How could anyone even ponder and think about the first order, the second order and the third order effects of such a big change brought on by LLMs and their human like ability to think and reason and their access to almost an infinite supply of information.

So I did what almost everyone generally does when faced with such questions.

I ignored it.

However, recently a friend asked “Is everyone going to be smarter with AI?”

This forced me to think about one aspect of the change that is coming.

Is everyone going to be smarter now?

Let’s walk through this…

We started with no stored information, till we had books and libraries. And people who could study these books and had access to them had enormous influence and power.

Then we had the printing press, radios, tvs, mobile phones and the internet.

Suddenly information was not limited, it was unlimited. You could at the flick of a wrist pull up information on anything you could wish. You could choose to become an expert on any subject you wanted. You could become a doctor, a lawyer and an engineer.

The key answer we found out is that while one could do all that. The vast majority did not. They suddenly didn’t overcome their irrationality, their biases, their thought processes, their lack of motivation or values.

A deeply human flawed world suddenly in the span of 25 years with the availability of the internet didn’t become less human. In fact, it became more divided.

We all had more information, but less truth.

The internet didn’t tear down walls we had been building all through history. It made them rise up sharper.

Then we have AI

The internet democratized access to information.
AI democratized access to cognition.

But humans are still humans.

The people using AI are still people and have the same human biases and more. Using AI just amplifies Humanity’s strengths and weakness.

cognition + irrationationalism = still irrational

After 25 years of the internet, there is a lot of views of cat videos and a lot less degrees.

What matters less is what AI provides to people (the ability to think and reason), what matters more is whether People choose to use it.

Being Human is always about the choices one makes and that is not changing one bit because of AI.
—
This was made by a Human.
This is a part 1 of series of posts around thinking about the future of AI.

The post When everyone can think, only few choose first appeared on Kaizenist.

I’ve spent a good chunk of my career building products, scaling teams, and helping businesses operate better. One pattern kept showing up across companies big and small: success wasn’t about one big idea or strategy. It came down to execution, repeated, consistent, reliable execution.

And yet, the tools we had for execution were either too rigid or too scattered. Spreadsheets for some things. Docs for others. Emails for the rest. Each team had its own way of working, and the connective tissue just didn’t exist. The result? Slippage. Confusion. Work getting reinvented every time a process needed to run.

We built AnyDB to fix that.

A system that adapts to you

Most business tools make you adapt to them. You either squeeze your workflows into their rigid mold, or you spend weeks (or months) customizing them through consultants and developers. AnyDB does the opposite. It’s a flexible system that conforms to how you operate but with enough structure to help you do it consistently and at scale.

The interface feels familiar if you’ve ever used Excel. But beneath it, you’ll find real power: relational data, templates, forms, automation, role-based access, versioning. No code required.

You don’t need to explain to your team how to use it. You show them once, and they’re off.

One place, not ten tools

When I say “one place,” I mean it. AnyDB is where you manage your customer records, your invoices, your onboarding flows, your assets, your vendor agreements, and your internal reviews. It’s where you assign work and follow up. It’s where key information lives.

It’s structured data with the fluidity of a spreadsheet. It’s a playbook that evolves, not a static process doc. It’s everything you wish your company wiki, CRM, ticketing system, and dashboards could be in one tool.

For teams that need to move fast without breaking things

We’re not building for enterprises that need a committee to approve every change. We’re building for fast-moving teams that want clarity and control.

AnyDB is especially helpful if:

• You’re running operations and need cross-functional visibility
• You thread together complex operations for vendors, partners and clients and need visibility at all times on that data
• You’re a founder building processes before they break
• You’re replacing spreadsheets, Notion pages, or Airtable hacks with something real
• You want a system that grows with you

And if you don’t want to build everything from scratch, that’s fine too. We’ve got 150+ templates ready to go, from IT asset management to employee reviews to invoice dashboards.

This is just the beginning..

We’re still early. There’s more to do. Deeper integrations. More automation. Better onboarding. But the foundation is solid and it’s already powering real businesses.

Teams are using AnyDB to manage internal processes, track complex operational projects that pull partners and clients together, track assets, run compliance workflows, and keep their operations from falling into chaos. They’re turning best practices into living systems.

If that sounds like something your business needs, try it. See what happens when all your business data and operations live in one place. Not ten.

And if you have feedback, or ideas, I’d love to hear them. We’re building this for you.

Try AnyDB for free at https://www.anydb.com

The post Why We Built AnyDB and Why It Matters first appeared on Kaizenist.

The problem with this traditional thinking on formulating organizational strategy is that there is this dichotomy where the people who need to take more important decisions concerning the future of the organization are most isolated from where they need to really be. ie. much closer to the ground and closer to the reality of the situation. A team member will 100% know more about any situation than what has been watered down by countless reports that go up the chain of command.

But I get ahead of myself.

Let’s start with strategy and defining what exactly it is. If you have read my previous blog post on Leadership, you would know the function of a leader is really define the future that cannot be seen yet.

Once that future (or vision) is determined, the plan of action to achieve that vision is really what a strategy is. Said simply:

“Strategy is an intentional set of choices that the organization is going to make (and what it is not going to do) to work towards the vision.”

Here’s the key point about strategy: It is about intentional choices. Cruising along while you react to events is not a strategy. It is just praying and hoping for the best.

The second key point about strategy is that it is clearly about choices. If it is about choices then the most important thing is to figure out what the choices really are.

So the question when working on any strategy is to understand its components

1. Understand the vision (or the future)
2. Understand your choices
3. Making the choices

The dual steps of understanding and making choices need gobs of high-quality information. So the question to ask naturally is whether isolation from day-to-day operational information is really the best way to understand what choices you have.

If you understand the tenets of Systems Thinking (popularized by Ackoff et all), then it is clear that it is impossible trying to optimize parts of a system without understanding the whole and all of it’s interactions. In other words, incomplete or incorrect information regarding parts of a system leads to suboptimal strategies.

If a man wishing to improve his health after learning from his doctor that he is not in good shape, decides to run a marathon, he simply cannot do it the next day. He needs to understand that the parts that comprise his body are nowhere ready and he needs to not only optimize each part but also the whole to have any chance of success. Running a marathon the next day is a choice to improve his health (a futuristic vision) but a poor one.

Translating a futuristic vision into a plan to achieve that seems simple on paper, but is sometimes the most difficult to realize in practice. It is the combination of a vision and the ability to make meaningful and measurable progress toward the vision that makes organizations successful.

The post Creating Organizational Strategy first appeared on Kaizenist.

Imagine you are a senior leader attending a meeting. The meeting organizer starts the meeting and begins by explaining what the meeting is trying to accomplish. Before he finishes, you jump in trying to either better explain what they are saying or you actually point out that is not what we are trying to do and give everyone the correct explanation.

Then as the meeting gets going and key findings with pros and cons are explained along with recommendations at the end, you constantly interrupt the discussion asking a constant barrage of questions following every slide.

Finally, even before the discussion at the end is opened up, you jump in as it is pretty obvious to you what to do, so you speak your mind saying a specified option is clearly the path forward.

There is silence around the meeting room.

The organizer asks whether anyone has any other input or recommendations and there is continued silence around the meeting room. The meeting is then adjourned with a decision quickly made and everyone is happy that they got an extra free 15 mins since there was not much debate.

If you are a senior leader in your organization, is this how your meetings go?

If you said yes, then there might be something fundamentally wrong with this approach.

The first and most important reason you want to speak last is to understand what everyone else around the room thinks and is saying. When listening to them talk you get to understand the nuances of the issue at hand from various perspectives as well as which way each person is leaning. You also get to understand how big of an alignment gap there is between a decision you will propose to what everyone is converging to.

The reason you need to know how big of an alignment gap exists is important for a key reason because it is really a coachable moment. Without your leaders having additional business context they will be making way less effective decisions not only for bigger decisions but also for smaller decisions. An organization’s effectiveness comes from many small effective improvements accumulated over a long period of time. With better coaching and communication, you get better alignment toward the vision you want to execute increasing the odds of success.

The second reason you want to listen is that without hearing them out, it is almost impossible for any counterarguments or alternative opinions to really surface. An organization is stronger for the diversity of opinions and perspectives that are brought into decision-making. Without that strong conflict of ideas, you definitely will take poorer decisions (as you simply are unaware of what other considerations exist).

The final reason is simply to make sure always everyone’s voices are heard. One of the most important ways that helps people commit to things is when they have a chance to say what they think and it is really heard and understood and even responded to with due consideration. Over time, this leads to a culture of active listening at every level of the organization.

So if you are about to speak, make sure to speak last.

The post Why Leaders Should Speak Last first appeared on Kaizenist.

Jim Collins’s book ‘Good to Great’ is generally highly regarded and recommended as having identified many principles that huge companies that outperform the market over long periods of time have.

However, the book is really not an easy read and there is unnecessary complexity and verbosity when discussing its key points which makes it about 150 pages too long.

Let me break it to you based on my interpretation of his findings.

The Importance of Leadership

Organizations get better because they have the right type of leadership. They had a mix of ambition, perseverance, and personal humility and truly cared deeply about the organization rather than just themselves. Read more about my definition of leadership.

Building a people-first organization

“The ultimate throttle on growth for any great company is not markets, or technology or competition, or products. It is one above all others: the ability to get and keep enough of the right people”

Great organizations do not become fantastic because of what they build or sell or the marketplace they serve. They become great because they have the right people who deeply care about the mission as well as what they themselves are transforming into as part of the organization.

Be Optimistic but realistic

Organizations that become great were optimistic and positive that they will become better and solve their pressing problems ahead of them but never shirked from acknowledging what needs to be addressed and where there is considerable room for improvement. It is only by acknowledging problems and addressing them head-on that an organization can develop a systemic approach to solving them effectively.

Avoid bureaucracy

‘The purpose of a bureaucracy is to compensate for incompetence and discipline – a problem that largely goes away if you have the right people in the first place. Most companies build their bureaucratic rules to manage the small percentage of wrong people on the bus’

Great organizations intentionally create a set of guiding principles that help build discipline across the organization and provide clarity on the organization’s values, expertise, and areas of flexibility. But this is not enshrined in a large rule book or an employee handbook full of rules and regulations. It is passed down as almost a fanatical philosophy of how we do things around here.

Embracing Change

Organizations that get better over time, are unafraid to embrace change and to embark in directions that are not well-trodden paths. There is acceptance of failures that comes with changes. The changes might be technology, process, product, or markets. These organizations are able to successfully navigate change because they have the right people in the right places and a simple yet disciplined set of core principles that allow them to be nimble.

Continuous Improvement (Kaizen)

Organizations that get better (just like people) are who they are due to their long-term habits and the things they do continuously to improve slowly but surely over long periods of time. The cumulative effect of the right leadership that cares deeply, the right sort of people, disciplined guiding principles, and the ability to handle change over long periods of time begins as a ripple but becomes a tsunami over time. Kaizen the Japanese philosophy is largely about the principle that small improvements over time add up to big results.

While the above list of properties are useful indicators, it is important to remember that organizational growth and improvement is a complex topic with many layers and nuances specific to each environment and organization. I wouldn’t venture to say that these are the most important.

The post Good To Great: how organizations get better first appeared on Kaizenist.

The delay in recognizing when a new key product hire was not working out, the delay in having those tough conversations when things start going sideways, and the delay in going aggressively after a market when the signs were clear as day hurt us a lot more.

While one could argue that lack of decision-making could only be seen as a problem after the fact, the reality was that these non-decisions were made without any intention. They happened because we sat around twiddling our thumbs unwilling to commit and just ignoring doing the right thing.

A side effect of the complexity of the world around a business and the rate of change means that an organization needs to become agile and dynamic in decision-making to survive and thrive. Agility and dynamism mean that a resilient organization can handle the environment around it by making small quick corrective changes as needed.

Imagine you are driving a car from New York to Washington and there is a big snowstorm. While the destination doesn’t change, you might have to adjust to the road conditions and take a detour to minimize the impact on your schedule. If you decide to keep driving in your original route no matter what (ignoring the weather report), you are actually taking a decision (although unwittingly) that you are going to regret and also that will make you end up in Miami way later than you planned.

The best way to know when you are taking a non-decision is whenever you hear the following types of phrases used in a meeting.

“We just don’t have the data points yet to see if that is trend”

“We need to wait and watch”

“We need to give (him/that/something) a bit more time”

“It is a bit too early to tell”

Typically a decision stops being a conscious decision when the data is so overwhelming and in your face that it becomes your only option. This usually happens when you wait long enough. The only problem, in that case, is that the decision is untimely, irrelevant, and mostly loses all impact. It is like trying to rotate the steering wheel after you hit a road bump.

The biggest reason why most people and organizations avoid taking decisions is the fear of commitment to a single path which might reduce options. Waiting till something better comes is preferable to committing to a suboptimal choice right now.

The second reason people avoid taking decisions is fear of failure when taking decisions. The thinking goes that you could be fired for bad decision-making while none can be blamed for not taking a stand (or a decision).

What is the way to really combat non-decision-making in your organization? Here’s a simple framework that helps.

1. Embrace the notion that failure is not fatal

Allow mistakes to be made without repercussions and finger-pointing. Make your organization embrace failure as a culture and don’t punish failures when people push into new paths or try new things.

2. Build a sense of urgency

‘Fail fast and break things’ used to be Facebook’s motto. When there is a clear sense of urgency, there is a higher chance of things getting done and fewer non-decisions.

3. Have leaders at every level who genuinely care and are conscientious

Ultimately, non-decision-making happens when people have given up and no one really cares about the journey. An engaged workplace is where the real magic happens and that starts from the top and permeates every level.

If your workplace is filled with people who are inspired by your organization’s vision then there is a strong bias towards action and using up every opportunity to its fullest potential.

The post Why not taking a decision is also a decision first appeared on Kaizenist.

The education system has never been so ill-equipped to prepare students to face a moving target like our real world. The education system still works mostly the same way as it did at the beginning of the 20th century. It originally was built to keep children occupied and away from mischief while the adults worked full-time jobs.

So what needs to change to make the education system work for the 21st century and beyond?

There are two fundamental things that a student needs to get out of the educational system by the time they finish high school or college.

Learn the World Within / Introspection

The world within you is more important than the world outside. It has an outsized impact on what happens to you in your life.

Self-awareness takes people a lifetime to learn and in some cases they never do. Students need to figure out how to learn about themselves, understand what things they ascribe meaning to, what they care about (their values), and ultimately what motivates, excites, and inspires them. Tapping into this will allow them to pursue careers and opportunities that lead to deeply satisfying lives. It is far easier for them to become lifelong learners when they really care about something.

“Education is really about creating individuals who care deeply about something.“

Along with learning themselves, they need to learn to take care of their body. You get only one (body) and there is no way to change it or replace it during the course of your lifetime. Teach kids how to be healthy, eat nutritionally and how they can take care of themselves by exercise. Education should focus on basic nutrition, the damage caused by alcohol and drugs, and what is needed to keep your body working day in and day out.

Learn the World Outside / Extrospection

The world has over 8 billion people and chances are you will need to be able to work with many many different people during the course of your life. Getting along as a skill stands the test of time as others get to become invested in your success. Learning how to work with others, teamwork, learning to sacrifice individual selfishness to achieve common goals, and building empathy and EQ are all required as basic building blocks to operate successfully in society.

Students also need to learn how to become productive members of society and what options and opportunities exist and where their unique skills, motivations, and heart can fit and give them joy. Careers and what it looks like and what skills and specific knowledge are required to be successful are building blocks to make students appreciate what else they learn in the classroom.

As much as money itself is hated, it is imperative that students learn how that works, what the basic rules are (“Don’t spend more than you make”), and how to effectively manage it. Learning what assets really are (cars are not assets for example) and how to become independent are important so that they are never taken advantage of by unscrupulous individuals or businesses.

Finally, students of course also need knowledge of the world, the physical world (math, sciences, geography etc), the digital world (computers, internet), the financial world (economics) and finally the Human world (History, Culture).

—

An education system starts to stand for ignorance when it stops caring about what is taught to students and who they become when they leave schools of learning. Modern education avoids all kinds of possible controversies so that if anyone even remotely objects to any topic taught in schools, the next year it is simply yanked. But this is beyond dangerous as we are now saying that an educated mind cannot differentiate what the facts are and how to question it. Education is not meant to make everyone happy. It should not pander to the least common denominator.

The sole purpose of education seems to be focused on acquiring specific knowledge of the external world, but that world changes at a rapid rate while what is unchanging is the human spirit. The more technologically advanced we become the more important is to learn to be a better human.

The post Things they don’t teach in school but should first appeared on Kaizenist.

I have always had the smallest phone possible. Starting from Nokias to Sony Ericcson to Windows Phones and then to iPhone 5, iPhone 8, and iPhone 12 mini. Each of these has been the smallest-sized phone I could possibly buy without sacrificing functionality or usability.

When iPhone phones become as large as the mini iPad, most people rejoiced, but I didn’t. With increasing size, display and heft came great battery life and a single device to consume all content and media, making owning additional devices moot.

Larger phones have better displays and allow you to consume more content (multi-media, Social media, etc) than a smaller phone. A smaller phone is not comfortable to use for extended periods of time as you squint to see all the details and scroll a lot more to read through comments or get through your feed. Aren’t smaller phones bad then? Not really. If you really want to use your time wisely and watch what you feed your mind, making your environment harder to consume mindless content is actually a good thing. The best way to build good habits is to make bad habits harder.

Larger phones are increasingly not pocketable and become harder to carry around, especially if you are a guy who doesn’t have a hand purse or a bag to stuff it in. I am not a big fan of carrying a brick around in my pant pocket.

I love small phones for the ability to use them in one hand. You can reach most of the screen using one hand (especially amazing on the iPhone Mini). This totally transforms the usability of these phones and quick lookup and access.

Finally, small phones appeal to my innate desire for minimalism. Minimalism is the avoidance of excess and a large phone just screams excess. Large phones are more expensive, use up a bigger footprint, take more resources to produce, and look super flashy. They are simply just not me.

The post Why I love a small phone first appeared on Kaizenist.

“A Leader is someone who has followers” from Nine Lies About Work.

or “Leadership is something you do, not something you are” from McKinsey

or “Leadership is the capacity to translate vision into Reality” from Warren Bennis

or “Leadership is a process of social influence, which maximizes the efforts of others, towards the achievement of a goal” from Forbes

or “Leadership is the quality, ability, or process of influencing and guiding others to achieve a common goal“

Each definition is as problematic as any other I have seen. It makes Leadership this mystical, subjective, and hard-to-define characteristic that(which if it is to be believed) has spawned a 14 billion industry in leadership development.

Surprisingly, leadership is not particularly hard to define at the heart of it. Let’s start with some easy definitions.

A manager is responsible for the day-to-day operations of a team or department, ensuring that tasks are completed on time, and that resources are being used efficiently. They are often responsible for setting performance goals, monitoring progress, and providing feedback to their team members.

A boss, on the other hand, is simply someone who has power and authority over others, often by virtue of their position in an organization. They may or may not have leadership skills, and may or may not inspire their team to achieve great things.

In contrast, a leader is someone who has a clear vision of a future state that others cannot see, and who acts based on a clear set of values (that they will not compromise) as they work toward that vision.

A Visionary

A leader clearly foresees a yet-to-be-known or visualized future that others simply haven’t really thought about or understood at all. The leader can paint a vivid picture of that future making it a much superior and desirable alternative to the current state of affairs.

Martin Luther King, Nelson Mandela, Gandhi, and countless transformational historical figures imagined a better world that could exist and which could not be conceived by others at that time. By the very act of imagining that world, they could then share, communicate, and as a result inspire countless others around them that then lead to action and change.

When JFK said “We chose to go to the moon” he articulated a vision and that was inconceivable to most people. Not only did he outline the vision he also specified why that matters in his famous speech at Rice University.

“We set sail on this new sea because there is new knowledge to be gained, and new rights to be won, and they must be won and used for the progress of all people. […]  I do say that space can be explored and mastered without feeding the fires of war, without repeating the mistakes that man has made in extending his writ around this globe of ours. […] There is no strife, no prejudice, no national conflict in outer space as yet. Its hazards are hostile to us all. Its conquest deserves the best of all mankind, and its opportunity for peaceful cooperation may never come again.“

He believed in the vision to have mankind conquer space so that it can rewrite humankind’s history of war and strife as we explore a new frontier.

It is hard to not get inspired by such a vision.

Uncompromising set of Values to accompany that vision

Steve Jobs imagined a world where the Personal Computer is ubiquitous. But he didn’t just imagine that future but was brave enough to think differently and to make it not only accessible but intuitive and fun. Here is an example of not only articulating a vision but also the values that accompany that vision. Steve Jobs didn’t say we will make boring dull, cheap computers but rather fun, well-designed computers that are just cool. For example “The Apple Marketing Philosophy” from 1977 states that there should be “empathy” toward understanding the needs of a customer, “Focus” to eliminate the unimportant, and “impute” to assign value to something based on how it is presented. Those values are unique and challenge the status quo.

Martin Luther King simply didn’t work toward a more equitable society but he did so using the cornerstone of non-violence which made his dream that ” my children will one day live in a nation where they will not be judged by the color of their skin but by the content of their character.” much more powerful.

Values accompanying such a future make it all the easier to understand and fall in love with the vision.

When there are no values and no scruples toward achieving a vision, then that person becomes a gangster instead of a leader.

Are vision and values sufficient for leadership? What about the myriad of other qualities that everyone else describes? How about execution, how about people skills like empathy, trust, and so on?

JFK died before his vision was realized posthumously in 1969 by the Apollo 11 lander. Nelson Mandela spent most of his years inside a prison cell. It is easy to mix execution, management, organization, and other skills into leadership, but not only are they not required, but they also don’t even define the core of leadership.

I hope to talk about how these principles of leadership could be used by anyone in an organization with varying levels of experience in a future post.

Meanwhile here’s my pithy leadership definition:

“A leader is someone who acts according to his core values to realize a new bold future that everyone cannot see yet”

The post What is Leadership? first appeared on Kaizenist.

You see this kind of thinking and philosophy everywhere. Let’s take the case of universities with degree programs or high schools that say every elective course of study is considered equal for the purposes of graduation. Yes, for graduation the credit you earn might be the same and equal between the two courses, but if you start thinking about outcomes things are vastly different, let’s compare these two (real) courses

• Continuous Mathematical Methods with an Emphasis on Machine Learning
• The Japanese Tea Ceremony: The History, Aesthetics, and Politics Behind a National Pastime

If you look at the first course, it is kind of clear that ML and AI will be some of the most important technologies that will reshape the world and our collective future. A good argument can be found in the book ‘21 Lessons for the 21st Century by Yuval Noah Harari‘ where Yuval says that there will be a society where people build AI to take over all the other jobs that do exist.

Now let’s compare that with the other course on tea ceremonies. I agree tea ceremonies are intrinsically interesting from the perspective of preserving cultural norms and the invaluable lessons that can be learned from the ceremony itself that are applicable to modern life now and in the future. However, will that course by itself significantly alter the direction of the person’s life and or impact them in the future like the other course on AI? I think it is pretty clear that it won’t.

Given this kind of wide variation between the two courses (forgive the pun) of action here, why does society tend to behave as if they both are equally important? They clearly are not. In fact, college courses should come with a warning on the label just like a cigarette pack does. ‘Taking this course might not help your career as much compared to other courses available’.

These kinds of examples are everywhere, buying things (car, house), long-term life choices (like career, spouse etc). On the face of it it looks like superficially they are the same, but objectively they are not.

Now, we might argue that some of this is only because the information is only known about the choice much later, and therefore since we can’t predict the future, it is simply wrong to talk about bad decision-making under those circumstances. I concede that, but my main point is that we are talking about choices where reasonable information is fully widely available and understood. Even in those cases, treating options are really options when in reality they are not is catastrophic. A cascade of tiny bad decisions over time will lead to a lifetime of weaker optionality.

Even though the example was from education, this is very true in business decision-making. Every moment you live and survive as a business you have choices on what to do, what to prioritize, and what risks to take. Even not acting is a choice. Even though many times and through many countless PowerPoint decks on decision making there are neat tables on the Pros and Cons of each decision and every choice we make, in reality making one choice will lead to really outsized outcomes.

This is where you need sufficient information to make decisions, especially about what outcomes will matter in the end. Note that you cannot wait till you have perfect information in which case it is already too late. You will need sufficient and just enough information to act judiciously.

Might be good to re-read Robert Frost here:

Two roads diverged in a yellow wood,
And sorry I could not travel both
And be one traveler, long I stood
And looked down one as far as I could
To where it bent in the undergrowth;

Then took the other, as just as fair,
And having perhaps the better claim,
Because it was grassy and wanted wear;
Though as for that the passing there
Had worn them really about the same,

And both that morning equally lay
In leaves no step had trodden black.
Oh, I kept the first for another day!
Yet knowing how way leads on to way,
I doubted if I should ever come back.

I shall be telling this with a sigh
Somewhere ages and ages hence:
Two roads diverged in a wood, and I—
I took the one less traveled by,
And that has made all the difference.

Think hard and choose when you come to these forks along the road, as not all paths leads to the same places.

PS: I have nothing against a tea ceremony, in fact, I love and adore the entire Japanese philosophy of life (including Kaizen which is Japanese)

The post Why things are never equal first appeared on Kaizenist.