great valley products
this is the world wide web home page of great valley products - m inc .
here is a commodore amiga a500. & grass valley products gvp a530 40 mhzturbo scsi hard drive .
purchase orders can be placed at (usa) 1 - 215 - 352 - 0445 fax our mailing adress is: great valley products - m inc. p. o. box 777 newtown, pa 18940 - 0777
silicon valley
is probably the only big thing that has gone right in the american economy since the great recession ,
writes my colleague jim pethokoukis .
it is creating jobs and wealth, along with providing innovative products that consumers and business value .
a compilation of articles by nceo cofounder corey rosen on what makes a great employee ownership company .
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as the pioneer in customized retractable awnings, it’s no secret that great valley awnings are built to last. we are proud of our tradition of innovation and engineering excellence, and offer unique shade product options to create your perfect day .
in this sense, silicon valley is the new information - age version of a very old problem in the economy .
the sentry is one of great valley awning’s exceptional screen products which gives you the ability to control your living space. no matter if you are covering your windows, doors, patio or lanai, the sentry can be your solution. each sentry screen is custom built up to 18′ wide with a 12′ drop. the sentry retractable screen combines ease of use with class in one quality retractable screen .
very good engineering management team. i learn a lot of products, ie: fan, pump, planet gearing train and controller stuff .
whatever the reason, palantir’s offer comes at a time of great debate in silicon valley over employee compensation. traditionally, workers received options on a four - year vesting schedule. when they left a company, they would have 90 days to exercise those options or forfeit them .
great company work for. nice people, not over crowded, constantly looking for ways to improve and help other departments. nice benefits and decent salaries .
silicon valley is often held up as the pinnacle of american achievement and the core driver of this country' s future economic success .
there is obviously truth to this. but reality is more complicated than silicon valley' s defenders often suggest. yes, silicon valley' s gadgets and services are innovative. tech companies' market capitalizations are massive. but the benefits to the broader economy are often massively oversold .
a great aerospace company, employees are encouraged to bid on open positions, safety is practiced, cross - training is encouraged, employee anniversary and birth dates are observed .
yes, the giants of silicon valley have created products and services where none existed before, and have revolutionized the way tens of millions of americans live their lives. but their economic success has not led to widespread productivity growth — it has instead led simply to cool gadgets, large profits, and monopolist consolidation .
the products are identical / same internals although the product label changed at some point. they all had series ii identification. early models had the old' impact' marketing name .
so please, let' s all stop lionizing silicon valley. sure, their tech can be fresh and exciting. but as economic actors, silicon valley companies are no different from more traditional companies in longstanding economic sectors. the pathologies of both groups are simply the pathologies that have bedeviled all of american capitalism for decades .
palantir technologies’ $ 225 million offer to repurchase its employees’ privately held shares hints that silicon valley is starting to make some fundamental changes in the way it compensates its workers .
negahban, ashkan, and jeffrey s. smith .
a joint analysis of production and seeding strategies for new products: an agent - based simulation approach .
revision under review at annals of operations research .
and so we await the great revamping. in the meantime, former employees of hot start - ups will be faced with choices like the one palantir is offering: take our money, whatever we offer, or be stuck .
there may be other ways to change compensation. although options are the lifeblood of silicon valley, palantir raised salaries 20 percent to stem employee attrition. but cash will not solve the problem, either .
i am selling my a530 turbo from great valley products, it is in good shape and works well. 8 megs of ram 68882 math chip 40mhz. seagate 2gb hd i was told the original power supply was not powerful enough, so i upgraded to the micro r & d supply that powers the amiga 500 and the a530 with no problems. two of the three plastic turrets that screw the case together need some love the screw tightens in one of them and the other one is short from over tightening. (i was really young when i bought it) the third one is perfect. $ 500. 00 us + shipping based on your location. paypal gift. please feel free to ask any questions! thanks! joe
negahban, ashkan, and jeffrey s. smith .
the effect of supply and demand uncertainties on the optimal production and sales plans for new products .
international journal of production research 54, no. 13 (2016): 3852 - 3869 .
one of the american economy' s biggest ongoing mysteries is the slowdown in productivity growth — the rate at which the economy can produce more value with less labor and resources. rising productivity increases living standards. and in the mid - century, productivity grew pretty fast. then it collapsed around 1980 and has stayed low since, other than a brief burst of speed in the late 1990s and early 2000s, largely thanks to silicon valley. following the great recession, productivity growth fell to all - new lows .
the right shift key does work. the little taped
f204
is a reminder that the password for the provideo post program is f204. take it off if you must. other than that it looks great for its age. figure 15 pounds and a 20x 20x9 box .
co - workers great to work with. some processes can take 3 times the amount of time to get a thing done. tribal knowledge is heavy. can be difficult to navigate who your internal resources are. my way or the highway from previous management. you are called out on your productivity short comings in cell meetings daily! !
the item
commodore amiga a500 & great valley products gvp a530 turbo scsi hard drive & ps
is in sale since wednesday, september 06, 2017. this item is in the category
computers / tablets & networking \ vintage computing \ vintage computers & mainframes
. the seller is
skipaccess
and is located in joliet, illinois. this item can be shipped to united states, canada, united kingdom, denmark, romania, slovakia, bulgaria, czech republic, finland, hungary, latvia, lithuania, malta, estonia, australia, greece, portugal, cyprus, slovenia, japan, sweden, south korea, indonesia, taiwan, south africa, thailand, belgium, france, hong kong, ireland, netherlands, poland, spain, italy, germany, austria, russian federation, israel, mexico, new zealand, singapore, switzerland, norway, saudi arabia, ukraine, united arab emirates, qatar, kuwait, bahrain, croatia, malaysia, brazil, colombia, costa rica, panama, trinidad and tobago, guatemala, honduras, jamaica, chile .
what’s the secret to brozin’s success in a world with no shortage of chicken joints? he and his employees rally around an insurgent mission. every day they make a conscious choice to be world - class at the few extraordinary capabilities that make it possible to deliver a better product or service to customers. great founders focus ruthlessly on these capabilities — and they accept that they cannot be world - class at everything, only the things that truly matter .
those post - jobs details were largely crafted by foster + partners and ive’s design team, who custom - developed almost every aspect of the building, down to the wash­basins and faucets. for ive, it was not the first time he’d imagined what an absent jobs would’ve wanted. “there was a point in time when he was involved in the products and then a point in time when he wasn’t, ” ive says of the months leading up to jobs’ death. “sadly this was no different. ”
this doesn' t necessarily mean there' s no innovative value in all the apps and tech and tools silicon valley has invented. but it does mean those creations don' t appear to be spreading out to make the economy more productive. and if you pay workers less for the same work, that doesn' t necessarily make you more productive: the work' s contribution to the economy hasn' t changed, it' s just your profit margin that' s gone up .
of course, the old establishment of
stodgy
corporations are no better. it' s not a good thing that most companies have the power to unilaterally fire an employee for causing a heated political argument. and it' s not a good thing that wall street enjoys such outsized control across many companies in all sectors. but it doesn' t make silicon valley entrepreneurs a bunch of saints that, being defiant pirate - types, they' ve (sometimes) resisted these trends .
silicon valley arguably stands close to the center of this shift. like railroads and highways and water lines and telecommunication networks before them, facebook and google have pioneered arenas of human activity that just aren' t naturally amenable to multiple players and competition. they' ve also enthusiastically jumped another big transition in the economy, where companies rely on contractors to perform everything that isn' t a core function. that in turn has driven down wages for workers who perform everything other than those core functions .
before the start of the meeting, kris wang, a cupertino council­member, looked out the window at the back of the room and saw him walking toward the building. he moved with obvious difficulty, wearing the same outfit he had been seen in the day before when he’d introduced new products to the world—which is to say, the same outfit that anyone had ever seen him wear. when it was his turn to address the council, he walked to the podium. he began to speak, tentative at first before clicking into the conversational yet hypnotically compelling tone he used in keynotes .
companies still run by their founders have a certain magic. that’s not just a hunch — among public companies since 1990, returns to shareholders were three times greater at firms where the founder is still part of the management team. in an upcoming book and in a recent article in harvard business review, my coauthor christopher zook and i identify the qualities of “the founder’s mentality” and show how all organizations, even those whose founders have long retired, can harness its vitalizing effects. we believe that a company’s best hope to sustain profitable growth is to stay true to the characteristics that great founding management teams naturally possess .
apple park may be an architectural tour de force, but foster has grasped its essential truth: at heart it is the realization of a dying man’s wish to eternally shape the workplace of the company he founded. yes, apple insists that by working in a place where artificial hills are dotted with pines transplanted from christmas tree farms in the mojave desert, its employees will make better products. but didn’t apple create its marvelous apple ii in a bedroom and its ground­breaking macintosh in a low - slung office park building? the employees who work at the new campus are leaving behind the buildings that provided sufficient inspiration to invent the iphone .
this has caused a lot of consternation among silicon valley' s fans — and the industry' s own entrepreneurs. if the tech sector is creating such amazing new advances and innovations, why aren' t those advances showing up in productivity growth? a lot of theories have been put forward: we' re measuring the data wrong, the shift from manufacturing to services inevitably slows down economies, technological innovation takes time to be integrated into mainstream american workplaces, or we went through a uniquely valuable and never - to - be - repeated burst of technological innovations in mid - century .
the board approved foster + partners’ design in 2012. just as apple’s consumer products are obsessively prototyped, its new headquarters would be no different. there would be working models of various sections of the ring scattered around the area: a mocked - up stretch of a tunnel in one of the hp buildings before it was demolished; an actual working café near infinite loop that served as a scaled - down replica of the apple park version. “we viewed the construction process as a manufacturing project and wanted to do as much outside of here as possible. then you begin to put together legos, ” says cook, who built his reputation as a master of supply chain efficiency .
something similar applies to silicon valley' s vaunted institutional culture. yes, netflix and facebook and apple still want to see themselves as upstart disruptors (even though they' ve become the pre - eminent powers in the economy). but this attitude shouldn' t be lionized in and of itself. every business starts out as a small outsider in its industry, facing major competitors. moralizing that situation — seeing yourself as fundamentally better because you' re the upstart and the underdog — is a common human temptation. as is holding on to the self - justifying moral story long after circumstances have changed .
yorgancioglu has been passionate about maintaining an owner mindset at mey, especially as it moved from private equity to corporate ownership. “if our team thinks like owners, we know we can retain our speed and agility, ” he says. one way he maintains that speed is with a monday meeting where his leaders can get together and rapidly solve issues. “one of the hardest things to do culturally is to make everyone understand that conflict is ok. i want my supply chain team fighting to rationalize, to look for scale benefits. and i want my marketing guys fighting for new variants, new products. my job is to make sure that we address the conflicts that inevitably arise when our people are doing their job. ”
it’s probably more accurate to say that apple park is the architectural avatar of the man who envisioned it, the same man who pushed employees to produce those signature products. in the absence of his rigor and clarity, he left behind a headquarters that embodies both his autobiography and his values. the phrase that keeps coming up in talks with key apple figures is “steve’s gift. ” behind that concept is the idea that in the last months of his life, jobs expended significant energy to create a workplace that would benefit apple’s workers for perhaps the next century. “this was a hundred - year decision, ” cook says. “and steve spent the last couple of years of his life pouring himself in here at times when he clearly felt very poorly .
we go upstairs, and i take in the view. from planes descending to sfo, and even from drones that buzz the building from a hundred feet above it, the ring looks like an ominous icon, an expression of corporate power, and a what - the - fuck oddity among the malls, highways, and more mundane office parks of suburban silicon valley. but peering out the windows and onto the vast hilly expanse of the courtyard, all of that peels away. it feels … peaceful, even amid the clatter and rumble of construction. it turns out that when you turn a skyscraper on its side, all of its bullying power dissipates into a humble serenity .
in 2014, large - scale disasters such as the gymnasium roof collapse at mauna ocean resort in gyeongju, sewol - ho ferry disaster and the ventilation shaft collapse at the techno valley in pangyo have brought widespread concern on the issue of safety. the government installed the ministry of public safety and security in november to prepare for large - scale disasters on the national level and strengthen the safety management system. posco also improved the organization and system to greatly reduce disasters and conducted various safety activities such as safety education customized for each rank. we also focused on practical activities such as the good driver campaign and are striving to build a safe and happy work place by fostering and internalizing self - directed safety activities .
apple’s answer is that the perfection here will inspire its workforce to match that effort in the products they create, that the environment itself is meant to motivate engineers, designers, and even café managers to aspire for ever - higher levels of quality and innovation. (francesco longoni, the maestro of the apple park café, helped apple patent a box that will keep to - go pizzas from getting soggy .) “we’re amortizing this in an entirely different way, ” ive says. “we don’t measure this in terms of numbers of people. we think about it in terms of the future. the goal was to create an experience and an environment that felt like a reflection of who we are as a company. this is our home, and everything we make in the future is going to start here. ”
every business, big or small, is fundamentally
an algorithm for making profit ,
as hamilton nolan put it. and those incentives apply to management, private investors, and public shareholders alike. whether they make that profit in the
right
way — with a do - gooder maverick' s scrappy spirit — or the
wrong
way — by disregarding google' s longheld
don' t be evil
mantra — may trouble individuals in the company, but it makes no difference to the institution as a whole. that' s why silicon valley has reacted to its good monopolistic fortune the same way the railroad barons of old did. the
pirate
mentality to loot and pillage is universal and inherent among participants in capitalism .
apple will ultimately plant almost 9, 000 trees. muffly was told that the landscape should be futureproof and that he should choose drought - tolerant varieties so his mini forest and meadows could survive a climate crisis. (as part of its ecological efforts to prevent such a crisis, apple claims, its buildings will run solely on sustainable energy, most of it from solar arrays on the roofs .) jobs’ aims were not just aesthetic. he did his best thinking during walks and was especially inspired by ambling in nature, so he envisioned how apple workers would do that too. “can you imagine doing your work in a national park? ” says tim cook, who succeeded jobs as ceo in 2011. “when i really need to think about something i’m struggling with, i get out in nature. we can do that now! it won’t feel like silicon valley at all. ”
as with the suppliers for its consumer products, apple was demanding with its contractors, requiring them to solve problems they had never contemplated before. such as: how does one create the largest, strongest pieces of glass in the world? oh, and they have to be curved. “steve loved the idea of huge pieces of glass, ” behling says. in designing its retail stores over the years, apple has developed a relationship with a german company, seele group; the previous pinnacle of their collaboration was the huge glass cage on new york city’s fifth avenue store. the ring makes that widely praised wonder look like a security barrier at a check - ­cashing counter. its “walls” are 45 - foot - tall panels of safety glass. seele already owned the only machine for forging such panels, but even that could bake only one panel at a time. since the process takes 14 hours and apple needed 800 panels, seele’s capacity was insufficient. so seele worked with its autoclave manufacturer to develop a much bigger cooker that could stack five panels at once. “the one we had was the biggest in the glass industry by far. this new one is just … giant, ” says nelli diller, seele’s managing director .
with rev 2. 2 partitions greater than 32 mb are unusable and the clock is wrong - rev 2. 23 fixes this bug )
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the gvp series ii hd8 + and hd + (*) is a high performance scsi controller and memory expansion for the a500 / +. it connects to the left side expansion slot of the a500 / +, and closely matched the case aesthetics. the unit has 4x 30 - pin simm sockets that can utilize up to four 1mx8 or two 4mx8 simm modules. a power supply for the gvp unit is required unless an a500 psu with upgraded 5v / 12v ratings is used. this unit does not use the gvp simm32 modules. early units may have had labels with' impact' on them, but all will have series ii in the name. the [ gvp a530 ] is a different product, with a 68030 processor and uses different ram .
2 / 4 / 8mb, zero - wait state, fastram controller and ansi xt3t9. 2 compatible scsi interface .
gvp dual port ram controller w / high performance dma transfers to and from hard - disk .
internal 50 - pin scsi connector, external 25 - pin scsi connector (db25) .
fastrom 3. x / 4. x, can be disabled with switch for game compatibility. compatible with gururom .
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our wide variety of industrial, marine and fleet supplies are found in thousands of applications .
scaling agile faq revenge of the pmo skateboards vs. cars revisited ceo of the product revisited waterfall deconstructed product discovery in regulated environments principles learning fast vs. failing fast the four big risks
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ashkan negahban, assistant professor in engineering management, earned his ph. d. and m. e. from auburn university and a b. s. from university of tehran (all in industrial and systems engineering). prior to joining penn state, he was an instructor at auburn university where he taught courses in simulation modeling & analysis and probability & statistics. his research interests include the application of different types of simulation (discrete event, agent - based, and monte carlo) in manufacturing system design and operation and marketing - operations management interface. he has also developed several video - based e - learning series which have received world - wide publicity and are used by faculty from leading institutions around the world .
negahban, ashkan, mohammadnaser ansari, and jeffrey s. smith .
add - more: automated dynamic display of measures of risk and error .
in proceedings of the 2016 winter simulation conference. ieee, 2016 .
negahban, ashkan, and jeffrey s. smith .
simulation for manufacturing system design and operation: literature review and analysis .
journal of manufacturing systems 33, no. 2 (2014): 241 - 261 .
negahban, ashkan, and levent yilmaz .
agent - based simulation applications in marketing research: an integrated review .
journal of simulation 8, no. 2 (2014): 129 - 142 .
negahban, ashkan, levent yilmaz, and trenton nall .
managing production level in new product diffusion: an agent - based simulation approach .
international journal of production research 52, no. 17 (2014): 4950 - 4966 .
ansari, mohammadnaser, ashkan negahban, fadel m. megahed, and jeffrey s. smith .
historia: a new tool for simulation input analysis .
in proceedings of the 2014 winter simulation conference, pp. 2702 - 2713. ieee, 2014 .
azadeh, a. , a. negahban, and m. moghaddam .
a hybrid computer simulation - artificial neural network algorithm for optimisation of dispatching rule selection in stochastic job shop scheduling problems .
international journal of production research 50, no. 2 (2012): 551 - 566 .
azadeh, ali, mohsen moghaddam, s. m. asadzadeh, and ashkan negahban .
an integrated fuzzy simulation - fuzzy data envelopment analysis algorithm for job - shop layout optimization: the case of injection process with ambiguous data .
european journal of operational research 214, no. 3 (2011): 768 - 779 .
the sentry screens serve as more than just a retractable screen, you can choose a custom fabric to meet the needs of your unique home and environment .
bug screens for insect protection solar mesh for sun protection opaque fabrics for privacy room brightness control clear vinyl windows for rain and cold protection without losing your view and with its exclusive fabric retention system, you can rely on your sentry retractable screen to operate in any weather conditions .
the sunroll retractable screen is one of our quality solar screens that will provide you with total vertical sun control of your covered outdoor space. available in motorized or manual options, the sunroll is an affordable and versatile option for individuals interested in purchasing one of our retractable solar screens. it can be customized to fit your unique space with widths up to 24′ and heights up to 12′ .
join a company with lots to offer. make money from day one with a guaranteed base wage and incentives .
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the posco family established a safety and health policy to eliminate hazard elements at the plant floor and improve the employees' health and quality of life, while promoting continued improvements through the pdca cycle. moreover, we are creating a safe working environment by making sure everyone thoroughly fulfills the roles, responsibilities and procedures of their respective ranks, which is the core of safety management .
major accidents * ltifr of 2014, according to osha (occupational safety and health administration) standard of 200, 000 working hours is: total (0. 04), direct operations (0. 06), subcontractors (0. 01). second number after decimal was cut - off
with safety our core value and systematically implement safety management, we newly installed an organization and changed the name of some existing organizations. the steel production strategy office was renamed as safe production strategy office, and the safety & health executive office was changed to global safety & health group, to emphasize the importance of safety. next, we combined the safety team, disaster prevention team and health promotion team, and newly installed the safety disaster prevention department, focusing on the safety, health and disaster prevention function. in addition, the position of the safety master in charge of safety management of the production departments was elevated to safety leader to spread the awareness of the importance of safety at the field .
meggitt was a fast paced environment and employees worked long hours. the tools for the most part were in place to get our job done however some processes needed improvement - employees were good to work with
gained experience using mastercam and programming 5 axis machines. the manager had an open door policy. i could have a conversation with him about business matters at a comfortable level .
there is so much work to do that it starts to pile up. this is in part due to a need for more employees in certain departments. upper management is difficult to get a hold of. in the few instances where i was able to meet with them, my concerns were not taken seriously and i felt mocked. this surprised me most when the director of human resources also treated me in this manner. a lot of resources are at the disposal of employees, but at the expense of working in a hostile environment .
the company charges to much for heath care for a family they pay good but you pay it out to health care insurance. a lot of people getting paid at the top. they want to get rid of the union .
good company, sharp people, fine management. too bad they closed a facility in corona, had to let many good people go. sad deal. the announcement was made almost a year in advance, giving people a good while to decide on their future moves. rather rare to give that kind of notice in an aerospace company. .
i learned a lot about heat exchangers during my short time with meggitt. nice co - workers who were supportive good hours
uk mis leadership gives no strategic guidance to us. the uk leadership style was authoritarian and awkward to this us manager. the salary was below market for the amount of salaried work they expect per week. too many projects and not enough resources, the internal sbu' s suffer for mis lack of focus and strategy since us has their hand' s tied by uk' s upper leadership. a poor choice to move if you want a stable career. the usa shared service organization was chaotic and disorganized, could not even hire new talent, since there was no central strategy to hire, just on how to eliminate us positions. layoffs are common and only due to uk missing a forecast on the shareholders board .
challenging and diversified work with a friendly and knowledgeable co - workers and management .
challenging and diversified work with a friendly and knowledgeable co - workers and management. enjoyed my co - workers the most and the hardest part was the difficulty with the document control process .
the company is in reorganization process and restructuring at the present time with the objective to be more efficient, better organized, and better focused on its core business. expected moving of operations to different location .
management is disconnected from working staff, most especially their own direct reports. management is not held accountable for their failure to lead. employees stress levels are much too high, in many instances their workloads need to be split in half. employees are constantly looking for other positions outside the company and feel disrespected and unheard. the expectation to work beyond a 60 to 80 hour week is strongly pushed. this company is the most unprofessional place i' ve ever worked. work methods are antiquated and while there is a lot of discussion about improving it is seldom done .
company was good and people were good. learned and helped incorporate sap business system into company .
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palantir, a data analytics firm, is one of the largest start - ups around, with a valuation reaching more than $ 20 billion last year. it is offering $ 7. 40 a share to buy back up to 12. 5 percent of an employee’s shares (and in some cases, those of former employees), or $ 500, 000 worth of shares, whichever is lower .
the offer has some interesting characteristics, to say the least. palantir’s worth, measured by the price at which its stock trades in the private share market, has been deflated. the price palantir is offering is above the private market price and the value assigned to the stock by some prominent mutual funds .
a critical story by buzzfeed last month reported that the company was struggling to keep employees and collect on bookings. with the negative news and the general decline in valuations, there is a sentiment that palantir is no longer the $ 20 billion behemoth it once was. morgan stanley recently marked down the value of palantir’s shares to $ 5. 92 each from a high of over $ 11. no one knows if this valuation is right, by the way, because prices in the private market are largely guesses .
palantir’s offer, though, is at least a cheap way to tell the market that palantir thinks it is still worth a lot .
the repurchase comes with conditions, as buzzfeed reported earlier. palantir is requiring that current and former employees who sell their shares agree that they will not compete with palantir for 12 months or solicit any palantir employees during that time. it also makes them agree to a nondisclosure arrangement that forbids them from even talking about the repurchase and waive any claims they might have against the company. and the offer extends to some but not all former employees .
palantir has said the offer is intended to increase the morale of employees by offering them “liquidity. ” some employees have been with the company since its founding 11 years ago and are still waiting for that pinnacle event in the life of a hot tech start - up: the initial public offering of stock .
unlike them, the former employees can already sell their shares in the private market. they might take this offer because it is a higher amount. palantir’s motives for including them in the buyback are unclear. palantir gets all of the benefits of the nondisclosure and other agreements, but any employee who takes the offer is not likely to be doing those things anyway. perhaps palantir is doing this out of the goodness of its heart .
in earlier times, this was not much of a problem because companies backed by venture capital went public rather quickly, in some cases before employee shares even vested. but now, the average venture - backed company waits about eight years to go public, creating a headache for employees .
scott kupor, a managing partner at andreessen horowitz, highlights the issue in a recent blog post. basically, employees who leave their jobs now must exercise their options almost immediately. but to do that, they need cash – cash they might not have. once the former employees exercise their options, the stock they receive is often illiquid and not sellable. a private secondary market for these types of shares grew up around pre - i. p. o. facebook stock, but many venture - backed companies place restrictions on the ability of employees to sell the stock they receive in an option exercise until there is a liquidity event like an initial offering or sale .
palantir did not impose restrictions on employees or stockholders selling shares in the private market. perhaps as a way to get current and former employees to participate, palantir’s repurchase offer threatened to make it harder to resell the company’s stock in the private market .
employees need to consider another headache – taxes. not only must employees put up cash to exercise their options, they must pay taxes, which can be an extraordinary amount if the private company has a high valuation. but because the company is not public yet, one cannot even be sure that valuations will materialize, particularly in the era of the overvalued start - up. this was a problem in the day of the tech bubble. employees exercised options worth millions of dollars but found that when taxes were due, their companies and stock were worthless .
mr. kupor recommends extending the vesting period to conform with the longer time it takes for a company to go public. he also suggests a longer period for employees to exercise options after they leave, up to 10 years. that figure is endorsed by y combinator in an argument that any lesser period is unfair to employees. palantir gives departing employees three years to exercise their options. other companies have adopted the 10 - year period for employees leaving after two years. the downside is that this solution can lead to a mass exodus after two years as employees race to their next start - up, options safely in hand .
mr. kupor notes that extending the exercise time for former employees makes their options more valuable at the expense of employees and investors. (it does so because former employees have a longer time to exercise their options and dilute the other shareholders .) mr. kupor has no solution other than to allow companies to extend the time at their discretion. but as we see in the palantir case, companies can pick and choose favorites, or even refuse to accommodate former employees .
the palantir repurchase and andreessen horowitz’s ruminations highlight a more fundamental point: compensation at venture - backed companies needs to be rethought in an age when many of these companies are staying private longer .
in this new world, employees face sale restrictions that only their companies can lift. this forces these companies to provide periodic liquidity events. for instance, airbnb, the short - term rental site, is making annual stock repurchases. in the public realm where companies are steadily profitable, stock buybacks are a familiar occurrence. more than half a trillion dollars was spent on stock buybacks in the public markets in 2015. but as the value of private, venture - backed companies deflates, they will struggle to give liquidity to their employees .
the founder’s mentality has three components: it requires that companies view themselves as business insurgents, fighting on behalf of an underserved customer; that they have an obsession with the front line, where the business meets the customer; and that they foster an owner’s mindset, which keeps them fast, bold, and infused with a deep sense of responsibility for long - term results. as part of our research to understand these attributes, we interviewed scores of founders and ran dozens of workshops with leaders of the founder’s mentality 100 (a network of fast - growth, mostly founder - led companies). almost all of the founders we interviewed provided useful lessons, but three ceos in particular exemplified each of the qualities that make the founder’s mentality so powerful .
in 1987, a portuguese audio engineer named fernando duarte took a friend, south african entrepreneur robbie brozin, to a small takeout restaurant in a suburb of johannesburg. brozin found the chicken there so delicious that he made a radical move: he bought the restaurant, renamed it nando’s, in honor of fernando, and made plans to expand. in the years since, nando’s has become one of the most successful chicken restaurant chains in the world, with more than 1, 200 restaurants in 23 countries .
this “spikiness” is the key to staying competitive, but it isn’t easy. to make everybody happy, to serve every need, to hedge every bet, many ceos spread resources around democratically as their companies grow — and they lose the spikiness on the cost sheet that is the telltale sign not of profligacy but of focus. the result is a slide into mediocrity .
brozin knew exactly where to spike nando’s resources: on its amazingly tasty chicken. it was his love for that chicken, after all, that got him into the business in the first place. everything else — even the industry norm of speedy service — was secondary. “in our industry, all the talk was about fast, cheap food, ” he told us. “i remember folks telling me that if we couldn’t cook our chicken within three minutes, we were doomed. but we rejected that thinking. we argued that the quality of our chicken would be remembered long after the wait was forgotten. ”
the lesson for other companies: neither your customers nor your employees want you to do everything well. declare war on “functional excellence” programs that consume money and management time, and refocus resources on the few capabilities where you must be amazing. seize control of your strategy and budget processes, which too often are designed to ensure every bureaucrat holds on to last year’s resources, and demand a real discussion of where you must redeploy resources. focus is undemocratic. embrace that truth, and refuel your insurgency .
successful founders understand the economics of customer loyalty. in their early days they know every customer by name. keeping that up becomes impossible as they grow, but nevertheless they remain obsessed with making sure that someone is looking out for every customer at all times .
few business leaders have developed this attention to the front line as effectively as m. s. oberoi, the founder of the oberoi group, a chain of luxury hotels in india. oberoi obsessed about every detail in his hotels that might affect the customer experience. even in his eighties he kept visiting his hotels to make sure employees were getting everything right, and in doing so he established a culture by which all employees shared in his obsession .
poornima bhambal, the assistant manager of the front office at the oberoi udaivilas, in udaipur, described for us the company’s empowerment program, which encourages all employees to do what it takes to delight customers and even gives them access to small amounts of money in order to do so. “we love to surprise and delight guests with little gifts and niceties, ” bhambal said, “and the empowerment program allows this to happen. ”
one example, related to us by vikram oberoi, a grandson of m. s. oberoi who now serves as the group’s ceo, was what happened when the staff at one hotel discovered that an american family occupying two rooms was taking all the toiletries — twice a day. this seemed a bit much to the housekeeping staff, and the manager’s first instinct was to go to the family and politely point out that they probably had enough toiletries .
but instead, says oberoi, after some coaching, “he created a basket of soaps and shampoos and oils used at the hotel’s spa, and wrote a note that was signed by the housekeeping staff. the note said, ‘we notice you like our toiletries and wanted to give you a supply you can take home and share with friends. ’ the family loved this. they wrote us after, saying that we were the most fantastic hotel and that they would tell all their friends to visit. that’s a wonderful business result from the investment of a box of lotions! ”
of course, everyone can recite the mantra customers first. but it is striking how few organizations are actually set up to deliver that promise. you can’t put customers first unless you also put the people who serve those customers first. and you also can’t put customers first until senior leadership meetings are filled with the voices of the customers and front line. check your last executive committee meeting agenda. did customers drive the agenda? was the focus to empower the front line and reorient center activities to help your front line do their job better? or was the agenda designed to serve the needs of the senior leadership, as they reported out their activities and demonstrated how busy they are? at most founder - led companies, ceos spend all their time in the field and very little behind their desks. why? they know which voices they need to listen to .
leaders with a strong founder’s mentality also have what we call an owner’s mindset: they think about every expense as if it were their own money (which it often is) and hate any sort of bureaucracy that slows the company down. their bias is toward action. one leader who exemplifies this is the ceo of mey, a leading spirits company in turkey that makes raki, the country’s national drink. once a government monopoly, the company was privatized, in 2004, and bought by a set of construction entrepreneurs, for $ 292 million. two years later, they sold it to tpg, for about $ 810 million. in 2011, tpg sold it to diageo, for about $ 2. 1 billion — not a bad value - creation story. the first employee those original entrepreneurs hired was galip yorgancioglu, who remains ceo today .
embracing conflict, he explains, keeps mey agile. “the whole company knows that we’ll deal with the issues that come up each monday, so they raise any issues that are stopping them from taking action. it’s a social contract, and if we do it right, it ensures that we move faster than our competitors. ”
as yorgancioglu notes, speed is a competitive asset. but too many companies lose sight of this and fall victim to the growth paradox: growth creates complexity, and complexity kills growth. while yorgancioglu’s meetings are designed to rapidly resolve conflict and eliminate problems, too many companies have meetings that add new processes, new analysis — even new meetings. as companies lose the elements of the founder’s mentality illustrated above, they lose the antibodies to complexity. ask yourself: how’s your company’s immune system holding up ?
james allen is a partner in bain & company’s london office and a co - head of the firm’s global strategy practice. he also leads bain’s founder’s mentality 100 initiative. he is a co - author of a number of bestselling books including profit from the core and the founder’s mentality: how to overcome the predictable crises of growth (harvard business review press, june 2016) .
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dataset that compiles data on the characteristics of all the esops in the u. s
great valley products is a former third-party amiga hardware supplier . the company was mostly known for cpu accelerators and scsi host adapters for the commodore amiga 500 and the amiga 2000 computer series . the company liquidated itself in july 1995 . a new company gvp-m picked up rights to the amiga products . 
great valley products is a former third-party amiga hardware supplier. the company was mostly known for cpu accelerators and scsi host adapters for the commodore amiga 500 and the amiga 2000 computer series. the company liquidated itself in july 1995. a new company gvp-m picked up rights to the amiga products.
great valley products is a former third-party amiga hardware supplier. the company was mostly known for cpu accelerators and scsi host adapters for the commodore amiga 500 and the amiga 2000 computer series. the company liquidated itself in july 1995. a new company gvp-m picked up rights to the amiga products.