Biochemical processes
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In 1989, following the year when Dell, Inc. went public, Dell explains how the company had a large problem with inventory management. As a result, the company failed to transition properly in the industry from one technology to the other. However, because of this critical mistake, the company learned how to correctly manage their inventory, and according to Dell, became the best in the world at it. Later on, Dell also notes the company did...more
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Andy Friere, Co-founder and CEO of Axialent, discusses the three things that he believes build culture: 1) Behavior, 2) Symbols and 3) Processes. To elaborate, Friere suggests that behavior--what firms actually do despite what they say they do--defines what individuals in the organization come to believe. Furthermore, the symbols in an organization, primarily how time and money is spent to reward people, also shapes culture. Finally, the p...more
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Dell describes the process of self-disruption at Dell, Inc. He explains how the company examines its internal processes and constantly considers recreating ways to do them better. The company also adopts a mindset of looking at how these processes would be done differently if they were to start from scratch.
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Baseband detection and complex Gaussian processes
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Linear functionals and filtering of random processes
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Detection for random vectors and processes
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Geology and climate have shaped the development of life tremendously. This has occurred in the form of processes such as the oxygenation of the atmosphere, mass extinctions, tectonic drift, and disasters such as floods and volcanic eruptions. Life, particularly bacteria, has also been able to impact the geological makeup of the planet through metabolic processes.
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Random processes
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Using theoretically quasi-static and/or reversible processes to stay pretty much at equilibrium.
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To implement processes at Dell, Inc., the company studied what other corporations were doing and came up with a unique set of processes that complemented their culture and business. Dell points out that the processes were centered on executing efficiently, since the company was selling to hundreds of thousands of customers daily. Without these specialized processes, Dell, Inc. would not have been able to succeed, he adds.
