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Recipe

  • Be profitable.
  • Start small, iterate relentessly.
    • It is an impossible task to control building 500,000 miles of JPods networks in the next 15 years. The must empower others to accomplish the mission. 
    • We are clever, being good requires repetition. 
    • Every LMC needs a Kitty Hawk Network to establish a consistent training platform.
    • Drill relentless on standards.
    • Strive to build the initial network in a city in an economic community with a large number of shuttle vans.
  • Execute by creating single-purpose companies:
    • JPods creates and enforces technology. Have a technology enforcement fee of 3% of gross revenues to fund upgrades and minority shareholding force out management that fails to maintain standards. If it thinks, senses, or actuates, JPods will control the specs.
    • Master Mobiltiy Companies (MMCs) build networks in specific legal jurisdictions.
      • Rails certified each week will be sold each Thursday at 4 PM in the time zone of the installation.
      • There will be 52 construction accounting cycles each year.
      • Sell networks at a fixed price of $12 million (review this $) per standard configuration to simplify capitalizing agreements between MMCs and LMCs. Specialty locations (very large spans) may require alternate pricing. 
    • Local Mobility Companies (LMCs) operate networks
    • Capitalize using 3 types of capital:
      • Walk-around-money to organize MMCs and LMCs
      • Construction Capital to fund construction with a high rate of return
      • Asset Capital to fund LMC purchasing certified networks at a lower rate of return recognizing there is a siezable asset if the bonds are not properly serviced.
    • Outside Civil Engineer companies will be use to the extent practical
    • Energy Companies are a question to be resolved.
  • Preempt monopolies
    • All monopolies eventually become stupid
    • Use peer reviews and pressure so LMCs discipline each other.  Limit LMCs to about 100,000 of population (in US, may differ elsewhere) so there are multiple LMCs in cities.
  • Reject building networks were the Performance Standard law is not adopted.
  • Do not solve the world's problem, sovle someone's problem.
  • Build a culture of self-discipline
    • Empower people, do not control them.
    • JPods is restoring liberty to people to choose cleaner, faster, safer, and more affordable mobility. This is both a great obligation and honor.
    • Practice "yes and" by training in comedy improve. 
    • Never let perfect be the enemy of better or good be the enemy of great.
    • There will be 52 construction accounting cycles each year. Drill into our behaviors that nothing waits.
    • JPods retains the rights to buy-back networks at 125% of price from LMCs that fail to enforce the safety and engineering requirements.
    • Red Flag empowerment of anyone to stop any network if they believe there will be an in-service or safety failure. Require an Executive to override a Red Flag and senior manager to sign-off that a Red Flag condition has been corrected.
    • Document everything. Implement computer systems so the easies way to act on a problme intrinsically documents and accumulates the history, action, insights of those envolved, etc....
    • People will be paid a small bonus for passing the Physical Fitness test. We work hard, being fit is important.
    •  To work for JPods, people must read and pass a test on:
      • Good to Great
      • Great by Choice
      • Positively Outrageous Service
  • Do not build any network with a payback of over 5 years.
  • Measure performance in profit per customer/freight trip.
  • Pull preemptive maintenance to preempt in-service failures.
  • Strive to have private ownership. The policeman does not put himself in jail for bad behavior. When governments control commerce, that commerce becomes exempt from law enforcement. Highway deaths, oil addiction, and that no one went to prison for the $6-14 trillion fraud in the 2008 bailout illustrate the lawlessness of government control of the means of production.
  • Build engines of Economic Work, systems that assure energy can be applied to move goods and people.
  • We earn our money by moving people and cargo. We do not advertise or sell advertising in vehicles. JPods will facilitate a means for customers and advertiser to interact so customers can have the travel accounts credited as agreed to between customers and advertizers. The most we will charge for this is a small administrative fee that will at most cover costs of the exchange system.
  • We will purposefully expose ourselves to getting lucky, limiting bad luck, and obtaining a great return on luck
    • Vehicle bodies will be open source to expose networks to ideas beyond our own.
    • A semi-independent Board of Innovations will assess payments to internal and external innovators whose ideas benefit the networks.
    • Emails and phone numbers will be easy for anyone to find and contact. A Query Center will be established.
    • All executive will spend 30 minutes a day responding to those who contact us. 
    • To the extent practical, micro and distributed manufacturing systems will be deployed. Oil supply shocks are coming. Network construction must not stop because of shipping problems.

Reading List:

Creating a common frame of reference is essential:

  • Reading List
    • Why Leaders Eat Last by Simon Sinek the bio-chemistry of culture. 
    • Why Nations Fail, the Origins of Power, Prosperity, and Poverty.  Why liberty and freedom, inclusive institutions generate wealth and power, as extractive institutions enrich the elites at the expense of the many.
    • Great by Choice by Jim Collins,
    • Good to Great by Jim Collins, how to change an organization from being good to greatness. The Stockdale paradox of unwavering faith we will prevail while facing the most brutal facts of the current reality. The flywheel principle of incremental, yet relentless improvement.
    • Start with Why by Simon Sinek the bio-chemistry of culture.
    • How the Mighty Fall, Jim Collins
    • Pitch Anything
    • Nothing Like It in the World by Stephen Ambrose, how the Transcontinental Railroads were built. Private construction capital (risk on the innovators) reinforced by government backed bonds once networks were in operation and achieving public policy objectives.
    • The Black Swan by Nassim Taleb, how to make decisions without being the turkey, dealing with uncertainty. The turkey wakes everyday to kind feeding by humans. Everyday its experience reinforces that life is stable and good; just like oil. "Empty suits" the experts who aren't.
    • The Tipping Point by Malcolm Gladwell, how change happens.
    • Outliers by Malcolm Gladwell, who makes the changes and the decade of preparation required. JPods has our decade of preparation.
    • The Wisdom of Crowds by James Surowiecki, Why free markets and democracies work. The transportation section underscores why customers are better than experts at designing what customers are willing to pay for.
    • Positively Outrageous Service by T. Scott Gross, on why companies that listen to their customers succeed.
    • The Crash Course, Google "Chris Martenson". The course is free on the Internet.
    • Innovate Like Edison by Michael Gelb and Sarah Miller Caldicott, little contrived but great quotes and background on tinkering process of Edison and his team.
    • Einstein and His Universe, institutional resistance to changes from the current "know-how" to a different "know-what". Despite a massive mail campaign seeking a teaching job, took 4+ years after publishing the Special Theory of Relativity and Proof of Quantum Mechanics and proof the atoms and molecules for Einstein to get a teaching job; it is easier to change physics than to change minds.
    • PB-244854, Congressional Office of Technology Assessment study that is a blueprint of oil independent cities, 1975. It also warned "Finally, institutional failures may have hindered implementation."
  • Podcasts

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