -Sharing stories makes work mean more. If you can negotiate with a 16 month old, you can negotiate anything. Leverage your mom skills to be successful at work. Jesus and meal prep Food. Focus. My Sunday routine fuels the entire week. Don't avoid “tough” topics Pumping. Work-life balance. Acupuncture & Pregnancy "What's in the crock pot?!" Links mentioned: Twitter: @Lhecht11 Instagram: @luluhecht Follow this podcast: Instagram: @themomenterprise Website: www.themomenterprise.com Contact Us: themomenterprise@gmail.com Music: www.bensound.com
Create New Futures | How Leaders Produce Breakthroughs and Transform the World through Conversation
Shelley Stewart is the Vice President of Sourcing and Logistics and the Chief Procurement Officer at the DuPont Company, delivering a portfolio of products and solutions in more than 90 countries. Before joining DuPont, Shelley was Senior Vice President of Operational Excellence and Chief Procurement Officer at Tyco International. In this episode, Shelley speaks about the inspirations and role models that shaped his journey and his leadership insights. He frames the importance of learning outside of his comfort zone and how his network of peers, colleagues, and friends opened critical opportunities for him. Shelley offers that you should never let your aspirations control you. Instead, it is for you to manage your aspirations, while focusing on servant leadership, and on becoming the best you can be in whatever you do. 02:23 - Aviv’s first meeting with Shelley 03:32 - What is Shelley working on now 05:12 - How did Shelley approach the challenge of the Dow-DuPont merger 07:04 - Some of the big lessons Shelley has implemented to work effectively through conflict 10:00 – Why reframing the conversation is so important 13:35 - What inspired Shelley when he was growing up and his childhood neighborhood as a village 16:01 - Shelley’s journey to getting his first job 19:48 - Biggest lessons Shelley learned through his 19-year career working for United Technologies 21:13 - Working with the Israeli air force 22:43 - Learning outside of his comfort zone 23:53 - Transitioning from United Technologies to Tyco 26:41 - Working with a vast network of people leads to opportunities 28:29 - Giving back to the community 29:23 - What shaped Shelley’s leadership philosophy and the shift from doing to leading 35:15 - Looking for intellectual curiosity in others 37:58 - Shelley’s father mentored people and how that influence Shelley 39:41 - Coaching advice Shelley gives to people early in their career 41:58 - What provides Shelley with the greatest sense of pride 43:08 - Parting wisdom Shelley would like to share FULL SHOW NOTES: https://www.avivconsulting.com/cnf41
CW Editor-in-Chief Rob Westervelt interviews Jim Fitterling, COO of DowDuPont's materials science division and future CEO of Dow Chemical. Live from the 2018 World Petrochemical Conference in Houston.
It might not be apparent unless you're driving through the mid-longitudes of Interstate 70, but around 40 percent of the land in the United States is farmland. Understanding what happens on that acreage is complicated—for individual farmers and agricultural conglomerates. Understanding how to improve what's going on is even harder. That's why Granular—a farm software business under the agriculture division of DowDuPont—penned a deal with Planet.
Ryan Heath talks to Marianne Thyssen, the European Commissioner for employment, about how she wants to overhaul EU policies on jobs, education and training to face up to globalization. She also talks about the surprise in the College of Commissioners when Martin Selmayr was nominated as the Commission’s new secretary-general. Lulwah Al Khater, the first female spokesperson for the Qatari ministry of foreign affairs, drops by to tell us about her job and the challenges facing her country. Highlights from the show: Women in the workplace: As we mark International Women’s Day, Thyssen discusses barriers to success for women in the workplace. “If we look into the labor market and in the progress of women, we see that everything is going fine until the moment of children and then … women are penalized in the labor market … [they] don’t have the possibility to reach their full potential in their career,” Thyssen says. Thyssen on Martin Selmayr: The commissioner describes how she felt when she found out about the appointment of the European Commission’s new secretary-general. EU WTF: Our regular Brussels brains trust panelists, Lina Aburous and Ailbhe Finn, talk about the case of a Brussels man convicted for verbal abuse of a female police officer. They also discuss the #MeToo movement. Dear Politico: The panel advises a listener about a housing scam in Brussels. MEP of the week: In this segment, the panelists dive into a box of MEPs’ names and pull out a young farmer and a few unknowns before someone earns the title MEP of the Week. We want to hear from you! Please fill out this survey so we can make EU Confidential better than ever: https://www.surveymonkey.com/r/CVD7TDT
Austin Dillon, driver of the #3 Dow Chevrolet for Richard Childress Racing (RCR), steps Inside the ICE House to break down his recent triumph at the Daytona 500 and the next chapter for the storied legacy #3, written 20 years after Dale Earnhardt won the Great American Race in the same ride. Host Josh King and Austin talk about the business of NASCAR and its unique link between fans, sponsors, and drivers. Inside the ICE House: https://www.theice.com/podcast/inside-the-ice-house Check out Austin’s Podcast: Barn Life Follow at austindillon.com or on Twitter @austindillon3
Get caught up on the latest news from around the pulp and paper world in our weekly program, including updates from International Paper, Kimberly-Clark, Appvion, Smurfit Kappa, Huhtamaki, RR Donnelley, DowDuPont, Klabin, Australian Paper, APP, UPM, Stora Enso, Sappi, Södra, Metsä and more. Nips is a weekly show of contemporary information related to the pulp and paper industry worldwide. Available on iTunes Listen live at 8 a.m. EST on Monday, 19 February 2018, or anytime afterward. globalpapermoney.com nipimpressions.com
Get caught up on the latest news from around the pulp and paper world in our weekly program, including updates from WestRock, KapStone, Georgia-Pacific, Resolute Forest Products, Kimberly-Clark, Sappi, DowDupont, Sun Paper, Verso, PaperWorks, Weyerhaeuser, Cascades, Fortress, Fibria, J.D. Irving, UPM, Huhtamaki, Orient Paper, APP, Metsä and more. Nips is a weekly show of contemporary information related to the pulp and paper industry worldwide. Available on iTunes Listen live at 8 a.m. EST on Monday, 5 February 2018, or anytime afterward. globalpapermoney.com nipimpressions.com
Back to a new month and feels like a new year after the Summer. Satan calls in with his new scam to bilk hurricane charity. Puts in GE andTrV and PRG. Apple's new phone Dow/Dupont and URBN
Ag News: Mexican trade delegates were in Lincoln yesterday. We get a view on the discussions ...Brazil approves the Dow/Dupont merger .. Report on the successful "Beef Experience Tour" ... Brian Magnusson of Lindsay Mfg touts a new irrigation management tool ... Ag Secretary Sonny Perdue discusses restructuring USDA with Jesse Harding ... Lynn Meyer on upcoming Generational Transition meeting in Belvedere, NE
Ag News: Mexican trade delegates were in Lincoln yesterday. We get a view on the discussions ...Brazil approves the Dow/Dupont merger .. Report on the successful "Beef Experience Tour" ... Brian Magnusson of Lindsay Mfg touts a new irrigation management tool ... Ag Secretary Sonny Perdue discusses restructuring USDA with Jesse Harding ... Lynn Meyer on upcoming Generational Transition meeting in Belvedere, NE
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