As a result, it was necessary for Israel to invest heavily in education and maximize the intellectual capacity of its people. Its economy naturally gravitated towards knowledge and innovation-heavy industries.
With a population of only 8. To bypass such geopolitical isolation, many Israeli companies focus on high-tech industries such as software and Internet where scalability is not restricted by borders or transportation costs.
Located in the outskirts of Tel Aviv, Ginger Software has developed an advanced third-party keyboard app that improves grammar and checks spelling. At its inception, it was built with global markets in mind. The company also works closely with local partners to accelerate overseas growth. Everything is for the global market.
In , a third of the people in Israel were foreign-born, a comparable proportion with other innovation hubs such as Silicon Valley and New York. Backed by their diverse and fresh perspectives, the new Israelis demonstrated tremendous drive and risk-taking appetite. They were willing to do things differently and more efficiently, with few conventions to hold them back. As residents of a society in constant flux and renewal, Israelis tend to be direct and informal. It means being refreshingly honest, even when questioning or speaking to those in authority.
It also means going straight to the point when resolving an issue instead of wasting time on social niceties. While such behavior can be perceived by outsiders as being argumentative and disagreeable, many Israeli entrepreneurs explain that they are simply challenging preexisting assumptions and the status quo to make improvements. They are always trying to make it work better.
An Israeli innovator moves quickly to execution after coming up with an idea. Often, it begins with building a simple proof of concept prototype, followed by constant iteration in a lean and cost-efficient manner. This can-do attitude is usually supported by intense focus and confidence, creating a virtuous cycle of creation and growth. In the process, a few radically innovative products emerge, sometimes disrupting entire industries.
Israel universities are also highly geared towards basic and applied research, especially in technical fields. More importantly, Israeli universities have taken the lead in commercializing their research output. Starting with the Weizmann Institute in , Israeli universities have created their own technology transfer companies, which either patent the research and license them out or start new companies themselves.
Details if other :. Thanks for telling us about the problem. Return to Book Page. Preview — Change by Philip Copitch. Simply put, this workbook is about you winning at the game of life. It is a step-by-step guide that shows you how to get your needs met.
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If you studied highly effective people, you would learn that these individuals avoid Thought Mines and negative self-talk. They excel at positive self-talk and use emotional frameworks that lead to healthy interpersonal relationships. Hig Simply put, this workbook is about you winning at the game of life. Highly effective people have learned to communicate clearly. They consistently read their environment correctly.
They avoid emotional conflicts and bring out the best in the people they encounter. Highly effective people build on their skills and are able to accomplish amazing feats. You too can learn to be a highly effective person. For this to happen, you will need a few particular skills. These skills are not hard to master, and they will serve you for a lifetime. The five skills you will need: 1. Understand your self-talk and your self-esteem 2.
Understand your emotional frameworks 3. So began a Nov. Even the Cadillac was leased by his father. It was a spectacular con, right down to the priceless moment when Mr.
Yet for all the spin about cutting his own path in Manhattan, Donald Trump was increasingly dependent on his father. Meanwhile, Fred Trump and his companies also began extending large loans and lines of credit to Donald Trump. Those loans dwarfed what the other Trumps got, the flow so constant at times that it was as if Donald Trump had his own Money Store.
In theory, the money had to be repaid.
In practice, records show, many of the loans were more like gifts. Some were interest-free and had no repayment schedule. Even when loans charged interest, Donald Trump frequently skipped payments. When Donald Trump began expensive new projects, his father increased his help.
In the late s, when Donald Trump was converting the old Commodore Hotel into a Grand Hyatt, his father stepped up with a spigot of loans. Fred Trump did the same with Trump Tower in the early s. In the mids, as Donald Trump made his first forays into Atlantic City, Fred Trump devised a plan that sharply increased the flow of money to his son. The plan involved the mini-empire — the eight buildings Fred Trump had transferred to his children.
He converted seven of them into cooperatives, and helped his children convert the eighth. That meant inviting tenants to buy their apartments, generating a three-way windfall for Donald Trump and his siblings: from selling units, from renting unsold units and from collecting mortgage payments.
Fred Trump made one other structural change to his empire that produced a big new source of revenue for Donald Trump and his siblings. He made them his bankers. Co-op sales, mortgage payments, ground leases — Fred Trump was a master at finding ways to enrich his children in general and Donald Trump in particular. Some ways were like slow-moving creeks. Others were rushing streams. A few were geysers. But as the decades passed they all joined into one mighty river of money.
Donald Trump took on a mien of invincibility. The stock market crashed in and the economy cratered. The skeptics who questioned the wisdom of this debt-fueled spending spree were drowned out by one magazine cover after another marveling at someone so young taking such breathtaking risks.
But whatever Donald Trump was gambling, not for one second was he at risk of losing out on a lifetime of frictionless, effortless wealth. Fred Trump had that bet covered. Bailouts, collateral, cash on hand — Fred Trump was prepared, and was not about to let bad bets sink his son. Trump Shuttle was failing to make loan payments within 15 months.
The Plaza, drowning in debt, was bankrupt in four years. His Atlantic City casinos, also drowning in debt, tumbled one by one into bankruptcy. With so many of his projects losing money, Donald Trump had few viable assets of his own making to pledge as collateral.
Tax records also reveal that at the peak of Mr. Fred Trump, former employees say, detested taking unnecessary distributions from his companies because he would have to pay income taxes on them. The Times found no evidence that Fred Trump made any significant debt payments or charitable donations.
The frugality he brought to business carried over to the rest of his life. His extravagances, such as they were, consisted of buying his wife the odd gift from Antonovich Furs or hosting family celebrations at the Peter Luger Steak House in Brooklyn. His home on Midland Parkway in Jamaica Estates, Queens, built with unfussy brick like so many of his apartment buildings, had little to distinguish it from neighboring houses beyond the white columns and crest framing the front door.
There are, however, indications that he wanted plenty of cash on hand to bail out his son if need be. Donald Trump had wildly overspent on renovations, leaving the property dangerously low on operating cash. On Dec.