Women Academics From The United States

"If you can find something that you're really passionate about, whether you're a man or a woman comes a lot less into play. Passion is a gender-neutralizing force."

"I always did something I was a little not ready to do. I think that's how you grow. When there's that moment of 'Wow, I'm not really sure I can do this,' and you push through those moments, that's when you have a breakthrough."

"I think that the big piece here is that it really allows us to partner. Yahoo! has always been a very friendly company."

"I was at Google. And if you looked at Tumblr and Yahoo!, you know when you look at a map and you can see the way that South America and Africa used to fit together, I sort of joked that as we got to know Tumblr we were like we kind of felt like those continents, like our users were older, their users were younger."

"It was the height of the first boom, so it was 1999. It was a good year to be a graduate in computer science."

"I think I’ve always thought of culture as DNA. I don’t know a lot about genetics, but I understand some of it and I think that what you really want are the genes that are positive to hyper-express themselves in culture."

"David Karp is just incredibly special. I like to think that I’m good at empathy, but I will say that David Karp is just incredibly empathetic and really in tune with the community of people that he has, that are contributing and creating on Tumblr."

"I’ve tried to be gender-blind and believe tech is a gender-neutral zone but do think there has been gender-charged reporting. We all see the things that only plague women leaders, like articles that focus on their appearance, like Hillary Clinton sporting a new pantsuit. I think all women are aware of that, but I had hoped in 2015 and 2016 that I would see fewer articles like that. It’s a shame."

"I've heard both the founding stories of Google and Yahoo, and for both those companies, the founders didn't even have to get into a car. They could literally go to the law office, the venture capitalists, the bank... on a bike. It's all that close together."

"There are different phases of companies. When you’re in the tens of people, the idea itself either attracts people or it doesn’t. People are there because they think the problem you’re trying to solve is just that important."

"I’m proud of what we achieved at Yahoo. That said, we had a quickly decaying legacy business. All we really managed to do was offset the declines."

"In the long run, the most vicious predators, like most dread disease-causing microbes, bring about their own ruin by killing their victims. Restrained predation—the attack that doesn't kill or does kill only slowly—is a recurring theme in evolution. The predatory precursors of mitochondria invaded and exploited their hosts, but the prey resisted. Forced to be content with an expendable part of the prey (its waste)... some mitochondria precursors grew but never killed their providers. ...The original prey was probably a larger bacterium like Thermoplasma."

"The fundamental division of forms of life on Earth is not that between plants and animals, as is commonly assumed, but between prokaryotes—organisms composed of cells with no nucleus, that is, bacteria—and eukaryotes—all other life forms."

"Not only did life originate on earth very early in its history as a planet, but for the first two billion years, Earth was inhabited solely by bacteria."

"The view of evolution as a chronic bloody competition among individuals and species, a popular distortion of Darwin's notion of "survival of the fittest," dissolves before a new view of continual cooperation, strong interaction, and mutual dependence among life forms. Life did not take over the globe by combat, but by networkiing. Life forms multiplied and complexified by co-opting others, not just by killing them."

"From the paramecium to the human race, all life forms are meticulously organized, sophisticated aggregates of evolving microbial life. Far from leaving microorganisms behind on an evolutionary "ladder," we are both surrounded by them and composed of them. Having survived in an unbroken line from the beginnings of life, all organisms today are equally evolved."

"A young Lynn Margulis fell in love with symbiosis—it was she who finally managed to precisely describe the stages in the process that lead bacteria to become eukaryotic cells—and was emboldened rather than dissuaded by criticism. ...Her seminal article, "On the Origin of Mitosing Cells," was published in 1967... but only after being rejected fifteen times... thanks to her insistence... SET, or serial endosymbiosis theory—became accepted as true."

"Her book Symbiosis in Cell Evolution is one of the classics of biology... In recent years, she has taken some of her important scientific ideas into a more cultural sphere... This is bad. Her story on the origins of sex, in Mystery Dance, written with Dorion Sagan, for example, is naive, full of clichés, and devoid of historical perspective. ...It's unfortunate that she has ventured into some weird second stage."

"If she burned out in a sudden burst of hemorrhagic overactivity, like a blazing celestial object vanishing in its own glory, the end-blaze was not so different than the burning life, as she died near the height of her powers, at the peak of her coruscating personality."

"Sagan's first wife, Lynn Margulis, was one of the principle architects of the Gaia Hypothesis. Put their viewpoints together, and the conclusion you would reach would be that nuclear war could have a significant enough effect that it could even kill Gaia."

"Lynn pioneered some of the most important insights in modern evolutionary science, particularly regarding the role of symbiosis in the origin of evolutionary innovations. Hearing a scientific presentation by Lynn... was one of the mind-expanding events that led me into a career in science."

"In the minds of many people, she went around the powers that be and took her theories directly to the public, which annoyed them all. It particularly annoyed them because she turned out to be right. It's a sin to take your theories to the public, then it is a double sin to take your theories to the public and be right."

"The confidence of Lynn Margulis in the idea of a planetary autopoietic web stems from three decades of pioneering work in microbiology. ...Margulis has not only contributed a great deal to that understanding within the scientific community but has also been able, in collaboration with Dorion Sagan, to explain her radical discoveries in clear and engaging language to the lay reader."

"The scientific backgrounds and areas of expertise of James Lovelock and Lynn Margulis turned out out to be a perfect match. Margulis had no problem answering Lovelock's many questions about biological origins of atmospheric gases, while Lovelock contributed concepts from chemistry, thermodynamics, and cybernetics to the emerging Gaia theory. Thus the two scientists were able gradually to identify a complex network of feedback loops that—bring about self-regulation of the planetary system."

"Life is bacterial and those organisms that are not bacteria have evolved from organisms that were. ...Gene exchanges were indispensable to those that would rid themselves of environmental toxins. ...Replicating gene-carrying plasmids owned by the biosphere at large, when borrowed and returned by bacterial metabolic geniuses, alleviated most local environmental dangers, provided said plasmids could temporarily be incorporated into the cells of the threatened bacteria. The tiny bodies of the planetary patina spread to every reach, all microbes reproducing too rapidly for all offspring to survive in any finite universe. Undercover and unwitnessed, life back then was the prodigious progeny of bacteria. It still is."

"Life today is an autopoietic, photosynthetic phenomenon, planetary in scale. A chemical transmutation of sunlight, it exuberantly tries to spread, to outgrow itself. Yet by reproducing, it maintains itself and its past even as it grows. Life transforms to meet the contingencies of its changing environment and in doing so changes that environment. By degrees the environment becomes absorbed into the processes of life, becomes less a static, inanimate backdrop and more and more like a house, nest, or shell—that is, an involved, constructed part of an organic being."

"Soil is not unalive. It is a mixture of broken rock, pollen, fungal filaments, ciliate cysts, bacterial spores, nematodes and other microscopic animals and their parts. 'Nature,' Aristotle observed, 'proceeds little by little from things lifeless to animal life in such a way that it is impossible to determine the exact line of demarcation.' Independence is a political, not a scientific, term."

"The question "What is Life?" is... a linguistic trap. To answer according to the rules of grammar, we must supply a noun, a thing. But life on Earth is more like a verb. It repairs, maintains, re-creates, and outdoes itself."

"There is little doubt that the planetary patina—including ourselves—is autopoietic. Life at the surface of the Earth seems to regulate itself in the face of external perturbation, and does so without regard for the individuals and species that compose it. More than 99.99 percent of the species that have ever existed have become extinct, but the planetary patina, with its army of cells, have continued for more than three billion years. ...trillions of communicating, evolving microbes. The visible world is a late-arriving, overgrown portion of the microcosm, and it functions only because of its well-developed connection with the microcosm's activities."

"Why does everybody agree that atmospheric oxygen... comes from life, but no one speaks about the other gases coming from life?"

"[The smallest bacterium] is so much more like people than Stanley Miller’s mixtures of chemicals, because it already has these system properties. So to go from a bacterium to people is less of a step than to go from a mixture of amino acids to that bacterium."

"The oxygen crisis that began only two billion years ago prompted the evolution of respiring bacteria. These microbes that used oxygen to derive biochemical energy more efficiently than ever before eventually took over most of the world. Some of the oxygen-breathing bacteria became symbiotic, merging with different (oxygen-eschewing) bacteria to form nucleated cells, which, after becoming sexual, evolved into fungi, plants, and animals."

"I work in evolutionary biology, but with cells and microorganisms. Richard Dawkins, John Maynard Smith, George Williams, Richard Lewontin, Niles Eldredge, and Stephen Jay Gould all come out of the zoological tradition, which suggests to me that, in the words of our colleague Simon Robson, they deal with a data set some three billion years out of date. Eldredge and Gould and their many colleagues tend to codify an incredible ignorance of where the real action is in evolution, as they limit the domain of interest to animals... very tardy on the evolutionary scene, and they give us little real insight into the major sources of evolution's creativity. By "codifying ignorance" I refer in part to the fact that they miss four of the five kingdoms of life... bacteria, protoctista, fungi, and plants."

"Identity is not an object; it is a process with addresses for all the different directions and dimensions in which it moves, and so it cannot so easily be fixed with a single number."

"IT architecture is often assumed to follow business strategy, to align IT with the business's strategic objectives. Increasingly, though, many business strategies depend on specific underlying IT capabilities. To develop a synergy between business strategy and IT architecture, firms must develop organizational competencies in IT architecture. My research has identified four IT architectural stages, each with its own requisite competencies. The "application silo architecture stage" consists of IT architectures of individual applications. The "standardized technology architecture stage" has an enterprise-wide IT architecture that provides efficiencies through technology standardization. The "rationalized data architecture stage" extends the enterprise-wide IT standards to data and processes. And the "modular architecture stage" builds onto enterprise-wide global standards with loosely coupled IT components to preserve the global standards while enabling local differences. Each stage demands different organizational competencies to implement the architecture and prepare the firm to move to the next stage."

"Enterprise architecture is the organizing logic for business processes and IT infrastructure reflecting the integration and standardization requirements of a company's operation model... The key to effective enterprise architecture is to identify the processes, data, technology, and customer interfaces that take the operating model from vision to reality."

"The insights in the book come from a series of research projects exploring enterprise architecture in more than 200 companies where our focus was on IT government from 1995 to 2005."

"Assessing the value of information technology (IT) has never been easy. Delayed benefits, unintended uses, business changes, and hidden support costs inhibit meaningful evaluation of individual IT investments. This was true when most investments were focused on the support of a single business process or functional area. It is even more true as business executives ponder implementations of shared technologies like data warehouses and networks, replacement of large legacy systems, and reskilling of the IT staff. Although firms introduce some systems to reduce costs and can evaluate them in terms of their success in doing so, they want many IT initiatives to support a firm's objectives. The value of these initiatives rest in their contributions to a firm's competitiveness, which is often non quantifiable and uncertain."

"In a business world that is changing faster than ever before, the top performing firms create a stable base – they digitize their core processes and embed those processes into a foundation for execution. This stable foundation makes a company both more efficient and more agile than its competitors. With global supply chains, pressure for ever faster time to market, more complex regulation, and huge shifts in customer demographics and desires, companies cannot predict the future. But they can decide what makes them great. And then they can create a low cost, high quality core of stability and constancy in a turbulent world. With a strong digitized core great companies slide smoothly into the next opportunity while their competitors stumble."

"In 1995 we started our study of enterprise architecture – we just did not know it. At the time we thought we were studying information technology infrastructure transformations. In 1998 we thought we were studying enterprise system implementations. In 2000 it was e-business. But sometime in 2000, we recognized that each of these studies examined basically the same thing: Enterprise Architecture."

"Senior executive teams create mechanisms to govern the management and use of each of these assets both independently and together.... Governance of the key assets occurs via a large number of organizational mechanisms, for example structures, processes, procedures and audits."

"To date, most research on information technology (IT) outsourcing concludes that firms decide to outsource IT services because they believe that outside vendors possess production cost advantages. Yet it is not clear whether vendors can provide production"

"Seventy percent of all IT projects fail—and scores of books have attempted to help firms measure and manage IT systems and processes better in order to turn this figure around."

"(ERP) software packages have become popular means for both large and medium-sized organizations to overcome the limitations of fragmented and incompatible legacy systems. ERP systems are designed as integrated sets of software modules linked to a common database, handling basic corporate functions such as finance, human resources, materials management, sales, and distribution. Most ERP packages also provide multiple language and currency capabilities, enabling integration of global operations. The popularity of ERP is documented in a study that showed that nearly 19 percent of organizations across all industry sectors have installed ERP software, with the manufacturing sector leading the trend. The study also showed that ERP's popularity continues to rise, with 34 percent of the surveyed organizations investigating, piloting, or implementing ERP packages. Davenport characterized ERP as "the most important development in the corporate use of information technology in the 1990s""

"This paper reports on a comparative case study of 13 industrial firms that implemented an (ERP) system. It compares firms based on their dialectic leaming process. All firms had to overcome knowledge barriers of two types: those associated with the configuration of the ERP package, and those associated with the assimilation of new work processes. We found that both strong core teams and carefully managed consulting relationships addressed configuration knowledge barriers. User training that included both technical and business processes, along with a phased implementation approach, helped firms to overcome assimilation knowledge barriers. However, all firms in this study experienced ongoing concerns with assimilation knowledge barriers, and we observed two different approaches to address them. In a piecemeal approach, firms concentrated on the technology first and deferred consideration of process changes. In a concerted approach, both the technology and process changes were undertaken together. Although most respondents clearly stated a preference for either piecemeal or concerted change, all firms engaged in practices that reflected a combination of these approaches."

"Many companies are not driving significant business value from the digitized platforms they build as part of their enterprise architecture initiatives. Our 2011 survey of 146 senior IT leaders found that the companies that benefit from their platforms' efforts are consistently relying on four architecture-related practices that encourage organizational learning about the value of enterprise architecture: 1) making IT costs transparent, 2) debating architectural exceptions, 3) performing post-implementation reviews, and 4) making IT investments with enterprise architecture in mind."

"Organizations that operate under an IT monarchy place key business unit and technical decisions in the hands of the CIO. Under the duopoly method, decision-making for IT budgets, applications and technologies is shared among the CIO and business unit leaders."

"A thousand fools believe a lie, and it’s good as truth."

"“I can’t change what I am ovenight.” “Nor can I. And yet, one can’t stop changing, either.”"

"If every planet in the Patriarchy refused to be ruled, we all would be free."