Podcasts about General Motors

This week we talk about General Motors, the Great Recession, and semiconductors.We also discuss Goldman Sachs, US Steel, and nationalization.Recommended Book: Abundance by Ezra Klein and Derek ThompsonTranscriptNationalization refers to the process through which a government takes control of a business or business asset.Sometimes this is the result of a new administration or regime taking control of a government, which decides to change how things work, so it gobbles up things like oil companies or railroads or manufacturing hubs, because that stuff is considered to be fundamental enough that it cannot be left to the whims, and the ebbs and eddies and unpredictable variables of a free market; the nation needs reliable oil, it needs to be churning out nails and screws and bullets, so the government grabs the means of producing these things to ensure nothing stops that kind of output or operation.That more holistic reworking of a nation's economy so that it reflects some kind of socialist setup is typically referred to as socialization, though commentary on the matter will still often refer to the individual instances of the government taking ownership over something that was previously private as nationalization.In other cases these sorts of assets are nationalized in order to right some kind of perceived wrong, as was the case when the French government, in the wake of WWII, nationalized the automobile company Renault for its alleged collaboration with the Nazis when they occupied France.The circumstances of that nationalization were questioned, as there was a lot of political scuffling between capitalist and communist interests in the country at that time, and some saw this as a means of getting back against the company's owner, Louis Renault, for his recent, violent actions against workers who had gone on strike before France's occupation—but whatever the details, France scooped up Renault and turned it into a state-owned company, and in 1994, the government decided that its ownership of the company was keeping its products from competing on the market, and in 1996 it was privatized and they started selling public shares, though the French government still owns about 15% of the company.Nationalization is more common in some non-socialist nations than others, as there are generally considered to be significant pros and cons associated with such ownership.The major benefit of such ownership is that a government owned, or partially government owned entity will tend to have the government on its side to a greater or lesser degree, which can make it more competitive internationally, in the sense that laws will be passed to help it flourish and grow, and it may even benefit from direct infusions of money, when needed, especially with international competition heats up, and because it generally allows that company to operate as a piece of government infrastructure, rather than just a normal business.Instead of being completely prone to the winds of economic fortune, then, the US government can ensure that Amtrak, a primarily state-owned train company that's structured as a for-profit business, but which has a government-appointed board and benefits from federal funding, is able to keep functioning, even when demand for train services is low, and barbarians at the gate, like plane-based cargo shipping and passenger hauling, becomes a lot more competitive, maybe even to the point that a non-government-owned entity may have long-since gone under, or dramatically reduced its service area, by economic necessity.A major downside often cited by free-market people, though, is that these sorts of companies tend to do poorly, in terms of providing the best possible service, and in terms of making enough money to pay for themselves—services like Amtrak are structured so that they pay as much of their own expenses as much as possible, for instance, but are seldom able to do so, requiring injections of resources from the government to stay afloat, and as a result, they have trouble updating and even maintaining their infrastructure.Private companies tend to be a lot more agile and competitive because they have to be, and because they often have leadership that is less political in nature, and more oriented around doing better than their also private competition, rather than merely surviving.What I'd like to talk about today is another vital industry that seems to have become so vital, like trains, that the US government is keen to ensure it doesn't go under, and a stake that the US government took in one of its most historically significant, but recently struggling companies.—The Emergency Economic Stabilization Act of 2008 was a law passed by the US government after the initial whammy of the Great Recession, which created a bunch of bailouts for mostly financial institutions that, if they went under, it was suspected, would have caused even more damage to the US economy.These banks had been playing fast and loose with toxic assets for a while, filling their pockets with money, but doing so in a precarious and unsustainable manner.As a result, when it became clear these assets were terrible, the dominos started falling, all these institutions started going under, and the government realized that they would either lose a significant portion of their banks and other financial institutions, or they'd have to bail them out—give them money, basically.Which wasn't a popular solution, as it looked a lot like rewarding bad behavior, and making some businesses, private businesses, too big to fail, because the country's economy relied on them to some degree. But that's the decision the government made, and some of these institutions, like Goldman Sachs, had their toxic assets bought by the government, removing these things from their balance sheets so they could keep operating as normal. Others declared bankruptcy and were placed under government control, including Fannie Mae and Freddie Mac, which were previously government supported, but not government run.The American International Group, the fifth largest insurer in the world at that point, was bought by the US government—it took 92% of the company in exchange for $141.8 billion in assistance, to help it stay afloat—and General Motors, not a financial institution, but a car company that was deemed vital to the continued existence of the US auto market, went bankrupt, the fourth largest bankruptcy in US history. The government allowed its assets to be bought by a new company, also called GM, which would then function as normal, which allowed the company to keep operating, employees to keep being paid, and so on, but as part of that process, the company was given a total of $51 billion by the government, which took a majority stake in the new company in exchange.In late-2013, the US government sold its final shares of GM stock, having lost about $10.7 billion over the course of that ownership, though it's estimated that about 1.5 million jobs were saved as a result of keeping GM and Chrysler, which went through a similar process, afloat, rather than letting them go under, as some people would have preferred.In mid-August of this year, the US government took another stake in a big, historically significant company, though this time the company in question wasn't going through a recession-sparked bankruptcy—it was just falling way behind its competition, and was looking less and less likely to ever catch up.Intel was founded 1968, and it designs, produces, and sells all sorts of semiconductor products, like the microprocessors—the computer chips—that power all sorts of things, these days.Intel created the world's first commercial computer chip back in 1971, and in the 1990s, its products were in basically every computer that hit the market, its range and dominance expanding with the range and dominance of Microsoft's Windows operating system, achieving a market share of about 90% in the mid- to late-1990s.Beginning in the early 2000s, though, other competitors, like AMD, began to chip away at Intel's dominance, and though it still boasts a CPU market share of around 67% as of Q2 of 2025, it has fallen way behind competitors like Nvidia in the graphics card market, and behind Samsung in the larger semiconductor market.And that's a problem for Intel, as while CPUs are still important, the overall computing-things, high-tech gadget space has been shifting toward stuff that Intel doesn't make, or doesn't do well.Smaller things, graphics-intensive things. Basically all the hardware that's powered the gaming, crypto, and AI markets, alongside the stuff crammed into increasingly small personal devices, are things that Intel just isn't very good at, and doesn't seem to have a solid means of getting better at, so it's a sort of aging giant in the computer world—still big and impressive, but with an outlook that keeps getting worse and worse, with each new generation of hardware, and each new innovation that seems to require stuff it doesn't produce, or doesn't produce good versions of.This is why, despite being a very unusual move, the US government's decision to buy a 10% stake in Intel for $8.9 billion didn't come as a total surprise.The CEO of Intel had been raising the possibility of some kind of bailout, positioning Intel as a vital US asset, similar to all those banks and to GM—if it went under, it would mean the US losing a vital piece of the global semiconductor pie. The government already gave Intel $2.2 billion as part of the CHIPS and Science Act, which was signed into law under the Biden administration, and which was meant to shore-up US competitiveness in that space, but that was a freebie—this new injection of resources wasn't free.Response to this move has been mixed. Some analysts think President Trump's penchant for netting the government shares in companies it does stuff for—as was the case with US Steel giving the US government a so-called ‘golden share' of its company in exchange for allowing the company to merge with Japan-based Nippon Steel, that share granting a small degree of governance authority within the company—they think that sort of quid-pro-quo is smart, as in some cases it may result in profits for a government that's increasingly underwater in terms of debt, and in others it gives some authority over future decisions, giving the government more levers to use, beyond legal ones, in steering these vital companies the way it wants to steer them.Others are concerned about this turn of events, though, as it seems, theoretically at least, anti-competitive. After all, if the US government profits when Intel does well, now that it owns a huge chunk of the company, doesn't that incentivize the government to pass laws that favor Intel over its competitors? And even if the government doesn't do anything like that overtly, doesn't that create a sort of chilling effect on the market, making it less likely serious competitors will even emerge, because investors might be too spooked to invest in something that would be going up against a partially government-owned entity?There are still questions about the legality of this move, as it may be that the CHIPS Act doesn't allow the US government to convert grants into equity, and it may be that shareholders will find other ways to rebel against the seeming high-pressure tactics from the White House, which included threats by Trump to force the firing of its CEO, in part by withholding some of the company's federal grants, if he didn't agree to giving the government a portion of the company in exchange for assistance.This also raises the prospect that Intel, like those other bailed-out companies, has become de facto too big to fail, which could lead to stagnation in the company, especially if the White House goes further in putting its thumb on the scale, forcing more companies, in the US and elsewhere, to do business with the company, despite its often uncompetitive offerings.While there's a chance that Intel takes this influx of resources and support and runs with it, catching up to competitors that have left it in the dust and rebuilding itself into something a lot more internationally competitive, then, there's also the chance that it continues to flail, but for much longer than it would have, otherwise, because of that artificial support and government backing.Show Noteshttps://www.reuters.com/legal/legalindustry/did-trump-save-intel-not-really-2025-08-23/https://www.nytimes.com/2025/08/23/business/trump-intel-us-steel-nvidia.htmlhttps://arstechnica.com/tech-policy/2025/08/intel-agrees-to-sell-the-us-a-10-stake-trump-says-hyping-great-deal/https://en.wikipedia.org/wiki/General_Motors_Chapter_11_reorganizationhttps://www.investopedia.com/articles/economics/08/government-financial-bailout.asphttps://www.tomshardware.com/pc-components/cpus/amds-desktop-pc-market-share-hits-a-new-high-as-server-gains-slow-down-intel-now-only-outsells-amd-2-1-down-from-9-1-a-few-years-agohttps://www.spglobal.com/commodity-insights/en/news-research/latest-news/metals/062625-in-rare-deal-for-us-government-owns-a-piece-of-us-steelhttps://en.wikipedia.org/wiki/Renaulthttps://en.wikipedia.org/wiki/State-owned_enterprises_of_the_United_Stateshttps://247wallst.com/special-report/2021/04/07/businesses-run-by-the-us-government/https://en.wikipedia.org/wiki/Nationalizationhttps://www.amtrak.com/stakeholder-faqshttps://en.wikipedia.org/wiki/General_Motors_Chapter_11_reorganization This is a public episode. If you'd like to discuss this with other subscribers or get access to bonus episodes, visit letsknowthings.substack.com/subscribe

This week, I sat down with Naftali “Naf” Jaman, a man whose career has stretched from engineering roles in the U.S. Air Force to leading open innovation programs for global giants like GM, Airbus, and LG Electronics. Along the way, he has helped launch startups in automotive safety, advised aviation and space ventures, and worked at the crossroads of academia, government, and industry. Our conversation centered on what Naf calls the inception method. It is the ability to plant an idea in someone else's mind and let them believe it is their own. The process demands patience, empathy, and a willingness to let go of credit in order to see the idea thrive.  Naf described how he built trust inside LG by taking executives out of the office, talking less about technology and more about culture and daily life, until he could gently introduce a concept that eventually reshaped their approach to in-car infotainment systems. What struck me most was his insistence that real influence begins not with clever pitches but with listening and creating the conditions for others to feel ownership of a solution. We explored the challenges large corporations face when they attempt to work with startups, often overwhelming them with bureaucracy or diluting their energy through misguided “startup challenges” that serve more as PR exercises than true collaborations.  Naf's preference is always to work one on one, helping a single leader take action on a problem they urgently need to solve, and quietly guiding them until the idea becomes theirs to champion. He also spoke about the role academia can play in solving early-stage R&D puzzles, highlighting his time at General Motors, where university researchers provided critical pieces of the hydrogen fuel cell puzzle long before commercialization was possible. Perhaps most provocatively, Naf shared his skepticism about dual-use technologies, which many in the innovation community hail as a promising path between defense and civilian markets. He argued that export controls and the slow timelines of defense procurement often strangle opportunities before they mature, making dual use more of a limitation than a catalyst. His candor about these challenges was refreshing, and a reminder that innovation is as much about what we choose not to pursue as what we chase. By the end of our conversation, I was reminded that the real work of innovation often happens quietly, in the spaces between people. It is about empathy, patience, and sometimes even a touch of psychological sleight of hand. As Naf put it, the greatest innovation of all is the human mind itself, provided we learn how to use it well.  

In der heutigen Folge sprechen die Finanzjournalisten Anja Ettel und Philipp Vetter über Staatskapitalismus made by Trump, die Nvidia-Hürde und Kaffee-Gerüchte bei Coca-Cola. Außerdem geht es um Vanguard FTSE All World (WKN: A1JX52), SPDR MSCI ACWI IMI ETF (WKN: A1JJTD), Amundi Stoxx Europe 600 ETF (WKN: LYX0Q0), Euwax Gold II (WKN: EWD2LG), Bitcoin, Ether, Ripple, Binance, Solana und 21Shares Crypto Basket Index ETP (WKN: A2TT3D), Apple, Google, Amazon, Alphabet, Microsoft, Take Two Interactive, Meta, Palantir, General Motors, Intel, Nvidia und BYD. Die Tickets zum Finance Summit am 17. September bekommt ihr 40 Euro günstiger – aber nur mit dem exklusiven Code AAA2025, der ihr unter dem folgenden Link eingeben müsst: https://veranstaltung.businessinsider.de/BN5aLV Wir freuen uns an Feedback über aaa@welt.de. Noch mehr "Alles auf Aktien" findet Ihr bei WELTplus und Apple Podcasts – inklusive aller Artikel der Hosts und AAA-Newsletter. Hier bei WELT: https://www.welt.de/podcasts/alles-auf-aktien/plus247399208/Boersen-Podcast-AAA-Bonus-Folgen-Jede-Woche-noch-mehr-Antworten-auf-Eure-Boersen-Fragen.html. Der Börsen-Podcast Disclaimer: Die im Podcast besprochenen Aktien und Fonds stellen keine spezifischen Kauf- oder Anlage-Empfehlungen dar. Die Moderatoren und der Verlag haften nicht für etwaige Verluste, die aufgrund der Umsetzung der Gedanken oder Ideen entstehen. Hörtipps: Für alle, die noch mehr wissen wollen: Holger Zschäpitz können Sie jede Woche im Finanz- und Wirtschaftspodcast "Deffner&Zschäpitz" hören. +++ Werbung +++ Du möchtest mehr über unsere Werbepartner erfahren? Hier findest du alle Infos & Rabatte! https://linktr.ee/alles_auf_aktien Impressum: https://www.welt.de/services/article7893735/Impressum.html Datenschutz: https://www.welt.de/services/article157550705/Datenschutzerklaerung-WELT-DIGITAL.html

Garrett Lord is co-founder and CEO of Handshake, which started as a career network for college students and new grads but recently discovered something extraordinary: they were sitting on the world's largest network of academic experts—exactly what frontier AI labs desperately needed. With 500,000 PhDs and 3 million advanced degree holders creating training data, in just eight months they've built a new business that hit $50 million in revenue in its first four months and is on track to blow past $100M in the first 12 months.What you'll learn:1. How Handshake found an opportunity to leverage their proprietary network of experts to launch a data-labeling business that's on track to blow past $100 million ARR in 12 months2. Why AI models need human experts (e.g. physics PhDs) to improve, and what this “data labeling” actually involves3. Inside the actual work: what a biology PhD does for 8 hours that makes GPT-5 smarter4. The playbook for building a startup inside a startup: separate teams, separate offices, separate everything5. Why the shift from “generalist” to “expert” data labeling created a once-in-a-lifetime business opportunity6. Why AI won't eliminate entry-level jobs—it's creating “Iron Man suits” that make junior employees 10x more productive—Brought to you by:CodeRabbit—Cut code review time and bugs in half. Instantly: https://coderabbit.link/lennyOrkes—The enterprise platform for reliable applications and agentic workflows: https://www.orkes.io/Claude.ai—The AI for problem solvers and enterprise: http://claude.ai/—Transcript: https://www.lennysnewsletter.com/p/inside-handshake-garrett-lord—My biggest takeaways (for paid newsletter subscribers): https://www.lennysnewsletter.com/i/171410958/my-biggest-takeaways-from-this-conversation—Where to find Garrett Lord:• X: https://x.com/garrettlord• LinkedIn: https://www.linkedin.com/in/garrettlord/• Email: Garrett@joinhandshake.com—Where to find Lenny:• Newsletter: https://www.lennysnewsletter.com• X: https://twitter.com/lennysan• LinkedIn: https://www.linkedin.com/in/lennyrachitsky/—In this episode, we cover:(00:00) Introduction to Garrett Lord(05:00) Understanding data labeling and its importance(13:08) The role of experts in AI model training(15:35) The future of AI and human collaboration(24:17) Why AI won't eliminate entry-level jobs(27:58) The continuous improvement of AI models(33:05) The emergence of Handshake's new business model(37:07) Incubating new ideas in established companies(40:42) Handshake's competitive advantage(45:43) Scaling up and meeting market demand(48:38) Overcoming challenges and adapting(53:08) The importance of separate teams and ownership(57:26) The future of job matching with AI(01:00:30) The biggest bottlenecks to advancing models further(01:02:37) Lightning round and final thoughts—Referenced:• GPQA: https://github.com/idavidrein/gpqa• Handshake: https://joinhandshake.com/• OpenAI's CPO on how AI changes must-have skills, moats, coding, startup playbooks, more | Kevin Weil (CPO at OpenAI, ex-Instagram, Twitter): https://www.lennysnewsletter.com/p/kevin-weil-open-ai• Inside Bolt: From near-death to ~$40m ARR in 5 months—one of the fastest-growing products in history | Eric Simons (founder and CEO of StackBlitz): https://www.lennysnewsletter.com/p/inside-bolt-eric-simons• Goldman Sachs: https://www.goldmansachs.com/• General Motors: https://www.gm.com/• Google: https://about.google/• Sahil Bhaiwala on LinkedIn: https://www.linkedin.com/in/sahil-bhaiwala-459b0354/• Francisco “Paco” Guzman on LinkedIn: https://www.linkedin.com/in/guzmanhe/• Avery Yip on LinkedIn: https://www.linkedin.com/in/averyyip/• Game of Thrones on HBO: https://www.hbomax.com/shows/game-of-thrones/4f6b4985-2dc9-4ab6-ac79-d60f0860b0ac• SNOO: https://www.happiestbaby.com/products/snoo-smart-bassinet• Careers at Handshake: https://joinhandshake.com/careers/—Recommended books:• Zero to One: Notes on Startups, or How to Build the Future: https://www.amazon.com/Zero-One-Notes-Startups-Future/dp/0804139296• The Hard Thing About Hard Things: Building a Business When There Are No Easy Answers―Straight Talk on the Challenges of Entrepreneurship: https://www.amazon.com/Hard-Thing-About-Things-Building/dp/0062273205—Production and marketing by https://penname.co/. For inquiries about sponsoring the podcast, email podcast@lennyrachitsky.com.Lenny may be an investor in the companies discussed. To hear more, visit www.lennysnewsletter.com

Corey and David continue the discussion of the role of AI in authentic social media marketing, brainstorming content, video content, and much more! Corey Perlman is a speaker, consultant, and nationally-recognized social media expert. His latest book Authentically Social: Break Through By Being You! has been called engaging, relevant, a must-read, and spot-on marketing advice for any business. Corey's spoken for notable brands such as General Motors, The Dallas Cowboys, The PGA Tour, and Sysco Foods on how to drive business results through social media marketing.

Apply for the Nov 2025 (limited spots remaining) or May 2026 Japan Leadership Experiencehttps://kbjanderson.com/japantrip/ “Change the culture!”That's exactly what longtime Toyota leader Isao Yoshino was tasked with during one of the most famous business transformations in history—NUMMI—Toyota's joint venture with General Motors in the 1980s.The challenge? Take GM's worst-performing plant—plagued by absenteeism, low morale, and poor quality—and turn it around.Within just one year, with the same American workforce but under Toyota's leadership, NUMMI became GM's best-performing site.Behind the scenes was Mr. Yoshino, leading the design and delivery of a three-week training program in Japan for hundreds of NUMMI's frontline and middle managers.In this episode, Mr. Yoshino shares the inside story of NUMMI's transformation—how an experiment in a business turnaround became a “New Me” moment for its leaders—and the leadership lessons you can use to influence culture change without relying on authority.If you're a lean practitioner or change leader wondering how to truly “change a culture,” this is a rare chance to hear the story directly from the person who lived it.You'll Learn:Why you can't force culture change—and what to do insteadHow Mr. Yoshino and his team created  immersive learning experiences that shifted NUMMI leaders' mindsets in just three weeksWhy the “Check” step in PDCA is the secret to Toyota's sustained success How the andon process reshaped leaders' views on problems—and how a “no problem is a problem” and no-blame mindset fosters learning and continuous improvementWhy NUMMI's transformation was as much (or more) about people as it was about performanceABOUT MY GUEST:Isao Yoshino, worked at Toyota Motor Corporation for over 40 years—from the late 1960s to the early 2000s—and played an important role in the development of Toyota's people-centered learning culture it's now famous for. He was a key part of Kan-Pro senior leadership development program, which embedded A3 thinking as the process for problem-solving, communication, and leadership development across the organization—and has deep expertise in the practice of hoshin-kanri—Toyota's strategy deployment process. He's the subject of the Shingo award-winning book “Learning to Lead, Leading to Learn: Lessons from Toyota Leader Isao Yoshino on a Lifetime of Continuous Learning”IMPORTANT LINKS:Full episode show notes with links to other podcast episodes and resources: ChainOfLearning.com/50Check out my website for resources and ways to work with me KBJAnderson.comFollow me on LinkedIn: linkedin.com/in/kbjandersonDownload my free KATALYST™ Change Leader Self-Assessment: KBJAnderson.com/katalyst Learn more about the Japan Leadership Experience: kbjanderson.com/japantrip For an even deeper behind-the-scenes look at NUMMI, read the dedicated chapter in my book: LearningToLeadLeadingToLearn.com TIMESTAMPS FOR THIS EPISODE:03:02 How Isao Yoshino felt to be tasked with changing the culture and attitude of NUMMI leaders04:27 Creating the space for leaders to experience working in Japan and Toyota's style09:21 Positive results from employees changing their attitude mindset themselves without being forced12:06 The importance of “check” in the PDCA process 14:38 Making the “check” process a positive experience in learning how to improve systems without blame18:10 The critical difference between the former GM culture and Toyota with their approach to problems19:12 The mindset shift of “no problem is a problem” and the impact of pulling the andon cord20:19 The positive results from lettings others learn and grow without force23:09 Reflections from Isao Yoshino about being part of the Japan Leadership Experience and continuing to learn something new24:38 The acronym for NUMMI and the deeper meaning of, “New Me” to become the best version of yourself Apply for the Nov 2025 (limited spots remaining) or May 2026 Japan Leadership Experiencehttps://kbjanderson.com/japantrip/ 

This week's episode of America on the Road brings two all-new models to the forefront, both playing in dramatically different corners of the automotive spectrum — the 2025 Mazda CX-5 and the 2026 Hyundai Ioniq 9. Mildly refreshed for 2025, the CX-5 is a compact SUV that continues to punch above its weight with upscale styling, responsive driving dynamics, and an even more premium interior this year. Mazda hasn't radically altered the CX-5's formula, but the updates include a sleeker front fascia, more tech inside, and a Carbon Edition trim that hits the sweet spot between luxury and value. During his weeklong road test of the SUV, Host Jack Nerad spent a weekend putting the fun-to-drive CX-5 through its paces over the twisty roads of eastern San Diego County, where it proved once again why it's a perennial favorite among compact SUV shoppers and car journalists alike. On the other end of the spectrum is the 2026 Hyundai Ioniq 9, an all-electric three-row SUV that aims directly at the heart of the American family vehicle market. Built on Hyundai's E-GMP platform, the Ioniq 9 is large, loaded, and luxurious, with a spacious interior and cutting-edge technology. Guest co-host Matt DeLorenzo breaks down how this EV stacks up on the road, particularly in terms of range, ride comfort, and usability for larger families. Is this the long-awaited Tesla Model X alternative? Tune in to find out. This week's special guest is Frank Hanley, Senior Director at J.D. Power. He joins the show to talk about the latest findings from the J.D. Power Initial Quality Study, with a particular focus on how quality benchmarks are shifting in 2025. Hanley shares insights on which automakers are hitting the mark and which are falling behind as new tech becomes standard and customer expectations continue to rise. Driving News Ford's $5 Billion EV Gamble: Did the Revolution Fall Short? Promising a “Model T Moment,” Ford doubled down this week on battery-electric vehicles, announcing a$5 billion investment aimed at revitalizing its EV efforts after cooling enthusiasm and slower-than-expected sales. The new plan involves nearly 4,000 jobs and renewed focus on its Louisville Assembly Plant and BlueOval Battery Park in Michigan. GM Reboots Autonomous Ambitions After Cruise Meltdown
 In a surprising move, General Motors is reviving its self-driving initiative following the well-publicized issues with its Cruise autonomous vehicle operation closed down. The pivot includes a shift in leadership and a new business model that could either reset the playing field or repeat past mistakes. Mercury Insurance Names Most Affordable Cars to Insure for 2025
 Mercury Insurance has released its annual list of the most cost-effective vehicles to insure, revealing some surprises for value-conscious drivers. Chevrolet is among the brands that continue to rank highly thanks to its straightforward designs and strong parts availability. Dodge Muscles Up Durango for 2026 For 2026, Dodge is going full muscle by making a V8 standard across the entire Durango lineup, from the base GT to the 710-horsepower Hellcat. The new 5.7-liter HEMI in the GT delivers a big jump in power and towing, while the R/T now features the 475-horsepower 392 HEMI under $50K. At the top, the Hellcat returns with a Jailbreak customization package and retains its crown as the most powerful gas SUV ever built. Listener Question of the Week This week's listener question comes from Jinnie in Park City, Utah, who asks: ““I think my car needs some attention and I'm not sure what to do about it. Should I go to the dealership for service or find a local mechanic?” Jack and Matt share some practical advice, including the best times to go to a dealer and the best ways to find a good independent mechanic you can trust. Check Out Matt's Book: Pick up a copy of co-host Matt DeLorenzo's terrific new book How to Buy an Affordable Electric Car: A Tightwad's Guide to EV Ownership.

A practical guide for experiencing nature "as General Motors intended"! Wow we really seem to be on deep dive with roads these last two months. Will it continue??? Only time will tell... The book (free online): https://prairieecologist.com/2020/01/13/finally-a-practical-guide-for-roadside-wildflower-viewing Chris's blog: https://prairieecologist.com Chris's Square Meter book (affiliate link): https://amzn.to/45yAmsP Our shop: https://wildgreenmemes.com Sign up for our newsletter: https://wildgreenmemos.substack.com/ Join our Patreon to support the show and get cool merch in the mail: https://patreon.com/wildgreenmemes Our music is by Rx Fire: https://spotify.com/artist/0SDbkVb4QmUvWGzkjc0XOd This podcast was edited by Ashley Labao.

What if the signature sound for a sleek Scandinavian EV was inspired by a cat's purr? Vinn hit the gas on that idea, while General Motors shifted into a full sound and driving ecosystem of experience. Which sound story will drive more vehicles off the lot? Here are some links to episodes referenced or expanded upon within the episode. The State of Sonic Branding- We explore sonic branding's evolution, impact, and future. I interviewed everyone from audio logo inventors to current audio alchemists helping shape sonic strategies around the world: The Sound of General Motors- Part One and Two of my 1st interview with Jay. We go deep into the process of making sound for cars, both gasoline and electric vehicles.  Want more Sound In Marketing? I gotcha. Here are a few more episodes to get you started. Are Jingles Better Than Sonic Logos?- What's the difference between a jingle and a sonic logo? Aren't they the same thing? What Is Sensory Perception- part one and two- the importance of engagement and perspective. Chevy Silverado's Walter The Cat- part one and two. Thoughtful music selection with a well-thought-out script made for a campaign that got this non-truck gal interested in trucks. Thank you to Jay Kapadia and the team at General Motors for your wisdom and insights. Thank you also to Artlist.io for your supporting sounds and music. You never disappoint. Let's make this world of sound more intriguing, more unique, and more on brand. — For more on sound in marketing, sign up for the Sound In Marketing Newsletter http://eepurl.com/gDxl6b. Want your very own Make Sound On Purpose mug? You can find it here. For further inquiries, email Jeanna at mailto:jeanna@dreamrproductions.com    The Sound In Marketing Podcast is produced by Dreamr Productions and hosted, written, and edited by Jeanna Isham. It is available on all the major podcast channels here https://pod.link/1467112373. https://www.linkedin.com/in/jeannaisham/   https://twitter.com/Jeanna_Isham    https://www.facebook.com/DreamrProductions/  https://www.youtube.com/@Dreamrproductions

- Used Tesla Prices Tumble - Xiaomi Struggling to Deliver YU7 SUV - Volvo Shortens EX30 Delivery Time - Durango Going V8 Only - Mercedes' CEO Slams EU ICE Ban - Italy Approves $700M In EV Incentives - CATL Shuts Down Its Largest Lithium Mine - Acura Teases New Electric RSX

- Used Tesla Prices Tumble - Xiaomi Struggling to Deliver YU7 SUV - Volvo Shortens EX30 Delivery Time - Durango Going V8 Only - Mercedes' CEO Slams EU ICE Ban - Italy Approves $700M In EV Incentives - CATL Shuts Down Its Largest Lithium Mine - Acura Teases New Electric RSX

- Musk Kills Dojo Project - Lordstown Assembly Plant to Become Data Center - Ford Delays Blue Oval Plant, Again - China Car Sales Up in July - Xiaomi Poaches Another BMW Designer - Yangwang Supercar Boasts +3000 HP - Tesla Model 3+ Gets More Range - ICE Dodge Charger Gets 430-550 HP - Grand Wagoneer Gets Mild Facelift - GM to Import Chinese LFP Batteries to U.S. - BMW To Import Chinese EV Batteries to U.S. - Lyten Snaps Up Northvolt's Assets

- Musk Kills Dojo Project - Lordstown Assembly Plant to Become Data Center - Ford Delays Blue Oval Plant, Again - China Car Sales Up in July - Xiaomi Poaches Another BMW Designer - Yangwang Supercar Boasts +3000 HP - Tesla Model 3+ Gets More Range - ICE Dodge Charger Gets 430-550 HP - Grand Wagoneer Gets Mild Facelift - GM to Import Chinese LFP Batteries to U.S. - BMW To Import Chinese EV Batteries to U.S. - Lyten Snaps Up Northvolt's Assets

Corey and David talk about the complexities of AI's impact on public speaking and content creation, distinguishing yourself with the rise of AI, using video, and much more! Corey Perlman is a speaker, consultant, and nationally-recognized social media expert. His latest book Authentically Social: Break Through By Being You! has been called engaging, relevant, a must-read, and spot-on marketing advice for any business. Corey's spoken for notable brands such as General Motors, The Dallas Cowboys, The PGA Tour, and Sysco Foods on how to drive business results through social media marketing.

On this edition of Labor 131, presented by the National Labor Office of Blue Cross and Blue Shield Association, Carie Rael, Assistant Professor in History at California State University, Long Beach, joined the America's Work Force Union Podcast to discuss the 1984 Disneyland strike, recent labor victories and the evolving landscape of union representation at the theme park.   Tim Smith, Director of Region 8 for the United Auto Workers, joined the America's Work Force Union Podcast to discuss ongoing organizing efforts at Volkswagen in Chattanooga, Tenn., recent investments by General Motors and the UAW's push to utilize existing manufacturing capacity in the U.S. auto industry.

- GM and Hyundai To Co-Develop 5 Vehicles - Subaru's Net Profit Plunges 35% - Toyota's Net Profit Tumbles 36% - Toyota To Build New Plant in Japan - Honda Considers 3-Shift Schedule in U.S. - Trump's Tariffs Cost Automakers $12 Billion - Tariffs Cost UAW Members Thousands in Profit Sharing - New MG4 Design Dialed Back to Appeal to Global Buyers - GM Signs New Rare-Earth Supply Deal - New Corvette ZR1X Has $207,000 Price Tag

- GM and Hyundai To Co-Develop 5 Vehicles - Subaru's Net Profit Plunges 35% - Toyota's Net Profit Tumbles 36% - Toyota To Build New Plant in Japan - Honda Considers 3-Shift Schedule in U.S. - Trump's Tariffs Cost Automakers $12 Billion - Tariffs Cost UAW Members Thousands in Profit Sharing - New MG4 Design Dialed Back to Appeal to Global Buyers - GM Signs New Rare-Earth Supply Deal - New Corvette ZR1X Has $207,000 Price Tag

This week on The Data Stack Show, Brooks and John chat with Andy MacMillan, CEO of Alteryx. Andy discusses the evolving landscape of data and AI, focusing on empowering business users to solve complex problems. He explores the concept of "citizen developers" and how tools like Alteryx can bridge the gap between IT and business teams by democratizing data access. The conversation also emphasizes the importance of creating controlled environments where business users can leverage cloud data platforms and AI technologies to reimagine workflows, without bypassing governance. Key takeaways include the need for organizations to enable innovation through accessible data tools, the potential of AI-driven agents to transform business processes, the critical role of employees who understand their business functions in driving technological transformation, and so much more.Highlights from this week's conversation include:Andy's Background and Journey in Data (0:54)Early Web Development at General Motors (2:23)AI Challenges in the Enterprise (9:03)What is Alteryx and Its Value Proposition (11:25)The Importance of Empowering Business Users (16:10)Bridging the Gap Between Data Platforms and Business Users (20:04)Evolution from Desktop to Data Cloud (25:28)Access and Governance in the Cloud Era (27:57)The Return of Local Data Work and AI Governance (31:24)AI Data Clearinghouse and Governance (34:11)AI-Enabled Workflows and Business Impact (38:13)The Future: Agents, Data Platforms, and Business Logic (41:05)How to Get Started with Alteryx or Learn More (46:54)Product Management Lessons for Leadership and Parting Thoughts (47:56)The Data Stack Show is a weekly podcast powered by RudderStack, customer data infrastructure that enables you to deliver real-time customer event data everywhere it's needed to power smarter decisions and better customer experiences. Each week, we'll talk to data engineers, analysts, and data scientists about their experience around building and maintaining data infrastructure, delivering data and data products, and driving better outcomes across their businesses with data.RudderStack helps businesses make the most out of their customer data while ensuring data privacy and security. To learn more about RudderStack visit rudderstack.com.

What's the secret to building a fulfilling career? Nicolai Tangen shares some of the most powerful advice he's gathered from his extraordinary guests on In Good Company over the years. Hear from AMD's Lisa Su on running towards problems, Bill Gates on continuous learning, and NVIDIA's Jensen Huang's contrarian take on passion. You'll also get career wisdom from Mary Barra of General Motors, Goldman Sachs' David Solomon's 'two-thirds rule,' and Ferrari CEO Benedetto Vigna's four-pillar success framework. Plus insights from poker champion Annie Duke, Accenture's Julie Sweet on living without regrets, and legendary investor Stan Druckenmiller's unconventional advice. Wondering what personal advice Nicolai has for you? Don't miss this episode!In Good Company is hosted by Nicolai Tangen, CEO of Norges Bank Investment Management. New full episodes every Wednesday, and don't miss our Highlight episodes every Friday. The production team for this episode includes Isabelle Karlsson and PLAN-B's Niklas Figenschau Johansen, Sebastian Langvik-Hansen and Pål Huuse. Background research was conducted by Isabelle Karlsson. Watch the episode on YouTube: Norges Bank Investment Management - YouTubeWant to learn more about the fund? The fund | Norges Bank Investment Management (nbim.no)Follow Nicolai Tangen on LinkedIn: Nicolai Tangen | LinkedInFollow NBIM on LinkedIn: Norges Bank Investment Management: Administrator for bedriftsside | LinkedIn Hosted on Acast. See acast.com/privacy for more information.

General Motors says it lost more than $1 billion in profits due to tariff costs - adding to growing evidence that American companies and consumers, not exporters, are footing the bill from President Donald Trump's trade war.Advertising Inquiries: https://redcircle.com/brandsPrivacy & Opt-Out: https://redcircle.com/privacy

The question of who represents the working class is probably the hottest debate in American politics. Is it Republicans? Democrats? Or socialists like Zohran Mamdani? Pundits can debate that question all they want, but the undeniable test is: Who do the unions believe stand for working people? For a century, unions were undeniably Democratic. And in 2021, Biden tried to carry on that tradition. He went as far as to say: “I intend to be the most pro-union president leading the most pro-union administration in American history.” Then in 2023, he became the first sitting president to walk a picket line, joining United Auto Workers in their strike against General Motors, Ford, and Stellantis. But as the Democratic Party went left, and then further left, many union members—who were reliable Democratic voters—broke the mold and voted for Trump—nearly half of union households, to be exact. Was it Trump's hatred of NAFTA? His promise to bring manufacturing back? His unbridled bravado? Or was it the left's preoccupation with boutique issues? The shift was palpable when Teamsters president Sean O'Brien spoke at the 2024 RNC despite being a lifelong Democrat. It felt like a new era. We've reported extensively on how the Democratic Party lost the working class. But now, six months into Trump's second term, are working-class Trump voters happy with their choice? And how has Trump been for labor in America? Sean O'Brien—the voice you heard at the RNC—is the president of the International Brotherhood of Teamsters, representing 1.3 million union workers. It's one of the biggest unions in the country. As Sean puts it, “They represent airline pilots to zookeepers and everyone in between.” That “in between” includes truck drivers, warehouse workers, mechanics, baggage handlers, construction workers, and UPS drivers—UPS is their largest employer. Basically, Teamsters have organized workers in every occupation imaginable. And more than his role as Teamsters president, Sean himself is a fourth-generation union member, having joined the Local 25 at 18 as a heavy-equipment driver in Boston. He's spent 34 years in the union and has a unique vantage point from which he sees American labor. Today on Honestly, Bari asks Sean: Why did he speak at the RNC? How has Trump been for labor—given his coziness to Elon Musk, DOGE, and his new big, beautiful bill? Can Democrats win union workers back? And can unions find their footing again? How does he plan to organize Amazon—he has some choice words for Jeff Bezos. And how do we ensure more American workers have access to middle-class wages, quality healthcare, and strong pensions? Go to groundnews.com/Honestly to get 40% off the unlimited access Vantage plan and unlock world-wide perspectives on today's biggest news stories. Visit chevron.com/America to learn more about how Chevron is building a stronger future powered by American energy, Learn more about your ad choices. Visit megaphone.fm/adchoices

Thank You To Our Partners The Institute, AutoFlow, Shop Dog Marketing, In-Bound, ExpressWatch Full Video EpisodeIn this episode - Craig has some fun with an old anecdote that intends to reminds us how important it is to take a customers complaint seriously - even when it sounds absolutely ridiculous!The old story is about a man whose new Pontiac will not start ONLY if he goes and picks up vanilla ice cream… but if he buys other flavors, like strawberry or chocolate.While this story may not be the best case study for a no start diagnostic process - it DOES provide a great moral lesson for taking clients seriously so you can get to the real details and the facts that matter.Grab some vanilla ice cream and enjoy Craig's take on this story and please consider sharing your own radical stories from the shop to speakeup@craigoneill.net.Communication gaps are almost always prevalent when those strange cases come up - and we're sure you have a good example that could be worth sharing!The WOTD: Anecdote: A short amusing or interesting story about a real incident or person.An account regarded as unreliable or hearsayIn our episode today…We're talking about Customer complaints. Specifically the off the walls ones.More specifically - listening to them - as though what they are saying is accurate and true - even though things don't even remotely plausible.You don't need to be in auto-repair to appreciate this topic - but our loyal listeners who ARE in auto repair - you definitely will. For me - there was a common gripe I'd hear from our techs at the transmission shop. “I can't get it to act up!” Which is a horrible thing to have to call the customer to tell them.They know there is a problem.We can't see it.And in many cases - this is where things end.The real problem, you guessed it, is a communication problem. Sometimes the details provided for our specialists are just not very clear - and what we do get from clients make it impossible to replicate an issue so we can diagnose a problem. It's why, in auto repair, intermittent problems are an absolute pain and can be massively time-consuming to solve. But this came across my desk from one of my colleagues in Autoflow. It's something of an anecdote - Anecdotenouna short amusing or interesting story about a real incident or person."told anecdotes about his job"Never underestimate a customer's complaint, no matter how funny it might seem! This is a real story that happened between the customer of General Motors and its Customer-Care Executive. A complaint was received by the Pontiac Division of General Motors: This is the second time I have written to you, and I don't blame you for not answering me, because I sounded crazy, but it is a fact that we have a tradition in our family of Ice-Cream for dessert after dinner each night, but the kind of ice cream varies so, every night, after we've eaten, the whole family votes on which kind of ice cream we should have and I drive down to the store to get it. It's also a fact that I recently...

Following a marathon 16-hour hearing, Texas Republicans have advanced the Trump-backed congressional map, which is expected to shift five Democratic House districts to Republican control. In response, California Governor Gavin Newsom is proposing a special election this November to adopt new congressional maps of his own. Texas State Representative Gina Hinojosa joins The Weekend to discuss the latest in the redistricting saga. Then, cities across the country are grappling with the influence import tariffs will have on their local industries and residents. The Weekend talks to Mayor Jim Rose of Arlington, Texas, and Mayor Andy Schor of Lansing, Michigan, to get their first-hand accounts. Plus, a dozen House Democrats sue the Trump administration after being barred from visiting immigration detention centers. Representative Adriano Espaillat of New York joins The Weekend to discuss the latest.

Episode Summary:In this episode, we analyze General Motors' Q2 2025 earnings call with insights from CEO Mary Barra and CFO Paul Jacobson. We explore GM's leadership in the electric vehicle market, highlighting the success of Chevrolet and Cadillac models and initiatives to enhance EV charging infrastructure. The discussion covers GM's technology strategy, profitability amidst tariffs, and adaptations to market challenges. We also address GM's focus on robotics and automation to improve manufacturing efficiency, showcasing a multifaceted approach to thrive in the evolving automotive landscape.Support the Show:Support KilowattOther Podcasts:Beyond the Post YouTubeBeyond the Post PodcastShuffle Playlist918Digital WebsiteNews Links:GM's Q2 2025 Earnings CallSupport this show http://supporter.acast.com/kilowatt. Hosted on Acast. See acast.com/privacy for more information.

Qasar Younis is the co-founder and CEO of Applied Intuition, a leading vehicle intelligence platform that helps companies develop and deploy autonomous systems at scale. In June 2025, the company raised $600M at a $15B valuation. Before Applied Intuition, Qasar was the COO and a group partner at Y Combinator, and earlier founded TalkBin, which was acquired by Google. He's also held engineering roles at General Motors and Bosch. In today's episode, we discuss: • The two founder traits Silicon Valley undervalues • How to get 1–3 extra months of work done every year • Lessons from YC on pattern matching and founder feedback • The battle-tested startup formula Qasar used at Applied • Why co-founder fit is make-or-break • Applied's playbook: vertical SaaS, product-led GTM, and leveraging VC networks • Why Applied went multi-product in the early days • Contrarian takes on startup culture, compensation, and cost control • Why domain expertise is making a comeback • And much more… Referenced: • Applied Intuition: https://www.appliedintuition.com • Ansys: https://www.ansys.com • Bilal Zuberi: https://www.linkedin.com/in/bzuberi • Bosch: https://www.bosch.com • Elad Gil: https://www.linkedin.com/in/eladgil • General Motors: https://www.gm.com • “Google's Acquisition of TalkBin”: https://techcrunch.com/2011/04/25/google-acquires-talkbin-a-feedback-platform-for-businesses-thats-only-five-months-old/ • “High Output Management”: https://www.amazon.com/High-Output-Management-Andrew-Grove/dp/0679762884 • Kyle Vogt: https://x.com/kvogt • Marc Andreessen: https://x.com/pmarca • “Only the Paranoid Survive”: https://www.amazon.com/Only-Paranoid-Survive-Strategic-Inflection/dp/0385483821 • Paul Graham: https://x.com/paulg • Peter Ludwig: https://www.linkedin.com/in/peterwludwig • Sam Altman: https://x.com/sama • TalkBin: https://www.crunchbase.com/organization/talkbin • “The History of the Standard Oil Company”: https://www.amazon.com/History-Standard-Oil-Company-Volumes/dp/1519455860 • Waymo: https://waymo.com • Y Combinator: https://www.ycombinator.com • Zoox: https://zoox.com Where to find Qasar: • LinkedIn: https://www.linkedin.com/in/qasar/ Where to find Brett: • LinkedIn: https://www.linkedin.com/in/brett-berson-9986094/ • Twitter/X: https://twitter.com/brettberson Where to find First Round Capital: • Website: https://firstround.com/ • First Round Review: https://review.firstround.com/ • Twitter/X: https://twitter.com/firstround • YouTube: https://www.youtube.com/@FirstRoundCapital • This podcast on all platforms: https://review.firstround.com/podcast Timestamps: (01:26) Two founder traits Silicon Valley undervalues (04:23) Gain 1-3 extra months of productivity yearly (05:52) Why founders should read outside the startup canon (07:27) Lessons from YC (13:44) Why it's harder to start than to quit (15:52) The moment you become a real founder (20:24) How great founders master luck (21:46) Qasar's battle-tested startup formula (25:37) The founding insight for Applied (31:42) How Applied expanded beyond automotive (38:05) Why Applied went multi-product early (45:45) What no one says about startup secondaries (49:02) Why being cheap is a startup superpower (51:04) The myth of "competition doesn't matter" (53:50) Early scrappiness: The Sunnyvale house setup (54:50) Why domain knowledge is making a comeback (58:32) The mentors who shaped Qasar

Ahead of Ford (F) earnings, "it's all about the guidance," says CFRA's Garrett Nelson. The U.S. automaker reports 2Q earnings after Wednesday's close. CFRA has a hold rating on Ford with an $11 price target. Garrett says valuation is a concern for Ford as it trades "to a premium compared to General Motors" and says Ford trails GM in domestic auto sales. Later, he turns to Tesla (TSLA) saying it should be viewed as a tech company based on its valuation and business lines its entering beyond automotive.======== Schwab Network ========Empowering every investor and trader, every market day.Subscribe to the Market Minute newsletter - https://schwabnetwork.com/subscribeDownload the iOS app - https://apps.apple.com/us/app/schwab-network/id1460719185Download the Amazon Fire Tv App - https://www.amazon.com/TD-Ameritrade-Network/dp/B07KRD76C7Watch on Sling - https://watch.sling.com/1/asset/191928615bd8d47686f94682aefaa007/watchWatch on Vizio - https://www.vizio.com/en/watchfreeplus-exploreWatch on DistroTV - https://www.distro.tv/live/schwab-network/Follow us on X – / schwabnetwork Follow us on Facebook – / schwabnetwork Follow us on LinkedIn - / schwab-network About Schwab Network - https://schwabnetwork.com/about

General Motors' CFO says they won't raise prices despite the tariffs and Pres. Trump announced a new tariff deal with the European Union.  Alexandra Svokos, the digital managing editor of Kiplinger, talks about what some economic indicators say about the effects of the new tariffs.

General Motors' CFO says they won't raise prices despite the tariffs imposed by Trump's White House, and the retaliatory tariffs imposed by the US's global trade partners.On Today's Show:Alexandra Svokos, the digital managing editor of Kiplinger, talks about what some economic indicators say about the effects of the new tariffs.

WWJ auto analyst John McElroy reports GM sales in China were up almost 20% in the first half of the year and the automaker is fighting back with competitive electric vehicles. (Photo by Bill Pugliano/Getty Images)

Luke welcomes his longtime friend Mike Sanocki, a third-generation General Motors executive from Detroit, Michigan. They dive into Mike's journey navigating the high-pressure automotive industry, his commitment to mentoring, and the profound impact of fatherhood, offering listeners actionable insights and heartfelt inspiration.Mike shares his experiences leading in a "pressure cooker" industry, managing thousands in massive factories where every minute counts, costing up to $50,000. From his roots in a GM family to his current role in the dynamic electric vehicle (EV) and internal combustion engine (ICE) propulsion sectors, Mike's career reflects resilience and adaptability. Beyond work, he opens up about raising triplets born at 27 weeks, overcoming early health challenges, and fostering deep emotional connections with his children through intentional time and mentorship. Luke, a personal development coach, also shares how his work with Mike's teams at GM and their friendship—sparked at a men's conference eight years ago—has shaped their growth. For more on Luke's coaching and to connect, visit Luke Kayyem's website to schedule a call and explore his transformative programs. YOU NEED IT!LukeKayyem.comSchedule The $%cking Call!Luke Kayyem - InstagramLuke Kayyem - FacebookScottsdale Podcast

Epstein; Tariffs; GM; Fed; Energy; Sugar; Cronyism; Russia; China; Fusion; AI |The Yaron Brook Show | July 22, 2025 In this packed and provocative episode, Yaron dives into the latest headlines—from the moral rot surrounding Jeffrey Epstein and the cowardice of those in power, to the destructive resurgence of protectionism in the form of tariffs. He takes on General Motors and the growing web of corporate-state entanglement, lambasting the Federal Reserve for its continued economic manipulation. In segments on energy and sugar, Yaron exposes the deep-rooted cronyism distorting prices and crushing innovation—all while enriching the politically connected.The conversation then turns global, with sharp commentary on Russia's aggression, China's authoritarian ambitions, and the West's philosophical disarmament in the face of both. Yaron explores the promise and peril of emerging technologies—like the bold (but dubious?) claims of nuclear fusion breakthroughs, and the race to harness AI without sacrificing individual rights and human purpose. Can the West still lead? Only if it reclaims its moral and philosophical foundations.**Live Questions:**In a dynamic and wide-ranging Q&A, Yaron answers questions about the psychology behind public shaming and resentment, the loneliness epidemic, the relationship between logic and reason, and whether a love of money is virtuous. Viewers asked about favorite rockstars to resurrect (hello, Freddie Mercury), Kurosawa films, NYC boroughs, and even the ethics of eternal post-death consciousness. One question explored how proximity to people who refuse to truly *Live* can affect your own ability to thrive. As always, thoughtful, unscripted, and unapologetically rational.Key Time Stamps:05:00 Jeffrey Epstein10:15 Tariffs15:15 General Motors19:10 Federal Reserve27:00 Energy30:45 Sugar35:55 Cronyism44:20 Russia48:40 China53:40 Fusion1:03:00 AILive Questions begin at 1:08:18---

On this week's episode of The MacRumors Show, we talk through this week's announcement of AppleCare One and automakers' opting out of CarPlay Ultra. AppleCare One is Apple's new subscription for customers to cover multiple devices with a single plan. It starts at $19.99 per month for up to three products, with the ability to add more for $5.99 per month for each additional device. The plan incudes all of the benefits that come with ‌AppleCare‌+, such as unlimited repairs for accidents, priority support, battery coverage, and more.  Subscribers can freely move their devices in and out of the plan at any time. ‌AppleCare‌ One also enables users to add products they already own that are up to four years old, providing they are in good condition, extending beyond the current 60-day window to purchase ‌AppleCare‌+. When a customer trades in a covered product with Apple, it is automatically removed from their ‌AppleCare‌ One plan and replaced with the new device.  ‌AppleCare‌ One also expands theft and loss protection to the iPad and Apple Watch. Previously, it was only available for the iPhone.  ‌AppleCare‌ One's pricing is the same regardless of the products that are covered. Apple says that a customer who enrolls their ‌iPhone‌, ‌iPad‌, and Apple Watch could save up to $11 per month versus enrolling in separate ‌AppleCare‌+ plans for each device. Customers in the United States can now sign up for AppleCare One on their ‌iPhone‌, ‌iPad‌, or Mac, or by visiting an Apple Store. We also discuss the news that automakers including BMW, Mercedes, Audi, Volvo, Polestar, Renault, and General Motors will not support ‌CarPlay‌ Ultra. It seems to be a major retreat from Apple's 2022 announcement, which originally named 14 automakers as future ‌CarPlay‌ Ultra partners. ‌CarPlay‌ Ultra goes far beyond traditional ‌CarPlay‌ by taking control of the entire dashboard experience. The system displays vehicle information like temperature, speed, and fuel levels alongside ‌iPhone‌ apps, creating what Apple calls "a unified and consistent experience across all the driver's screens." Currently, only Aston Martin offers CarPlay Ultra in production vehicles. Hyundai and its Kia and Genesis cars remain committed partners, while Porsche plans future support. Other originally announced brands like Ford and Nissan have provided no updates on their ‌CarPlay‌ Ultra plans.

Find out who our gold, silver, and bronze winners are this week. We'll take a look at earnings from General Motors, Intuitive Surgical, and Enphase Energy, and we will also discuss the recent tariff deal struck between the US and Japan. Companies mentioned: GM, ISRG, ENPH Host: Travis Hoium Guests: Lou Whiteman, Matt Frankel Learn more about your ad choices. Visit megaphone.fm/adchoices

In this episode, Scott Becker discusses a rare dip in NVIDIA’s stock and a much steeper drop for General Motors.

US House Speaker Mike Johnson sent home Congress members early to avoid a vote on releasing files on Jeffery Epstein, Nigeria's recalculated GDP reflects a 30 per cent growth of its economy, and US President Donald Trump's tariffs have hit General Motors' profits. Plus, global pharma companies have spent a record amount on Chinese biotech this year and Coca-Cola is putting cane sugar back in Coke.Mentioned in this podcast:Mike Johnson shuts US House early to avoid Epstein voteNigeria's economy 30% bigger after GDP recalculation Big Pharma is increasingly reliant on Chinese biotech advancesGM profits hit by Trump's tariffs while EV sales more than doubleCoca-Cola to launch cane sugar-based Coke in US this autumnToday's FT News Briefing was produced by Sonja Hutson, Katya Kumkova, and Marc Filippino. Additional help from Kelly Garry and Michael Lello. Our acting co-head of audio is Topher Forhecz. Our intern is Michaela Seah. The show's theme song is by Metaphor Music.Read a transcript of this episode on FT.com Hosted on Acast. See acast.com/privacy for more information.

Send us a textShe's the legal powerhouse behind IBM's AI ethics strategy — and she makes law fun. In this encore episode, we revisit a fan favorite: Christina Montgomery, formerly IBM's Chief Privacy and Trust Officer, now Chief Privacy and Trust Officer, GM. From guarding the gates of generative AI risk to advising on global regulation, Christina gives us a front-row seat to what's now, what's next, and what needs rethinking when it comes to trust, synthetic data, and the future of AI law.

Send us a textShe's the legal powerhouse behind IBM's AI ethics strategy — and she makes law fun. In this encore episode, we revisit a fan favorite: Christina Montgomery, formerly IBM's Chief Privacy and Trust Officer, now Chief Privacy and Trust Officer, GM. From guarding the gates of generative AI risk to advising on global regulation, Christina gives us a front-row seat to what's now, what's next, and what needs rethinking when it comes to trust, synthetic data, and the future of AI law.

President Trump weighing a plan to remove cap gains tax on housing sales. Why one chief economist thinks the move could send home prices spiking. Plus, a Netflix bull worries about the streaming giant after last week's quarterly results. And earnings season continues, with Texas Instruments, General Motors and Lockheed Martin making moves.   Fast Money Disclaimer

Shares in retailer Kohl's jumped as investors discussed whether it was the next meme stock. Coca-Cola reported mixed quarterly results. Philip Morris quarterly revenue missed forecasts. Lockheed Martin 's quarterly profit was hit by more than $1.7 billion in charges last quarter. And, General Motors saw net income shrink 35% last quarter, as tariffs weighed. Charlotte Gartenberg hosts. Sign up for the WSJ's free What's News newsletter . Learn more about your ad choices. Visit megaphone.fm/adchoices

Plus: The Justice Department is looking to interview Ghislaine Maxwell, Jeffrey Epstein's longtime associate. And Coca-Cola is giving President Trump what he wants: sweetening some of its drinks with cane sugar. Alex Ossola hosts.  Sign up for the WSJ's free What's News newsletter. Learn more about your ad choices. Visit megaphone.fm/adchoices

David Faber rejoined Carl Quintanilla and Jim Cramer at Post 9 at the NYSE for today's show to help breakdown another busy day of earnings. One of the biggest movers included General Motors, which moved lower despite topping earnings estimates. CEO Mary Barra said in a letter to shareholders that the automaker is working to ‘greatly reduce' its tariff exposure. The desk also watched shares of Kohl's spike at the open, with the stock jumping as much as 100% in early trading. Also in the hour; Faber broke down all the potential M&A news swirling around the railroad sector.  Squawk on the Street Disclaimer

Earnings season officially kicking into high gear: Sara Eisen, Carl Quintanilla, and David Faber kicked things off with a breakdown of where things stand on the tariffs front – and how  companies are navigating the impact across the autos, the homebuilders, and the defense complex. Key names? General Motors, D.R. Horton & Pulte, along with Northrop, Lockheed Martin, and RTX. Coca-Cola a laggard following results there as well – hear Chairman & CEO James Quincey breakdown the numbers, plus their shift into cane sugar this hour… And why NXP Semiconductor's disappointing results could be a canary in the coal mine for other chip stocks.  Plus: U.S. debt will be riskier ahead, according to Goldman's Credit Chief Jonny Fine – he joined the team at Post 9 with his take on the markets… And don't miss a deep-dive with the CEO of PNC on the heels of a new crypto partnership with Coinbase. 

Today on CarEdge Live, Ray and Zach discuss the latest news from General Motors. Tune in to learn more!

Ben and Tom discuss earnings for KO, GM, PM, DHR, LMT, RTX, and NOC. Song: Mr. Brightside- The KillersFor information on how to join the Zoom calls live each morning at 8:30 EST, visit:https://www.narwhal.com/blog/daily-market-briefingsPlease see disclosures:https://www.narwhal.com/disclosure

Defense stocks are on the move after earnings. Lockheed Martin (LMT) moved to the downside after posting a big profit miss, not helped by a one-time $1.6 billion pre-tax loss. Jenny Horne takes a closer look at the sharp sell-off and how peers like Northrop Grumman (NOC) are rallying Tuesday morning. She also talks about General Motors' (GM) tariff tactics, which includes absorbing $1.1 billion in costs.======== Schwab Network ========Empowering every investor and trader, every market day.Subscribe to the Market Minute newsletter - https://schwabnetwork.com/subscribeDownload the iOS app - https://apps.apple.com/us/app/schwab-network/id1460719185Download the Amazon Fire Tv App - https://www.amazon.com/TD-Ameritrade-Network/dp/B07KRD76C7Watch on Sling - https://watch.sling.com/1/asset/191928615bd8d47686f94682aefaa007/watchWatch on Vizio - https://www.vizio.com/en/watchfreeplus-exploreWatch on DistroTV - https://www.distro.tv/live/schwab-network/Follow us on X – / schwabnetwork Follow us on Facebook – / schwabnetwork Follow us on LinkedIn - / schwab-network About Schwab Network - https://schwabnetwork.com/about

AP correspondent Jennifer King reports on General Motors' second quarter results.

Tiny rare-earth magnets are used for building phones, electric cars, and submarines, but nearly all of them are mined and made in China. One U.S. company is trying to change that. WSJ's Jon Emont spoke with MP Materials' CEO about his goals for the mine, which has now made deals with the Pentagon, General Motors, and Apple. Can this industry come back the U.S.? Jessica Mendoza hosts.  Further Listening: -Why Trump Wants Ukrainian Minerals  -Greenland Has Tons of Minerals. So Where Are All the Miners?  Sign up for WSJ's free What's News newsletter. Learn more about your ad choices. Visit megaphone.fm/adchoices

What was it like to learn from Dr. Deming himself -- a decade before his name became legend in U.S. business circles? In this deeply personal episode, William Scherkenbach shares with host Andrew Stotz what it was like to sit in Deming's classroom in 1972, join him for late-night chats at the Cosmos Club, and help ignite transformational change at Ford and GM. Learn how Deming's teachings shaped a lifetime of purpose, and why Scherkenbach, now in his 80th year, is stepping back into the arena with lessons still burning bright. TRANSCRIPT 0:00:02.3 Andrew Stotz: My name is Andrew Stotz, and I'll be your host as we continue our journey into the teachings of Dr. W. Edwards Deming. Today, I'm here with featured guest William Scherkenbach, and he is known as one of the men who has spent a huge amount of time with Dr. Deming, as he mentioned to me previously, starting from 1972, over a thousand meetings and many other activities that he's been involved in. So, Bill, welcome to the show. Why don't you give us a little background about you?   0:00:39.5 William Scherkenbach: Oh, okay. Good to be here, Andrew. Well, I'm going to start with, since it's about Deming, in '72, I was newly married in April, but had been accepted to NYU Graduate School of Business, and I don't know, I never found out who wrote the course syllabus, but whoever did wrote something that it sounded like a darn interesting course, sampling, manufacturing. I was a protocol officer at the United Nations at the time and was going to night school at the New York University Graduate School of Business. So, I said, this sounds like a good course, interesting course. Had no idea who Dr. Deming was, and I walked into the first class, and there was an old, I'm 26, so he was 72 in 1972, and he was one of the first, one of the only old person who didn't say, I used to be, and I don't want to stereotype all of my peers now that I'm 79, but hopefully I don't fall into the, well, I used to be and what happened. But he did tell, I mean, statistics can be a very technical subject, and the way he taught it, I had courses in some theory of sampling, which was one of his books.   0:02:52.2 William Scherkenbach: He had three, I said three courses. The other course that I took was based on his lectures in Japan in 1950, and in fact, two of them. The third course was an extension of that. So, he was, he would teach the statistics, but he was able to tell the history of the people behind all of the thoughts and the formulas and approaches, and I found that extremely, extremely interesting. And he handed out tons of papers and material, and it was just a very, very good experience. I know he had, and he had, in my opinion, a great sense of humor, but then statisticians, what's our status? Yeah, we're like accountants, in any event. .   0:04:12.2 Andrew Stotz: Why was he teaching? I mean, at 72, most men, you know, maybe women also, but most of us are like, it's the twilight of our years, and we now know he had 30 more years to go, but why was he teaching? And also, what's interesting is when I think about Deming, I think about his overall system of what he's teaching, whereas it's interesting to think about how he taught one relatively narrow subject.   0:04:43.7 William Scherkenbach: I'll get to that as to why I think he was teaching. But yeah, back then there were no 14 Points, no glimmer of Profound Knowledge. It was, not theoretical statistics, but applied statistics with a theory behind it. And he still was really expanding on Shewhart 's work with the difference between enumerative and analytic. He used his own. Now, why he was teaching, years later, probably 1987, so yeah, a bunch of years later, when I was at Ford and I had attended at the time, I attended a senior executive week-long get-together in order to get constancy of purpose or more continuity in the senior executive group. One of the people we brought in was Dr. Peter Kastenbaum. And I found as I attended his lecture in that week-long meeting, he was a student of CI Lewis. And CI Lewis, Deming learned about from Walter Shewhart and his work in the epistemology theory of knowledge. And in any event, Deming, when he was asked, and at the time it was still in the '30s, I think, when he was at the School of Agriculture, or the agriculture department, and bringing in Shewhart, he had tried to get CI Lewis to come talk. And CI said, I would love to, but I have a commitment to my students. And so I can't adjust my schedule.   0:07:33.9 William Scherkenbach: And the students, the people who wanted to learn were sacred. And I think that had a huge impact on Dr. Deming. I mean, he spoke about it a lot. And the way, you know, in a lot of the videos that Clare Crawford-Mason did, lovingly called the old curmudgeon. But for students, he had the greatest empathy and charity for, he just didn't suffer fools gladly. If you showed him that you weren't willing to learn, he took great joy in letting them know where they, where they stood.   0:08:43.1 Andrew Stotz: And one of the things when I went into my first Deming seminar in 1990, so now we're fast forwarding 30 years from when you first met him. It was almost like there was a safe harbor for workers, for young people, for people with open minds. I mean, I didn't, I watched as he didn't suffer fools, but I'm just curious, when you go back to 1972 in those classes, I'm assuming that he was pretty gentle with the students, encouraging them and all that was...   0:09:19.0 William Scherkenbach: Oh, absolutely. In my experience, I mean, if you were by, you know, in a student in graduate school, even though the graduate school of business in New York, down on 90 Church Street, Wall Street area, there were very few people going directly from your bachelor's to the master's program. And so these were people that had probably 10 years experience in business doing stuff. And yet by going to the class, absolutely were willing to learn, listen to different points of view, which is absolutely crucial. As you progress with theory of knowledge to be able to get different perspectives on whatever it is you're trying to look at.   0:10:23.2 Andrew Stotz: I would like to continue on this period of time just because it's a snapshot we don't get that often or that easily. You mentioned CI Lewis, a man who lived from about 1880 to about the year I was born, around 1964-65, and he was known for his understanding and discussion about logic and things like that. But why was CI Lewis someone that was interesting to Dr. Deming? What was the connection from your perspective?   0:10:59.6 William Scherkenbach: Well, my understanding is Shewhart referred to him, and Lewis was a professor at Harvard, and he was in the Peirce, I believe it's called. It looks like Peirce, but it's Peirce School of, or Chair of Philosophy, and Charles Sanders Peirce was a huge, huge influence in epistemology. And so that whole chain of thought or train of thought interested Deming, but it really was, he was introduced to it by Walter Shewhart.    0:11:48.3 Andrew Stotz: There's a famous quote, I believe, by Deming about CI Lewis and his book Mind and the World Order.   0:11:56.0 William Scherkenbach: Mind and the World Order, yeah.   0:11:59.9 Andrew Stotz: Deming said he had to read it six times before he fully understood and could apply its insights. And sometimes I think maybe Dr. Deming was truly inspired by that because when I think about his work, I'm still reading it and rereading it. And just listening to the video that you did many years ago with Tim talking about reduced variation, reduced variation, what he was talking about. Sometimes when we see the big picture, there's many different components of Deming's teachings. But if you had to bring it down to kind of its core, you know, he mentioned on that video that I just watched this morning, he mentioned reduced variation, and that will get you lower costs, happier customers, more jobs. How would you say, after you've looked at it from so many different angles over so many different years, how would you say you would sum up Dr. Deming's message to the world?   0:13:01.5 William Scherkenbach: Well, that's a difficult thing to sum up. Back then, when we did the video, which was in the early '80s, maybe '84, again, he had his 14 Points by then, but he hadn't, it hadn't really, the Profound Knowledge part of that wasn't there. Now, he had used what Shewhart said, and he had read, tried to read CI Lewis, and when he spoke about the connection between theory and questions, that's what he got from Shewhart and, well, and from Lewis, and a bunch of other pragmatist philosophers. So, he, you know, he was influenced by it, and, well, that's all I can say.   0:14:27.5 Andrew Stotz: So, let's go back in time. So, you're sitting in this classroom, you're intrigued, inspired. How did the relationship go at, towards the end of the class, and then as you finished that class, how did you guys keep in touch, and how did the relationship develop?   0:14:51.0 William Scherkenbach: Well, that is an interesting story. I usually am, well, I am introverted. So I had, after I moved from New York, I got a job at Booz Allen and Hamilton in Washington, DC. So in '74, when I got the degree from NYU, we moved to Silver Spring. And obviously, he's lived on Butterworth Place since there was a Butterworth Place. So we were able to, one of the things, and this is, well, I will say it, one of his advice to me, although he gave everyone an A, I later kidded him, he didn't remember that he gave me a B. No, he gave me an A. In any event, but one of his piece of advice was, you really don't need to join ASQC. You know more about quality than any of those inspectors. And so he had learned from the '50s in the past 20 years from the 50s that inspection wasn't going to do it. Well, I didn't take his advice, and I joined ASQC, and I was reading...   0:16:36.1 Andrew Stotz:Which for those who don't know is the American Society for...   0:16:41.6 William Scherkenbach: Quality Control, back then, now it's just the American Society for Quality. I had recommended when we did a big recommendations and forecasts for the year 2000 that quality, it should be the Society for Quality worldwide, but it's ASQ now. Let's see.   0:17:07.7 Andrew Stotz: So he recommended you don't join and you didn't follow his recommendation.    0:17:12.1 William Scherkenbach: I don't join, and I read an article, and it was by a professor in Virginia Tech, and he was showing a c-chart and the data were in control, and his recommendations were to penalize the people that were high and reward the people that were low, which is even back then, Dr. Deming was absolutely on track with that. If your process is in control, it doesn't make any sense to rank order or think that any of them are sufficiently different to reward or penalize. And I had never done this, but it was, I wrote a letter to quality progress. I sent a copy to Dr. Deming, and he said, "By golly, you're right on, that's great." And so I think it probably was '75, yeah, 1975. So I had been a year or so out, and he started inviting me over to his place at Butterworth, and we would go to the Cosmos Club. And that was a logistical challenge because at the time he had, well, his garage was a separate, not attached, it was in the backyard and emptied onto an alley. And he had a huge Lincoln Continental, the ones with the doors that opened from the center.   0:19:29.0 William Scherkenbach: And he would get in and drive and then park it in back of the club and someone would watch over it. But those were some good memories. So that was my introduction to keep contact with him. As I said, I had never done that. I don't think I've written a letter to an editor ever again.   0:20:04.8 Andrew Stotz: And you're mentioning about Butterworth, which is in DC.   0:20:12.6 William Scherkenbach: Butterworth Place, yeah.   0:20:14.7 Andrew Stotz: And Butterworth Place where he had his consulting business, which he ran, I believe, out of his basement.   0:20:18.3 William Scherkenbach: Out of the basement, yep, yep, yep.   0:20:21.2 Andrew Stotz: And just out of curiosity, what was it like when you first went to his home? Here, you had met him as your teacher, you respected him, you'd been away for a little bit, he invited you over. What was that like on your first walk into his home?   0:20:38.5 William Scherkenbach: Well, went down the side, the entrance to the basement was on the side of the house, and Seal had her desk set up right by the door. And then, I don't know if you can see, this is neat compared to his desk. It was filled with books and papers, but he knew where everything was. But it was a very cordial atmosphere.   0:21:25.2 Andrew Stotz: So when you mentioned Cecelia Kilian, is that her name, who was his assistant at the time?   0:21:36.3 William Scherkenbach: Yes, yes.   0:21:38.0 Andrew Stotz: Okay, so you...   0:21:38.8 William Scherkenbach: Yeah. For Jeepers. I don't know how long, but it had to be 50 years or so. So I don't, I mean, back in the '70s, I don't know of any other. He might have had, well, okay. He, yeah.   0:22:01.1 Andrew Stotz: I think it's about 40 or 50 years. So that's an incredible relationship he had with her. And I believe she wrote something. I think I have one of her, a book that she wrote that described his life. I can't remember that one right now but...   0:22:14.2 William Scherkenbach: Yeah. A lot of, yeah, it contained a lot of...   0:22:16.6 Andrew Stotz: The World of Dr. W. Edwards Deming, I think was the name of it, yeah.   0:22:20.6 William Scherkenbach: Okay. It contained a lot of his diaries on a number of his visits to Japan and elsewhere.   0:22:32.1 Andrew Stotz: So for some of us, when we go into our professor's offices, we see it stacked full of papers, but they've been sitting there for years. And we know that the professor just doesn't really do much with it. It's just all sitting there. Why did he have so much stuff on it? Was it incoming stuff that was coming to him? Was it something he was writing? Something he was reading? What was it that was coming in and out of his desk?   0:22:55.7 William Scherkenbach: A combination of stuff. I don't know. I mean, he was constantly writing, dictating to seal, but writing and reading. He got a, I mean, as the decades proceeded out of into the '80s, after '82, the NBC white or the '80, the NBC white paper calls were coming in from all over, all over the world. So yeah, a lot of people sending him stuff.   0:23:35.8 Andrew Stotz: I remember seeing him pulling out little scraps of paper at the seminar where he was taking notes and things like that at '90. So I could imagine he was just prolific at jotting things down. And when you read what he wrote, he really is assembling a lot of the notes and things that he's heard from different people. You can really capture that.   0:23:59.0 William Scherkenbach: Yeah. He didn't have an identic memory, but he took notes and quite, you know, and what he would do at the end of the day before retiring, he'd review the notes and commit them to memory as best he could. So he, yeah, very definitely. I mean, we would, you know, and well, okay. We're still in the early days before Ford and GM, but.   0:24:37.6 Andrew Stotz: Yeah. And I want to, if I shoot forward to '90, '92, when I studied with him, I was impressed with his energy at his age and he was just on a mission. And when I hear about your discussion about the class and at that time, it's like he was forming his, you know, System of Profound Knowledge, his 14 Points. When do you think it really became a mission for him to help, let's say American industry?   0:25:09.0 William Scherkenbach: Oh, well, I think it was a mission when Ford began its relationship with him. The ability of a large corporation, as well, and Ford at the same time Pontiac, the Pontiac division, not the whole GM, but Pontiac, was learning as well. But the attachment to Ford was that you had Don Peterson at the time was president of Ford, and he was intellectually curious, and he and Deming were on the same frequency. Now, I don't want to jump ahead, but if anyone has, well, you've read my second book there, you'll know that I have mentioned that the way to change is physical, logical, and emotional. And when you look at the gurus back then, there was Deming, who was the logical guru. You had Phil Crosby, who was the emotional guru. You go to the flag and the wine and cheese party, and Deming would say, "No," and Joe Juran, who was interested in focusing on the physical organization, you report to me kind of a thing. And so each of these behemoths were passing each other in the night with the greatest respect. But, but, and so they had their constituents. The challenge is to be able to broaden the appeal.    0:27:33.8 Andrew Stotz: So we've gone through '72, and then now '75, you've written your piece, and he's brought you into the fold. You're starting to spend some time with him. I believe it was about 1981 or so when he started working with Ford. And at that time, the quality director, I think, was Larry Moore at the time. And of course, you mentioned Donald Peterson. Maybe you can help us now understand from your own perspective of what you were doing between that time and how you saw that happening.   0:28:13.4 William Scherkenbach: Well, I had, my career was, after Booz Allen, mostly in the quality reliability area. I went from Booz Allen and Hamilton to, I moved to Columbia, Maryland, because I can fondly remember my grandfather in Ironwood, Michigan, worked at the Oliver Mine. There's a lot of iron ore mines up in the UP. ANd he would, and his work, once he got out of the mines later on, was he would cut across the backyard, and his office was right there. And so he would walk home for lunch and take a nap and walk back. And I thought that really was a good style of life. So Columbia, Maryland, was designed by Rouse to be a live-in, work-in community. And so we were gonna, we moved to Columbia, and there was a consulting firm called Hitman Associates, and their specialty was energy and environmental consulting. So did a bunch of that, worked my way up to a vice president. And so, but in '81, Deming said, you know, Ford really is interested. He was convinced, and again, it's déjà vu, he spoke about, when he spoke fondly about his lectures in Japan in 1950 and onward, that he was, he was very concerned that top management needed to be there, because he had seen all the excitement at Stanford during the war, and it died out afterwards, because management wasn't involved.   0:30:42.8 Andrew Stotz: What do you mean by that? What do you mean by the excitement at Stanford? You mean people working together for the efforts of the war, or was there a particular thing that was happening at Stanford?   0:30:51.7 William Scherkenbach: Well, they were, he attributed it to the lack of management support. I mean, they learned SPC. We were able to improve quality of war material or whatever, whoever attended the Stanford courses. But he saw the same thing in Japan and was lucky to, and I'm not sure if it was Ishikawa. I'm just not sure, but he was able to get someone to make the call after a few of the seminars for the engineers to make the call to the top management to attend the next batch. And he was able, he was able to do that. And that he thought was very helpful. I, I, gave them a leg up on whatever steps were next. I'm reminded of a quote from, I think it was Lao Tzu. And he said that someone asked him, "Well, you talk to the king, why or the emperor, why are things so screwed up?" And he said, "Well, I get to talk to him an hour a week and the rest of the time his ears are filled with a bunch of crap." Or whatever the Chinese equivalent of that is. And he said, "Of course the king isn't going to be able to act correctly." Yeah, there are a lot of things that impacted any company that he helped.   0:33:07.6 Andrew Stotz: It's interesting because I believe that, I think it was Kenichi Koyanagi.   0:33:15.8 William Scherkenbach: Koyanagi, yes, it was.   0:33:17.8 Andrew Stotz: And it was in 1950 and he had a series of lectures that he did a series of times. But it's interesting that, you know, that seemed like it should have catapulted him, but then to go to where you met him in 1972 and all that, he still hadn't really made his impact in America. And that's, to me, that's a little bit interesting.   0:33:44.4 William Scherkenbach: Yeah, and quite, my take, I mean, you could tell even in '72 and '3 in classes, he was very frustrated that he wasn't being listened to. I mean, he had, his business was expert testimony in statistical design of surveys. He did road truck, truck transport studies to be able to help the interstate commerce commission. And made periodic trips back to Japan, well known in Japan, but frustrated that no one really knew about him or wasn't listening to him in the US. And that was, I mean, for years, that was my, my aim. And that is to help him be known for turning America around, not just Japan. But it's usually difficult. I mean, we did a great job at Ford and GM and a bunch of companies, but it's all dissipated.   0:35:25.9 Andrew Stotz: It's interesting because it's not like he just went as a guest and gave a couple of guest lectures. He did about 35 lectures in 1950. About 28 or almost 30 of them were to engineers and technical staff. And then about seven of them were to top level executives. And, you know, one of the quotes he said at the time from those lectures was, "the problem is at the top, quality is made in the boardroom." So just going back, that's 1950, then you meet him in 1970, then in '72, then you start to build this relationship. You've talked about Booz Allen Hamilton. Tell us more about how it progressed into working more with him, in particular Ford and that thing that started in, let's say, 1981 with Ford.   0:36:22.0 William Scherkenbach: Well, again, he was very enthusiastic about Ford because Peterson was very receptive to this, his approach. And again, it's, I think the British philosopher Johnson said, "there's nothing like the prospect of being hung in the morning to heighten a man's senses." So he, Ford had lost a couple billion bucks. They hadn't cashed in like Chrysler. GM lost a bunch too, but that, and Japan had lost a war. So does it take a significant emotional, logical, or physical event? For some folks it does. So he was very encouraged about what he was seeing at Ford. And he had recommended that Ford hire someone to be there full time to coordinate, manage, if you will. And I was one of the people he recommended and I was the one that Ford hired. So I came in as Director of Statistical Methods and Process Improvement. And they set it up outside, as Deming said, they set it up outside the quality. Larry Moore was the Director of Quality and I was Director of Statistical Methods. And that's the way it was set up.   0:38:08.0 Andrew Stotz: Were you surprised when you received that call? How did you feel when you got that call to say, "Why don't you go over there and do this job at Ford?"   0:38:18.6 William Scherkenbach: Oh, extremely, extremely happy. Yeah. Yeah.   0:38:23.1 Andrew Stotz: And so did you, did you move to Michigan or what did you do?   0:38:27.7 Andrew Stotz: I'm sorry?   0:38:29.4 Andrew Stotz: Did you move or what happened next as you took that job?   0:38:32.0 William Scherkenbach: Oh yeah, we were living in Columbia. We moved the family to the Detroit area and ended up getting a house in Northville, which is a Northwest suburb of Detroit.   0:38:49.9 Andrew Stotz: And how long were you at Ford?   0:38:53.8 William Scherkenbach: About five and a half years. And I left Ford because Deming thought that GM needed my help. Things were going well. I mean, had a great, great bunch of associates, Pete Chessa, Ed Baker, Narendra Sheth, and a bunch of, a bunch of other folks. Ed Baker took the directorship when I left. That was my, well, I recommended a number of them, but yeah, he followed on. Deming thought that there was a good organization set up. And me being a glutton for punishment went to, well, not really. A bunch of great, great people in GM, but it's, they were, each of the general managers managed a billion dollar business and a lot of, difficult to get the silos to communicate. And it really, there was not much cooperation, a lot of backstabbing.   0:40:25.0 Andrew Stotz: And how did Dr. Deming take this project on? And what was the relationship between him and, you know, let's say Donald Peterson, who was the running the company and all the people that he had involved, like yourself, and you mentioned about Ed Baker and other people, I guess, Sandy Munro and others that were there. And just curious, and Larry Moore, how did he approach that? That's a huge organization and he's coming in right at the top. What was his approach to handling that?   0:41:02.1 S2  Well, my approach was based on his recommendation that the Director of Statistical Methods should report directly to the president or the chairman, the president typically. And so based on that, I figured that what I would, how we would organize the office, my associates would each be assigned to a key vice president to be their alter ego. So we did it in a, on a divisional level. And that worked, I think, very well. The difficulty was trying to match personalities and expertise to the particular vice president. Ed Baker had very good relations with the Latin American organization, and, and he and Harry Hannett, Harold Hannett helped a lot in developing administrative applications as well. And so we sort of came up with a matrix of organization and discipline. We needed someone for finance and engineering and manufacturing, supply chain, and was able to matrix the office associates in to be able to be on site with those people to get stuff, to get stuff done.   0:43:09.5 Andrew Stotz: And what was your message at that time, and what was Dr. Deming's message? Because as we know, his message has come together very strongly after that. But at that point, it's not like he had the 14 Points that he could give them Out of the Crisis or you could give them your books that you had done. So what was like the guiding philosophy or the main things that you guys were trying to get across?   0:43:35.9 William Scherkenbach: Well, I mean, he had given in, I think, Quality, Productivity, Competitive Position back in the late '70s, and he was doing it through George Washington University, even though Myron Tribus at MIT published it. But it was a series of lectures, and he didn't really, even in the later 70s, didn't have the, the, the 14 Points. And so those came a couple years later, his thinking through, and Profound Knowledge didn't come until much later over a number of discussions of folks. But the, I mean, the key, I mean, my opinion of why it all dropped out is we dropped the ball in not working with the board. And at Ford, we didn't, weren't able to influence the Ford family. And so Peterson retires and Red Poling, a finance guy, steps in and, and everything slowly disintegrates. At least not disintegrates, well, yes. I mean, what was important under Peterson was different. But that happens in any company. A new CEO comes on board or is elected, and they've got their priorities based, as Deming would say, on their evaluation system. What's their, how are they compensated?   0:45:46.8 William Scherkenbach: And so we just didn't spend the time there nor at GM with how do you elect or select your next CEO? And so smaller companies have a better, I would think, well, I don't know. I would imagine smaller companies have a better time of that, especially closely held and family held companies. You could, if you can reach the family, you should be able to get some continuity there.   0:46:23.5 Andrew Stotz: So Donald Peterson stepped down early 1995. And when did you guys make or when did you make your transition from Ford to GM?   0:46:38.5 William Scherkenbach: '88.   0:46:39.6 Andrew Stotz: Okay, so you continued at Ford.   0:46:42.1 William Scherkenbach: The end of '88, yeah, and I left GM in '93, the year Dr. Deming died later. But I had left in, in, well, in order to help him better.   0:47:07.8 Andrew Stotz: And let's now talk about the transition over to General Motors that you made. And where did that come from? Was it Dr. Deming that was recommending it or someone from General Motors? Or what...   0:47:21.4 William Scherkenbach: Yeah, Deming spoke with them and spoke with me. And I was a willing worker to be able to go where he thought I could be most helpful.   0:47:41.9 Andrew Stotz: And was he exasperated or frustrated that for the changes that happened in '95 when Peterson stepped down, he started to see the writing on the wall? Or was he still hopeful?   0:47:55.4 William Scherkenbach: No, Deming died in '93, so he didn't see any of that.   0:47:58.9 Andrew Stotz: No, no, what I mean is when Peterson stepped down, it was about '85. And then you remain at Ford until '88.   0:48:08.0 William Scherkenbach: No, Peterson didn't step down in '85. I mean, he was still there when I left.   0:48:14.0 Andrew Stotz: So he was still chairman at the time.   0:48:17.3 William Scherkenbach: Yeah.   0:48:17.6 Andrew Stotz: Maybe I'm meaning he stepped down from president. So my mistake on that.   0:48:20.3 William Scherkenbach: Oh, but he was there.   0:48:24.3 Andrew Stotz: So when did it start...   0:48:25.9 William Scherkenbach: True. I mean, true, he was still there when Deming had died.   0:48:31.3 Andrew Stotz: Yeah, okay. So did the whole team leave Ford and go to GM or was it just you that went?   0:48:39.1 William Scherkenbach: Oh, just me. Just me.   0:48:42.8 Andrew Stotz: Okay. And then.   0:48:44.0 William Scherkenbach: Yeah, because we had set up something that Deming was very pleased with. And so they were, everyone was working together and helping one another.   0:48:59.5 Andrew Stotz: Okay. So then you went to General Motors. What did you do different? What was different in your role? What did you learn from Ford that you now brought to GM? What went right? What went wrong? What was your experience with GM at that time?   0:49:16.5 William Scherkenbach: Well, I've got a, let's see. Remember Bill Hoagland was the person, Hoagland managed Pontiac when Deming helped Pontiac and Ron Moen was involved in the Pontiac. But Bill Hoagland was in one of the reorganizations at GM was head of, he was group, group vice president for Buick, Oldsmobile, Cadillac. And so I went over and directly reported to him and each of the, I mean, Wendy Coles was in, Gypsy Rainey, although Gypsy was temporary, worked for powertrain and Pontiac and still, but powertrain was where a lot of the expertise was and emphasis was, and then Buick and Cadillac and so, and Oldsmobile. So we, and in addition to that, General Motors had a corporate-wide effort in cooperation with the UAW called the Quality Network. And I was appointed a member of that, of that and, and helped them a lot and as well as the corporate quality office, but focused on Buick, Oldsmobile, Cadillac.   0:51:18.6 Andrew Stotz: And then tell us about what was your next step in your own personal journey? And then let's now get into how you got more involved with Deming and his teachings and the like.   0:51:32.8 William Scherkenbach: Well, I mean, he would be at GM two and three days a month, and then every quarter he'd be here for, just like Ford, for a four-day seminar. And while at Ford and at GM, I took uh vacation to help him as he gave seminars and met people throughout the world. Even when he was probably 84, 85, I can remember, well, one of the, he always, not always, but he would schedule seminars in England over the Fourth of July because the English don't celebrate that, although he said perhaps they should, but right after the Ascot races. And so he would do four-day seminars. And on one case, we had one series of weeks, the week before Fourth of July, we did a four-day seminar in the US and then went to London to do another four-day seminar. And he went to South Africa for the next four-day seminar with Heero Hacquebord. I didn't go, but I went down to Brazil and I was dragging with that, with that schedule. So he was able to relish and enjoy the helping others. I mean, enjoy triggers a memory. We were at helping powertrain and Gypsy was there, Dr. Gypsy Rainey.    0:53:59.2 William Scherkenbach: And she, we were talking and goofing around and he started being cross at us. And Gypsy said, "Well, aren't we supposed to be having fun?" And Deming said, "I'm having fun." "You guys straighten out." Enjoy, enjoy, enjoy, yeah.   0:54:40.6 Andrew Stotz: And for the typical person to imagine a man at the age of 80, 85, traveling around the world. And it's not like you're traveling on vacation in London, you're walking into a room full of people, your energy is up, you're going and it's not like he's giving a keynote speech for an hour, give us a picture of his energy.   0:55:09.5 William Scherkenbach: And over in London, it was brutal because the hotel, I forget what hotel we're in. When he started there, I think it was Dr. Bernard that he wanted to help. And Bernard wasn't available. So he recommended Henry Neave. And so Henry was a good student, a quick learner. So he helped on a few of them. And I can still remember, I mean, the air, it was 4th of July in London and the humidity was there. There's no air conditioning in the hotel. I could remember Henry, please forgive me, but Henry is sitting in his doorway, sitting on a trash can, doing some notes in his skivvies. And it was hot and humid and awful. But so it reminded Deming a lot of the lectures in Japan in 1950, where he was sweating by 8 AM in the morning. So, yeah.   0:56:30.6 Andrew Stotz: What was it that kept him going? Why was he doing this?   0:56:39.5 William Scherkenbach: I think he, again, I don't know. I never asked him that. He was very, to me, he was on a mission. He wanted to be able to help people live better, okay, and take joy in what they do. And so he was, and I think that was the driving thing. And as long as he had the stamina, he was, he was in, in, in heaven.   0:57:21.1 Andrew Stotz: So let's keep progressing now, and let's move forward towards the latter part of Dr. Deming's life, where we're talking about 1990, 1988, 1990, 1992. What changed in your relationship and your involvement with what he was doing, and what changes did you see in the way he was talking about? You had observed him back in 1972, so here he is in 1990, a very, very different man in some ways, but very similar. How did you observe that?   0:57:56.6 William Scherkenbach: Well, toward the end, it was, I mean, it was, it was not, not pleasant to see him up there with oxygen up his nose, and it just, there had to have been a better way. But Nancy Mann was running those seminars, and they did their best to make life comfortable, but there had to have been a better way to, but I don't know what it was. He obviously wanted to continue to do it, and he had help doing it, but I don't know how effective the last year of seminars were.   0:59:01.1 Andrew Stotz: Well, I mean, I would say in some ways they were very effective, because I attended in 1990 and 1992, and I even took a picture, and I had a picture, and in the background of the picture of him is a nurse, and for me, I just was blown away and knocked out. And I think that one of the things for the listeners and the viewers is to ask yourself, we're all busy doing our work, and we're doing a lot of activities, and we're accomplishing things, but for what purpose, for what mission? And I think that that's what I gained from him is that because he had a mission to help, as you said, make the world a better place, make people have a better life in their job, and help people wake up, that mission really drove him.   0:59:57.8 William Scherkenbach: Yeah, and it, it really did. But for me personally, it was just not pleasant to see him suffering.    1:00:09.6 Andrew Stotz: And was he in pain? Was he just exhausted? What was it like behind the scenes when he'd come off stage and take a break?   1:00:18.7 William Scherkenbach: Yeah, yeah.   1:00:20.8 Andrew Stotz: And would he take naps or?   1:00:23.2 William Scherkenbach: In the early days, we'd go to, well, at Ford and GM, we would go out to dinner just about every night and talk and enjoy the conversation. We'd, my wife Mary Ellen, went many, many times. He enjoyed Northville, some of the restaurants there, and enjoyed the Deming martinis after the meetings at the Cosmos Club. So very, very much he enjoyed that, that time off the podium. So, but he couldn't do that in the, in the later years.   1:01:28.7 Andrew Stotz: And let's now try to understand the progression as you progress away from General Motors and did other things. How did your career progress in those years until when you retired or to where you are now? Maybe give us a picture of that.   1:01:51.4 William Scherkenbach: I tried to help. I've developed my view on how to operationalize change, worked for, was vice president of a company in Taiwan, spent a couple of, and before that had helped Dell, and would spend probably ending up a couple of years in PRC and Taiwan, and growing and learning to learn, in my opinion, there's too much generalization of, well, Asians or Chinese or whatever. There are many, many subgroups, and so change has to be bespoke. What will work for one person won't work for another. For instance, trying to talk to a number of Chinese executives saying, drive out fear, and they will, oh, there's no fear here. It's respect. And so, yeah. But that was their sincere belief that what they were doing wasn't instilling fear. But it broadened my perspective on what to do. And then probably 10 years ago, my wife started to come down with Alzheimer's, and while we lived in Austin, Texas, and that I've spent, she died three years ago, but that was pretty much all-consuming. That's where I focused. And now it's been three years. I'm looking, and I'm a year younger than Deming when he started, although he was 79 when he was interviewed for the 1980 White Paper.   1:04:36.3 William Scherkenbach: So I'm in my 80th year. So, and I'm feeling good, and I also would like to help people.   1:04:46.6 Andrew Stotz: And I've noticed on your LinkedIn, you've started bringing out interesting papers and transcripts and so many different things that you've been coming out. What is your goal? What is your mission?   1:05:02.3 William Scherkenbach: Well, I also would like to take the next step and contribute to help the improvement, not just the US, but any organization that shows they're serious for wanting to, wanting to improve. On the hope, and again, it's hope, as Deming said, that to be able to light a few bonfires that would turn into prairie fires that might consume more and more companies. And so you've got to light the match somewhere. And I just don't know. Again, I've been out of it for a number of years, but I just don't know. I know there is no big company besides, well, but even Toyota. I can remember Deming and I were in California and had dinner. Toyoda-san and his wife invited Deming and me to a dinner. And just, I was blown away with what he understood responsibilities were. I don't know, although I do have a Toyota Prius plug-in, which is perfect because I'm getting 99 miles a gallon because during my, doing shopping and whatever here in Pensacola, I never use gas. It goes 50 miles without needing to plug in.   1:07:00.6 William Scherkenbach: And so I do my stuff. But when I drive to Texas or Michigan, Michigan mostly to see the family, it's there. But all over, it's a wonderful vehicle. So maybe they're the only company in the world that, but I don't know. I haven't sat down with their executive.   1:07:26.4 Andrew Stotz: And behind me, I have two of your books, and I just want to talk briefly about them and give some advice for people. The first one is The Deming Route to Quality and Productivity: Roadmaps and Roadblocks, and the second one is Deming's Road to Continual Improvement. Maybe you could just give some context of someone who's not read these books and they're new to the philosophy and all that. How do these books, how can they help them?   1:07:58.8 William Scherkenbach: Well, the first book, Deming asked me to write in, I think it was '84. And I don't remember the first edition, but it might be '85, we got it out. But he asked me to write it, and because he thought I would, I could reach a different audience, and he liked it so much, they handed it out in a number of his seminars for a number of years. So.   1:08:40.7 Andrew Stotz: And there's my original version of it. I'm holding up my...    1:08:47.0 William Scherkenbach: Yeah, that's a later version.   1:08:49.7 Andrew Stotz: And it says the first printing was '86, I think it said, and then I got a 1991 version, which maybe I got it at one of the, I'm sure I got it at one of the seminars, and I've had it, and I've got marks on it and all that. And Deming on the back of it said, "this book will supplement and enhance my own works in teaching. Mr. Scherkenbach's masterful understanding of a system, of a process, of a stable system, and of an unstable system are obvious and effective in his work as well as in his teaching." And I know that on Deming's Road to Continual Improvement, you do a good amount of discussion at the beginning about the difference between a process and a system to try to help people understand those types of things. How should a reader, where should they start?   1:09:42.8 William Scherkenbach: Well, not with chapter six, as in CI Lewis, but well, I don't know what... I don't remember what chapter six is. As I said, the first book, and a lot of people after that did it, is essentially not regurgitating, but saying in a little bit different words about Deming's 14 Points. What I did on the first book is arrange them in the order that I think, and groupings that I think the 14 Points could be understood better. The second book was, the first half was reviewing the Deming philosophy, and the second half is how you would go about and get it done. And that's where the physiological, emotional, and all of my studies on operationalizing anything.   1:10:55.4 Andrew Stotz: And in chapter three on page 98, you talk about physical barriers, and you talk about physical, logical, emotional. You mentioned a little bit of that when you talked about the different gurus out there in quality, but this was a good quote. It says, Dr. Deming writes about the golfer who cannot improve his game because he's already in the state of statistical control. He points out that you have only one chance to train a person. Someone whose skill level is in statistical control will find great difficulty improving his skills.   1:11:32.1 William Scherkenbach: Yeah. Well, yeah, I mean, well, you're old enough to know the Fosbury Flop. I mean, for all high jumpers did the straddle in jumping and made some great records, but many of them had difficulty converting their straddle to the Fosbury Flop to go over backwards head first. And that's what got you better performance. So anything, whether it's golf or any skill, if you've got to change somehow, you've got to be able to change the system, which is whether you're in production or whether it's a skill. If you're in control, that's your opportunity to impact the system to get better.   1:12:40.3 Andrew Stotz: Yeah, and this was Dick Fosbury in 1968, Mexico City Olympics, where he basically went in and blew everybody away by going in and flipping over backwards when everybody else was straddling or scissors or something like that. And this is a great story.   1:12:57.0 William Scherkenbach: You can't do that.   [laughter]   1:12:58.8 Andrew Stotz: Yeah, and it's a great story of something on the outside. An outsider came in and changed the system rather than an existing person within it. And that made me think about when you talked about Ford and having an outsider helping in the different departments. You know, what extent does that reflect the way that we learn? You know, can we learn internally, or do we need outside advice and influence to make the big changes?   1:13:29.7 William Scherkenbach: Yeah. I mean, we had a swim coach, Higgins, at the Naval Academy, and he was known for, again, following in Olympic swimming. And I'm probably going to get the strokes wrong, but there was no such thing as a butterfly stroke. And he used it in swimming the breaststroke, and supposedly the only criteria was recovery had to be underwater with two hands. But I'm screwing up the story, I'm sure, but Higgins rewrote, rewrote the book by doing something a little bit different or drastically different.   1:14:25.4 Andrew Stotz: I'd like to wrap up this fascinating discovery, or journey of discovery of you and your relationship also with Dr. Deming. Let's wrap it up by talking about kind of your final memories of the last days of Dr. Deming and how you kind of put that all in context for your own life. And having this man come in your life and bring you into your life, I'm curious, towards the end of his life, how did you process his passing as well as his contribution to your life?   1:15:08.1 William Scherkenbach: That's, that's difficult and personal. I, he was a great mentor, a great friend, a great teacher, a great person, and with, on a mission with a name and impacted me. I was very, very lucky to be able to, when I look back on it, to recognize, to sign up for his courses, and then the next thing was writing that letter to the editor and fostering that relationship. Very, very, very difficult. But, I mean, he outlived a bunch of folks that he was greatly influenced by, and the mission continues.   1:16:34.1 Andrew Stotz: And if Dr. Deming was looking down from heaven and he saw that you're kind of reentering the fray after, you know, your struggles as you've described with your wife and the loss of your wife, what would he say to you now? What would he say as your teacher over all those years?   1:16:56.3 William Scherkenbach: Do your best.   1:16:59.0 Andrew Stotz: Yeah, wonderful.   1:17:01.4 William Scherkenbach: He knows, but he knows I know what to do. So, you need to know what to do and then to do the best. But I was, I mean, he was very, he received, and I forget the year, but he was at Ford and he got a call from Cel that his wife was not doing well. And so we, I immediately canceled everything and got him to the airport and he got to spend that last night with his wife. And he was very, very appreciative. So I'm sure he was helping, helping me deal with my wife.   1:17:56.4 Andrew Stotz: Yeah. Well, Bill, on behalf of everyone at the Deming Institute and myself personally, I want to thank you for this discussion and opening up you know, your journey with Dr. Deming. I feel like I understand Dr. Deming more, but I also understand you more. And I really appreciate that. And for the listeners out there, remember to go to Deming.org to continue your journey. And also let me give you, the listeners and viewers, the resources. First, we have Bill's book, which you can get online, The Deming Route to Quality and Productivity. We have Deming's Road to Continual Improvement, which Bill wrote. But I think even more importantly is go to his LinkedIn. He's on LinkedIn as William Scherkenbach and his tagline is helping individuals and organizations learn, have fun, and make a difference. So if you want to learn, have fun, and make a difference, send him a message. And I think you'll find that it's incredibly engaging. Are there any final words that you want to share with the listeners and the viewers?   1:19:08.9 William Scherkenbach: I appreciate your questions. In thinking about this interview, we barely scratched the surface. There are a ton of other stories, but we can save that for another time.   1:19:26.1 Andrew Stotz: Something tells me we're going to have some fun and continue to have fun in these discussions. So I really appreciate it and it's great to get to know you. Ladies and gentlemen.   1:19:36.7 William Scherkenbach: Thank you, Andrew.   1:19:37.7 Andrew Stotz: You're welcome. This is your host, Andrew Stotz, and I'm going to leave you with one of my favorite quotes from Dr. Deming, and that is that "people are entitled to joy in work."    

Industrial expansion has left an indelible mark on our natural world, fundamentally altering landscapes and ecosystems for the sake of material progress and modern convenience. This transformation has created an environmental challenge of unprecedented scale. In today's show, we'll connect the dots between the raw materials that make up our planet and the industrial forces visually altering our contemporary landscape in a chat with a photographer who's documented these profound global changes firsthand for the past 50 years. Applying visual principals rooted in abstract expressionist painting, Edward Burtynsky has explored a wide range of photographic tools in his image making—from large format film to high-res digital cameras mounted to the most sophisticated of drones. Included among our many discussion topics are his distinctive approach to translating a 3-D landscape to the flat plane of a photograph; his various methods for capturing aerials using either a helicopter, fixed wing aircraft, or various types of drones; and the early business epiphany that led him to open a photo lab as an income stream, rather than work as a camera for hire. As Burtynsky shares during our chat, about the connection between nature and industry: “You know, materials are an incredibly key part of modern society. And yet we need to go to sources in nature, where these materials are found. And I'm just reconnecting a reality that we still live in a material world, and our cities are built of molecules that came from somewhere, and I'm taking you to those places that are vast and huge.” Guest: Edward Burtynsky Episode Timeline: 2:58: Burtynsky's early interest in abstract expressionist painting combined with the magic and rituals of composing images with a large format camera 5:28: Planning for aerial views, the shift from using a minerals map in the past to Google Earth today, plus Burtynsky's shooting preferences between a helicopter and a drone and shooting open air. 10:22: Burtynsky's approach to translating a 3-D landscape to the flat plane of a photograph. 17:17: The planning and research behind Burtynsky's work vs the need to pivot in the field. 19:45: Adapting to technology over a 50-year career, and how it's shaped Burtynsky's process—from large format film to high end digital on a drone. 23:16: Episode Break 23:59: Burtynsky talks about permissions to access mines and industrial sites and how this has changed over time. 31:44: A wrong turn on the highway in 1981 and the photos that led Burtynsky to an epiphany about human-altered landscapes.  35:48: Burtynsky talks about forming his photo lab Toronto Image Works as a ballast to provide income in printing for other photographers while pursuing personal fine art photo projects. 43:38: Burtynsky's retrospective exhibit at the ICP in New York, his thoughts about the future of technology, plus recent collaborations with a young artist working in Artificial Intelligence.   Guest Bio:  Edward Burtynsky has spent more than 40 years bearing witness to the impact human industry on our planet. Regarded as one of the world's most accomplished contemporary photographers, Burtynsky's work is included in the collections of more than 80 museums worldwide and featured in major exhibitions around the globe. Born in St. Catharines, Ontario in 1955, Burtynsky's early exposure to a nearby General Motors plant and ships navigating the Welland Canal in his hometown captured his imagination, helping to formulate his ideas about the scale of human creation he would later capture in photographs. These images explore the collective impact we as a species have on the surface of this planet. A select list of Burtynsky's many distinctions include the inaugural TED Prize, the title of Officer of the Order of Canada, the International Center of Photography's Infinity Award for Art, a Royal Photographic Society Honorary Fellowship, and the World Photography Organization's Outstanding Contribution to Photography Award. Burtynsky currently holds nine honorary doctorate degrees, and in addition to his work in photography, he was a key production figure in the award-winning documentary film trilogy Manufactured Landscapes, Watermark, and ANTHROPOCENE: The Human Epoch. All three films continue to play in festivals around the world. Stay Connected: Website Instagram Facebook YouTube Linktree    - Host: Derek Fahsbender  Senior Creative Producer: Jill Waterman Senior Technical Producer: Mike Weinstein Executive Producer: Richard Stevens