paciv how startups can accelerate growth by partnering with large corporate partners
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© 2005-2015 PACIV. All Rights Reserved. www.paciv.com 1
A Global Leader in Industrial Automation Solutions
Industrial Automation | Instrumentation | Validation (C&Q/CSV)Industrial Automation | Instrumentation | Validation (C&Q/CSV) Puerto Rico | United States | EuropePuerto Rico | United States | Europe
We become your partner…
How Start-Ups can accelerate How Start-Ups can accelerate growth through partnering with growth through partnering with
clientsclients
© 2005-2015 PACIV. All Rights Reserved. www.paciv.com 2
Our Vision
© 2005-2015 PACIV. All Rights Reserved. www.paciv.com 3
Ignorance is Bliss
“The relentless pursuit of an opportunity without regard for the resources currently control “
– HBS Definition of Entrepreneurship
© 2005-2015 PACIV. All Rights Reserved. www.paciv.com 4
Our Results
$2M
$63K
$16M
$8M
$14M
$5M
$15M
© 2005-2015 PACIV. All Rights Reserved. www.paciv.com 5
Background
© 2005-2015 PACIV. All Rights Reserved. www.paciv.com 6
Pay Your Dues
BSEE,1985-89
1989-93
1993-97
MBA, 1994-96
© 2005-2015 PACIV. All Rights Reserved. www.paciv.com 7
Window of Opportunity
Client “Pain” (Need) is GLOBAL
Solution must be GLOBAL (Replicable) (makes the solution even more “efficient”and “effective”)
© 2005-2015 PACIV. All Rights Reserved. www.paciv.com 8
Our Market Segment
1997 - 2002 2003 - 2008 2009 - 2015
PACIV–UKPACIV–PR
PACIV–USA
1997 2003 2007
PACIV–IRELAND
2011
© 2005-2015 PACIV. All Rights Reserved. www.paciv.com 9
Start small, think big
© 2005-2015 PACIV. All Rights Reserved. www.paciv.com 10
Articulate Your Vision
© 2005-2015 PACIV. All Rights Reserved. www.paciv.com 11
Vision
© 2005-2015 PACIV. All Rights Reserved. www.paciv.com 12
Our Vision
“To be a global leader in industrial automation solutions for the life science’s industry.”
© 2005-2015 PACIV. All Rights Reserved. www.paciv.com 13
Our Purpose
Be a global leader of industrial automation solutions by being a one source provider of instrumentation, control systems and regulatory compliance services
for our global clients’ manufacturing sites in the life sciences’ industry
by applying our unique combination of technical competency, commitment culture and trusted brand.
We achieve customer trust through honesty, integrity, and accurate responses to clients’ needs with cost-effective and reliable solutions
while being a great company in which to work and a valuable corporate citizen to our communities.
© 2005-2015 PACIV. All Rights Reserved. www.paciv.com 14
Our Purpose – In Reality
$3M
$1M
$7M
$6M
© 2005-2015 PACIV. All Rights Reserved. www.paciv.com 15
Know Who You Are
© 2005-2015 PACIV. All Rights Reserved. www.paciv.com 16
Who You Are
© 2005-2015 PACIV. All Rights Reserved. www.paciv.com 17
Who We Are
© 2005-2015 PACIV. All Rights Reserved. www.paciv.com 18
Who We Are
Who you are
Who you servedetermines
Who you serve
Who you aredetermines
© 2005-2015 PACIV. All Rights Reserved. www.paciv.com 19
Who You Are
Protects you from Scud Missiles
© 2005-2015 PACIV. All Rights Reserved. www.paciv.com 20
Strategy Before Execution(Think before Acting)
© 2005-2015 PACIV. All Rights Reserved. www.paciv.com 21
“Strategy is the purposeful creation of a
favorable inequality in a landscape of
changing conditions.”
- Alexander D. Ferguson, HBS OPM37 Alumni
Strategy
© 2005-2015 PACIV. All Rights Reserved. www.paciv.com 22
What is Strategy
Strategy is an integrated set of choicesabout:- where a company will play,- how it will play,- what it wants to accomplish..
- Cynthia Montgomery, HBS Strategy Professor
© 2005-2015 PACIV. All Rights Reserved. www.paciv.com 23
Our Strategy
Differentiator: Customer Intimacy
© 2005-2015 PACIV. All Rights Reserved. www.paciv.com 24
Our Strategy
Customer Perspective
Customer Intimacy
Delight the customer
Product/Service Attribute
competitive pricing quality of resources
agile responsetechnical
knowledge
Relationship
exceptional service; committed to client needs, partnership
recognize associates and clients loyalty
Image
trusted brand
Technical Competency Commitment CultureTrusted Brand
Differentiator: Customer Intimacy
© 2005-2015 PACIV. All Rights Reserved. www.paciv.com 25
Our Strategy
Corporate Citizen
• CSR• Industry voice•PACIV CSR
• Technical Competency • Relationship Management• Turnkey• International
Automation.Inst/Validation
• Multi-level sales• Resource Utilization• Controls • Recruiting/Training• Benefits
Customer Perspective
Customer Intimacy
Company’s revenue Company’s net margin
Increase PACIV and its clients value
Financial Perspective
Revenue Growth Strategyunderstand customer needs and differentiate accordingly
Productivity Growth Strategymaximize the use of existing assets; reduce total delivery cost
Enhance Customer Value Expand Revenue Opportunities
reduce company’s cost structure
Maximize employees productivity
Delight the customer
Product/Service Attribute
competitive pricing quality of resources
agile response technical knowledge
Relationship
exceptional service; committed to client needs, partnership
recognize associates and clients loyalty
Image
trusted brand
Internal Process Perspective
Innovations Customer Value Operational Excellence
Associates Competencies Technology Corporate CultureLearning and Growth Perspective
• Dvlp. Skills on Automation/Inst/Validation• Training• Associates integrated view of company
• Vision, Mission, Value• Family culture, Transparency• Strategy
• Client’s survey * Social Media• CRM/NetSuite
Strategic Map
• New Business Models• Alliances• Social Media• Marketing/Sales
• Org. Struct.• P&P• Communication• Marketing Tools
© 2005-2015 PACIV. All Rights Reserved. www.paciv.com 26
Our Strategic Overview
To Be the Preferred Solution Provider of our Business Partners' Industrial Automation needs
Excellence and innovation in
all we do
Honesty and integrity are
the foundation of who we are
Relentless commitment to serve
Is our way of life
Listen to our clients and
associates needs
We are a family; respect, loyalty
and teamwork is our company culture
We are an integral part of the
communities in which we live
Associates Competency and Growth
Create, Capture and Sustain Value
Operational Excellence and Corporate Culture
associates' integrated
view of company
training, technical, leadership and
service
differentiated market position
identify client needs
policies, procedures, organizational structure
trusted brand, marketing
individual accountability and ownership at all times
maximize productivity
cost effective, increase volume
administrative and financial
controls
communication, transparency and
open book management
integrity, honesty, discipline and ethical behavior
increase automation and instrumentation
market share
tier 1 subcontracting
joint accountability and stake in success
accessible, lean, agile and flexible
attract, retain and motivate high quality talent
exceptional service
measurement of results
recognize, enjoy and celebrate
industry voice
RESOURCES CUSTOMERS ORGANIZATION
© 2005-2015 PACIV. All Rights Reserved. www.paciv.com 27
Our Business Model
The How
Our Business Model (Needs BasedOur Business Model (Needs Based))
The Situation The Need
© 2005-2015 PACIV. All Rights Reserved. www.paciv.com 28
Our Positioning
Variety-Based
One Service Excellently
Produce a subset of an industry’s products/services. For most customers,
the product/service will only meet a subset of their needs.
EXAMPLE:To be the BEST AUTOMATION services provider for
complex and regulated manufacturing processes that demand engineering excellence by …
© 2005-2015 PACIV. All Rights Reserved. www.paciv.com 29
What Not To Do - Strategy
Sign on a Photocopies Store in Boston
We will deliver your project
Fast, Accurate and Cheap
(Pick any two)
© 2005-2015 PACIV. All Rights Reserved. www.paciv.com 30
Alignment(The Biggest Challenge)
© 2005-2015 PACIV. All Rights Reserved. www.paciv.com 31
Alignment – Our Biggest Challenge
RESOURCES
Tech
nology P
eople C
apab
ility
BUSINESSES
ORGANIZATIONStructure Systems Processes
VISION
GOALS & OBJECTIVES
Coordination
Competitive Advantage
Control
Are the resources important to competitive advantage in the businesses?
Is the infrastructure in place to enable a firm’s resources to be effectively deployed in its business?
Can the individual businesses be effectively monitored and controlled within the corporate infrastructure?
© 2005-2015 PACIV. All Rights Reserved. www.paciv.com 32
Know How You Make Money
© 2005-2015 PACIV. All Rights Reserved. www.paciv.com 33
Source: HBR, “Putting the Service-Profit Chain to Work”, July-August, 2008
Internal Service Quality
Associates Satisfaction
Associates Retention
Associates Productivity
External Service Value
Customer Satisfaction
Customer Loyalty
Revenue Growth
Profitability
workplace design job design employee selection and development employee rewards and recognition tools for serving customers
service concept: results for customers
service design and delivered to meet targeted customers’ needs
retention repeat business referral
Operating Strategy and Service Delivery System
Service Profit Chain
© 2005-2015 PACIV. All Rights Reserved. www.paciv.com 34
Leadership Practices Hire for attitude Train for skills Provide excellent support systems Allow for latitude (within limits) to delver results Ensure accountability
Practice “no surprises” management; meet expectations for: quality of leadership and associates, personal development quality of feedback, latitude on the job, reasonable compensation Foster transparency in the workplace
Internal Quality High trust workplace
High “internal quality”
Employee Attitudes and Behaviors High employee satisfaction
High employee loyalty High employee commitment
High employee “ownership” High trust customer relationship High organization productivity
External Service Value High quality Low cost
Meeting or exceeding customer expectations for: Results Quality of service experience Reasonable price Overall value
Customer Attitudes and Behaviors High customer satisfaction High customer loyalty High customer commitment High customer “ownership”
Financial Results Rapid growth High margins High profitability
Service Profit Chain 2.0
Source: HBS, “What Great Service Leaders Know & Do”, Len Schelsinger
© 2005-2015 PACIV. All Rights Reserved. www.paciv.com 35
Execution
© 2005-2015 PACIV. All Rights Reserved. www.paciv.com 36
Execution
© 2005-2015 PACIV. All Rights Reserved. www.paciv.com 37
Execution – What Not To Do
Like 5 year old soccer games…
© 2005-2015 PACIV. All Rights Reserved. www.paciv.com 38
Execution – What To Do
…instead like professionals
Emotional: Passion, team work, action, enjoyment, energizing, engage…
Analitical: Strategy, positioning, ability to identify “white space”, capabilities, goals, performance, metrics, excellence, returns…
© 2005-2015 PACIV. All Rights Reserved. www.paciv.com 39
Style(The How Matters)
© 2005-2015 PACIV. All Rights Reserved. www.paciv.com 40
Leadership Style
© 2005-2015 PACIV. All Rights Reserved. www.paciv.com 41
President, Architect of Organizational Purpose
The installation of purpose in place of
improvisation and the substitution of planned
progress in place of drifting are probably the
most demanding functions of the president.(Business Policy: Tezt and Cases, Christensen, Andrews, Bower, Irwin Press, 1978)
© 2005-2015 PACIV. All Rights Reserved. www.paciv.com 42
Leadership StyleLeading
“Transforming”
Managing“Executing and Delivering Results”
Internal“Organization”
External“Strategy”
Capability Builder& Mentor
Operator &Performance Monitor
Innovator
Relationship / Partnership Builder
75%
25%50%
25%
© 2005-2015 PACIV. All Rights Reserved. www.paciv.com 43
Go to the Balcony
“In the dance floor some details are
evident, and there are a lot that you
can learn, but it is not until you get out
of the dancing multitude and you move
to the balcony that you can observe the
complete view. Patterns becomne
evident, and a new perspective
emerges, and with it, new oportunities
to make diferent – and in many
ocassions, better decisions.”
(see: Leadership Can Be TaughtSharon Daloz Parks)
© 2005-2015 PACIV. All Rights Reserved. www.paciv.com 44
Communicate, Communicate, Communicate
Communication
© 2005-2015 PACIV. All Rights Reserved. www.paciv.com 45
Meetings to discuss operational aspects of all three offices and any administrative issue that impacts entire organization.(1)President overview/pending issues(2)Business Development effort per region(3)New projects per region (Proposed, Granted, Not Granted, Pending)(4)Existing projects per region (any major issues)(5)Major Administrative Issues – HR, Acc., Admin., Marketing, Trade Shows, Training(6)Pending Issues/Feedback Lead Team/Associates
Tri-weekly, Wed. 9:00-10:00 am (PACIV. Conf. Room – via Conf. Call)
FEEDBACK from “Staff Meetings” and “Local Administrative Meetings”
Directors’ Meeting
Monthly Director’s Meeting Lead: President & CEO Participants: Directors (and Dept. Leads when needed)
Week 1
Local meetings VP’s and Administration to discuss local office administration aspects Accounting HR- Budget - Perf. Evaluation- PO Status - Trainings- P&L per Project - Associates’ Issues- Proposal List - HR Initiatives- Acc. Receivables
Administrative Meetings 1
Monthly Administrative Meeting Lead: Accounting/HR LeadParticipants: Acc., HR Lead and VP’s
Monthly, PACIV Conf. Room
FEED FORWARD information from Directors’ Meeting and FEEDBACK from Staff Meetings
Local meetings between VP, Site/Project Leads, HR and Acc Leads to discuss local project and administrative issues - Feedback for Directors Meeting- Feed forward administrative matters- Project’s issues
Staff Meetings
Monthly Staff Meeting Lead: VP’sParticipants: Acc./HR Lead, Site/Project Leads
Monthly, PACIV Conf. Room
FEED FORWARD information from Directors’ Meeting and Administrative Meeting and FEEDBACK from Site/Project Meetings
Local meetings Site/Project leads and it’s team to discuss project status and issues
Site or Project Meetings 2
Monthly Site or Project Meeting Lead: Site/Project LeadParticipants: Team members
Monthly, Project/Site Area
FEED FORWARD information from Staff Meeting and solicit FEEDBACK from associates
Week 2
Site or Project Meetings 2
Monthly Site or Project Meeting Lead: Site/Project LeadParticipants: Team members
Site or Project Meetings 2
Monthly Site or Project Meeting Lead: Site/Project LeadParticipants: Team members
Week 2
Week 3
Feedback Feedback
Feedback
© 2005-2015 PACIV. All Rights Reserved. www.paciv.com 46
“Marketing is Everything, Everything Else is Cost” – John Deighton
© 2005-2015 PACIV. All Rights Reserved. www.paciv.com 47
Create Awareness
Build Understanding
IncreaseAcceptance
Ensure Participation
Impa
ctIm
pact
TimeTime
• Newsletters• Events• e-Cards• PIA News• Social Media - Facebook - Linkedin - Twitter• Website
• Quality Committee• Annual Meeting• Directors’ Meeting• Government Committee• Competitiveness
Committee• Quarterly Meeting• Social Capital Committee
Personal
Mass
Marketing (Communication)
© 2005-2015 PACIV. All Rights Reserved. www.paciv.com 48
Marketing Tool
Newsletter
e-Cards
Social Media
Articles
Events
News
Informative Paper DocumentsBrochure
Fact SheetPress Releases
LinkedInFacebook
TwitterWebsite
TechnicalBusiness
Regulatory Conference
Annual Meeting
© 2005-2015 PACIV. All Rights Reserved. www.paciv.com 49
Marketing ToolNewsletterNewsletter•Associate•Customer
PACIV NewsPACIV News• Continuing Growth
e-Cardse-Cards• Welcome New Associates• Happy Birthday• Happy Anniversary• Interesting Fact• Did you know• Events/Meeting/Activities• News
StationariesStationaries•Business Cards•Envelopes•Letterhead•Creed
Social MediaSocial Media•Facebook•Linkedin•Twitter
WebsiteWebsite
IntranetIntranet•Employee Directory•Departments
• Procedures•PACIV’s Policies•Forms•PACIV’s Templates•Vendors Directory•Calendar•President’s Blog
GadgetsGadgets•Backpacks•Screwdrivers•Pens•Key Change•Post-Its
BrochureBrochure• Press Releases
• Global Supplier of the Year• 20 Best Employers• HBS Case Study• PACIV/Rockwell• Informational Folder• Fact Sheet
UniformUniform•Shirts•Helmets•Glasses•Vest
ArticlesArticles•Technical Articles•Business Articles
DisplaysDisplays•Booth•Table Top•Stand Up Banner
Client SurveyClient Survey
NetSuite CRMNetSuite CRM e-mail Signaturee-mail Signature
© 2005-2015 PACIV. All Rights Reserved. www.paciv.com 50
Levels of Audience
© 2005-2015 PACIV. All Rights Reserved. www.paciv.com 51
Audience Segmentation
Associates
Business Partners/Clients
General Community/Prospect ClientsFriendsCollaborators
Instrumentation Validation Automation General
Executive Clients
VP Lead
Validation Clients
VP Lead Field
Automation Clients
VP Lead Field
Instrumentation Clients
VP Lead Field
© 2005-2015 PACIV. All Rights Reserved. www.paciv.com 52
Samples
© 2005-2015 PACIV. All Rights Reserved. www.paciv.com 53
Industry Voice
© 2005-2015 PACIV. All Rights Reserved. www.paciv.com 54
Trusted Brand
Branded Product
BrandedClient
identityDifferentiation
Reputation
Success measured by the growth of the “brand equity”
IdentidadDiferenciacion
Reputacion
Success measured by the growth of the “customer equity”
Branded Product
BrandedClient
© 2005-2015 PACIV. All Rights Reserved. www.paciv.com 55
Nothing Happens until a Sales Happens
© 2005-2015 PACIV. All Rights Reserved. www.paciv.com 56
Linking Sales to Strategy
Less than 50% of employees say they understand their firm’s strategy and the % decreases with Sales/Service employees
On average, firms deliver only 50-60% of the financial performance their strategies and sales forecasts promise [Marakon study]
In a survey of more than 1,800 executives, 56% say their biggest challenges are making daily decisions in line with strategy and allocating resources in a way that supports the firm’s strategy [Booz & Company]
SG&A has increased as % of firms’ total costs in the past decade while production costs decreased [McKinsey]
© 2005-2015 PACIV. All Rights Reserved. www.paciv.com 57
Linking Sales to Strategy
What is causing the problem?
No Strategy (vs “Initiatives . . . Mission . . . Purpose . . . Vision”)
Typical Corporate Planning Process vs Sales/Buying Realities
Lack of Communication of Strategy due to “Competitive” Issues
Changes in the Composition of the C-Suite: Fewer GMs
Sales Metrics and Compensation Plan Incentives
Stereotypes about Selling and Salespeople
© 2005-2015 PACIV. All Rights Reserved. www.paciv.com 58
Linking Sales to Strategy
What is required to get better?
1.Shared Vision: Do sales efforts align with our stated strategic goals? Do we, as a leadership team, have a common understanding of strategy? [Leadership and Strategy]
2.Linking Price and Value: Are selling efforts driven by Customer Value in each target segment? [Value Propositions]
3.Opportunity Management: Does the sales force focus on and win the right customers and projects? [Business Model]
4.Productivity: Do we continuously improve sales productivity by doing the above? [Sales Management Practices]
© 2005-2015 PACIV. All Rights Reserved. www.paciv.com 59
Linking Sales to Strategy
1. Shared Vision Dialogue
• Articulate your strategy in ways that your customer-contact personnel understand and respond to.
• Specify in your strategy discussions where you play (and don’t play) in your markets.
• Discuss the implementation requirements with the relevant set of cross-functional managers in the firm.
• Make clear the implications of your business strategy for selling objectives, behaviors, and metrics.
© 2005-2015 PACIV. All Rights Reserved. www.paciv.com 60
Linking Sales to Strategy
2. Pricing and Value
© 2005-2015 PACIV. All Rights Reserved. www.paciv.com 61
Linking Sales to Strategy
3. Pricing and Value (cont’d)
• Metrics: Focus on Maximizing Profits, Not Just Volume
• Train Sales People in Negotiation and Access to Right Buyers
• Institute Regular and Disciplined Account Management Reviews (After Action Reviews as a useful model)
• Cost Products and Services and Orders Accurately
• Look for Incremental Value/Price Opportunities . . . Constantly
• Remember: Value Differs By Customer Segment and Application
© 2005-2015 PACIV. All Rights Reserved. www.paciv.com 62
Linking Sales to Strategy
3. Pricing and Value (cont’d)
© 2005-2015 PACIV. All Rights Reserved. www.paciv.com 63
Linking Sales to Strategy
4. Does the sales force wins the right deals?
• Key Strategic Decision that Impacts: - Operating Costs and Margins- Organizational Skills and Capabilities - Opportunity Costs: Money, Time, People
• Effective Customer Selection Requires: - Clarity About Customer Value, Strategy, and Market Selection Criteria (Where We Do and Don’t Play)
• Internal Communication and Aligned Visions
• Ability to Distinguish Between and Manage “Transaction” vs. “Relationship” Customers & Projects
© 2005-2015 PACIV. All Rights Reserved. www.paciv.com 64
Linking Sales to Strategy
4. Does the sales force wins the right deals? (cont’d)
© 2005-2015 PACIV. All Rights Reserved. www.paciv.com 65
Linking Sales to Strategy
4. Does the sales force wins the right deals? (cont’d)
© 2005-2015 PACIV. All Rights Reserved. www.paciv.com 66
Sales
Manage Market
Manage Segments
Manage Clients within Segment
Market A
© 2005-2015 PACIV. All Rights Reserved. www.paciv.com 67
Sales
Good Old Boy to Good Old Boy(GOB to GOB)
© 2005-2015 PACIV. All Rights Reserved. www.paciv.com 68
Sales
I have never close a deal from my desk
© 2005-2015 PACIV. All Rights Reserved. www.paciv.com 69
Sales (B2B)
Decision Making Unit (DMU)
DMU
Initiator – recognize value in solving an issue and
search for solutionsInfluencer – provide input
Decider – make the choice
User – consume the product
Purchaser – consummate the transaction
© 2005-2015 PACIV. All Rights Reserved. www.paciv.com 70
Humanistic
• People
• Field
• Customization
• Discretion/Latitude
• Motivation
Industrialized
• Machine
• Factory
• Standardization
• Procedure
• Processes
Service vs Product
© 2005-2015 PACIV. All Rights Reserved. www.paciv.com 71
• Dilemmas:o The consumer buys only a promise of performanceo Consumer collaborates in the production activityo Quality is inconsistento Service can not be inventoried
• Take off the “service part” of the service:o The skills are in the people not in the businesso Reduce probability of variability among peopleo Mechanize the service portion, reduce people’s attitudes
Service Dilemma
© 2005-2015 PACIV. All Rights Reserved. www.paciv.com 72
What Gets Measure Gets Done
© 2005-2015 PACIV. All Rights Reserved. www.paciv.com 73
Metrics – Navigation System
© 2005-2015 PACIV. All Rights Reserved. www.paciv.com 74
KPI’s
© 2005-2015 PACIV. All Rights Reserved. www.paciv.com 75
Glocalization
© 2005-2015 PACIV. All Rights Reserved. www.paciv.com 76
The world is not flat.
Glocalization - Challenges
© 2005-2015 PACIV. All Rights Reserved. www.paciv.com 77
Temporal Distance Geographical Distance Psychological Distance
Distance is distance, it will never change.
Market Segment Distance
1. Distance Matters
© 2005-2015 PACIV. All Rights Reserved. www.paciv.com 78
Culture
Intellectual Property Labor Laws Ethics
Religion
2. National Context Differences
© 2005-2015 PACIV. All Rights Reserved. www.paciv.com 79
Imbalance Larger Space
Bigger Competitor
3. Resource’s Asymmetry
© 2005-2015 PACIV. All Rights Reserved. www.paciv.com 80
Same Brand Experience
AssimilateBusiness Cycles
Act Global, Execute Local
© 2005-2015 PACIV. All Rights Reserved. www.paciv.com 81
Policies & Procedures Technology
GOB to GOB Cross - Pollination
Glocalization – Execution Toolbox
© 2005-2015 PACIV. All Rights Reserved. www.paciv.com 82
Glocalization - Benefits
Local Differentiation Set Apart – Perceived Bigger
Best Defense is Your Offense Increase Brand Trust
Bigger Market
Diversify
© 2005-2015 PACIV. All Rights Reserved. www.paciv.com 83
Our Lesson Learned
“People do business with people they
like and trust”- Jorge L. Rodriguez
© 2005-2015 PACIV. All Rights Reserved. www.paciv.com 84
Our Final Thought
“Have patience toward all that is unsolved in your heart.
Try to love the questions themselves. Do not seek
for the answers that cannot be given to you… because
you would not be able to live them. And the point is
to live everything. Live the questions now.”
- Rainer Maria Rilke, Letters to a Young Poet
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