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David Watson
Homage to Federico Arcos
(on the occasion of his 80th birthday, 18 July, 2000)
No se puede contar el infinito, ni concebir la eternidad; pero hay realidades intangibles que no podemos ignorar.
— Federico Arcos, Momentos (1976)
We have gathered here to honor and to celebrate our compañero, amigo, padre, abuelo, hermano — y guapo — Federico Arcos, on the occasion of his eightieth birthday.
Fede, sorry we don't have a present like the one you received on your sixteenth birthday — a revolution by the people of your beloved Barcelona, by the people of Spain, against the fascist rebels. We'll try better on your eighty-first birthday, promise.
Federico, was the son of gente humilde, of obreros. He grew up breathing the air of anarchist fervor in the old CNT districts of Barcelona, and one of his early memories is of reading the anarchist press aloud to the gathered compañeros and vecinos in his neighborhood because not all could read. When the revolution came, he took his place in the fight, doing what needed to be done, whether it was teaching a comrade to read, or running through a firefight to fetch ammunition, or sharing a crust of bread — sacrificing his energy and youth to the cause, el Ideal, and learning in the process that such sacrifice brings greater rewards than any egoism bourgeois society could ever offer.
Federico has suffered for his beliefs and principles — in exile in France, hiding from the Nazis; then in jail in Spain after he returned; then in compulsory military service in Morocco; then in the snowy Pyrenees as an underground partisan against the fascist regime. He eventually came to North America where he found a still vibrant anarchist community, mostly Europeans — Spaniards, Eastern Europeans, and especially Italians. Fede was at one time the youngest adult member of that community. Now he is our abuelo, our elder. La lotta continua.
Federico went to work in an auto factory and in the time that was his own he became a devoted archivist and preserver of our movements memory. He has through dedication, concentration and love collected one of the foremost anarchist archives in North America, indeed, in the world, in his modest working class home in Windsor. He is a lover of poetry, and knows by heart many poems, songs and proverbs. He also has written poems, elegies for his fallen comrades and meditations on the powerful yearning for freedom and authentic meaning that lies at the root of the anarchist adventure.
Federico believes in the power of the word, just as he believes in the power of love, of friendship, of loyalty, of justice, of freedom, of comradeship.
Federico is a dedicated comrade — he never arrives on time but early to work on projects or to visit his dear friends. He never suggests putting something off that can be accomplished now. He steps forward, even as his knees, or back, or lungs sometimes protest against his spirit.
Federico has lived modestly, deriving his pleasures not from material things or from empty status but from solidarity and a revolutionary passion. His have always been the highest ideals and principles, from the time of his youth as a Quijote del Ideal in the Spanish Revolution, to his involvement in Black & Red and the Fifth Estate. Never have I heard him utter a petty or cynical word. He has proved by example that one may lose great historic battles, and yet triumph in life.
One of the most vivid stories Federico ever told me was from after the defeat of the revolution and then the Republic, when the refugees, Fede among them, were crossing into France, ill, dispirited, unsure of the future, and weak with hunger. He recollected with a smile and a kind of wonder how they gathered acorns under the oak trees there to eat, and how they were sustained.
Those who know the literature of Spain, and who know the Quijote, which not only criticizes great idealism but defends it with affection and deep respect, know also that since classical times the oak tree has been a symbol of the Golden Age. Behind the young Federico Arcos, not yet nineteen years old in 1939, lay the ruins of one of history's greatest revolutions, one of the greatest dreams human beings could ever dream. Ahead, lay a great uncertainty — and we know in retrospect, more violence, more calamity, more disappointment still.
But the compañeros gathered and ate the acorns and were sustained. And they — and he — have sustained us. Federico Arcos has lived his life with that new world ever in his heart, reminding us, as Rousseau once remarked, that the Golden Age is neither before us nor behind, but within.
Congratulations and long life to our dear friend, Federico Arcos. Viva! Salud y libertad!
Note: In the tradition of the anarchist cenas or dinners, at the gathering in Detroit to celebrate Federico's birthday our friends and compañeros here collected money for the Centro de Estudios Anselmo Lorenzo in Madrid, to support their important archival, publishing and related projects, and are donating it to honor his lifelong commitment to el Ideal.


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Alex Lifeson Admits Rush Are 'Basically Done'
Rush pulled off the road a couple years ago, but fans had hopes for some kind of smaller-scale project from them in the future. But guitarist Alex Lifeson has pretty much confirmed that the band is over.
In a new interview with the Globe and Mail, Lifeson made it clear that the chances of anyone ever hearing new Rush music are slim to none. "It's been a little over two years since Rush last toured," he said. "We have no plans to tour or record any more. We're basically done. After 41 years, we felt it was enough."
Shortly after the band ended a 40th-anniversary tour in 2015, rumors began to surface about Lifeson and bassist Geddy Lee forming a duo after drummer Neil Peart announced his retirement.
Even though Rush played their last show a couple years ago, Lifeson said his musical life is busier than ever. But now they don't come with the many obligations that hounded his old band. "I'm writing a lot -- I'm writing on four or five different little projects," he said. "I get these requests to do guitar work with other people. It's really a lot of fun for me. It's low pressure: I get to be as creative as I want to be and I can work a little outside of the box, which is really attractive to me."
Lifeson's guest spots with other artists include guitar work on Fu Manchu's upcoming album, Clone of the Universe, which is slated for release next month. He's featured on an 18-minute track called "Il Mostro Atomico."
"We are excited to get out and play this stuff, especially 'Il Mostro Atomico,'" Fu Manchu guitarist and singer Scott Hill said. "We think it's some the strongest music we've ever done. We really love the overall sound of the album, and having Alex play on it is just incredible. It gives it that special validation for the idea that we had to try something like a side long song."
Lifeson has also been exploring other creative outlets, like dabbling in the life of a newspaper columnist. He's been writing for the West End Phoenix, a new monthly paper based in his hometown of Toronto. He said the gig intimidated him at first. His editor told him "to write 150 words," he said. "I think I submitted 1,200 words. Apparently, I don't have a problem with content."
Likewise, he was asked to take on a small part in a TV show, Crawford, which he said wasn't in his comfort zone either but, "if you throw a challenge at yourself and dive into it," he noted, "it can be really gratifying."

subset: commoncrawl


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Special Issues
Guidelines for Publishing Special Issues
Researchers, Scientists and Faculty members can organize and guest edit special issues in International Journal of Growth and Development. The proposal should be submitted to email@example.com with detailed CV and publication list of the Guest Editor, theme and expected types of articles. The proposal can be submitted throughout year. The proposal will be evaluated by the editorial office and a final decision will be taken.
The article collection, review and acceptance are responsibilities of the guest editor and should submit only the final versions to the journal editorial office for publication. As International Journal of Growth and Development follows a continuous publishing model, the articles can be added to the special issue soon after final approval of proof by the authors.


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Dang. Even Massey's board thought Blankenship was an extremist nut job.
Massey CEO's politics worried board – News – Charleston Daily Mail – West Virginia News and Sport
"I can remember Admiral Inman telling me that even the conservatives and Republicans that they would think would have been friendly to my views did not seem to be very supportive, which I don't know whether that meant that came from that report or not," Blankenship said.


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This blonde would show up at every bookstore where we were signing. She bought Bill's book and mine, too in TX. Then she showed up in Austin when we signed at Book People. She wanted our signatures only; not personalized. The blonde wouldn't speak other than to say, "Signature only please." She wouldn't talk to either of us, although both Bill and I tried to engage her in conversation.
The blonde showed up in Dallas and in Scotsdale AZ and in LA and then San Francisco. She wouldn't get into our signing line but waited until we had signed books for the store's stock, she'd make her purchase. It began to get a bit creepy. Was she stalking Bill or me? What on earth did she want? Did she have murder on her mind and not the kind you read about but the kind a person actually did. We talked to police who called in the FBI. Our publisher even discussed hiring a body-guard. We did another couple of signings and she was there each time. But she'd leave before the FBI agent or our body-guard could talk to her. When we walked into the bookstore in Portland OR we gave a huge sigh of relief because we didn't see her. But that was short lived because she came out from one of the back corners of the store just as we were signing the last books for the store's stock.
Our body guard was right behind her. This time he had her by the arm. He spoke to her for about 10 minutes. After that she left. Bill and I finished signing and the guy came up with a silly smile on his face. "The blonde wasn't stalking you. She just wanted to by an autographed book in each store where you had personally appeared."
That's when I woke up. Okay it was a silly little dream but it did stay with me and I soon found myself thinking of different story lines and in what way could I built up suspense? What if I did this ? And what about this after that? Could I come up with enough of a plot to make a short story out of the dream? Doubtful.
Which gave me the idea to write this blog. Have any of you ever written a story or a book based on a dream? I don't think I have but I am sure that I have gone to bed thinking about a scene I was having a problen with and dreamed up a solution to the problem. Years ago I asked Joe Landsdale how he came up with one of his book's strange characters. He said, my wife makes some really greasy popcorn for me. I eat that, go to bed and dream strange
books. Works for Joe.
Have any of you done that? I really would like to read your comments.


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Currency Displayed in
Posted by John Hartman on May 5th 2016
We have just finished a great informational page on Navajo Silver Jewelry and invite you to come and take a look at it. You will find some great photos with informational text on Silver Jewelry made by the Navajo Indian Silversmiths.
Navajo Silver Jewelry began in about 1865 when a Navajo named Atsidi Sani learned how to work with silver from the Spanairds who were up in this area searching for Silver and Gold. Atsidi Sani is known as the first Navajo Silversmith to make Navajo Silver Jewelry as well as being the first Navajo Silversmith to make Navajo Silver and Turquoise Jewelry.
It was around 1870 when Atsidi Sani first used Turquoise in his Navajo Silver Jewelry and when he did it was a great hit and it quickly became in high demand by the Navajo People as well as the white settlers and Californians. You can read more about Navajo Silver Jewelry on our educational presentation page.
Today the Navajo Silversmiths still produce Silver Jewelry and it is admired and collected worldwide. Navajo Silver Jewelry is handmade so it is not like many other types of Silver Jewelry where they mass produce thousands of one design. The Navajo Silversmiths generally produce one of each piece that they make and then go onto another design. This is typical and standard for Navajo Silver Jewely.
Durango Silver Company has been dealing in Navajo Silver Jewelry for nearly 40 years. We have collected old pawn Navajo Jewelry, Silver Bracelets, Silver Rings, Silver Earrings, Silver Necklaces and more. We continue buying and trading for Navajo Silver Jewelry on a weekly basis and always have a great supply on hand. Our Trading Post is located in the heart of Navajo Jewelry country so we have access to the best Navajo Silver Jewelry coming out of the Southwest.
Also see Navajo Silver Jewelry on Wikipedia - navajo silver jewelry


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Buchenwald: Report from Edward R. Murrow
(April 16, 1945)
There surged around me an evil-smelling stink, men and boys reached out to touch me. They were in rags and the remnants of uniforms. Death already had marked many of them, but they were smiling with their eyes. I looked out over the mass of men to the green fields beyond, where well-fed Germans were ploughing....
[I] asked to see one of the barracks. It happened to be occupied by Czechoslovaks. When I entered, men crowded around, tried to lift me to their shoulders. They were too weak. Many of them could not get out of bed. I was told that this building had once stabled 80 horses. There were 1200 men in it, five to a bunk. The stink was beyond all description.
They called the doctor. We inspected his records. There were only names in the little black book — nothing more — nothing about who had been where, what he had done or hoped. Behind the names of those who had died, there was a cross. I counted them. They totaled 242 — 242 out of 1200, in one month.
As we walked out into the courtyard, a man fell dead. Two others, they must have been over 60, were crawling toward the latrine. I saw it, but will not describe it.
In another part of the camp they showed me the children, hundreds of them. Some were only 6 years old. One rolled up his sleeves, showed me his number. It was tattooed on his arm. B-6030, it was. The others showed me their numbers. They will carry them till they die. An elderly man standing beside me said: "The children — enemies of the state!" I could see their ribs through their thin shirts....
We went to the hospital. It was full. The doctor told me that 200 had died the day before. I asked the cause of death. He shrugged and said: "tuberculosis, starvation, fatigue and there are many who have no desire to live. It is very difficult." He pulled back the blanket from a man's feet to show me how swollen they were. The man was dead. Most of the patients could not move.
I asked to see the kitchen. It was clean. The German in charge....showed me the daily ration. One piece of brown bread about as thick as your thumb, on top of it a piece of margarine as big as three sticks of chewing gum. That, and a little stew, was what they received every 24 hours. He had a chart on the wall. Very complicated it was. There were little red tabs scattered through it. He said that was to indicate each 10 men who died. He had to account for the rations and he added: "We're very efficient here."
We proceeded to the small courtyard. The wall adjoined what had been a stable or garage. We entered. It was floored with concrete. There were two rows of bodies stacked up like cordwood. They were thin and very white. Some of the bodies were terribly bruised; though there seemed to be little flesh to bruise. Some had been shot through the head, but they bled but little.
I arrived at the conclusion that all that was mortal of more than 500 men and boys lay there in two neat piles. There was a German trailer, which must have contained another 50, but it wasn't possible to count them. The clothing was piled in a heap against the wall. It appeared that most of the men and boys had died of starvation; they had not been executed.
But the manner of death seemed unimportant. Murder had been done at Buchenwald. God alone knows how many men and boys have died there during the last 12 years. Thursday, I was told that there were more than 20,000 in the camp. There had been as many as 60,000. Where are they now?
I pray you to believe what I have said about Buchenwald. I reported what I saw and heard, but only part of it. For most of it, I have no words.
If I have offended you by this rather mild account of Buchenwald, I'm not in the least sorry....
Sources:"They Died 900 a Day in 'the Best' Nazi Death Camp," Old Time Radio (April 16, 1945).


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Wanna shoot fireballs from the palm of your hand? Of course you do. When Joel Johnson set out to fashion his own fireball shooter, he was intent on making one with a minimum of parts that was small enough to be concealed in his hand. He shared his "Orpheus Shooter" build with us back in MAKE Volume 13, the Magic issue. Joel has some real gems in his intro, including "I'm absolutely horrible at DIY — I'd solder my fingers to my face if it were possible — so if I can cook up something like this, you should be able to take this simple design and improve it immeasurably." You gotta appreciate a maker who sees that there's room for improvement in his design: "My grasp of the principles of electricity ends around 'don't lick a light socket,' so there may be smarter ways to rig this unit than the one I have chosen." And naturally there is a safety warning: "Remember your fire safety fundamentals: it may be hilarious to shoot fireballs at your sleeping cat, but she'll have the last caterwaul when you set your bed aflame."
With all that said, we think Joel's design is pretty nifty (and appreciate his humble sense of humor), with its simple materials list that includes a glo-plug, binder clip, AAA battery, and momentary pushbutton switch. The only specialty item is the flash cotton and paper, available at magic stores. We just shared the entire build on Make: Projects so you can get cracking building your own fireball shooter. It's simple to build, and a blast to play with. Just make sure to keep your inner pyro in check and always respect fire.
Join Make: Community Today


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Two-legged robot walks outside at U-M
MARLO and its counterparts represent the second bipedal robot model in the world with a gait that isn't flat-footed.
With prosthetic feet and hips that can swing sideways for stability, the University of Michigan's newest two-legged robot has taken its first steps outside.
The machine named MARLO is the third-generation bipedal robot for Jessy Grizzle, a U-M professor of electrical engineering and computer science. While its predecessors were connected to lateral support booms and confined to the lab, MARLO can venture out into the sunlight.
If we want robots that can walk outside, over roots, stones, uneven sidewalks or steps, they need a walking gait that allows the foot to have only partial contact with the ground.
—Jessy Grizzle
Preparations for its stroll began just after dawn on a recent Saturday morning— early to beat the snow and the foot traffic. Researchers put on their winter coats, hats and gloves and guided MARLO through the exterior door of the lab it had been walking across inside for several weeks.
The experiments started on a sidewalk, but the walkway proved too narrow for the gantry that follows MARLO to catch it if it falls (the contraption doesn't support the robot). So they moved to a courtyard nearby. But that was uphill, so the researchers then had to adjust the robot's control settings. After several tries, MARLO took 15 steps.
"There were smiles all around," said Brian Buss, a doctoral student in electrical engineering and computer science. "We were happy to see it do so well given that the control was designed and tested on a flat laboratory floor, we are using so few measuring devices at the present time, and the feet are not powered at all. There is clearly room for improvement and we look forward to the challenge."
After two hours of testing, MARLO broke a knee, which isn't uncommon in this line of work. The team moved inside just before the flurries started falling.
MARLO adds literally a new dimension to the bipedal research Grizzle's group has been conducting for more than a decade. The robot MABEL, retired last year, jogged at a nine-minute-mile pace to become the world's fastest two-legged robot with knees. It was also able to maintain footing on uneven terrain and recover from tripping, among other accomplishments—but all on a circular track. MABEL was connected to a bar that prevented it from tipping over sideways.
Before MABEL was the French robot Rabbit, which was similarly mounted to a boom. Rabbit hasn't been used for research since 2005, but in its day, it inspired a new family of gait control algorithms that allowed it to walk at a specific speed and keep its balance through surprise shoves and across changes in terrain.
"My Ph.D. students have accomplished amazing things for robots inside the lab. Now it's time to demonstrate these feats for robots walking outdoors," said Grizzle, the Jerry W. and Carol L. Levin Professor of Engineering.
"MABEL gave us some good hints about what can be done and how to do it. We have to take it from 2D, which refers to a planar robot attached to a boom, to 3D—no boom and no lateral support. It's an enormous challenge, but one my team is ready to take on."
Enabling 3D movement is crucial if the rescue robots Grizzle and his colleagues envision are ever to become reality. While wheels move well across flat surfaces, they can't climb stairs or step over wreckage. Researchers believe that fast, two-legged machines with human-like running form could eventually travel over rough ground and inside the remains of places built for people—burning or collapsed houses, for example.
In the shorter term, the work could lead to advanced prosthetic legs with powered, coordinated knees and ankles. Algorithms developed for Rabbit and MABEL are being adapted for this right now at the University of Texas at Dallas.
MARLO is one of three robots in the "ATRIAS" series designed by Jonathan Hurst, an assistant professor at Oregon State University and Grizzle's long-time collaborator. ATRIAS stands for "Assume the Robot is a Sphere," a rule that Hurst follows during design. One of the three is in Hurst's lab, where researchers are improving its energy efficiency and designing gaits for soft as well as hard ground. The other is at Carnegie Mellon University, where Assistant Professor Hartmut Geyer's group is focusing on running. The U-M team is working on stability outside the lab.
MARLO and its counterparts represent the second bipedal robot model in the world—and the first at a university—with a gait that isn't flat-footed, Grizzle says. The other is Boston Dynamics' ATLAS. In these two machines, the robots' steps start with a heel-strike followed by a roll to the toe. This fluid action is vital for real-world stability, the researchers say.
"If we want robots that can walk outside, over roots, stones, uneven sidewalks or steps, they need a walking gait that allows the foot to have only partial contact with the ground," Grizzle said.
Over the coming year, Grizzle says the MARLO will become a fixture on U-M's campus.
MARLO is funded by the National Science Foundation and the Defense Advanced Research Projects Agency.
Jessy Grizzle, Jerry W. and Carol L. Levin Professor of Engineering
Brian Buss, PhD student, Electrical Engineering:Systems (now at Ford Motor Company
Brent Griffin, PhD student, Electrical Engineering:Systems
Kaveh Hamed, Postdoctoral Research Fellow (now a Professor at San Diego State University)
Alireza Ramezani, PhD, Electrical Engineering:Systems, 2013, now a postdoc at UIUC.
In the News
IEEE Spectrum Video Friday
Michigan Daily – After two years, bipedal robot takes steps outside (1/15/14)
TechCrunch – Today In Dystopian War Robots That Will Harvest Us For Our Organs (12/6/13)
IEEE Spectrum – Video Friday (12/6/2013)
Reddit Automate (12/6/13)
Computer Magazine (12/4/13)
The Business of Robotics – For door to door delivery, robots must improve gait (12/4/12)
PhysOrg (12/4/13)
The Atlantic – No Big Deal, Just a Robot Walking Around Campus (12/4/2013)
UM Press Release (12/3/13)


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Frog Accessory Pouch
This custom accessory pouch is imprinted with Preston Singletary's Frog.
They make excellent pencil cases and cosmetic travel bags. Two sizes available.
100% Spun polyester
Laminate interior
Zipper closure
Small 8.66" x 2.36" x 4.72"
Large 12.6" x 3.15" x 7.28"
No returns on this custom item
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Shadow Dance
Apple Books
Barnes & Noble
Published by: Ballantine Books
Release Date: December 26, 2007
Pages: 400
Jordan Buchanan is thrilled that her brother and best friend are tying the knot. The wedding is a lavish affair—for the marriage of Dylan Buchanan and Kate MacKenna is no ordinary occasion. It represents the joining of two family dynasties. The ceremony and reception proceed without a hitch—until a crasher appears claiming to be a MacKenna guest. The disheveled and eccentric professor of medieval history warns that there's "bad blood" between the couple's clans, stemming from an ancient feud that originated in Scotland and involving the Buchanan theft of a coveted MacKenna treasure.
Jordan has always led a cautious life and has used her intelligence and reason to become a successful businesswoman. So she is intrigued but skeptical of the professor's claims that the feud has been kept alive by the grave injustices the Buchanans have perpetrated over the centuries. But when Noah Clayborne, a close family friend and a man who has never let a good time or a pretty woman pass him by, accuses Jordan of being trapped in her comfort zone, she determines to prove him wrong and sets out on a spontaneous adventure to the small, dusty town of Serenity, Texas, to judge the professor's research for herself.
Maneuvering through a close-knit community in which everyone knows everyone else's business, Jordan never anticipates the danger and intrigue that lie in her path, nor the threat that will shadow her back to Boston, where even in familiar surroundings her life is at risk.
A powerful thug who rules by fear, a man who harbors a simmering secret, and an unexpected romance that pierces all defenses—Julie Garwood weaves these dazzling elements into Shadow Dance, a searing tango of passion and peril.


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Privacy Policy
Third parties
We do not rent, sell, or exchange your names, personal information, or email address to third-party companies for their marketing purposes. We do provide your information to reputable organizations that help us to fulfill your order. For example, we use companies to verify and process credit card transactions, and to deliver packages. These third parties are not authorized to use your information for any reason other than to fulfill our service.
We may be required to disclose your personal information to third parties if necessary to comply with applicable laws, subpoenas, or court orders.
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Tom Nehl Truck Company is committed to the preservation of online privacy for all of its website visitors, including children. Tom Nehl Truck Company is a general audience site, and we do not knowingly collect information about children or sell products to children. Consistent with the Children's Online Privacy Protection Act, we will not knowingly collect any information from children under the age of 13. If you are under the age of 13, you must ask your parent or guardian to assist you in using Tom Nehl Truck Company.
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NEPTUNE offers expertly trained technicians to assist you in installing your equipment. Upon installation of you equipment or line, the technician stays on-site to watch your new equipment run smoothly and train your operators. Even after our specialist leaves your plant, NEPTUNE is ready to give you prompt, courteous service when you need it.
Neptune will offer engineer oversea installation with the buyer providing proper accommodation, all the fees for transportation,insurance and medicines, and salary for our engineers*1.
NEPTUNE Technician offers the following services:
Installation of equipment or bottling line at the customer's plant
Coordinate schedule with mechanics to perform changeovers and preventive maintenance activities
Perform mechanical adjustments (if needed) on equipment and packaging line to optimize equipment's performance
Resolve equipment issues
Document all work activities according to Proper Documentation Practices
Provide on-site training on all assigned procedures
An NEPTUNE Packaging Technician will be in-charge of the equipment setup and adjustment in your plant. All of the activities will be focused on optimizing the equipment to maximize production output. NEPTUNE also ensures that the technician will execute routine packaging operations to fully meet production demands.


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This privacy policy describes how and why we obtain and store data which can identify you. We may change this policy from time to time and shall notify you on the web site when changes have been made.
The Information we collect
Information is collected from you when you register an accont on the site or complete any of the contact forms. The information we collect is clearly set out on the web page on which we collect it. We may collect your IP address and use cookies unless you configure your web browser not to accept them.
Why we collect it
We collect information about you so that we can contact you regarding your valuation.
Who we disclose it to
We will never pass on information about you as an individual to any other company or organisation for any reason whatsoever.
Keeping information about you secure is important to us however no data transmission over the Internet can be guaranteed to be totally secure. As a result, whilst we try to protect your personal information, we cannot ensure the security of any information which you send to us, and you do so at your own risk.


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4 1/4" Brown Roman Crushed Stone Chess Pieces
Product Code: 2R-B03-BRNDescription
Sizing and Details
4 1/4" Brown Roman Crushed Stone Chess Pieces
The founding of Rome goes back to the very early days of civilization. It is so old, it is today known as 'the eternal city'. The Romans believed that their city was founded in the year 753 BC although modern historians though believe it was the year 625 BC.
Early Rome was governed by kings, but after only seven of them had ruled, the Romans took power over their own city and ruled themselves. They then instead had a council known as the 'senate' which ruled over them. From this point on the 'Roman Republic' was born. The word 'Republic' itself comes from the Latin words 'res publica' which mean 'public matters' or 'matters of state'. The senate under the kings had only been there to advise the king. Now the senate appointed a consul, who ruled Rome like a king, but only for one year. – This was a wise idea, as like that, the consul ruled carefully and not as a tyrant, for he knew that otherwise he could be punished by the next consul, once his year was up. The Roman Republic was a very successful government. It lasted from 510 BC until 23 BC – almost 500 years.
The greatest challenge the Roman Republic faced was that of the Carthaginians. Carthage was a very powerful city in North Africa which, much like Rome, controlled its own empire. The fight between the two sides was a long one and took place on land and on sea. The most famous incident came when the great Carthaginian general Hannibal crossed the mountain chain of the Alps to the north of Italy with all his troops, including his war-elephants, and invaded Italy. Rome in the end won and Carthage was completely destroyed in the year 146 BC.
Rome's most famous citizen was no doubt Julius Caesar. He was a Roman politician and general who, without having any orders to do so, conquered the vast territory of the Gauls to the north of his province in France.
In the year 49 BC Caesar crossed the small river between his province and Italy, called the river Rubicon, and conquered Rome itself which he then ruled as a dictator. His military campaigns also took him to Egypt where he met the famous Cleopatra. His life though was ended as he was infamously murdered in the senate in Rome.
So famous and respected was Caesar that a month of the year is still named after him and his heirs today, July. Also the great English poet Shakespeare wrote a famous play called Julius Caesar about his famous murder.
The Roman empire in the end was overrun by millions of barbarians from the north and east of Europe. It is believed to have happened two or three times in history that huge migrations took place across Europe, where peoples moved to settle in new territories. The great migration proved too much for the Romans to stem. Their armies were designed to defeat other armies, not entire folks and peoples flooding toward them. The collapse was completed when Rome itself was conquered by the Visigoth Odoacer and his men in the year AD 476.
But what is generally referred to as 'the Fall of Rome' doesn't include the eastern empire. This, with its centre in Constantinople, managed to cling on for almost another thousand years until it was eventually conquered by the Turks under their leader Mohammed II in the year AD 1453.
The skillful craftsmen of Berkeley Chess have recreated the imperious atmosphere of Rome with this classical chess set.
- King Height: 4 1/4"
- King Weight: 2.4 oz
- King Base: 1 3/8"
- Square Size: 2" - 2 1/4"


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Hmm – yes I know the order doesn't seem right – houses before drawing – but no this isn't a lesson on architectural conservation documentation. Rather it's an observation that new groups, organisations, and commercial companies are entering a territory once confined to that of professional institutes, and providing so-called disinterested, impartial advice.
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UCLA-led team produces images on a laptop that match the quality of those from high-end equipment
Scientists studying the mysteries of life sometimes rely upon fluorescence microscopy to get a close look at living cells. The technique involves dyeing parts of cells so that they glow under special lighting, revealing cellular structures that measure smaller than one-millionth of a meter.
However, even high-resolution fluorescence microscopes have a hard limit to the amount of detail they can show. Within the past few decades, methods that yield "super-resolution" images have broken that barrier, revealing details at the sub-cellular level, even smaller than one ten-millionth of a meter — an advance that won the 2014 Nobel Prize in Chemistry.
But those strategies come with their own drawbacks: They can be expensive and complex, and they sometimes involve high-intensity light that is toxic to the cells being studied.
Now, UCLA researchers have created a new technique that uses deep learning — a type of artificial intelligence in which machines "learn" through data patterns — to transform lower-resolution fluorescence microscopy images into super resolution. The framework takes images from a simple, inexpensive microscope and produces images that mimic those from more advanced and expensive ones.
The researchers were led by Aydogan Ozcan, UCLA Chancellor's Professor of Electrical and Computer Engineering and associate director of the California NanoSystems Institute at UCLA; Hongda Wang, a UCLA graduate student, and Yair Rivenson, a UCLA postdoctoral scholar, are the study's co-first authors. The findings were published online by Nature Methods.
"We need better microscopes to enable discovery at the micro- and nanoscale and allow us to make observations that are otherwise impossible," Ozcan said, adding that the technology could be an inexpensive and easy-to-use solution for scientists who are researching the molecular workings of cells and other microscopic systems, but who lack the resources to purchase or use more sophisticated equipment.
The scientists' work could make advanced microscopy more readily accessible to researchers and open paths of discovery throughout science and engineering.
During the experiments, the researchers fed a computer thousands of images of cells and other microscopic structures, taken by five types of fluorescence microscopes. The images were presented in matched pairs, with the object shown in lower resolution and super resolution.
To learn from those images, the system uses a "generative adversarial network," a model for artificial intelligence in which two algorithms compete. One algorithm tries to create computer-generated super-resolution images from a low-resolution input image, while the second algorithm tries to differentiate between those computer-generated images and existing super-resolution images that are obtained from advanced microscopes.
That "training" needs to be done only once for each type of subject the system needs to learn. After that, the network can improve a low-resolution image it has never "seen" before to match the image resolution from a super-resolution microscope, which eliminates the need for an expensive, high-resolution microscope.
In the study, the UCLA-developed system successfully enhanced the resolution, contrast and depth of field of original images, which were of cell and tissue samples.
"Using a super-resolution microscope requires precise technical skills and expertise," said Laurent Bentolila, a co-author of the study and the director of the Advanced Light Microscopy/Spectroscopy Laboratory at CNSI. "Seeing that you can now get the same results using deep learning without an advanced and delicate instrument is truly amazing."
The new approach avoids some of the disadvantages of other super-resolution techniques. For instance, scientists do not need to illuminate the sample with intense light, which can alter cells' behavior, or even damage or kill them. In addition, it improves resolution based only upon image data. In the study, this method outperformed other resolution enhancement algorithms that depend on assumptions that can prove flawed.
"Our system learns various types of transformations that you cannot model because they are random in some sense, or very difficult to measure, enabling us to enhance microscopy images at a scale that is unprecedented," Wang said.
Despite using an off-the-shelf computer — the equipment used in the study was similar to a standard gaming laptop — UCLA researchers were to produce super-resolution images in a fraction of a second. Rivenson said the system drastically simplifies super-resolution imaging and could readily be used by scientists without specialized expertise in imaging.
The study's other authors are Yiyin Jin, Zhensong Wei, Ronald Gao and Harun Günaydin of UCLA; and Comert Kural of Ohio State University.
The research was supported by the National Science Foundation and the Howard Hughes Medical Institute. Imaging was performed at the Advanced Light Microscopy/Spectroscopy Laboratory at CNSI and at the Advanced Imaging Center at the HHMI Janelia Research Campus in Ashburn, Virginia.


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Episode Transcript
This is Freakonomics Radio, I'm Stephen Dubner. Let me ask you a question: What do this …
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and this…
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and this…
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and this…
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and this…
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and this…
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and this…
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…have in common? Yeah, they're some of the most popular and prestigious brands in the history of American business. But also, each of them is a family business. Isn't that amazing? Isn't that fantastic? About one-third of the companies in the Fortune 500 are family-controlled. You know the story: some incredibly hard-working person starts a business — maybe a bakery or a brewery, could be a carmaker or a newspaper. And, against all odds, the business doesn't just succeed — it flourishes. But someday, the founder has to retire, or die. So, who takes over then? That's easy: the founder's son or daughter. The scion of the family. Who better to protect and grow the family brand? Makes sense, doesn't it? Who could possibly work harder than someone whose name is on the building?
Wendy YUENGLING BAKER: What's important to me is the fact that it's a family organization and it's my great-great-great-grandfather that started it, and my dad is still in charge of it.
On the other hand, things don't always work out …
Bill FINNIE: It's a Greek tragedy.
The family firm: it's a way of life. And it's a nice story. But we've got a big, hungry economy here, people. "Nice" doesn't necessarily generate jobs. So when it comes to putting the family scion in charge of a company, here's what I want to know: What do the numbers say?
* * *
Let's start with the story of the little brewery that could. Close your eyes and picture a lovely old town in eastern Pennsylvania. It's got a tidy main street and the houses built into the hills. The town is called Pottsville, used to be a big coal-mining town. The writer John O'Hara grew up here. And across the street from O'Hara's old house is a five-story brick building with an American flag and tall white letters that say "D.G. Yuengling & Son."
DUBNER: Here's Dick, I think. Hi Dick? Hey, Stephen Dubner.
YUENGLING: Nice to meet you. Are we going to talk where it's nine degrees? Or are we going to go inside? We have heat inside.
DUBNER: What's your preference?
YUENGLING: Inside.
DUBNER: Let's go.
Dick Yuengling is CEO of America's oldest brewery. Yuengling — that's Y-U-E-N-G-L-I-N-G — is a name with a history. In the original German, it means "young man."
YUENGLING: It's also a drawback, because a lot of people won't ask for something that they can't pronounce. But we're getting a pretty good reputation now, and people know what Yuengling is. It amazes me.
DUBNER: What are some of the mispronunciations that you've heard?
YUENGLING: Well, they'll call it "Yoo-ling," "Young-lings", we don't care, usually the bar owner knows what they're talking about.
As we walk through the brewery, Dick tells me about the company's past. In 1829, a young man named David G. Yuengling — that's Dick's great-great grandfather — emigrates from Germany, settles in Pottsville, and opens the brewery. The reason he came here is that his father had a brewery, but since David wasn't the oldest son, he had no shot at running it. So, he comes all the way to America, runs the Yuengling brewery for forty-eight years, and then, when he dies, his son Frederick buys it. For five generations, that's how the business stays in the family. Today, in the Yuengling office, there are paintings of all those Yuenglings hanging on the wall.
YUENGLING: That was the founder of the company, David G. Yuengling. And that was his son, Frederick. And that's my grandfather. And that's my father's picture over there. Great-great grandfather, great-grandfather, grandfather, and father. You don't go up there until you are deceased and I don't want my picture up there right now.
Dick is 68, pretty darn sturdy, a full head of white hair. His eyes are so blue there's a shirt in the Yuengling gift shop named after him. Most mornings, he gets to the brewery around five a.m. so he can catch up on things in peace. The stairs up to his office are steep and narrow — these are old buildings we're talking about. He pours some black coffee…
YUENGLING: How do 'you like that radio station? Every morning they play a Davy Crockett song.
Yuengling beer has a weird kind of fame. If you don't live on the East Coast, there's a good chance you've never even heard of it. On the other hand, tourists come from all over the world to see America's oldest brewery. And in Pennsylvania…
YUENGLING: You go into a bar in Philadelphia and say give me a Lager, you get Yuengling Lager.
DUBNER: It's like a Kleenex. A Lager is a Yuengling.
YUENGLING: Yes. Why do you think Budweiser came out with the Great American Lager? You know. It's kind of interesting. All these years, they just, Budweiser, Budweiser. But all of the sudden it was the Great American Lager. Very interesting.
Dick worked at the brewery as a kid, loading bottles, shoveling snow, whatever needed doing.
YUENGLING: We really were not financially viable in those days. I mean, I remember the girls in the office telling me I'd better go to school and find another way to make a living, because this place can't survive. We were barely making payroll.
But all he really wanted to do was make beer, and buy the brewery some day from his father. Dick was the only son. But he and his father had disagreements about how to grow the company. In 1973, the scion did the inconceivable — he left the family business. Even worse, he bought a local beer wholesaler. I asked him what his father thought of that.
YUENGLING: Well, I think he kind of admired me for doing it, because I think he thought about doing it but he didn't have the nerve to. But it was very confusing for the local bar room owners for me to come in and try to sell them Pabst and Rolling Rock.
DUBNER: I'm Dick Yuengling, and I'm here to sell you Pabst…
YUENGLING: Yeah, it was a very interesting experience but I still did well with it, I did well with the brands.
When Dick's father got sick, with Alzheimer's, Dick came back and bought Yuengling brewery. It was 1985; the company, nearly broke. He's managed to turn things around remarkably well. Nothing too dramatic — just a slow, steady expansion, lots of hard work. Yuengling opened a second brewery in Pottsville, another one down in Florida. Last year, sales were up six-and-a-half percent; the year before, twelve percent. And unlike most of the big beer companies you've heard of, Yuengling is still American-owned. Believe it or not, it's the second-largest American-owned brewer, after the Boston Beer Company, which makes Samuel Adams.
YUENGLING: Well, our volume last year was like 2.2 million barrels. You know, when you equate that into market share, we're like one tenth of one percent. You know, we're only in thirteen states; we're not national, so we have a very small market share. But we don't care. I mean, we're doing very well. Longevity is the name of the game. We don't have stockholders that we have to say we had a great quarter to. All we have to do is continue to grow.
DUBNER: So, you just identified, kind of, the meat of the argument about a family business versus, you know, let's say, you know, even a smaller publicly owned business, which is, you're not responsible to your shareholders. You're responsible to your employees, and your customers, and the company itself and so on.
YUENGLING: It's very rewarding, especially due to the fact that when I started here in the late fifties we were all but out of business. We were going the route of the other, small coal-region breweries. And my dad had a guy that wanted to buy the place. I'll never forget this, back in the early sixties. And it was a guy that was going to buy it and shut it down and sell all the copper and brass that's in a brewery. And he didn't sell it. Thank God he didn't. If you stick around long enough you give yourself a chance, and look where we are today. At that time we were selling about eighty thousand barrels of beer.
So the Yuengling brewery has been run by Yuengling men for more than 180 years. Soon, that will change. Dick has no sons. But he does have four daughters. And two of them work at the brewery. Jennifer's the plant coordinator. And Wendy handles administration. They walked me through the bottling floor, where a big, noisy conveyor system carries row after row of bright green bottles filled with fresh beer.
Jennifer YUENGLING: We're about to have a beer right off the line.
DUBNER: Oh, man we just grab one off? That's all you gotta do?
J. YUENGLING: All you gotta do.
DUBNER: It's like picking apples off a tree. So, there's a lot of head on that.
J. YUENGLING: Yeah, it will foam on you when you open it.
DUBNER: All right, and I got my beautiful Yuengling eagle cap there. Are they twist-off?
BAKER: They are. Cheers.
DUBNER: Cheers.
Not only can you pick a fresh beer off the belt, but the Yuengling break room is a bar, with all the company's beers on tap. We sat in a booth and talked. Here's Wendy:
BAKER: I don't remember a whole lot of spending time at the brewery when we were young, other than going down with my dad at night when he was loading trucks. So I never really thought about that being my future. And it wasn't talked about. So, it was almost a realization that each of us had to come to on our own.
DUBNER: So, talk to me a little bit about the succession plan, if there is one, what's going to happen, how much you know about what is going to happen, and whether you want to know more, whether…
J. YUENGLING: Did you meet my dad earlier? Because he's got all the answers.
DUBNER: Well, his answer was basically: I am not going to retire. How old are you guys?
BAKER: I am thirty-five.
DUBNER: Thirty-five.
J. YUENGLING: Thirty-nine.
DUBNER: Thirty-nine.
J. YUENGLING: He's sixty-eight. He's got a good twenty years left in him.
DUBNER: Plainly he loves doing it; plainly he's really good at it. He has no desire to retire like a lot of people do have. But does he do anything to kind of specifically groom you for that eventuality, or is more just, like, come to work and we'll figure it out?
BAKER: That's been his approach, which has always been concerning to me, because I'm a planner. But I have eased up over the years, and I have faith in him and his ability to give up the reins some day to us. But for now, like Jennifer said, he's good at it, he enjoys it, and he's extremely hands-on. So, I don't see that changing.
So there's no succession plan in place. The consultants who work with family firms will tell you that that's, a) not uncommon; and b) a terrible idea. Uncertainty is bad for business, any kind of business. But the Yuenglings, they seem pretty mellow about it. Wendy and Jennifer are already preparing their kids for the family business — that'd be a seventh generation. Wendy's children are five, three, and one.
BAKER: They now know how to go to the refrigerator and get a bottle out for us. Because I can remember doing that when we were little. My dad had an old refrigerator that he rigged into a Kegerator, and I can remember filling up his beers when I was little. I mean, the hard part was getting them back to him at the couch without spilling anything.
J. YUENGLING: Oh, if it had too much head on it you were sent back down to redo it.
BAKER: We haven't gotten a Kegerator yet, but my husband's pushing for it.
So Yuengling seems to show a lot of things that are right with family business. Institutional knowledge gets passed down from generation to generation; you trust one another; there's immense pride in the brand — I mean, it's your name on the bottle. You can see why some business founders would rather shut down a company than turn it over to someone who isn't related. But how typical are the Yuenglings? What if they're a big, fat outlier? And if you're the one who started the family business, how are you supposed to know? For years and years, you work days and nights, you probably don't sit around in your spare time reading the academic literature on family succession. So… we did it for you. Let's bring in the economists.
Antoinette SCHOAR: My name is Antoinette Schoar, I'm a professor at MIT in finance.
DUBNER: Schoar analyzed the data on family firms, and what happens once the next generation takes over …
SCHOAR: So, one thing I can tell you is that at least in the countries that we have looked at, on the accounting performance, or the real side of performance, like profitability and so on of the firm, we actually see drops in performance of these firms after they are transitioning from a founder to the heir, or the heirs. We see drops between ten and twenty-percent of profitability.
Ouch! Ten to 20 percent! That's a steep price for loyalty, isn't it? But wait a minute — Antoinette Schoar looked at a firm's profitability. What if — just what if — loyalty costs you in profitability but, if your shares trade publicly, you make up for it in share price? You know, what if Wall Street loves the story of the family firm?
SCHOAR: There is one nice study by Francisco Perez-Gonzalez, who has actually looked at these transition events in the U.S., so he looks at what happens when in the U.S. a publicly traded, family firm hands over the reins to the heir. And he finds that there is a drop in the stock price by around 10 to 15 percent.
Francisco PEREZ-GONZALEZ: Okay, so I went and collected those data, and what I found was what in my opinion was rather shocking.
That's Francisco Perez-Gonzalez.
PEREZ-GONZALEZ: I'm an assistant professor of finance at Stanford grad school of business.
The data covered three hundred and thirty five family firms in the U.S. that had a management transition. 122 of them, just over a third, brought in another family member as CEO. The rest went with outside management. And as you heard, the market did not like the family successions. But Perez-Gonzalez wanted to answer a harder, more important question: Why do family CEO's do worse? While rooting around in the data, he found an answer…
PEREZ-GONZALEZ: The underperformance of family CEOs was basically explained by those family CEOs that do not attend, you know, forget about the most selective colleges in the U.S. If you're in the top thirty college pool, you do fine. If you're in the top fifty colleges, again you do fine. Or top hundred you do fine. It's that in forty percent of the cases in my sample were people who attended colleges outside the top hundred and eighty-nine colleges in the U.S. despite having substantial wealth. So, these people that wanted, say, maybe did not have the ability, or did not have the effort because they might be able, but they're not encouraged to make huge effort. These were the ones that were driving, or dragging, the performance of the family CEO pool.
DUBNER: So, if you throw out the family firms who hand off the CEO position to a family member who went to a non-selective school, if you throw out those companies, then you find that family firms do as well as family firms who hand off to a non-family CEO, yes?
PEREZ-GONZALEZ: Statistically there's no difference in performance.
So there you have it. The entire effect can be explained by a handful of family CEOs who just aren't very good, or very smart, or very motivated. In other words: Junior isn't necessarily cut from the same timber as dear old Dad — hard-working, self-effacing, up-from-the-bootstraps dad. Now, it should be said: this is hardly a new insight. Remember Max Weber? He wrote The Protestant Ethic and the Spirit of Capitalism, which you read, or pretended to read, when you were young. In 1904, Weber wrote that capitalism requires, and I quote, "a more individualistic form of entrepreneurship and the absence of nepotism." Modern scholars have a name for this:
Vikas MEHROTRA: So this is called the Carnegie Conjecture.
That's Vikas Mehrotra. He's a finance professor at the University of Alberta in Edmonton. The Carnegie Conjecture goes back to Andrew Carnegie, who made a huge fortune in steel in the 19th century.
MEHROTRA: Right, so in his idea, he's actually very clear on this, he did not mince words at all. In his idea, the inheritance of a fortune for the second generation, the heirs who inherited fortunes in his opinion it deadened their talents. And therefore it was incumbent upon rich tycoons and entrepreneurs and so on to distribute their wealth prior to their departure from this earth.
Think about it. You start a company, and it succeeds – beyond your wildest hopes. Now, what are the odds that the best person you can find to take over this business just happens to be a person who sprang for your own loins? On the other hand, what if there is a CEO gene?
Coming up: the heritability of leadership. And the fall of an American dynasty.
Cheryl STELTER: What was his father thinking?
* * *
Today, we're visiting the Church of Scionology. We worship the idea of handing off a family business to the next generation. But is this heresy to economists? You can pick anyone to run your company. So why, instead of tapping that big talent pool, do you want to draw from your tiny little gene pool instead? The economists who study family firms say that you destroy value when you hand off the business to your blood relative.
Most people agree that Warren Buffett is a pretty good businessman. Like, fifty billion dollars worth of pretty good. Buffett's not a big fan of inheritance. Thinks when you give all your money to the next generation, you create a lazy, over-entitled aristocracy. As he put it once, it's like "choosing the 2020 Olympic team by picking the eldest sons of the gold-medal winners in the 2000 Olympics."
Matt McGUE: I know that's the analogy that, I guess, Buffett made is with athletic ability.
That's Matt McGue. He's a behavioral geneticist at the University of Minnesota.
McGUE: Yeah, I mean geneticists have for a long time used this statistic called heritability, which can range from zero percent to one hundred percent. And what heritability seeks to estimate is the percentage of individual differences in a trait that can be attributed to inherited genetic factors. So for example the heritability of height is on the order of eighty to ninety-percent.
So traits that are important for something like sports are pretty heritable. Consider the son of a Major League Baseball player. You want to know how much more likely it is that he'll also play in the majors compared to the average kid? Eight hundred times more likely. Not eight times, eight hundred. So you probably could field a good Olympic team if you could get your hands on Michael Phelps's kids, and Shannon Miller's and Apolo Anton Ohno's kids. But running a company isn't the same thing as running the bases. Here's McGue again:
McGUE: Other traits are much less heritable. Most behavioral traits would be a lot less heritable than height. So personality characteristics, maybe the heritability estimate would be on the order of forty to fifty percent. IQ might be higher. Might be fifty, sixty, some would argue seventy percent. Do you know the story of the Vanderbilts?
The original Vanderbilt, at least the original rich one made his money in the railroad business in the 19th century. And he actually, he not only wanted to build a railroad empire, he also wanted to build a family dynasty. He actually, that was his goal, so that when he passed, he wanted his family name to remain very famous. And he decided, he ended up being the richest man in the world at the time. But what he decided to do is he gave ninety-five percent of his wealth to one of his sons. Now the son actually did pretty well, that first son. But after that the wealth started to really digress. To where today, if you think about it, how many leaders of industry do you know named Vanderbilt? You don't know any. Even though that was his goal a hundred and fifty years ago, to establish this family dynasty. You don't know of any famous Vanderbilts in the railroad business or anything.
What ended up happening — in fact there are two family members wrote memoirs about this, about how the Vanderbilt wealth had actually created dysfunction within various lines of the family — because what ends up happening is that the talent gets diluted over generations, just like our height will get diluted. If you look at the decedents of seven foot tall men, eventually they are not going to be that tall. So if you look at the decedents of extraordinarily talented individuals over time, it just gets diluted by intermixing with everyone else.
So, sad to say, it looks like there is no CEO gene. But just try telling that to the CEO of a family business. Like, maybe another brewery? I'll bet you've heard of this one. The story of the Busch family and Budweiser beer isn't so different from the Yuengling story. A German immigrant, Eberhard Anheuser, starts a brewery, this time in St. Louis. His son-in-law, Adolphus Busch, joins the business. When Anheuser died, Busch took over. Next in line was his son, August Busch. That's the way it went for nearly 150 years and five generations, each of them named either Adolphus Busch or August Busch. The beer kept flowing, and so did the money.
Cheryl STELTER: When we traveled, we were allowed to fly first class. It was extraordinary even through some hard times. There were some restrictions, but I mean basically, it was a great place to work. We were all very comfortable. And I used to pinch myself thinking wow, how lucky am I to work here?
Cheryl Stelter worked at Anheuser-Busch for twenty-one years, mostly in human resources. She was a single mom. Working there was a godsend.
STELTER: It seemed like every week, every month, there were fabulous parties. I just couldn't believe my good fortune. We always, you know, we got all dressed up, we went out to you know fancy dinner dances. There were all kinds of activities. There were sports tickets because Budweiser sponsored every sport you could possibly think of right down to lawn darts, I think.
The Busch who made a lot of this happen was August Busch the Third. He came to be known as, simply, The Third.
FINNIE: One of the reasons I say that I think August Busch The Third was one of the best CEOs I've ever read about, or experienced is that if you put ten thousand dollars into Anheuser-Busch stock when he became a vice president in 1964, and you sold it in 2002 when he retired as CEO, not including reinvested dividends, that ten thousand would have grown to two-million sixty-thousand dollars. That two hundred five-fold increase is twenty-two and a half times what the S&P 500 did during those 38 years.
Bill Finnie was director of strategic planning at Anheuser-Busch, he worked there twenty-six years. He admired The Third, and worked closely with him.
FINNIE: For years, I was on the eighth floor of a nine-story office building. And if I got in there early around 7 or 7:30 I would hear August's helicopter land on the top of the ninth floor. So he got in there early and he was extremely focused.
Here's Cheryl Stelter again.
STELTER: Actually, my whole goal for the 21 years I worked there was to never get on, especially Mr. Busch The Third's radar. I mean, he was the CEO of a Fortune 500 company, and you know, he could literally be walking around, and he did. He'd walk down into the brewery, he'd walk into offices, and everybody knew what he looked like, and you know, that he did this. If he came to your office, it was probably not going to be a good thing. So, I was successful in staying off of his radar. But, his standards were very, very high, anybody who ever visited the brewery, or the brewery complex, you wouldn't even see a fingerprint on a piece of glass on a door.
The Third had taken the Budweiser throne by force, when he was thirty-seven years old. He ousted his father in a boardroom coup. The two men didn't speak for ten years.
Julie MACINTOSH: When he started as CEO of the company in the seventies, his father basically had been kind of resting on his laurels and not willing to take enough risks, and The Third saw huge opportunity to take the American market.
That's Julie MacIntosh, a business journalist who wrote a book about the Busch family called Dethroning the King.
MACINTOSH: And he ousted his dad in a coup, and took over with a bunch of his minions, MBAs from a variety of the best business schools in the country, and charged ahead in America. He was really intent on having Anheuser-Busch be the biggest and best American brewer. So, by 2001, they had fifty-two percent of the U.S. market share. Which is astounding.
DUBNER: What was the biggest rival?
MACINTOSH: Miller. And he, you know, you say that word, and it was like ice would course through his veins. The competition there was just unbelievably intense. And he thought about that day and night. The Third was incredibly calculating, and powerful, and scary. He knew the ins and outs of that business. People made presentations to him and he would correct them if they were off by a tenth of a decimal point. From a personal standpoint, he was equally cold and didn't have many close friends.
In 1964, The Third had a son. The Fourth. When The Fourth turned five, The Third got a divorce from the Fourth's mother. As the scion grew up, he sometimes hung out at his dad's office. But no one would mistake him for his dad.
MACINTOSH: His son, on the other hand, was and still is a notorious partier and playboy. And while the father had a bit of a playboy reputation when he younger, he stuck that on a shelf one day and pulled a severe about face, dedicated himself to the business, and never looked back. The Fourth was never able to do that, whether it's a lack of willpower or a lack of desire. He wasn't at work as often as he should have been, he was difficult to reach, and he had struggled, and still does struggle with a variety of issues including depression.
DUBNER: Doesn't sound like optimal CEO material.
MACINTOSH: No, but the counterpoint to that is he was the kind of guy you wanted to sit down and have a beer with. He was much easier to get along with than his dad, much more of a human being in a lot of ways.
DUBNER: But The Fourth had a nose for trouble. During college, he wrecked his Corvette, killing his female passenger, and then fled the scene. Charges were ultimately dropped. A few years later, he was arrested after a police chase. The cops were in an unmarked car, and The Fourth said he thought he was being kidnapped. And just last winter, The Fourth's 27-year-old girlfriend, Adrienne Martin, was found dead in his bed, with large amounts of cocaine and oxycodone in her system. The police found a loaded shotgun behind the bathroom door and a loaded Glock hanging from the toilet-paper dispenser. But no charges were filed. All that said, August Busch IV was able to rise through the ranks at Anheuser Busch. He spent a lot of years on the brewing side, and he turned out to be unbelievably good at marketing. Remember the Budweiser frogs?
It was August Busch The Fourth who green-lighted the frogs. Even his father had to admit that The Fourth was doing a good job.
MACINTOSH: You know, The Third was incredibly stingy in giving out compliments to anyone, and in particular to his son. His son actually walked around with the briefcase that held the four or five handwritten notes his dad had given him throughout the course of his career that said things like, "Good job, son."
DUBNER: He carried them at all times?
MACINTOSH: Yes. And there were very few of them. It wasn't tough to carry them.
In 2002, The Third finally stepped aside as CEO, and, as chairman of the board, replaced himself with an executive named Patrick Stokes. Apparently, The Fourth wasn't quite ready for the big chair. But Stokes turned out to be just a temp. In 2006, August Busch the Fourth was appointed CEO of Anheuser-Busch. I asked Bill Finnie, The Third's longtime lieutenant, what chance The Fourth would have had if he weren't the scion of the family.
FINNIE: No, I don't think August would have become the CEO of the company, but for the fact that from day one, from the hour that August was born, and his father puts five drops of Budweiser in his mouth when he was one hour old, he was indoctrinated into the core values and the culture of Anheuser-Busch.
Wait a minute, wait a minute: What'd he say?
MACINTOSH: That's right, the generations of Busch men who would be potential heirs of the company are given five little drops of Budweiser beer from a little eyelet dropper into their mouths before they have anything else. So their first drink upon being born is beer not milk.
Julie MacIntosh says that some of the company's bankers, at Goldman Sachs, had their own nicknames for The Third and The Fourth – "Crazy" and "Lazy."
MACINTOSH: "Lazy" for The Fourth, who after he became CEO, started showing up less and less at the office, became more and more demoralized perhaps by the fact that his dad was making it very difficult for him to be CEO.
Now, by this time, Anheuser-Busch was hardly a typical family firm. It had been a publicly-traded company since the 1970's, with a current market value of about thirty-seven billion dollars. But even with a Busch still in the corner office, the entire family owned only about four percent of the stock. You want to know who owned five percent? Warren Buffett's company, Berkshire Hathaway. July 13, 2008, was a day that will go down in infamy for St. Louis. There was a worldwide financial meltdown just getting under way, so the news kind of got buried. But on that day, Anheuser-Busch was bought out. It was a fifty-two billion dollar takeover, by a company called InBev, a brewer with roots in Belgium and Brazil. August Busch III and August Busch IV made out all right – 427 million dollars and 91 million dollars, respectively. But the sale didn't go over so well in St. Louis.
MAN 1: I mean, my grandpa was in World War II and he drank Bud, heavy, all the time. And Busch, which is another product. And uh, I think it does, you know, everything they do is red, white and blue, down to their packaging. I mean, like I said, it kind of represents America.
MAN 2: Oh yeah, I heard somebody talking yesterday, that uh, I always get the different Busches confused, but the main guy who started it, is that Adolf or Adolphus? There's a blue light coming out of his crypt right now because he's spinning so fast that he could generate electricity.
MAN 3: I… and I'm not proud of this, but I perpetrated a bit of a… well, I basically had some fun at a friend of mine's expense. She's very trusting and I told her that InBev was going to euthanize the Budweiser Clydesdales and replace them with Belgian workhorses, because InBev is based in Belgium. And the look of horror on this woman's face was heartbreaking. I immediately regretted it because she completely believed me. She said, "No! Why would they do that?" And I just, I couldn't help myself, I was like, well, InBev has this reputation for being a ruthless corporate cost-cutter. Anheuser-Busch their iconic logo was the Budweiser Clydesdales, and I just told her that they were going to euthanize the Clydesdales and she believed me. She believed me completely. And it broke her heart. And it's crazy when you think about it because why would anyone destroy valuable horses? You could sell them for a lot of money. But it's something about it it taps into the sort of paranoia that people have about Budweiser, that she really believed me that this evil multi-national corporation was going to kill the Budweiser Clydesdales because of the symbol they represented St. Louis as this, "Now we own you. We're going to replace your horses with our horses." And it just chilled her and it was funny but I still kinda feel bad about it.
Most people who knew the company well say the handoff from August Busch The Third to The Fourth never should have happened.
STELTER: Absolutely not, that was the dumbest move. Ugh.
Here's Cheryl Stelter again, the HR employee.
STELTER: That will be, you know, the fifty-two billion dollar question in my mind as long as I live. What was his father thinking?
And writer Julie MacIntosh:
MACINTOSH: They absolutely let their personal issues get in the way of running the company very well. Because of these arguments and the fact that the board of directors had to spend time refereeing these arguments, there was less time to spend on the actual matter at hand, which was that Anheuser-Busch was being subsumed by much larger global brewers who had figured out that beer was becoming a global industry.
For Bill Finnie, the story was too familiar.
FINNIE: It's a Greek tragedy.
Neither August Busch the Third nor the Fourth are very talkative in public, and neither one would talk with us. That's understandable. It's also understandable why, even if The Third thought his son wouldn't measure up as CEO, he still put him in that position. Because he was a Busch. Because he'd been fed five drops of Budweiser as a newborn. Because blood — even bad blood — is thicker than anything.
Coming up: There are ways to handle the family-business dilemma. Creative ways. In the U.S….
Peter BUFFETT: You know, I grew up with him saying do what you love. That's the thing. There's nothing more important than that.
And, especially, in Japan…
MEHROTRA: Japan has one of the highest adoption rates in the world. Second only perhaps to the U.S.
* * *
DUBNER: So if you would, I'd like to begin by your telling me in your voice, however you want to say it, your name, who you are and what you do.
BUFFETT: Peter Buffet. Composer, Author, Philanthropist, and I do those in that order actually. Well, maybe switched around a little, but…
DUBNER: Depending on day of the week?
BUFFETT: Yeah, I think so.
You may not know Peter Buffett, or his music, but you know his dad. His name's Warren, chairman and CEO of Berkshire Hathaway, and the third-richest man in the world. But he's also famously down-to-earth. He lives in the same house he bought in 1958 for $31,500, in Omaha, Nebraska. That's where Peter Buffett grew up. It was a very ordinary upbringing. Peter's 53 years old. His whole life, when people found out whose kid he is, they were shocked. They say: But… you're so normal!
BUFFETT: Well, I think the assumptions are based on, of course, celebrity culture, what we've seen just grow and grow. It's always been there of course, since Cleopatra probably, but celebrity culture and the Paris Hiltons of the world. So there was the you're not an obnoxious, rich kid that thinks they're entitled to everything. And then there's the, I walked to public school, I had the same English teacher my mother had, all these kind of really fundamental Midwestern things.
DUBNER: Talk to me for a minute about your degree of interest in Berkshire growing up.
BUFFETT: Well, you know, growing up we really didn't know what my dad did. It was quite mysterious. He read a lot, which he still does. And I will say if you walk in the house today you will see the same thing that I saw in 1965. I mean, he was just… what I saw was a consistent human being in spades. It was incredible. But we didn't know what he did. In fact somebody, when my sister filled out a form, I think in fourth or fifth grade about what our parents did, she put security analysis, and that was assumed that what he did was check alarm systems. To a kid, it's like, you know, what do all the numbers on the page mean? What exactly is the New York Stock Exchange? And buying and selling and all that? So we just, yeah, we really didn't know.
DUBNER: Now, at some point you figured it out. I'm guessing that may have been gradual. Tell me about that.
BUFFETT: It was very gradual. People will ask me what was it like growing up in this household, when did you realize that your father had amassed all this wealth? My answer was, I was probably about twenty-five.
DUBNER: No kidding.
BUFFETT: The truth is it just wasn't around. I can't say enough for actions speaking louder than words.
DUBNER: At some point did you get interested in Berkshire Hathaway itself and the business, and did you put a toe into it, were you an intern?
BUFFETT: Well, I'm the last of three children. So, my sister didn't go into the business. My brother didn't, although he is sort of looked at as taking over the chairmanship at some point. But he didn't go into the business. So I was the last great hope, I think, for my dad. And I went off to college because I got in, frankly. I went to Stanford, and I went because I got in. And I didn't know what I was going to be when I supposedly grew up. So I took everything that ended in 101 or -ology. I mean, literally, I was just, what a great learning institution. And I'm going to take it all. And at some point, about a year in, I thought, well, it's dumb not to at least explore this a little bit. And my dad was very accommodating, certainly. He sent me some information about the business and a bunch of old annual reports and things, and you know, it just wasn't there for me.
DUBNER: It didn't speak to you?
BUFFETT: No. And I knew it, and he knew it, and he wasn't pushing it at all. I mean, I grew up with him saying do what you love. That's the thing. There's nothing more important than that. And we both knew that this wasn't something that I was passionate about.
DUBNER: Sounds kind of wonderful.
BUFFETT: Tremendous. Yeah, very lucky.
DUBNER: What would you say to other fathers or mothers who founded companies about whether they should involve their sons and daughters in running the business after the founder has stepped aside? What do you say to that?
BUFFETT: Well, you know, my dad talks about the ovarian lottery, this idea that you're born into these circumstances that you can't, at least as far as I'm concerned, you can't control when you're on the other side of being born. And so I think there's a version of that that holds true in this. The odds of having a son or daughter that are as passionate, and excited and driven as a founder of a business was, or even the person that took it over—whatever that might be, whatever passion and drive was there in that person—the odds of that being in the next generation, I think are incredibly small. I think that if the child is truly passionate about it and lives and breathes the same thing, absolutely. But again, what are the odds?
Despite the odds, the Church of Scionology flourishes. It is such a standard practice to hand off a business to the next of kin that we almost assume that's how business in America is supposed to be done. Even though, as the economists tell us, it's generally bad for business. But you want to know something interesting? Americans aren't the most devout practitioners of Scionology. In fact, compared to the rest of the world, we're heretics.
SCHOAR: So, the family effect and family control is strongest by far in emerging markets like in Asia and in South America where we find that even the largest public firms are to a very large extent family firms.
That's Antoinette Schoar. She's the economist who found that family firms perform worse once the next generation takes over. According to Schoar and other scholars, the U.S. has one of the lowest rates of family ownership in the world. Whereas in many parts of the world, Scionology practically is a religion. But why? Especially if, as the data show, the scions don't do so well?
MEHROTRA: So, there are some theories out there by some famous professors.
Vikas Mehrotra is the University of Alberta professor who told us about the Carnegie Conjecture.
MEHROTRA: In the developed world, you have good contracting environments, a good system of law enforcement, and so on. So, in the developed world, you can hire professional managers and expect a certain sticking to the contract law, and so on. It's rather more difficult to have the same kind of adherence to the rule of law in emerging economies. So, in emerging economies, family firms sort of provide a second-best solution to this poorly developed institutional problem.
DUBNER: The idea being that if the rule of law and the institutions are not as strong as one might see in a more developed economy, then families to some degree, or family firm structures perform some of those functions themselves, you're saying?
MEHROTRA: Exactly, because, for example, Fukuyama talks about trust. So, trust is in short supply typically in countries where families are dominant. So the idea is that, in particular, if you have the only people who you can trust who are your families, that means the external contracting environment is rather ill-developed.
I don't know about you, but I find this fascinating. Maybe not all that shocking once you think it through — but still, fascinating. It points out some of the benefits of strong institutions and strong markets that most of us take for granted. But there's one country, when it comes to family business, that's a stark exception. A wealthy country with strong institutions where handing off a business to a family member is very common — but there's a twist.
MEHROTRA: Right, so first of all, a quick background for Japan. Japan is a rich country. And not only that, according to several economists, and even institutional design people, it has fairly well developed institutions. So we're talking about a country that is not suffering from poor quality institutions and so on.
Mehrotra and a few colleagues compared family-firm performance in Japan against other rich countries like the U.S., the U.K., and Germany.
MEHROTRA: So, you would expect in Japan the professionally managed firms to outperform the family-managed firms just as they do in the rest of the developed world. But we don't see that. So this was our puzzle, how to reconcile this with what we had found in other rich countries.
DUBNER: It is a puzzle. I mean, I would go reaching for all kinds of institutional or cultural questions. I would say, well the Japanese stock market, and banks, and investors treat family-run firms, or heir-run firms differently let's say. Or maybe there's more of a culture of respect. Or maybe the children of Japanese founders get more education than they do elsewhere. Maybe the children of those founders get a different kind of education entirely. But what is the real answer?
MEHROTRA: I'm not a big fan of assuming that inherently one group of people are superior to another. So, assuming that we all come from the same, you now, average ability pool, then there is something else going on here. And what we discovered quite serendipitously was that in Japan there's a tradition of adopting outsiders into the family in situations where you either don't have a male heir, or your male heir is not deemed sufficiently capable, to put it mildly.
DUBNER: When you say adopt an outsider; you're not talking about adopting a baby are you?
MEHROTRA: That's a good point, yes. So, actually Japan has one of the highest adoption rates in the world, second perhaps only to the U.S. The difference is that in the U.S., the adoptees are babies. In Japan, about ninety-eight percent, in fact more than ninety-eight percent of the adoptees are males around twenty-five or thirty years old. So, this is not common in the modern world, to my knowledge, in any other country.
DUBNER: I don't mean to laugh. My laugh is not pejorative; my laugh is one of wonderment. So you're telling me that the median age of adoption in Japan is somewhere twenty-five to thirty?
MEHROTRA: Closer to twenty-five, yes.
DUBNER: So, these are… OK. Let's take a step back. So, you're saying the reason that family-run firms or the heir-run firms in Japan outperform heir-run firms in other countries around the world is because instead of handing off the company to an actual blood heir, you adopt an adult male into your family who will be a good CEO and can still be in the family.
Absolutely, so the adoption process is rather formal. So you would have to take on the name of the adopting family, which means you give up your biological family's surname and you adopt the surname of the adopting family. And it's actually a legal process. You file papers in the city registry office, and so on. Much like a marriage, actually.
DUBNER: So, let's pretend for a moment that you, Vikas, are an industrialist in Japan, and you're fifty-five years old, and you've built this wonderful company from scratch, and it's worth several billion dollars, and it's time to hand off to a new CEO, and your son is a loser, and a deadbeat, and you say, I need a new CEO so I'm going to adopt this fellow who is wonderfully educated, wonderfully bright, and he knows the industry and I think he will be a great CEO. What does his birth family think of your adopting their son as your CEO?
MEHROTRA: Honored, they would feel honored, because the very fact that he has been selected as an adoptee puts him in a very, very select pool. So it's actually an honor for the birth family to have their son, let's say, adopted by the Toyota clan or the Suzuki clan or something like that.
And are these examples of actual adoptees then, Toyota and Suzuki?
MEHROTRA: Toyota about seventy years ago, Suzuki, the current chairman of Suzuki is an adopted son.
DUBNER: And what percentage of family firms in Japan that hand off to a family member, hand off to an adopted family member?
MEHROTRA: So, in our sample we have about twenty percent of events, succession events that involve a family successor, involve an adopted son. So, that's not a very high number. It's not like it's a vast majority. So, I wouldn't say there isn't a preference for blood succession in Japan. There is still a preference for blood succession. But in my opinion, one out of five is not a trivial number either.
DUBNER: Well, let me ask you this, then: if you say that heir run firms perform better than non-heir run firms, or non-family firms in Japan, did those twenty percent of the adopted CEOs account for… How much of that difference did they account for?
MEHROTRA: In fact, pretty much all of it. So, if you compare the performance of firms under different kinds of heirs, blood heirs versus adopted heirs, the superior performance of second-generation-managed firms is pretty much entirely attributable to the adopted heir firms.
DUBNER: Now, what about you? You grew up in India, how would it work there if…
MEHROTRA: It would not work. It would not work in India. For a variety of reasons, it would not work. The first thing that comes to mind, when I actually presented this paper in India is people who say OK, so you want to adopt me, I get adopted, and then I go back to my biological family with all my new found wealth. So immediately they are thinking about how to cheat on this contract.
Ah, Japan. The land of clever solutions. But also: a land of tradition, where the continuity of a family firm really means something. On the west coast of Japan, in the small city of Komatsu, there's a hotel called Hoshi, which is named for the family that runs it. It's a beautiful place with natural hot springs, mountains, and the ocean nearby. Now over the years, Hoshi fathers have passed the business on to their sons, and if there is no son, or if the son isn't management material, then the father gets his daughter to marry a man who is. Then the family adopts the son-in-law, who takes the Hoshi name. Today, the hotel is run by Zengoro Hoshi. We're pretty impressed by six generations of Busches and Yuenglings. You want to know which generation of the Hoshi family Zengoro Hoshi represents?
Try the fourty-sixth.


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Editor's note: This blog post comes from David Magar, Program Manager, Windows Azure SQL Reporting.
Although it's tempting to take an existing Reporting Services project and push it out to the cloud as-is, you really shouldn't. A report that runs great on a local server might not be quite as performant after you deploy it on a SQL Reporting report server.
Fortunately, there are 3 simple modifications that almost always result in a faster running report. This blog post explains each one in detail.
Best Practice #1: Reconfigure the ReportViewer Control
If you are using the ReportViewer Control (RVC) in an ASP.Net page or Windows forms applications, you need to make the following configuration changes:
- Disable the default proxy in the initialization of your application by calling: WebRequest.DefaultWebProxy = null
- Set all your Windows Azure SQL Reporting report parameters at once by calling SetParameters and not SetParameter. Setting parameters results in calls to the Windows Azure SQL Reporting data tier, located in Windows Azure SQL Database. Reducing the readwrite cycles by issuing one call instead of several can help a great deal.
- Configure your application's RVC to use cookies for authentication instead of making log-on calls. This will force your users or application to login once and then return a cookie later on for faster rendering. Keep in mind that the Report Server only allows for cookies that were created within the last 60 minutes so you must take this fact into account when designing your application. You can read how to achieve cookie authentication here.
Best Practice #2: Co-locate Web applications and databases in the same data center.
The ReportViewer control communicates frequently with the report server. You can't eliminate this behavior, but you can minimize its cost by deploying your Windows Azure application and report server in the same data center.
The same considerations apply when choosing where to deploy your Windows Azure SQL database. Each query sent to a SQL Database comes with a certain amount of overhead. Authentication, authorization, handling requests, etc. are all actions that contribute to delays between the initial connection and when the page renders. Putting the database in the same data center as the other application components reduces the amount of time these actions take, saving significant rendering time and yielding better performance.
You can detect the location of your database, application, and report server as well as understand exactly how much time it takes to bring in the data for each report rendering, by reading this blog post by David Bahat from our team.
Best Practice #3: Write efficient queries
When authoring the report, set the query to bring only the data required by a report visualization (in particular, avoid "Select *" type of SQL Statements when designing a query). This best practice ensures your reports are optimized for the fastest rendering possible.
In conclusion, I hope these 3 suggestions will help resolve some of the performance issues you might be having with applications that work with SQL Reporting. I look forward to your feedback and comments below.
David Magar
Program Manager, Windows Azure SQL Reporting


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Convert Metric Volume
Metric Volume: Learn
The liter is the metric unit of volume, which can then be modified with the usual metric prefixes.
- A kiloliter is 1000 liters
- A hectoliter is 100 liters
- A decaliter is 10 liters
- A liter is the stem unit
- A deciliter is 1/10 liter
- A centiliter is 1/100 liter
- A milliliter is 1/1000 liter
As we move down the units, the next unit is one tenth as long. As we move upward, each unit is 10 times as long.
To convert metric volume among the units, count the number of steps between the units and multiply by 10 for each one. If the conversion is decreasing the units of length, form a fraction with your result as the denominator and 1 as the numerator.
Example: There is 1/1,000 of a decaliter in a centiliter.
To compare two metric volumes with different prefixes, convert them to become the same prefix, then compare like any other numbers. Sometimes it's easiest to convert both to liters.
Example: One hundred milliliters, which is 1/10 liter (100/1000=1/10) are longer than one centiliter (1/100th liter).
Metric Volume: Practice
Convert the units.
How many s are in a ?
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How many correct answers can you get in 60 seconds? | 0 | |
Extra time is awarded for each correct answer.
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How fast can you get 20 more correct answers than wrong answers? | 999 |
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