A Dollar and Eleven Cents cost of a Miracle

 

An eight-year-old child heard her parents talking about her little brother. All she knew was that he was very sick and they had no money left. They were moving to a smaller house because they could not afford to stay in their present house after paying the doctor's bills. Only a very costly surgery could save him. There was no one to loan them the money.

When she heard her daddy say to her tearful mother with whispered desperation, 'Only a miracle can save him now, the little girl went to her bedroom and pulled her piggy bank from its hiding place in the closet. She poured all the change out on the floor and counted it carefully.

Clutching the precious piggy bank tightly, she slipped out the back door and made her way six blocks to the local drugstore. She took a quarter from her bank and placed it on the glass counter.

"And what do you want?" asked the pharmacist. 

"It's for my little brother," the girl answered back. "He's really very sick and I want to buy a miracle."

"I beg your pardon?" said the pharmacist.

"His name is “Andrew”,  he has something bad growing inside his head, and my daddy says only a miracle can save him. So how much does a miracle cost?"

"We don't sell miracles here, child. I'm sorry," the pharmacist said, smiling sadly at the little girl.

"Listen, I have the money to pay for it. If it isn't enough, I can try and get some more. Just tell me how much it costs."

In the shop was a well-dressed customer. He stooped down and asked the little girl, "What kind of a miracle does your brother need?"

"I don't know," she replied with her eyes welling up. "He's really sick and mommy say he needs an operation. But my daddy can't pay for it, so I have brought my savings".

"How much do you have?" asked the man.

"One dollar and eleven cents; but I can try and get some more", she answered barely audibly.

"Well, what a coincidence," smiled the man, "A dollar and eleven cents - the exact price of a miracle for little brothers."

He took her money in one hand and held her hand with the other. He said, "Take me to where you live. I want to see your brother and meet your parents. Let's see if I have the kind of miracle you need." 

That well-dressed man was Dr Carlton Armstrong, a surgeon, specializing in neurosurgery. The operation was completed without charge, and it wasn't long before Andrew was home again and doing well.

"That surgery," her mom whispered, "was a real miracle. I wonder how much it would have cost."

The little girl smiled. She knew exactly how much the miracle cost ... one dollar and eleven cents ... plus the faith of a little child.

Perseverance can make miracles happen!

Talent and Virtues are the key to recognition

 

Transcripts of speeches, or official interviews where Bill Gates definitively recorded saying, "If we stop employing foreign engineers, especially from India, then there will be another Microsoft born in India."

However, the sentiment behind the quote is strongly supported by what Bill Gates has actually said and done regarding Indian talent:

Recognition of Talent: Bill Gates has repeatedly acknowledged the pivotal role of highly skilled Indian engineers, particularly graduates from institutions like the IITs, in the early success and growth of Microsoft. He has called the decision to hire them in the 1980s "a phenomenal thing" and a crucial move that strengthened Microsoft's engineering capabilities.

The Brain Drain/Gain Perspective: The quote captures the reality of the global competition for top-tier talent. Highly intelligent, skilled, and ambitious Indian professionals are a powerful, entrepreneurial force. If major US tech companies like Microsoft, Google, or others did not hire them, it is highly plausible that this talent would either create successful, globally competitive companies in India (which has already happened to some extent, e.g., in the IT services sector) or be hired by competitors in other countries.

The Current Reality: The rise of Indian-origin CEOs leading global tech giants (like Satya Nadella at Microsoft, Sundar Pichai at Google/Alphabet, etc.) and the establishment of massive, high-value Research & Development (R&D) centres by all major US tech companies in India demonstrate that the talent pool is not only capable of working in the US but is also capable of leading global innovation from India.

Indian talent is so exceptional and entrepreneurial that denying them opportunity would simply lead to the rise of competitors—is conceptually true and reflects the high value major tech companies place on Indian intellectual capital. They hire the best, most of whom are chosen purely on “merit and technical prerequisites”, to ensure that the competitive edge stays with them.

Here are some of the most relevant and powerful quotes or sentiments expressed by top global CEOs regarding the quality of Indian engineers and talent, which reinforce the factors of knowledge, intelligence, dedication, and adaptability:

From Indian-Origin CEOs

The leaders who have risen through the ranks are perhaps the most eloquent about the talent they came from:

Sundar Pichai (CEO, Alphabet/Google):

   “India has an extraordinary base of developers and engineering talent... Understanding this trend and building applications—either for India or for the world from India—are both exciting possibilities.” (This highlights the capability of the Indian talent pool to build global products, not just perform back-end work.)

    “I think real success comes from understanding things more deeply.” (While advising Indian students to move past a purely 'exam-cracking' mindset, he acknowledges the underlying intelligence and deep problem-solving capacity that, when focused, leads to true innovation.)

Satya Nadella (CEO, Microsoft):

 “My entire career has been a function of having a growth mindset... a passion for learning new things.” (While not directly about 'Indian' engineers, his emphasis on lifelong learning and ambition—qualities often cited as key to the diaspora's success—is a powerful statement on the mindset he looks for, a mindset usually forged in the highly competitive Indian system.)

Ravi Kumar S (CEO, Cognizant, former President, Infosys):

 “If you can drive a car in India, you can drive anywhere in the world.” (This is a famous quote used to praise the adaptability, resilience, and ability to handle ambiguity and chaos—often referred to as Jugaad—which are vital skills for modern global business leaders navigating complex, unpredictable markets.)

Other global leaders often praise the technical depth and sheer scale of the talent pool:

Ola Källenius (CEO, Mercedes-Benz):

“Every time I go to Bengaluru, I come back twice as energised... The software talent pool is the most dynamic in the world. We will go to where that kind of talent is.” (This shows that the draw is not just technical skill, but the intrinsic motivation, energy, and dynamism of the talent, confirming the focus on knowledge and dedication.)

 Mercedes-Benz, along with many German auto giants, has massive R&D centres in India, competing for the same high-end engineering talent as Silicon Valley.

Vivek Wadhwa (Prominent Technology Entrepreneur and Academic):

 “The world is hungry for Indian entrepreneurs... They are technically brilliant, work incredibly hard, and have a unique ability to find solutions to difficult problems.”(This directly confirms the core parameters: Technical brilliance (Knowledge/Intelligence) and hard work (Dedication), coupled with an essential trait: problem-solving.)

In summary, the consensus among global CEOs is that Indian-origin engineers and professionals are selected not as "cheap labour", but for their elite knowledge, technical intelligence, profound dedication, and exceptional resilience/adaptability honed in one of the world's most competitive environments.

The Microsoft Story: From Startup to Tech Giant

Microsoft Corporation stands today as one of the most influential technology companies in history, a journey that began on April 4, 1975, when two childhood friends, William Henry Gates III (Bill Gates) and Paul Allen, founded "Micro-Soft" in Albuquerque, New Mexico. You may like  them or loathe them, but you can’t ignore them if you are in this domain. Microsoft is currently the world's most powerful company. Founded 50 years ago by two boyhood friends, the corporation grew up with the personal computer. Microsoft is neither the largest on Earth nor the most valuable. It doesn't set the pace for technical innovations or employee relations. It isn't a dotcom, Not like a sports franchise, or   an entertainment concern. What it is, It is the supplier of the software that runs 90 percent of all PCs, and that gives it a dominance that no other company, inside its industry or out, can match. It has celebrated this year 50th birthday. "It is because time and time again when tech epitomes shifted we have seized the opportunity to reinvent ourselves to stay relevant to our customers, our partners and employees. And that is what we are doing today" said MS chairman and CEO Satya Nadella on it's 50th birthday.

          Bill Gates born on October 28, 1955, in Seattle, Washington, he showed extraordinary aptitude for computer programming from age 13, and by his sophomore(Intermediate 2nd year) year at Harvard University in 1975, he and Allen seized an opportunity that would change the computing world forever. The duo developed a BASIC interpreter for the Altair 8800 microcomputer after Allen spotted it on the January 1975 cover of Popular Electronics magazine, and when their demonstration worked flawlessly on the first try, they knew they had something special. Gates made the bold decision to drop out of Harvard to pursue this venture full-time, moving to Albuquerque where MITS (Micro Instrumentation and Telemetry Systems) was located, and by 1979, the company relocated to Bellevue, Washington, with sales already exceeding $1 million. The pivotal moment came in 1980 when IBM approached Microsoft to provide an operating system for their first personal computer, and in a shrewd business move, Gates purchased an existing system called 86-DOS (also known as QDOS - Quick and Dirty Operating System) from Seattle Computer Products for less than $100,000, modified it, and licensed it to IBM as PC-DOS while retaining the right to license it to other manufacturers as MS-DOS. 

        This decision proved to be one of the most profitable in business history, as MS-DOS became the dominant operating system of the 1980s, capturing over 90% of the personal computer market and establishing Microsoft as the kingmaker of the PC industry. In 1985, Microsoft launched Windows 1.0, a graphical operating system that would eventually overshadow even IBM's OS/2, despite Microsoft initially partnering with IBM to develop that competing system. The company went public on March 13, 1986, at $21 per share, raising $61 million and making Gates a paper billionaire by 31 years old—the youngest person to achieve that status at the time—and creating an estimated 12,000 millionaires among Microsoft employees.

        Throughout the late 1980s and 1990s, Microsoft expanded aggressively, releasing Windows 3.0 (1990), Windows 95 (1995), and Microsoft Office suite (first released in 1990), which bundled Word, Excel, and PowerPoint into an integrated productivity package that came to dominate business computing worldwide. Gates served as CEO from the company's founding until January 2000, when he handed the reins to Steve Ballmer, Microsoft's first business manager who had joined in 1980, though Gates remained as Chairman and Chief Software Architect until 2006, and continued on the board until 2020. The company faced significant legal challenges in the late 1990s when the U.S. Department of Justice filed antitrust charges in 1998, accusing Microsoft of using its dominance to crush competitors, particularly Netscape in the browser wars, resulting in a 2001 settlement that imposed restrictions on Microsoft's corporate practices. Under Ballmer's leadership from 2000 to 2014, Microsoft expanded into new territories including the Xbox gaming console (launched 2001), acquired Skype for $8.5 billion (2011), and launched the Surface line of tablets and laptops (2012), though the company struggled to adapt to the mobile revolution dominated by Apple's iPhone and Google's Android. The transformation accelerated dramatically when Satya Nadella, an Indian-born engineer from Hyderabad who had joined Microsoft in 1992, became the third CEO in February 2014, shifting the company's focus from Windows-centric computing to cloud services, artificial intelligence, and cross-platform collaboration. Under Nadella's visionary leadership, Microsoft acquired LinkedIn for $26.2 billion (2016), formed the Microsoft Gaming division, and completed the massive $68.7 billion acquisition of Activision Blizzard (2023), while Azure cloud services grew to become the second-largest cloud platform globally after Amazon Web Services. As of fiscal year 2024 ending June 30, Microsoft employs approximately 228,000 people worldwide (126,000 in the United States and 102,000 internationally), reported record annual revenue of $245 billion (up 16% year-over-year), operating income of $109 billion (up 24%), and achieved a market capitalization exceeding $3 trillion, making it one of the three most valuable companies in the world alongside Apple and Nvidia.

        The company's current product portfolio spans operating systems (Windows), productivity software (Microsoft 365, formerly MS Office), cloud computing (Azure), search engines (Bing), professional networking (LinkedIn), gaming (Xbox, Game Pass, Activision Blizzard titles), business applications (Dynamics 365), development tools (Visual Studio, GitHub), communication platforms (Teams, Skype), hardware (Surface devices, Xbox consoles), and cutting-edge artificial intelligence through its strategic partnership with OpenAI, maker of ChatGPT. Throughout its history, Microsoft has faced fierce competition from various rivals: in the 1980s and early 1990s, competitors included IBM, Apple, Digital Research (with CP/M and GEM), Novell (NetWare), Lotus (1-2-3 and SmartSuite), WordPerfect, and Borland (Quattro Pro); by the late 1990s and 2000s, the competitive landscape included Apple's resurgence, Google's emergence in search and advertising, Oracle in enterprise software and databases, and Linux in server operating systems; today's major competitors include Amazon (cloud services with AWS), Google (cloud, productivity with Workspace, search, advertising), Apple (devices, services, privacy-focused ecosystem), Meta/Facebook (social networking, advertising, virtual reality), Salesforce (business applications), and Nvidia (AI hardware and software). 

        Bill Gates, who stepped down as CEO in 2000 to focus on the Bill & Melinda Gates Foundation (launched 1999, originally as William H. Gates Foundation in 1994), has dedicated the latter part of his life to philanthropy, focusing on global health, poverty alleviation, education, and climate change, having pledged to give away the majority of his wealth and influencing other billionaires to do the same through the Giving Pledge initiative, while remaining one of the world's wealthiest individuals with an estimated net worth fluctuating between $100-130 billion depending on market conditions. The current CEO, Satya Nadella, received total compensation of $79.1 million in fiscal 2024 (up 63% from the previous year), though he voluntarily reduced his cash incentive by more than 50% due to cybersecurity incidents, demonstrating personal accountability—a gesture reflecting his leadership philosophy of empathy, growth mindset, and customer focus that has revitalized Microsoft's culture and market position. Microsoft's expansion continues aggressively into artificial intelligence, with the company investing over $13 billion in Open AI (maker of ChatGPT and DALL-E), integrating AI capabilities across all products under the "Copilot" brand, building massive data centres to support AI workloads, and positioning itself as a leader in the AI revolution that many believe will be as transformative as the PC and internet revolutions combined. From its humble beginning as a two-person partnership developing BASIC interpreters in an Albuquerque office to becoming a technology titan that shapes how billions of people work, play, and communicate, Microsoft's 50-year journey exemplifies American entrepreneurial success, demonstrating how vision, strategic thinking, adaptability, and the courage to reinvent oneself can build an enduring legacy that continues to influence the digital transformation of the 21st century, with the company now positioned at the forefront of cloud computing, gaming, and artificial intelligence three of the most important technology trends defining our era—while maintaining its core mission to "empower every person and every organization on the planet to achieve more," a testament to the enduring vision of Bill Gates and Paul Allen who dared to imagine a world where personal computers would be as common as telephones, and then built the software foundation that made that vision reality.

What is the reason behind Indians excel in overseas?

Once APJ Kalam was addressing a gathering of school children in Anand, Gujrat in which one of the students asked a question about Indian war weapon’s Capability to which he asked him why this doubt arose in your mind. The student said he read report in the media which led him to think so. APJ further said “This is a unique characteristic of our country to belittle our capabilities. It may even be genetic”. India can design, develop and produce any type of missile and any type of nuclear weapon. This is a capability only four countries in the World have. You remove all the doubts from your mind” mentioned in his most popular book “Ignited Minds”.

As per Min.of External Affairs report there are approx.13 million Indian national abroad. The UN World Migration Report 2024 states nearly 18 million people born in India are living in other countries. When including people of Indian origin who are citizens of other countries the total no is over 35 million. Between 2020 to 2022 a large no of Indians went abroad for work were over 2.8 million. You don’t need to look far to see India’s imprint across the globe. They are showing their presence in 32 countries (Wikipedia) Every year, 2.5 million (25 lakh) Indians immigrate overseas, making India the nation with the highest annual number of emigrants in the world. 

The reasons behind the exceptional success of the Indian diaspora in overseas countries, often perceived as excelling more abroad than in their home country, are a complex interplay of systemic issues in India, high-quality merit-based talent selection by host nations, and the inherent qualities of the Indian professional. Firstly, the phenomenon is driven by 'push' factors from India, primarily the immense internal competition, limited job opportunities for a massive talent pool, and the slow pace of upward socio-economic mobility, which remains an arduous climb for many due to structural and bureaucratic hurdles. The lack of adequate funding for research and development and a sometimes conformist, hierarchical 'yes boss' work culture often stifle the innovation and independent thinking necessary for global leadership roles. These conditions create a "brain drain," where India's most ambitious and highly educated professionals pre-vetted through one of the world's most rigorous and competitive education systems like the IITs and IIMs seek environments that better match their skill and ambition.

The 'pull' factors from overseas countries, especially the United States 5.4 million Indians (TOI July 22,2025) United Kingdom1.86 million Indians, Canada2.88 million Indians, and Australia 976,000, are crucial: they offer significantly higher wages, better living standards, and, most importantly, a more meritocratic and process-driven work culture. These environments reward knowledge, intelligence, and analytical thinking directly, valuing innovation and an independent mindset, which are attributes that India's education system inherently trains, yet often fails to utilize domestically. When it comes to the specific qualities or top priority parameters for which they are chosen, the selection is predominantly a matter of prerequisites and merit. The top parameters are knowledge and intelligence, manifested as technical proficiency and deep domain expertise in high-demand sectors like Information Technology, Engineering, Healthcare, and Finance. Indian professionals' command over the English language, a legacy of India's colonial history, serves as a significant, immediate advantage for seamless integration into the Anglophone global professional landscape. Furthermore, Dedication and an exceptional work ethic are highly valued; Indians are widely regarded as being hard-working, flexible, and adaptable to diverse global settings, sometimes being seen by host nations as employees who are generally willing to follow instructions and work diligently without questioning the status quo, which some studies suggest can contribute to them facing less initial skepticism than professionals from other nations. The term cheap labour is largely an outdated, historical reference to the unskilled indentured labour of the colonial era. For the contemporary, successful diaspora, this is a misnomer, as they often rank among the highest-earning immigrant groups globally, reflecting the high value placed on their specialized skills and expertise. The intangible qualities of Integrity and Trust are also factors, as the diaspora's collective success enhances India's global reputation, fostering stronger international trade and business networks. In essence, the success of Indian professionals abroad is not a matter of a single quality, but a powerful confluence: a high-pressure home environment effectively pre-selects a resilient and technically superior talent pool, and a clear, merit-focused, resource-rich host environment then allows that proven talent to fully realize its potential, leading to success that is directly commensurate with their merit and exceptional prerequisites. This shift from the chaotic, competitive environment of India to the structured, reward-based systems abroad is the primary key that unlocks the latent potential of this ambitious, skilled demographic.

Think "WIN - WIN" Doctrine By Stephen R.Covey

The Win-Win Thinking formula by Stephen R. Covey in his book “The 7 Habits of Highly Effective People” is about constantly seeking mutual benefit in all human interactions. He explained beautifully in the 4^th Habit, it's not about being nice or compromising where both parties feel they've lost something; it's about finding a "Third Alternative"—a solution where all parties feel good about the decision and are committed to the action plan. It requires a balance of courage (expressing your needs) and consideration (understanding the other's needs), rooted in the Abundance Mentality—the belief that there's enough success and resources for everyone. How it works......

Scenario: A family of four (parents and two teenagers) is deciding on a summer vacation.

Teen 1 (Win-Lose): Wants a week at a theme park; anything else is a "lame" loss.

Parent 1 (Lose-Win): Agrees to the theme park to avoid conflict, but secretly resents the cost and chaos.

The Win-Win Solution: The family discusses the underlying needs. The teens want excitement and independence. The parents want relaxation and quality time. They decide on a trip combining both: a few days near a scenic national park with hiking/water sports (fulfilling relaxation/quality time) followed by a short two-day stay at a theme park resort (fulfilling excitement/independence). This "Third Alternative" meets the most important needs of everyone.

Win-Win Outcome: Everyone is genuinely excited and committed to making the trip a success.

Scenario: You and a colleague, who are on different projects, both urgently need the company's only high-speed scanner for a critical deadline.

Win-Lose Approach: You grab the scanner first and tell your colleague they'll have to wait. They lose.

The Win-Win Solution: You approach your colleague and say, "I know we both need this scanner desperately. My critical documents are only 50 pages, but yours are over 300. How about I use it for the next hour to scan my critical pages, and then I'll immediately hand it over to you for the rest of the day, and I'll even help you prep your documents while it's scanning?"

Win-Win Outcome: You meet your immediate critical need, and your colleague gets the vast majority of the time and extra help, strengthening your professional relationship and ensuring both deadlines are met without major conflict.

Lose/Win, where one person gives in easily to please the other, often leading to suppressed feelings and resentment. He has no demands, no standards, no expectations, and no vision, and hence is easily intimidated by the ego strength of others.

Lose/Lose is the destructive outcome when two stubborn, ego-driven individuals clash, resulting in both parties suffering. A slightly less confrontational option is Win (or "Win/Don't Care"), where one person focuses only on achieving their goal, without actively trying to make the other person lose. Finally,

Covey's Daughter and Delegation: The Win-Win Agreement

Covey describes an incident with his 16-year-old daughter where he moved from a Win-Lose delegation style ("Do this task exactly as I say") to a Win-Win Performance Agreement.

The agreement included five key elements that had to be mutually understood and committed to:

Desired Results: What needs to be accomplished (e.g., a sparkling clean kitchen).

Guidelines: The acceptable parameters within which the results must be achieved (e.g., must be done before 6 PM, do not use the expensive linen towels).

Resources: The tools and support available (e.g., access to all cleaning supplies, money for a new brush).

Accountability: The standards of performance and time frame (e.g., a check-in at 5:30 PM, sparkling clean once a week).

Consequences: What will happen (positive and negative) as a result of the agreement. By jointly creating this agreement, his daughter felt empowered and accountable. Here she was liberated from monitoring on her technic, methods the way she does the work as agreed upon. She will not be punished or rewarded if she did not do the task the way we expected she should do. She was confident his standards would be met. This transformed a chore into a mutually understood Win-Win outcome.

Covey described a seminar where 800 executives gathered to reward 40 top executives. He highlights that while the talk was about teamwork and collaboration, the system—a competitive annual ranking that rewarded only the top few—was fundamentally Win-Lose.

The powerful takeaway is: If you talk Win-Win but reward Win-Lose, you'll have a losing program on your hands. Covey said, No doubt, 40 people have won, but 760 people lost. He made them use the formula of cooperation and synergize with structural changes of the organisation. This resulted next year 1000 executives gathering and 800 received awards,  besides individual awards to a few.

For Win-Win to survive in an organization, the systems (compensation, training, information) must support it. If you want teamwork, you must reward team results, not just individual heroism. The structure of rewards must align with the philosophy of cooperation.

The Third Eye: Win-Win in Sports (A Win-Lose Arena)

It's true that in a final game of a sport, the ultimate result is Win-Lose (one team wins the trophy, the other loses the game). However, looking with the "third eye" reveals profound Win-Win opportunities within the competition: we hear in most of the sports people saying one team won the game and the other won the hearts of the people. That is called Sport, not battle.

Win-Win for the Spectators/League: A fierce, respectful, and well-played competition (where both teams push each other to their limits) is a Win for the fans, media, and the sport's overall revenue and image.

Win-Win for the Athletes (Self-Improvement): Athletes on both teams Win by playing in a high-stakes, competitive environment. The opposing team pushes the winner to perform at their absolute peak, and the "losing" team gains invaluable experience, identifying weaknesses and developing resilience that fuels future growth. Both teams win by getting better.

Win-Win for the Relationship: When the competition is played with integrity and mutual respect, the relationships between the players, coaches, and organizations are strengthened, ensuring a positive long-term environment for the sport

Seeking solutions and agreements that are mutually beneficial and satisfying. The Third Alternative. "Don't compromise. Instead, look for an inventive solution that fully addresses the deepest concerns of all parties."

Character Traits: "Integrity (sticking to your values), Maturity (balance of courage and consideration), and Abundance Mentality (belief in plenty for all).",Nourish your inner security. Your belief in scarcity is the biggest threat to genuine Win-Win.

Pillars, "Emotional Bank Account (high trust), Win-Win Agreements (clear expectations), and Win-Win Systems (aligned structures)." Build trust first. A high Emotional Bank Account allows you to have the courage to seek a Win-Win without fear of damaging the relationship.

Safety Net, "Win-Win or No Deal. If a mutually beneficial solution can't be found, it is better to agree to amicably walk away than to force a detrimental, low-trust outcome." "Be willing to walk away. Knowing you can say ". "No Deal" gives you the courage to truly advocate for your own Win, making a true Win-Win more likely."

Find the Real You

 When you look in the mirror, you see a face that you have known all your life. You see a person that you intimately connect with. You see you! But it is not the real you, the true you. The real you is on the inside, the inner person. And that inner person is directly re-sponsible for the outer you and the things you do or don't do. As a man thinketh in his heart, his core, his so as he is! The inner you is the core you. true being, Just as the heart of the artichoke is the prime part, your core is your best part. The core of the apple is the most important part because after all is said and done (or in this case, after all is said and eaten), the core contains the seeds that are the future of that apple. If you cut an apple in half you could count the seeds in that apple. But you could not count the future apples that are in those seeds!

The center, the core, of the pineapple is where the sweetest fruit is found. The same is true for us. The heart is the core, where our most intense thoughts, 

feelings, and beliefs are found. If you can tap into that inner person and tap into the thoughts and feelings that are found there, then you can begin to tap into your "true thoughts, dreams, beliefs, and values." These are the things that make you act on your desires. These are the things that guide, direct, determine, and create.

How you live your life. This is where you determine what you will and will not do, what you go after and what you choose to ignore, what you attempt and what you shy away from. As a man thinketh in his heart, in his core, his inner man, so as he is. The core, the center, the heart is the real you.

Before you change your thinking, you have to check what kind of thing goes into your mind. IF checked and found the stuff need to be changed. So how will you control the feed?.For that your thinking to be changed first. Your thinking affects how you act and therefore what you do, just as to change your weight and health you must change what you eat. And the same is true for your mind. You must fill your mind with positive, healthy, inspirational, and encouraging material and get rid of the things that will kill your dreams and aspirations: doubt, fear, and negative thinking. Just as you are what you eat, you also are exactly what you think about. Remember that your input always determines your output. Change your thinking and change your life!

Story of McDonald's, From Hot Dogs to Global Empire

The Rise of McDonald's: From Hot Dogs to Global Empire

The Founders and the Spark: Richard and Maurice McDonald The true founders of the McDonald's restaurant were brothers Richard "Dick" and Maurice "Mac" McDonald. They were the original innovators who created the revolutionary system. How They Started: The brothers initially opened a hot dog stand in Monrovia, California (1937), and later converted it to McDonald's Famous Barbecue in San Bernardino (1940).

The Big Innovation (The Spark): In 1948, they realized most of their profit came from hamburgers. They took the radical step of shutting down their profitable drive-in to completely redesign the operation, focusing on speed, volume, and low price. They scrapped carhops, eliminated most menu items, and streamlined the kitchen into an assembly-line system known as the "Speedee Service System. "This new model allowed them to sell a high-quality hamburger for 15 cents (about half the price of competitors) and deliver it in seconds, not minutes. 

The Empire Builder: Raymond Albert Kroc was a different kind of entrepreneur—a visionary salesman who saw the potential for the system to be replicated across the nation. Initial Position: Kroc was a 52-year-old traveling salesman in the early 1950s, selling Prince Castle Multimixers (milkshake machines). He was not finding much success and was far from wealthy. The Encounter: In 1954, he was astonished when the small San Bernardino McDonald's ordered eight of his milkshake mixers. He travelled to the location and was mesmerized by the brothers' efficient, clean, high-volume operation. This was the moment he saw the "greener pastures"—the potential to take this standardized system nationwide. The Rise to Present Position:1955: Kroc opens his first franchised McDonald's in Des Plaines, Illinois, after acquiring the rights to franchise the system nationally (except in the brothers' home region). This is the year the McDonald's Corporation was officially founded.1961: Kroc buys out the McDonald brothers for $2.7 million (about $28.4 million in today's money), gaining full control of the name and the system. This was the critical moment that allowed him to scale the company aggressively, as the brothers were content with slower growth. Kroc focused relentlessly on Quality, Service, Cleanliness, and Value (Q.S.C. & V.) and established the legendary Hamburger University to train franchisees to replicate the exact system. Initial Employees Primarily the McDonald brothers and a small crew of cooks in the San Bernardino location. No carhops were needed under the new system.150,000 company employees globally (2023). Millions more employed by independent franchisees worldwide. Spread One restaurant in San Bernardino, California. Over 40,000 restaurants in nearly 120 countries. The US has the highest number of locations. Founding Year1940 (original barbecue stand) / 1948 (Speedee Service System)1955 (McDonald's System, Inc. created by Ray Kroc, the official corporate founding) Annual Sales (Corporate Revenue)The original restaurant was immensely successful locally, but sales figures were regional. Global corporate revenue reached $25.49 billion (FY 2023). Franchised restaurant sales globally exceeded $119 billion (2023). 

The McDonald Brothers: Their lesson is to analyse your work and find efficiency. They didn't start a new restaurant; they closed a profitable one to re-engineer the entire process. They focused on the 20% of the menu that delivered 80% of the profits. This demonstrates the power of process innovation and bold restructuring when conventional methods fail. Ray Kroc: His lesson is about perseverance, vision, and scale. Kroc was in his 50s, struggling as a salesman, when he found his opportunity. His scale up was not a new product, but the realization that a successful system could be replicated indefinitely. He didn't just sell burgers; he sold consistency, reliability, and speed. His story proves that it is never too late to find your opportunity, provided you have the belief and vision to see the potential for growth where others see only a small shop. Reason for Proliferation in the US and its transformation into the McDonald's Corporation were due to a combination of economic conditions and strategic innovations engineered by Ray Kroc and his early team:

The Post-War American Lifestyle: The 1950s saw a boom in suburban migration and automobile ownership. People were driving more, had less time to cook, and needed quick, affordable meals that could be consumed easily, often in the car (leading to the later success of the drive-thru).The Franchise Real Estate Model: Kroc's biggest strategic move (advised by financial expert Harry J. Sonneborn) was to establish the Franchise Realty Corporation. The true genius wasn't just selling hamburgers, but in buying the land upon which the franchises were built and then leasing it to the franchisees.

 This model provided McDonald's Corporation with: A stable, appreciating real estate asset base. A consistent, reliable stream of rental income (far more lucrative than just the royalty on food sales).Control over the location and quality of every single franchisee. Standardization and Consistency (Q.S.C. & V.): Kroc ensured that a McDonald's hamburger in Illinois tasted exactly the same as one in California. This predictability become foundation for mass-market acceptance. Targeting the Middle Class: Kroc deliberately franchised to middle-class individuals who were eager to invest and strictly follow the McDonald's formula, which ensured high standards of operation and aggressive expansion across the country.

An Inspiring Story for the Unemployed youth  The story of McDonald's is a powerful motivator for anyone facing unemployment because it shows that success is often found not in inventing something entirely new, but in improving and relentlessly executing a system.They have proved 15 cent product can make a fortune of $119 billion (2023).No job is small or inferior if done the way these two brothers have shown the World how a meagre 15 cents products can fetch billion dollars fortune. 

The KFC Story: Colonel Harland David Sanders

 The Humble Start and the 'Spark' (1930s)

Colonel Harland David Sanders (1890–1980) had a life full of mixed success, holding various jobs including Fireman (steam engine stoker), Farmer, Wagoner, Blacksmith and Insurance salesman.

How He Started: At the age of 40, in 1930, Sanders took over a Shell filling station in North Corbin, Kentucky. He began serving meals—including fried chicken, country ham, and steaks—to passing travellers from his own living quarters. This evolved into the Sanders Court & Café.

The Problem & The Spark: Sanders believed his chicken had to be slow-cooked in a cast-iron skillet to achieve high quality, but this took 35 minutes, which was too long for travellers. He refused to deep-fry the chicken, which he felt lowered the quality.

In 1939, he found his solution: the commercial pressure cooker. He modified it into a pressure fryer. This reduced the cooking time to be comparable with deep frying while, in his opinion, retaining the moisture and quality of pan-fried chicken.

In 1940, at age 50, he finalized his famous "Original Recipe" of 11 herbs and spices. This made him and his recipe a Talk of town. And the appreciations and accolades reached to such high that he was awarded honorary title of Kentuchy Colonel by none other than the State Governor in 1935.This title created for him as his brand identity.Then came the crisis period. In the early 1950s, the construction of Interstate 75 was planned to bypass Corbin, Kentucky, spelling the end for his successful roadside restaurant. Facing the collapse of his main business, and with only a small Social Security check, Sanders decided on a radical, late-life career change.

The Greener Pasture era: Instead of retiring, he decided to travel the US to franchise his recipe and cooking method. The business model was brilliantly simple and scalable:He did not only sell a restaurant;but also sold his system. He would enter a restaurant, cook his chicken for the owner, and if they agreed to sell it, he would franchise the recipe and the process.

He charged a royalty fee of only four in the beginning then it gone up to five cents on every chicken sold by the franchisee.

Initial Employees & Early Expansion:

His first franchise was opened in 1952 in South Salt Lake, Utah, by his friend Pete Harman. It was Harman's sign painter who came up with the name "Kentucky Fried Chicken."

Sanders himself was the initial "employee" driving his car, selling the recipe door-to-door. Legend says he was rejected over 1,000 times before striking a successful deal.

By 1964, there were more than 600 KFC franchises in the US and Canada.

The Business Proliferation and Legacy

Sanders sold the company in 1964 (at age 73) for $2 million to a group of investors, who took the company public and rapidly expanded it. He remained the brand ambassador, traveling over 200,000 miles a year to promote KFC globally.

KFC Key Business Metrics            Detail

Founded Year (Restaurant)         1930 (Sanders Court & Café)

Founded Year (Franchise)                                        1952 (First Franchise in Utah)

Annual Sales (Global Systemwide)           Over $30 billion (Estimated 2024 figure, as part of Yum! Brands)

Current Spread Over 25,000 outlets in nearly 150 countries.

Export to Sheets

The reason for the proliferation of KFC was the success of its franchise model combined with product differentiation:

Unique Product: The "Original Recipe" and the pressure-frying method set it apart from typical deep-fried Southern chicken, giving it a distinctive taste and texture.

Scalable Franchise Model: The low initial royalty fee made the concept attractive to small, independent restaurant owners.

Branding and Personality: Colonel Sanders became one of the world's most recognizable celebrities, ensuring trust, authenticity, and instant brand recognition globally.

The Inspirational Lesson for the Unemployed

Colonel Sanders' story is one of unrelenting perseverance and the belief that age is just a number:

He faced bankruptcy in his 60s, an age when most people retire, yet he chose to start a new, far more ambitious business.

He drove across the country, sleeping in his car and facing over a thousand rejections, demonstrating extraordinary "grit" (persistence and passion).

His success came from recognizing that his value was in his unique, perfected process (the pressure fryer method) and his secret formula, not just the brick-and-mortar restaurant. He monetized his intellectual property (the recipe and system).

His journey proves that if you have a unique skill or perfected product, you can build an empire, even if you have to start from scratch multiple times. Those who see his success as an inspiration if they contemplate the toil behind this they will learn a lot that there is no shortcuts in life.