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Paul English favors teams of three people to get things done quickly. He gives employees freedom to test ideas, including one intern who was allowed to test an idea on the first day at work by writing the code. He says no innovation happens with too many people in a room, and its easier for two or three people to nurture an idea. A clicker hangs outside the door of the main conference room. It is meant to send the message that for things that one cares about you need about three people smart enough to move forward.

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Priceline.com, the online airline and hotel reservation site, shows growth taking business away from Expedia and Orbitz. Priceline.com's revenues come mainly from hotel bookings. Second quarter 2013 earnings were up 24% to $437 million and revenue was up 27% to $1.68 billion. Its share price has flucuated wildly from $1000 in the dotcom bubble days down to single digits and now back up to $1000 in August 2013. The stock hit $990 in 1999, then fell to $10 after the burst of the dot com bubble. After heavy spending to expand its U.S. presence Priceline.com's share price increased by 50% in the first 8 months of 2013. It recently acquired travel site Kayak to expand its access to customers.

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More efficient production of nickel in Indonesia by Chinese plants is causing problems for France in New Caledonia. New Caledonia is a Pacific island with large nickel deposits that are needed for French and European electric car production. Glencore is planning to sell one of its nickel processing plants in New Caledonia. This affects employment in the island which depends on nickel for 25% of jobs. France has encouraged immigration to the island and this has created tensions with the native Kayak people. The result was riots in the island and French efforts to find solutions to develop the island's nickel industry and improve lives of local people.

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Daisuke Wakabayashi's exceptional account of how Steve Jobs directed the project to develop the iPhone starting in 2005 upto to the introduction in 2007. At one point Jobs gives Christie, the engineer leading the very small project team, 2 months to put it together or he would find someone else to do it. This is similiar to the way in which Sony's Morita approached his project team working on the Walkman telling them what he wanted to see and the size of the device. Jobs payed attention to all the details from how the phone names addresses appeared on the screen, dialing from the phone book, the swiping action to start the device, the music, and the colors on the screen. Only in on the project's detail were Bill Campbell, Apple director, and Jony Ive, Apple design chief. Christie was approached by Scott Forestall in late 2004 about this secret project codenamed "Purple." Christie is the engineer who joined Apple in 1996 to work on the Newton, and early touch screen device that failed because the technology was not developed enough at the time, making the device bulky and cumbersome. Christie was working on software for Mac computers in 2004. Greg Joswiak, Apple vice president for iPhone marketing, monitored other phone makers to see if they were coming up with a device that migrated the iPod's music features to the phone. Hence the absolute secrecy for this project. The project team is amazingly small. The practice of small teams can be found at Amazon and Kayak....

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Real estate website Zillow says it will partner with brokerage firms, following its acquisition of No. 2 real estate website Trulia Inc. CEO Randy Marsh of Zillow says Zillow was started as a media firm depending on advertising revenues, not a real estate brokerage. As Zillow was started by employees who left Expedia brokerage firms are nervous about the deal, considering what happened to travel agencies following the shift to sites like Bookings.com, Expedia and Kayak. Broker acceptance is important for the success of the combined firms. Brokers rely on the websites for information, but realize they have lost control of the information they once controlled. The two firms have combined revenue of $400 million, but lost money during 2014. Zillow plans to issue $3.5 billion in stock in the deal closing by 2015.

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CEO Jeffrey Boyd of Priceline.com hands the CEO role to Darren Huston, a former Microsoft executive. Boyd will continue as chairman. During a remarkable leadership for the company following the dotcom bust Boyd made important acquisitions, including Booking.com. The smaller online travel companies with a focus on hotels in Europe and Asia helped Priceline.com grow rapidly by taking smaller commissions. Priceline shares increased by 65% in 2013 to reach $1000. Revenue for the third quarter of 2013 increased 33% to $2.27 billion with increase in Asian bookings, and overall profit increased to $866 million from $596 million in the year ago quarter. Boyd's strategy in 14 years at Priceline.com was to keep the different websites acquired under separate management to keep brand loyalty and customer perceptions. Websites such as Agoda.com, Booking.com, Kayak, and Rentalcars thrived under independent leadership at each website. Huston headed the international brands and Booking.com from Amsterdam, where he will continue to be located....

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Priceline surged in a tech boom of two decades ago before coming down. It has regenerated itself through its 2005 acquisition of Amsterdam based portal Booking.com, followed by acquiring booking site Agoda and travel search engine Kayak. This has helped the stock rise in the last decade. Over 90% of its revenue comes from outside the U.S., even though its original model of naming a price for a booking is gone.  Booking.com is making an attempt to penetrate the Chinese travel market with a series of acquisitions starting with online travel agency Ctrip.com. Ctrip.com is established but recent acquisitions are burning cash. There is skepticism about these acquisitions as Chinese company share prices are seen as inflated similar to the stock booms that went bust in the U.S. Booking.com invested heavily in online advertising primarily through Google. Yet though western customers use search engines to find and book travel, in China customers go directly to Ctrip or apps like Meituan to book trips. To get people to book Chinese travel companies offer large discounts, a model that may not be right for Booking.com. The effort is to add to Ctrip customer base the middle to lower income customers from Didi ride sharing app and the Meituan app, through its partnerships with these companies. The experience of other travel sites such as Expedia in the Chinese market is poor, with price wars and Expedia selling its majority stake to Didi Chuxing. Expedia's CEO at the time calls it "the wild, wild east" because of the intense competition. About 130 million Chinese travelled overseas in 2017, up 7%, and spending $115 billion. ...

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Expedia plans to buy Orbitz in a $1.34 billion merger in Feb. 2015. The merger is in response to changes in the hotel and airline bookings business with new competitors changing the field. Google's travel site, and other newer sites in the hotel business such as Airbnb are posing a challenge to established sites Priceline.com and Expedia. In addition the airlines have improved their own sites and offer incentives to travellers booking directly. Delta Airlines and American Airlines now have sites that are in the top 20 of online travel sites. Marriott, Hilton and other hotel chains now try to get customers to book directly. The commission charged by Expedia and Orbitz has dropped from 21% to 15% for hotel operators. Smaller hotel operators look warily at the concentration of power in two major hotel online companies, one led by Priceline.com that includes Kayak, Rentalcars.com, Bookings.com, and the other led by Expedia which now includes Orbitz, Travelocity, Hotels.com, CheapTickets.com. The competition is more intense in the hotel bookings business....

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Arne Duncan describes the improvements in K-12 education in two regions of the U.S.- the District of Columbia and Tennessee between 2011 and 2013, shown by the 2013 National Assessment of Educational Progress (NAEP). The hard work of educators, parents and school officials is paying off and offers examples for other parts of the country, says Duncan. Lessons include facing the facts, not dumbing down by setting low standards. With higher standards Tennessee students were only 34% proficient in math and 45% in reading compared to the 91-92% with lower standards. Republicans followed up on the work of Democrats in the state. Soliciting feedback from critics and experts- the feedback was used to improve systems and learning to help teachers and students. Schools chancellor Kaya Henderson says improving teacher quality was critical, and so was academic rigor. Still Duncan says more needs to be done, this only shows the right direction for states lagging behind, and one should not get complacent. The other areas college enrollment and dropout rates need to be followed carefully. International PISA results still show the U.S. at 27th in math and 14th in reading of 65 countries- making this only the beginning in setting the future course for U.S. educational improvements....

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Lipton, Austin and LaFraniere of the NYT tell the story of how the serious differences between the prime contractor for the federal healthcare website, CGI Federal, and the Obama administration officials handling the website, evolved into conflicts that could not be resolved. This led to the flawed website being rolled out on schedule ignoring serious problems with the website. The detailed report comes after interviews with Obama administration officials and specialists who worked on the project and looking into government and contractor documents. A month ago in October 2013 the healthcare website for the Obama healthcare law was up only 42% of the time with 10 hour failures happening frequently. Basic steps for the functioning of website backup systems in case there is a failure, testing to ensure negligible or no outages, were not secured. The government officials responsible for the rollout did not have the capabilities to handle such a project. Henry Chao, who worked in the Medicare agency for 19 years was left to oversee day to day questions for the website HealthCare.gov, but lacked a formal background in software engineering and no authority to make the decisions needed. The $630 million project was setup inside the Medicare Agency, instead of a separate agency specially setup for this project and staffed with the appropriate skills as originally proposed. Five different lower level government officials made decisions without the authority needed and no one person with the necessary skills was given overall responsibility and decisionmaking. A series of missteps were allowed to take place- settting many added requirements that made it difficult for contractors to focus on basic steps and get them right, use of the MarkLogic database system instead of systems from IBM or Oracle against the advice of contractors, multiple contractors without a way to control the overall project, shifting requirements from the government and bureaucratic delays for resolving basic issues such as use of social security numbers, all worked to create delays. With the delays came a deterioration of relations between Obama administration officials and the contractors. The government officials response was to stick to the deadline of Oct. 1 rollout, with Michelle Snyder, chief operating officer of Medicare agency telling people she would fire the contractor if possible. In the end no one took responsibility for a safe reliable rollout, even though the system failed a test of 500 users in late September and was down half the time in mid-October. President Obama or his advisors were either not kept fully informed, or did not grasp the significance of the collapse in relations between contractors and the government and a project out of control. His aloof distanced approach was not an asset in such matters- saying about the rollout and use of the website: "this is real simple" like using the Kayak website for travel bookings- and he saw no need to take action leading to the major failure for the administration that followed....

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Michael Powell of the NYT shows what is wrong about the Olympics model of the IOC having host cities build costly facilities just for a two week period. Cities that have suffered paying for the Olympics in recent memory are most strikingly Athens, Greece, and some observers say the Greece crisis started about the time the Olympics were held there. In Greece as in Rio, corruption, and mismanagement, are major issues. In the case of Rio the Olympics were held following a time of widespread protests as the economy hit a recession, and corruption scandal at Petrobras and in the government led to public anger. Most striking is the fact widely reported that the Rio government does not have enough money to pay salaries and much of the investment in Olympic infrastructure is not going to be available to the working class, middle class, at a time when basic public services such as clean water, good bus services, environmental pollution, significant shortages in affordable housing remain unaddressed. Bolsa Familia program of the socialist Workers Party helped the poor, yet the middle and working class have suffered with misspent funds, and mismanagement of the economy. Powell does well to show how things could be done better than they are now. He says he applauded the Bloomberg plan to build swimming pools and kayak routes in different parts of the city, in city parks further away where the middle and working class could use these facilities. This did not happen at the Rio Olympics. It also shows that the IOC could also get into this instead of being some distant organization, that simply hands out this gift called the Olympics and stringent requirements. What if the IOC also says it wants to see ways in which the facilities will be later available to the broad public, so that swimming pools and other athletic facilities, including housing and transportation systems are then available to the people in different parts of the city. Rio de Janeiro University has seen large cuts in pay and services. It took Montreal decades to pay for the Montreal Olympics. Sochi facilities will not be used for the large part by the Russian public, more painful because of the Russian deep recession similar to the Brazilian deep recession. Olympic host cities should be required by the IOC to show that the facilities built will be usable to the maximum degree by the broad mass of the public, finances are stress tested for recession in a country. At this time citizens of cities such as Boston and Oslo have taken up these things- as the IOC takes no responsibility and host governments are giddy about showing off their country- and pulled out. Least valid of all is the notion that the developing countries are being discriminated against. Look at all the empy stadiums in the far north of the country of Brazil in the World Cup, and you realize there are better ways to take pride in a country- how about matching your transportation infrastructure with that of China, some bullet trains, some new subways in large and midtier cities, done so as to give broad access to the public at affordable prices for transportation? India is a large and now forward looking developing country, a young population with tech and infrastructure dreams and 4 medals in all in the Olympics. Does it make more sense to match China's success in transportation infrastructure with bullet trains, new subways and road building programs, and to build athletic facilities in every high school and college in the country matching the U.S. and Britain,  especially for girls, or to seek pride in putting up an application for a gift from the IOC? ...