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Assessing the Prototypes

Jennifer Riel is a strategic adviser to senior leaders at a number of Fortune 500 companies. Her book, Creating Great Choices is an insightful and instructive blend of storytelling, theory and hands-on advice to help any leader or manager facing a tough choice. The book includes fresh stories of successful integrative thinkers that will demystify the process of creative problem solving, as well as practical tools and exercises to help readers engage with the ideas. 
 
Storytelling converts a possibility into a narrative— a tale of events that proceeds over time and has a beginning, a middle, and an end. A story lets you explain what happens within the possibility— the plot points of your new and better world. Narrative is an effective way to capture and explain a new idea because humans are naturally drawn to stories; stories are the way people have learned and shared critical information since our ancestors were crouched around a campfire.
Using stories lets you engage deeply with ideas, because you can fully picture the possibility in your mind’s eye. Once you do that, you will be able to communicate that picture to others. As screenwriting teacher Robert McKee puts it, “If you can harness imagination and the principles of a well- told story, then you get people rising to their feet amid thunderous applause instead of yawning and ignoring you.”
Our friend Claudia Kotchka, former head of design at P&G, is a master storyteller. To illustrate the impact of human- centered design to her peers at the sometimes- rigid consumer goods giant, she would tell a story about Altoids. Yes, the curiously strong mint introduced in the 1780s and now owned by Wrigley. Kotchka would illustrate the special appeal of Altoids by describing the process of looking at the cheerful metallic box with its nostalgic typeface and then opening the tin, hearing the liner paper crinkle, smelling the wafting scent of peppermint oil, and seeing the uneven little mints, seemingly hand-made, lying haphazardly within.
Kotchka would go on to describe what Altoids would look like if they’d been developed through P&G’s structured, rigorous, and highly reliable processes: perfect, uniform mints in a simple plastic container with a slightly garish sticker on the front. The “waste” of the liner paper and the expensive metal box would be eliminated. The “imperfection” of the varied mints would be remedied. The understated label design would be “livened up.” And voilà, all the distinctiveness of Altoids would disappear— along with the brand’s intense consumer loyalty and price premium.
Kotchka called her imaginary new product Proctoids, after the irreverent nickname sometimes applied to P&G employees. Her vivid and funny story hit home with audiences inside P&G and out, illustrating her point more clearly than reams of data on failed innovations.
Try This
Think back to the invention of the iPod. Craft a short narrative that would explain the core of the idea and the way it works to create new value for users and for Apple. Try the same for one of the possibilities you generated in chapter 7.
For each of your possibilities, think about the story you could tell about it, focusing on how each possibility would be experienced by real people. The story needn’t be long or obsessively detailed. The objective of the narrative should always be to help you, and others, understand the core value of the possibility.

 

Marketing

Jeffrey Bussgang is a venture capitalist, entrepreneur, and professor at Harvard Business School. In his book, Entering StartUpLand you seek your ideal entry point into this popular, cutting-edge organizational paradigm. It is a practical, step-by-step guide that provides an insider’s analysis of various start-up roles and responsibilities. You’ll gain insight into how successful startups operate and learn to assess which ones you might want to join–or emulate.
 
When I was head of Marketing at one of my startups, our sales director in Australia came to our annual sales meeting bearing a gift for me: a boomerang. He said it was because I always came back to him with answers to his questions when he was in the field chasing sales opportunities. I keep that boomerang in my office to this day and still think about how much field sales people appreciate it when the marketing team gets back to them in a timely, responsive fashion. For a marketing executive, being customer focused means paying attention to your internal customers as well as your external ones.
When entrepreneurs discuss with me the reasons they need to raise money for their startups, the focus is typically placed first on building the product and then selling it. The two most expensive functions at a startup are the product team and the sales team. Marketing profoundly affects them both: on one side, it heavily influences product design; on the other, it focuses and supports Sales. So the marketing function is like the productivity engine of the startup. When a startup has a great marketing function, the product and sales teams both look amazingly productive, and nobody knows why. Everybody typically credits the head of Sales and the head of Product, but behind the scenes, it’s Marketing that makes them look good.
Marketing, in other words, is the unsung hero of the startup.
Strangely, startups often hire marketing people too late. First they hire the team required to build the product—product managers or engineers. Then they hire one or two salespeople to sell the product. Remember the organization chart for my twelve-person startup in chapter 1 (figure 1-2)? There are zero marketing people. It’s a common mistake.
Typically, the first marketing person might get hired as employee number twenty or thirty, often after a startup hits a snag. Perhaps the sales force has become unproductive and is idling. So the startup scrambles to get a marketing function installed quickly to help. By then, though, it’s often too late. When a startup misses its sales numbers, the sales people get blamed. But the problem, typically, is not that the salespeople are incompetent; it’s that the startup lacks marketers who can generate leads and acquisitions for those salespeople. As a result, Sales is either getting bad leads or no leads at all. They’re lacking the good, competitive weapons that skilled marketers can provide, so they’re struggling to win.
That’s when the company needs Marketing. It needs Marketing to provide support for Sales.
Grab a copy of the book: Entering StartUpLand 

 

Competing on Analytics with External Processes

Competing on Analytics provides the road map for becoming an analytical competitor, showing readers how to create new strategies for their organizations based on sophisticated analytics. Introducing a five-stage model of analytical competition, Davenport and Harris describe the typical behaviors, capabilities and challenges of each stage. It is the definitive guide for transforming your company’s fortunes in the age of analytics and big data.

Thomas H. Davenport is the President’s Distinguished Professor of IT and Management at Babson College and a research fellow at the MIT Initiative on the Digital Economy. Jeanne G. Harris is on the faculty at Columbia University, where she teaches Business Analytics Management.
 
The  great  challenge  for  brand  managers  in  the  current  age,  however, is developing a closed loop of analytics describing how customers interact with a brand across multiple channels. With this information, brands can learn not only what ads and promotions customers see, but how  they  react  in  terms  of click-throughs,  conversions,  and  service. Most  companies  find  it  difficult  to  marshal  all  this  data  and  make sense of it with analytics.
One company that does do it well, however, is Disney’s Parks and Resorts business unit. The business has long been highly analytical, optimizing hotel prices, ride times, and marketing offers. Now, however, due to a “vacation management” project called MyMagic+ that cost over $1 billion and began in 2008, it is able to close the loop on how all that marketing translates into a customer experience. The ambitious goal of MyMagic+ is to provide a more magical, immersive, seamless and personal experience for every single guest. From the beginning of planning a Disney park or hotels reservation, the customer is encouraged to register and to supply an email address. The customer can plan a family trip (and, at the same time, register all family members or friends participating in the trip) with the MyDisneyExperience website or app. Disney is then able to learn what activities the customer is considering and what web pages engage different family members. Customers are also encouraged to sign up for the FastPass+ service, which offers them shorter wait times; in exchange, they share information  about  the  park  attractions,  entertainment  options,  and  even greetings from Disney characters they intend to experience.
What really closes the loop for Disney, however, is the MagicBand. Rolled out in 2013, these wristbands are typically mailed to a family before its visit starts. From the customer’s standpoint, it allows access to the park and hotel rooms, FastPass+ entry to attractions at specific times,  and   in-park and hotel purchases. It also stores photos taken with  Disney  characters,  and  allows  the  characters  to  have  personalized  interactions  with  kids.  From  Disney’s  standpoint,  it  provides  a  goldmine  of  data,  including  customer  locations,  character  interactions, purchase histories, ride patterns, and much more. If customers opt in, Disney will send personalized offers to them during their stay and after they return home.
The  scale  and  expense  of  the  MyMagic+  system  is  reflective  of the fact that the ante has been raised for competing on analytics. It may  take  a  while  for  Disney  to  recoup  its  billion-dollar  investment in this closed loop system, but the company has already seen operational benefits in being able to admit more customers to parks on busy days. There is also a belief that the system will deter customers from visiting competitor parks. Key to the ultimate value of the program, however, will be extensive analytics on how marketing and branding programs translate into actual customer activity.
Find this book:- Competing on Analytics: The New Science of Winning 

What is the meaning of fitness?

Shivoham is one of India’s foremost fitness trainers. In his book,‘The Shivfit Way’ he shows how to work out without any equipment or machines. He combines cardio, strength training and weight exercises for a full-body workout. He also offers a whole new perspective on what it means to be fit and how to motivate yourself to start exercising. This book is coauthored by Shrenik Avlani, who is a newsroom veteran with nearly two decades of work experience as a leading writer in the field of endurance sport and fitness.


The Merriam-Webster dictionary defines fitness as ‘the quality or state of being fit’, while fit is defined as ‘sound physically and mentally’. Though the word was first used in 1580 ad, its dictionary 
definition does not tell us much about what fitness actually is.
We have seen triathletes compete in Ironman races which involve swimming 3.86 kilometres, followed by cycling 180.25 km and then immediately running a full marathon of 42.195 km, being crowned the fittest men and women in the world. but put them in a gym and ask them to lift weights, and you will find that they fare rather poorly. Even a boy or girl of average strength will be able to lift more than the fittest men and women on earth if endurance sport is the measure of fitness, as it mainly enhances the aerobic capacity of an individual.
But walk into a weightlifting clinic or lifter training for the Olympics and you would find the smallest of them lifting much more than their body weight. Lifters usually describe their colleagues as strong, not fit. Now ask them to run a couple of kilometres or swim just 500 metres, you are most likely to see them struggling and gasping for breath pretty quickly. so, strength alone also cannot be a parameter to measure fitness.
Clearly, fitness means different things to different people. Depending on who you ask, fitness is likely to be defined in terms of things people are good at or specialize in. For a runner, being able to run a full marathon in under four hours is being fit. For a body-builder, big muscles are clear indicators of fitness. Then again, talk to weightlifters, and they will tell you that their ability to lift weights three times heavier than themselves is proof of their fitness. For the average person, fitness could mean something as simple as going through an entire day of work and having enough energy to indulge in their hobbies or run and play freely with their kids without feeling exhausted.
In the many years I have spent in this industry, and during the course of my own journey, I have come to realize that no single parameter can measure fitness. several factors measure different attributes of your body, and the ones you pay more attention to depend on which school of fitness you follow. For example, if you believe having sculpted abs is a mark of fitness, then you will strive for low body fat percentage. For others, it could be achieving the ideal weight according to their height and body type.
Since I believe in and practice CrossFit, I follow its founder Greg Glassman’s definition of fitness, which is based on the following ten general physical skills:
Cardiovascular or respiratory endurance: The ability of the body to gather, process and deliver oxygen to its different parts.
Stamina: The ability of the body systems to process, deliver, store and utilize energy.
Strength: The ability of a muscular unit, or combination of muscular units, to apply force.
Flexibility: The ability to maximize range of motion at a given joint.
Power: The ability of a muscular unit, or combination of muscular units, to apply maximum force in minimum time.
Speed: The ability to minimize the time cycle of a repeated movement.
Coordination: The ability to combine several distinct movement patterns into a singular distinct movement.
Agility: The ability to minimize transition time from one movement pattern to another.
Balance: The ability to control the placement of the body’s centre of gravity with regard to its support base.
Accuracy: The ability to control a movement in a given direction or at a given intensity.
Find this book: The Shivfit Way

Reintroduce Yourself

Reinventing You provides a step-by-step guide to help you assess your unique strengths, develop a compelling personal brand and ensure that others recognize the powerful contribution you can make. Branding expert Dorie Clark mixes personal stories with engaging interviews and examples from Mark Zuckerberg, Al Gore, Tim Ferriss, Seth Godin and others to show you how to think big about your professional goals, take control of your career and finally live the life you want.

Small, tangible signals are only part of the battle, however, the biggest challenge is changing your behavior to reflect your new goals and reality. For over a decade, Dan had worked at a large, international technology company, ascending to the rank of engineering director. But when he decided to leave for a newer tech company with a hip reputation, he realized his résumé had some baggage attached. His previous employer was well-known and respected by the public, but in tech circles, it was viewed as an old-line behemoth, resistant to change and full of stuffy bureaucrats, not exactly the image he wanted to project to his new colleagues. “I had to work to get other people to understand I was comfortable in the new environment,” he says. “It’s a grassroots culture, so I had to start building relationships and trust. It was lots of time ‘managing by walking around,’ being as visible as possible. With anything that smacked of a big company, like having a standing staff meeting, I overreacted against it.”
Dan realized he had to make connections quickly to shape his colleagues’ perception of him, but he was starting at a disadvantage. “I discovered my entire personal network was at [my previous employer],” he recalls. “I decided I shouldn’t be in that situation again.” So he embarked on a networking campaign to deepen his connections both inside and outside his new company, and in the process, build a reputation as a forward-thinking, connected executive who understood industry trends. But there was only one problem: his personality.“I’m a fairly introverted guy,”Dan says.“I hate taking these meetings with strangers, the idea of a meeting that’s not going to help me get the job I have in front of me done, or getting to know people without an action item.”
But he forced himself to persist. “I realized it was important, that by the time you need connections, you can’t suddenly make them. You have to be ready.” These days, while his night-owl engineering team is sleeping in, Dan has a steady regimen of breakfast meetings including “people in my industry at other companies, executive search people, leaders at small companies, venture capitalists, a guy who works on corporate turnarounds.” When it comes to making connections, Dan says, “the biggest change is my default answer used to be no, and now my default answer is yes. I’ve focused on reasons to say yes.”
His networking has paid off. He’s now on the pulse of start-ups to acquire and knows which ones are going down (and from which he can poach talent). He’s made himself indispensable to his company and the furthest thing from an old school, bureaucratic manager. In fact, he’s found ways to play with his background and upend expectations. When he discovered his new company required receipts for all travel expenses above $25, whereas his old firm’s threshold was $75, he shook up his colleagues by letting them know it was less bureaucratic at his old company and suggested they change the policy. He recalls with pleasure: “I could use negative branding to my advantage.” And he knows that if he wants to change jobs in the future, he’s positioned himself with the contacts and branding he needs to land securely.
Find this book: Reinventing You

The Making of the Indian Muslim Civilization

Today roughly 500 million Muslims inhabit South Asia, although the process of Islamization began in the eighth century, the region developed a distinct Indo-Islamic civilization that culminated in the Mughal Empire. In the Gulf, while paying lip service to the power centres, including Mecca and Medina, this civilization cultivated its own variety of Islam, which was based on Sufism.
‘The Islamic Connection’ gathers together some of the best specialists on the pan-Islamic ties and explores  ideological, educational and spiritual networks, which have gained momentum due to political strategies, migration flows and increased communications.
 
Revisiting the old notion of ‘acculturation’ from the point of view of the ‘connected history’ school of thought,5 Sanjay Subrahmanyam argues that when civilizations meet, ‘Time and again, then, we are forced to come to terms with a situation that is not one of mutual indifference, or of a turning of backs, or of a deep-rooted incomprehension, but of shifting vocabularies, and changes that are wrought over time by improvisations that eventually come to be part of a received tradition.’ In South Asia, Muslims have invented their own ‘brand’ of Islam soon after their arrival in the region, following their encounter with the dominant civilization, Hinduism.
Certainly, the Caliphate played a role in the initial conquest of South Asian territories by Arabs in the eighth century. It was the Khalifah al-Walid b. ‘Abdul Malik who, hearing that Arab traders had been captured by the ruler of Sind, asked the governor of Baghdad to send an army to liberate them in 711. The soldiers of Muhammad b. Qasim did more than that and conquered the whole of Sind. The social structure of the Muslims of South Asia, who became dominant in spite of their remaining a minority, reflects their attachment to the Arabian peninsula: the upper strata was made of those (the Syed) who claimed that they descended from the Prophet. Another source of prestige came from the accomplishment of the Mecca pilgrimage (the Hajj), the title ‘Hajji’ being affixed to the name of those who had done it.
However, the Muslims who brought Islam to South Asia in a sustainable manner were not those who used the sword to conquer the region and/or who looked back, but the Sufis who made India a sacred land for Muslims, as mentioned in the introduction of this volume, after the establishment of khanqahs (buildings designed for the gathering of Sufis saints’ disciples) and dargahs (tombs of saints) which became major pilgrimage centres.
Not only did Muslims of medieval India distance themselves from the holy cities of Arabia and develop sacred sites across ‘their’ land, they also initiated spiritual relations with the Hindus. While orthodox scholars developed forms of Islamic proselytization in order to convert these ‘infidels’ (kafirs), some Sufis and several Muslim rulers promoted a very substantial spiritual dialogue with Hindus. The encounter of Sufis and Yogis resulted in rich spiritual exchanges.For making possible this dialogue, which reached its culminating point during the Mughal Empire under Akbar, spiritual treaties were translated from Sanskrit to Persian and Arabic. Besides, after 1579, Akbar appeared as a competitor for the Caliph himself as suggested by Sanjay Subrahmanyam:
In early September 1579, a group of theologians, including the Shaikh ul-Islam, were pressurized into signing a text claiming for Akbar a special status of Padshah-i Islam, beyond that even of a Sultan-i Adil. […] one of the epithets used for him was now Mujtahid, as also Imam-i Adil, the latter startlingly close to the usages favoured at one time by Süleyman. Indeed, the challenges was directed in good measures at the Ottomans, who had claimed superior status as the Khalifas of the east, with their conquest of Egypt.
These words and the spiritual innovations of Akbar reflected the great autonomy of the Indo-Islamic civilization vis-à-vis West Asia, including the holy cities of the Arabian peninsula and Istanbul, the seat of the Caliphate. But the fact that Akbar claimed that he was a kind of Caliph also shows that the Indian Muslims were deeply attached to the idea of the Caliphate, that they somewhat tried to replicate. And when the Mughal Empire started to wane, the attitude of the Muslim Indians towards the Ottomans changed.
Local Muslim rulers threatened by the Europeans turned to the Ottoman Sultan for help and recognition in the eighteenth century, including those of the Malabar coast and Tipu Sultan, the warlord of southern India who put up the most successful resistance to the British. Tipu Sultan sent an ambassador to Constantinople in 1785 requesting that he bring back a letter of investiture from the Ottoman Sultan and military support. He got the former, but not the latter. The declining Mughal dynasty also turned towards the Ottoman Sultan. In fact, the less power the dynasty retained, the more Indian Muslims turned to the Caliph as their protector. In the first half of the nineteenth century, ‘the name of the Ottoman sultan definitely came to be mentioned in the Friday khutba in some Indian mosques.’ Gradually, Indian ulama recognized the Ottoman sultans as the holder of the universal caliphate. This trend reached its logical conclusion after the last Mughal Emperor, Bahadur Shah II (1775–1862) was deposed and exiled to Rangoon in the wake of the 1857 Mutiny which marked the final phase of the Mughal decline.
Find this book: The Islamic Connection: South Asia and the Gulf

The Four, An Excerpt

In his book, ‘The Four’, Scott Galloway deconstructs the strategies of the Four that lurk beneath their shiny veneers. He shows how they manipulate the fundamental emotional needs that have driven us since our ancestors lived in caves, at a speed and scope others can’t match.
Here’s an excerpt from the book.  
Over the last twenty years, four technology giants have inspired more joy, connections, prosperity, and discovery than any entity in history. Along the way, Apple, Amazon, Facebook, and Google have created hundreds of thousands of high-paying jobs. The Four are responsible for an array of products and services that are entwined into the daily lives of billions of people. They’ve put a supercomputer in your pocket, are bringing the internet into developing countries, and are mapping the Earth’s land mass and oceans. The Four have generated unprecedented wealth ($2.3 trillion) that, via stock ownership, has helped millions of families across the planet build economic security. In sum, they make the world a better place. The above is true, and this narrative is espoused, repeatedly, across thousands of media outlets and gatherings of the innovation class (universities, conferences, congressional hearings, boardrooms). However, consider another view.
Show Me the Trillions
While billions of people derive significant value from these firms and their products, disturbingly few reap the economic benefits. General Motors created economic value of approximately $231,000 per employee (market cap/workforce).20 This sounds impressive until you realize that Facebook has created an enterprise worth $20.5 million per employee… or almost a hundred times the value per employee of the organizational icon of the last century.21,22 Imagine the economic output of a G-10 economy, generated by the population of Manhattan’s Lower East Side.
The economic value accretion seems to be defying the law of big numbers and accelerating. In the last four years, April 1, 2013–April 1, 2017, the Four increased in value by approximately $1.3 trillion (GDP of Russia). Other tech companies, old and new, big and bigger, are losing relevance. Aging behemoths, including HP and IBM, barely warrant the attention of the Four. Thousands of start-ups fly by like gnats hardly worth swatting at. Any firm that begins to show the potential to bother the Four is acquired—at prices lesser companies can’t imagine. (Facebook paid nearly $20 billion for five-year-old, fifty employee instant messaging company WhatsApp.) Ultimately, the only competitors the Four face are . . . each other. Safety in Hatred Governments, laws, and smaller firms appear helpless to stop the march, regardless of the Four’s impact on business, society, or the planet. However, there’s safety in hatred. Specifically, the Four hate each other. They are now competing directly, as their respective sectors are running out of easy prey.
Google signaled the end of the brand era as consumers, armed with search, no longer need to defer to the brand, hurting Apple, who also finds itself competing with Amazon in music and film. Amazon is Google’s largest customer, but it’s also threatening Google in search—55 percent of people searching for a product start on Amazon (vs. 28 percent on search engines such as Google).25 Apple and Amazon are running, full speed, into each other in front of us, on our TV screens and phones, as Google fights Apple to be the operating system of the product that defines our age, the smartphone. Meanwhile, both Siri (Apple) and Alexa (Amazon) have entered the thunderdome, where two voices enter, and only one will leave. Among online advertisers, Facebook is now taking share from Google as it completes the great pivot from desktop to mobile. And the technology likely creating more wealth over the next decade, the cloud—a delivery of hosted services over the internet—features the Ali vs. Frazier battle of the tech age as Amazon and Google go head-to-head with their respective cloud offerings. The Four are engaged in an epic race to become the operating system for our lives. The prize? A trillion-dollar-plus valuation, and power and influence greater than any entity in history.
So What?
To grasp the choices that ushered in the Four is to understand business and value creation in the digital age. In the first half of this book we’ll examine each horseman and deconstruct their strategies and the lessons business leaders can draw from them. In the second part of the book, we’ll identify and set aside the mythology the Four allowed to flourish around the origins of their competitive advantage. Then we’ll explore a new model for understanding how these companies exploit our basest instincts for growth and profitability, and show how the Four defend their markets with analog moats: real-world infrastructure designed to blunt attacks from potential competitors. What are the horsemen’s sins? How do they manipulate governments and competitors to steal IP? That’s in chapter 8. Could there ever be a Fifth Horseman? In chapter 9, we’ll evaluate the possible candidates, from Netflix to China’s retail giant Alibaba, which dwarfs Amazon on many metrics. Do any of them have what it takes to develop a more dominant platform?

9 lines that Show the Anguish Behind Mental Illness

Shreevatsa Nevatia’s How to Travel Light is a candid take at his life after he was diagnosed as bipolar at twenty-three, and how he struggled for a decade, fighting a cycle of depression and euphoria.
Here are a few lines from the book which display this struggle:

Combat your inner anguish with this book.

The Middle East and the Making of the Modern World, An Excerpt

Cyrus Schayegh in ‘The Middle East and the Making of the Modern World’ traces how a Eurocentric world economy and European imperialism molded the Middle East from the mid-nineteenth to mid-twentieth century.
Here is an excerpt from the book.
“I dreamed I was in Jerusalem.” Thus start dozens of entries in the diary of Khalil Sakakini, a Palestinian educator and intellectual born 1878 in Jerusalem, during his stay from the fall of 1907 to the summer of 1908 in New York City and Maine. By day he works in America; he barely makes ends meet, translating Arabic texts for a Columbia University professor, proofreading for a local Arabic journal, sweating in a paper mill. By night he crosses the ocean; he visits his extended family, including his best friend, Dawud Saidawi, other friends and neighbors. Particularly after Dawud’s death in January 1908 his longing is dark; his dreams often plummet into anxiety, horror even. And almost without fail the place that gives his dreams their shape is his hometown.
The family house is center stage. In April 1908 Sakakini dreams that “I entered the house and asked about my mother and was told she had died, then I asked about my brother Ya‘cub and was told he had died, then I asked about Shafiq and was told he had died and about Na’ifa and was told she had died, and I started to slap my face in despair, shouting oh mother, oh brother, oh Shafiq, oh Na’ifa.” Around the house twist and turn the alleyways of Jerusalem’s Old City. Soon after hearing of Dawud’s death Sakakini writes that “I was in Jerusalem, walking in the Christian Quarter, opposite our shop, . . . When I got to the steps of Dayr al-Rum, women descended in a procession ordered in rows, in the first row girls wrapped in a white shawl, but their cloths and headscarves black and their forearms bare, behind them four rows of elderly women, all of them drowning in black.” Beyond the Old City stretch new neighborhoods and buildings. Shortly before Dawud’ death, Sakakini dreams that  

I was walking from place to place looking for Dawud, on my way I met the teacher Ya‘qub Andria, then I suddenly met [Dawud] and anxiously greeted him and he greeted back. He carried a bolero on his shoulder and wore glasses. We walked together, I asked how he was and he answered me: like shit. We walked a bit further until we reached the train station and he said: hurry before the train leaves, and started to dance as fast as lightning and jumped onto one of the roofless wagons and before I got to [it] the train moved, tearing through the land with tremendous speed and I almost succeeded in jumping on the wagon but could not and I waved at him and bode him farewell and told him wait for me at the next train.

There is no way to ascertain one true interpretation of these dreams, a fact compounded by our inability to tell Sakakini’s dreams from his accounts thereof. Take the last dream. At its start, is Sakakini walking through a vague dream-world- Jerusalem or is he in particular places but does not care telling? And why does he meet the teacher just before seeing Dawud? We cannot know. Besides, are not these Dreams unexceptional, timeless even, and hence useless to the historian?
Not quite. Sakakini’s dream accounts are part of diary entries; in return, these form part of a larger range of texts like letters; hence they have contexts and in this sense are open to interpretation. Many letters are for Sultana—a neighbor’s daughter, beautiful, and an educator and Greek Orthodox like him—with whom Sakakini fell madly in love the summer of his departure. They are always emotive and often come with more than one tear. (Sultana is more down-to- earth: “What’s this, Khalil?! Do not make crying all-consuming business!”) And in these letters as in Sakakini’s dreams, Jerusalem is the arena. At its center is, again, the family’s house. In the last letter that Sakakini gives Sultana before leaving, he implores her “remember me when you visit the house, stand in your window that overlooks our house and say ‘peace be upon you, oh Khalil.’” And beyond the house extend, again, the city and its environs. Sakakini asks Sultana “to visit as often as you can our beloved rock” in the Shaikh Jarrah neighborhood, and recalls the day “we . . . with my sister Milia walked on the road of the Mount of Olives and I felt like gaily striding on the peak of my happiness.”
Was the geography of Jerusalem that of Sakakini’s longing, then? Put awkwardly, was “the local” all that mattered to the emotions of somebody who crossed an ocean and “went global,” as it were?
Yes and no. “The local” was key to Sakakini’s emotions; it grounded them. But just like the “real” Jerusalem of bricks and stones started spilling beyond its old walls by the mid-nineteenth century, the Jerusalem of Sakakini’s dreams and love was not walled in. It was not simply local.
And the way it was not simply local was neither indistinguishably commonplace nor sakakinesquely idiosyncratic, but specific enough to tell us a thing or two about the time and place the writer lived in.
By the mid-nineteenth century Ottoman Jerusalem started interacting with the world in ways both new and transformative. (Outside worlds had of course been present in this city holy to Jews, Christians, and Muslims for millennia.) While the center of the Ottoman Empire—Istanbul— was not very present in its provinces from the late 1600s, from the mid-nineteenth century a new era of state formation bound center and provinces closer together. European powers, too, became more active. Interacting with these changes, Jerusalem’s ties with its rural surroundings grew stronger. All these changes found reflection in Sakakini’s Jerusalem, including that of his dreams. He may have dreamed of Dawud racing away on a train not simply because he was afraid to lose him but because Dawud—his very best friend—had moved from Jerusalem to Jaffa. From here, a French company had built a railway to Jerusalem in 1892. And it was here that Sakakini met Dawud for the last time, as it was in this port city that he commenced his maritime journey to America.

Marvellous Thieves, An Excerpt

Paulo Lomas Horta in ‘Marvellous Thieves’ introduces the poets, scholars, pilgrims and charlatans who made unacknowledged contributions to Arabian Nights.
Here’s an excerpt from the book.
On March 25, 1709, a visit by Antoine Galland to the Paris apartment of his friend Paul Lucas yielded a discovery that would shape the literary legacy of the first French translator of the Thousand and One
Nights. Lucas, a collector of treasures for the court of Louis XIV, was well known for his travels in the Middle East, and his apartment was recognized as one of the marvels of the French capital. Listed in early eighteenth- century guidebooks as a place to view antiquities and other rare objects from Greece, Egypt, and Asia Minor, it drew scholars, collectors, and curiosity seekers of all kinds. Over the course of his journeys in the Mediterranean and the Ottoman Empire, Lucas had amassed enough medallions, coins, engraved stones, and gems to fill six rooms.
The herbier in his apartment contained some 3,000 varieties of plants taken from foreign locations, and the droguier was equally impressive. One visitor to the apartment in the 1730s described a remarkable sculpture of the goddess Ceres that Lucas had acquired in Athens forty years earlier. Ten feet tall, the figure was made of Oriental jasper and plated with bronze, and in Paris she enjoyed the company of many other bronzes from Greece, Macedonia, and the Levant, as well as two Persian sculptures of nude sages at prayer. Among such historically valuable pieces, stranger artifacts were scattered: petrified mushrooms, seahorses, and mummified birds encased in bronze.
Arriving at this cabinet of curiosities in 1709, Galland found an even greater treasure awaiting him: a young Maronite traveller from Aleppo by the name of Hanna Diyab who, he reported, “[knew] some very beautiful Arabic tales.” While Lucas may have viewed Diyab as just another Oriental curiosity to be displayed at the French court, Galland saw in him a solution to a frustrating predicament. After translating all the stories in his incomplete Arabic manuscript of the Thousand and One Nights, Galland was in need of more, and he had now found a storyteller who could fill the gap. In a sequence of twelve meetings between May 5 and June 2, 1709, Diyab related sixteen fantastic stories to Galland, who chose to add ten of these to the final three volumes of his French version of the Arabian Nights. Th ese storytelling sessions were the origin of some of the most famous of the Arabian Nights tales— including “Ali Baba and the Forty Thieves” and “Prince Ahmad and the Fairy Peri- Banu”— and represent a lasting contribution to a story collection that has taken its place in the canons of world literature.
It was not the first time that Galland had benefitted from the curiosities collected by Lucas. Despite his lack of respect for Lucas’s abilities as a scholar, Galland found his collection of coins very useful in his own numismatic research, and he tried to gain access to lists or drawings of these from common acquaintances when his younger colleague was unwilling to share. Just as Galland borrowed coins to add entries to his numismatic dictionary, he would borrow Diyab to add stories to his version of the Arabian Nights. Considering his impact on the first French edition of the Arabic story collection, the Syrian storyteller could be judged the most valuable curiosity Lucas ever brought back from the Levant.
Since the publication of Les mille et une nuits, Galland’s French version of the Arabian Nights, in twelve volumes from 1704 to 1717, Galland has been credited as the first “author” of the collection in European letters, and as a crucial contributor to the emergence of the “Oriental tale” in French. Not only did he translate the 282 nights of stories in his Arabic manuscript in elegant Parisian prose, but he is credited with making a more substantial contribution to the story collection by lovingly adopting and adapting the tales that he heard from Diyab in 1709.
These stories, called the “orphan tales” because (with one exception) they have no known Arabic manuscript source, are seen as central to Galland’s achievement as a translator of the Arabian Nights. In this portion of his story collection, Galland’s work was no longer simply translation or adaptation; it represented “creation.”
Jean- Paul Sermain, one of the editors of the most recent edition of Galland’s Les mille et une nuits (2004), states the case most persuasively. He argues that Galland, working from his sparse notes on Diyab’s oral per for mances, created tales of ordinary characters caught up in extraordinary predicaments. Drawing on French literary conventions, he invented dialogues and descriptions and gave narrative coherence to the tales. Characters were developed with more sympathy, and moral lessons were highlighted. In the hands of Galland, the orphan tales of Diyab spoke of the superiority of the hero of humble origins and the need to behave decently in difficult circumstances. To fill out his meager notes, the French translator drew on his scholarly knowledge and his own travels of the Orient to imagine the fabulous details of voyages, palaces, and magical objects. Sermain argues that these orphan
tales teach the reader how to read the Arabian Nights as a whole. In the space between the French fairy tale and the Arabic story cycle, Galland seemed to fashion a new genre— that of the “Oriental tale.”

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