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Several definitions are essential to JPods culture:

  • Power
  • Excellence
  • Profit

These definitions are used to shape JPods culutue. Much more important than any product of JPods is our company culture, a culture of internal self-discipline:

  • 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

Excellence:  Excellence is the process of relentlessly improving.

  • 1st Quarter of Spiral: Start by ahering to what we know. Tighten the shot group.
  • 2nd Quarter of Spiral: Test Assumptions
  • 3rd Quarter of Spiral: Plan for how to adjust and change the organization knowing that change is disruptive.
  • 4th Quarter of Spiral: Execute
  • Multiple Spirals: Relentlessly repeat.
  • Summary: Start small, iterate relentlessly. In Great by Choice, this is “fire bullets, then cannon balls”.

Power (von Clausewitz): Power is the will and ability to win applied to achieving an objective.

  • Objective (tip of the arrow) is a clear statement of who, does what, why, when, where.
  • Will to win (top fork of the source) is our people rallying to fulfill their internal desire, their self-discipline to achieve the objective. The will to win cannot be imposed, but is the manifestation of the internal desire of each person. Empowering people to fulfill their mission, not managing their activites, is the duty of leadership.
  • Ability to win (bottom fork of the source) is our management, the allocation of resources. 
  • Leadership (the shaft) draws the will and ability to win into motion for achieving the clearly defined objective it sets.

Profit (Green in Pie Chart)

JPods definition of Profit incorporates more than short term cash. Current cash is very important, but ignores key aspects of what is required to create value and have people willing to buy it. The book How the Might Fall exemplifies the defect of properly accounting for all costs. It may be that long-term costs are more important than short-term.

  • The value customers willingly pay for what we provide. This is easy to judge by the money collected.
  • Minus the cost to compete. There are four components to cost. Most companies only account for part of one of these costs:
    • The Ability to Win: The Ability to Win is the usufruct allocation of resources.
      • Most companies only account for non-usufruct consumption of resources in their Cost of Goods sold. Because of Federal violation of its duty to defend liberty for Posterity, the Governing established rules to socialize socialize pollution and resource depletion costs.
      • JPods will usufruct capitalize all costs of use and restoration to like use by Posterity.  JPods will actullay be more profitable than most companies usufruct costing all uses of resources as this will drive our resource consumption towards zero, drive waste towards zero. Waste is lost profit. (Pie Chart: Cost of Goods is Blue, Capital costs are Dark Blue). Governments have the Monopoly of Violence duty to enforce usufruct capitalism.
    • The Will to Win: The single most important thing JPods will create is its culture. You cannot coerce excellence. Excellence comes from the want and desires of employees to care for customers and customers to want to pay JPods a profit for value. The Will to Win is built over time. To minimize risks of policies that damange long-term Will to Win for short term financial gains, JPods subtracts from profit metrics of disaffection. These are metrics of regular “small stings”. If we expose ourselves and have to pay these small stings of dissaffection, we will hone our introspection for providing value to our employees and customers.
      • The disaffection of employees and turn over of employees will be costed into JPods P&L. (Pie Chart: Violet)
      • The disaffection of customers will be costed into JPods P&L by allowing customers to demand a credit for unsatisfactory service. (Pie Chart: Red)
    • Self-discipline: Potholes and other examples of the failure to maintain infrastructure underscores the need to have a specific capitalized fund to assure long-term excellence of the networks. Governs fail in safety and maintenance. This defect will not be repeated by JPods. (Pie Chart: Light Blue)
    • Luck and Force Majejure: There is always luck. Rigorous self-discipline is required to minimize exposure to bad luck and pounce on good luck. Exposing ourselves to luck is a long-standing JPods concept, Getting Luck, Staying Lucky. Productive Paranoia is essential. Energy self-reliance is why solar-collection is integrated into JPods networks. We must document all possible risk and document why we discount some and/or capitalize costs of protection and mitigation. There is alway a next war. Climate Change is real. National debt will collapse economies. There is always another earthquake. Just because the costs of Rare Events are paid rarely, does not justify the failure to capitalize to survive them.(Pie Chart: Orange)
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