As every successful CEO (and VP) will tell you, recruiting great people is their top priority. Sure, they need revenue, and deliverables, and to manage funds, and a million other things. But great people are how you get these things done. In a competitive market, firms look for original ways to find and hire great people. Engineers, in particular, are in very high demand, and firms look not only for new ways to find them, but also exciting ways to appeal to them.

Can robots replace burger-flippers? How about lawyers? Tools have been around for thousands of years, making a human job faster and easier; try banging a nail in without a hammer. Machines, complex combinations of parts that are either human-operated or human-started, have existed for far less than that. With a Gutenberg press, you can print hundreds of copies of printing with just 1-2 people operating the machine. A washing machine will wash your clothes after you just press the right buttons.

One of the most popular recent television shows is CBS's "The Big Bang Theory," broadcast on Thursday evenings. In addition, the most recent 5 shows are available online on cbs.com. As with the live CBS broadcast, commercials are interspersed in the show - based on what I can tell at the same places as when broadcast in its normal slot. For decades, the entire broadcast television (and radio) business was based on advertising.

For the last year or so, my various news feeds have been filled with dire warnings about the "Rise of the Robots." Apparently, the advances in robotics - hardware and software - are now beyond relatively simple home vacuums, and are poised to become the new drivers and waiters, gardeners and barbers. Simon Wardley has argued that they even could replace higher-intellect roles, such as CEOs. Many are worried that this is an economic disaster in the making, as millions of blue-collar and possibly white-collar jobs could be at risk.

The New York City Subway used to have ads above the seats for some trade school. The general thrust was, technicians always will be in need, because things always will break. What happens when employers no longer need to manage things that break? Ever since we have had IT, we have had servers. Ever since we have had servers, we have had systems administrators, or SysAdmins. I actually started my career as a sysadmin, recruited out of engineering school to run systems for CS First Boston.

I used to hate taking long day flights. If I had to spend 12 hours in the air from New York to Tokyo, or Zurich to Bangkok, or Tel Aviv to Newark, I preferred overnight flights. Even since the advent of on-demand entertainment, personal video screens and portable devices like the iPad, those flights just seemed to last forever. So most of the time I would fly overnight. However, the timing didn't always work out, and overnight flights tend to be significantly more expensive than all-day flights, often much greater than 50% more.

There is an old (obviously) English saying, warning people not to be "penny-wise and pound foolish." As the main British currency is the pound, 1/100 of which is a penny, someone who is penny-wise and pound-foolish is someone who refuses to invest a small amount now, leading to a much greater cost later. No matter how often I come across companies being penny-wise and pound-foolish, I never cease to be surprised by it.

I have no idea why it surprises everyone. Every time some technology goes through the "hype cycle", or the sector as a whole goes through a "we're not in a bubble" bubble, inevitably, when the hype dies down or the bubble bursts, people suddenly "discover" business fundamentals. Often, it is not the people discussing it who discover it. Rather, they are the ones reminding everyone that the fundamentals count.

This week, Mary Meeker of KPCB has released her "Internet Trends" report. I look forward to the release of this report. While I rarely can sit through a nearly-200-slide presentation, the insights in here always are thought-provoking and make it worth my while. I remember Meeker back in my Morgan Stanley days - unfortunately, I never had the privilege of working directly with her. If you have anything to do with the technology business, read it.

It is oft-stated that most people really do not get statistics. Just say that word, "statistics," and most people's eyes glaze over. Confession from this engineer and MBA: I did horrifically in my undergrad stats course. (Fortunately, I did better in my MBA course, thanks to a big dose of good teaching from Bob Winkler, and a small dose of being a decade more mature). What does all of this have to do with Coca-Cola?

It has happened again. Another horror story of an airline leaving customers in miserable conditions for hours on the tarmac. This time, however, it happened multiple times over a 28 (!!) hour period. According to the Jerusalem Post article, United Airlines Flight 84 from Newark to Tel Aviv in June: was delayed without explanation multiple times when explanations were given, they were patently false required the police to come on board to remove the pilot from the cockpit gave minimal food vouchers ($21 per person) for a day+ delay gave passengers vouchers for a hotel that was half an hour away from the terminal didn't bother to arrange rooms at the hotel for the passengers The list goes on.

I always get a kick when a long-storied company which is in decline tries to hook onto the latest, hottest market, thinking, "we will get into this market, and with our amazing brand, we will knock it out of the park!" This is the business equivalent of a Hail Mary pass... while throwing it off to the sides and into the stands, rather than down the field towards the goal line.

Barely a decade ago, I lived in New York and would cross the George Washington Bridge to buy gas at prices below $1 / gallon. Then it crossed $2 / gallon and it seemed absurd! Before long, gas prices around or even above $4/gallon became the new normal. Nowadays, prices have dropped well below that - in many states it is below $3 / gallon - and the question of "

Between the terrible events of 11 September 2001 and the financial crisis of 2008, US - and eventually global - housing prices rose to absurdly high levels. It is interesting how quickly people become used to high prices as "natural;" when I was selling property in 2009 in a bad market, just about everyone advised me to wait it out until prices returned to "their natural levels." For some reason, housing prices of 50% higher than their long-term average against income are considered more "

When companies bring new products and services to market, they are addressing some unmet need. It might be an unserved or underserved market; it might be significantly lower costs - and therefore price to customer at the same margins - for a similar product; it might be a lighter and simpler product for a lower price; it might be one of myriad different ways that your company wants to differentiate itself.

I read a fascinating article in today's WSJ, available here, about how AOL was the first Facebook, that really understood the value of community. Unfortunately, as they became a public company, a "Taliban" of MBAs came in, focused on short term profit and their own reputations, and killed the real long term value of AOL. In many ways, I can appreciate his perspective. Many companies have been killed by naive MBAs who think the formulae and theories they learned in business school can "

Recently, I had the experience of seeing two related events in the business of amusement parks. First, The Wall Street Journal, one the front page of its Tuesday, August 5, 2008, edition, had an interesting article on the financial troubles of Six Flags and the turnaround plan of its CEO and CFO. The short form is as follows: Six Flags is in trouble. Without going into too much depth, over the last three years, it lost $105MM, $203MM and $234MM, in 2005, 2006 and 2007, respectively.

Welcome to Atomic Energy! This is the CEO's blog, with thoughts and insights about everything that affects business, economy, society, policy and, of course, technology. Comments on any blog postings are always appreciated, and Trackbacks and Pingbacks are certainly welcome. I look forward to interacting with many of you. Avi