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But Jeff felt that if we tried to manage digital media as a part of the physical media business, it would never be a priority. The bigger business carried the company after all, and it would always get the most attention. Steve told me that getting digital right was highly important to Jeff, and he wanted Steve to focus on nothing else. Steve wanted me to join him and help him create the new business. This change would be one of the first major examples of the single-threaded leader org structure concept at Amazon. Before Steve moved over to head Digital, the most senior leader of the digital media business was a product manager, four levels below Steve. There was no way that someone at that level could lead and develop the kinds of new products and initiatives that we would launch in the coming years. For this to become one of Amazon’s biggest and most important businesses, Jeff needed Steve, an experienced and proven vice president (now promoted to senior vice president), reporting to Jeff, single-threaded on digital. Steve would in turn need to build a team of senior leaders under him, each of whom would be single-threaded on one aspect of the business, such as device hardware, e-books, music, or video. Eventually, I appreciated the importance of organizing this way. If we had tried to figure out how to deliver digital media while also managing our online physical-media business, we could not have moved quickly enough. We would not have thought big enough about how to reinvent the customer experience as we did when we built our own e-reader device and service. The customer experience would undoubtedly have been a subpar mishmash of the physical and digital business approaches. We had to start from scratch. And this sudden job change, the one I’d been so disappointed by, would prove to be not only the right thing for the company but also one of the best things to ever happen for my career.
Working Backwards
Colin Bryar and Bill Carr
The hidden reality I aim to expose is that for over fifty years, all-out thermonuclear war—an irreversible, unprecedented, and almost unimaginable calamity for civilization and most life on earth—has been, like the disasters of Chernobyl, Katrina, the Gulf oil spill, Fukushima Daiichi, and before these, World War I, a catastrophe waiting to happen, on a scale infinitely greater than any of these. And that is still true today. No policies in human history have more deserved to be recognized as immoral. Or insane. The story of how this calamitous predicament came about and how and why it has persisted for over half a century is a chronicle of human madness. Whether Americans, Russians, and other humans can rise to the challenge of reversing these policies and eliminating the danger of near-term extinction caused by their own inventions and proclivities remains to be seen. I choose to join with others in acting as if that is still possible.
The Doomsday Machine
Daniel Ellsberg
Stratton’s previous lifting experience also allowed him to fully embrace the most important aspects of the programming. “Make sure you go to complete and utter failure every set of each exercise. You have to make every set 100 percent effort. It feels like you aren’t doing enough because the workouts are so short. But building muscle and getting lean is about stimulation, protein synthesis, and growth hormone.” It only took two weeks of working out with the X3 for Stratton to start noticing changes to his physique. “I’ve never seen myself make these kinds of size gains this quickly before. Especially without taking any kind of supplements.”
Weight Lifting Is a Waste of Time
Dr. John Jaquish and Henry Alkire
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