(1) When you don’t communicate policies effectively, somebody else will, albeit incorrectly. This is called rumours. This is made worse during information vacuum, the period between saying you’ll announce something, and actually announcing it.

Sri Gurubhyo Namaha.

After the phenomenon called Sri Chandrasekhara Bharati came another one - Sri Abhinava Vidya Teertha [1954-1989] the 35th Jagadguru. Srinivasa was born on Nov 13, 1917. He was initiated into Sanyasa by Sri Chandrasekhara Bharati in 1931. He was Jagadguru for 35 years.

He was chosen and specifically trained to take over Peetadhipatyam from Sri Mahaswami. He is majorly responsible for the way Sringeri currently is. He built various buildings for devotees, Gajashala, Gooshala etc.

Acharya on conversions:
Once a person approached Sri Acharya that some other religions are trying to convert Hindus and requested Sri AVT to do prevent these conversions.

AVT replied - what do u mean by religion? Religion i.e. mata is related to 'mati' or intellect.
Caste is called 'jAti' which is related to janana or birth.
Ex- breed of a cow. we cannot change its qualities to resemble another breed by changing its name.

In 1937, a trucker got frustrated waiting for his cargo to be unloaded. He later sold his company for $1.1 billion.

Here’s the story of how Malcom McLean made a billion dollars and which startup could be following in his footsteps. (Inspired by our episode with @laurabehrenswu)

In the early 1950s, the shipping industry was a dying business.

New York’s docks were handling half as much domestic cargo in the early 1950s as they had been in the depressed 1930s.

In thirty years, no one had invested significant money in coastal shipping.

Why?

As McLean found out, loading ships was difficult and slow.

A truck or train would deliver items to the port. Each item was unloaded separately, recorded, and carried to storage.

When a ship was ready, each item was taken from storage, counted again, and hauled on-board.

The cost of this labor was significant. As one expert at the time explained:

“A four-thousand-mile voyage for a shipment might consume 50 percent of its costs in covering just the two ten-mile movements through two ports.”

Yet, despite the industry’s issues, it felt little pressure to change.

Foreigners were barred from operating domestically. Cartels ran international routes. And gov. subsidies eased the pain of labor costs.

Reshaping the industry needed an outsider.

Enter Malcolm McLean.