Going Into the World!

At the end of 2005, I was busy coordinating international relations, but I did not finish anything properly for over a year. It's taking some time to prepare a room for something a little bigger.

Always, but seeing the year-end excitement decrease as the sun goes by, I feel like I'm getting older. It was a new year when I looked at the faces of parties and meetings organized according to economic and political schedules.

I called the first full executive meeting of the new year, and when Chief Crimson and Chief Polo went into the meeting room, more people sat down than I thought. Everyone is busy talking about whether it's been a long time, but then they see me and soon it becomes quiet.

“There are more people this year. ”

“I see. This brings me to the fact that the company has grown over the past year. ”

Sitting down, I tell Chief Crimson next to me what I think, and he nods, saying he's surprised. I started the meeting as soon as people noticed.

“Well, first of all, I have something to celebrate. ”

.....

Everyone seems confused about saying that it's a sudden celebration. Only Director Crimson and Chief Polo, who know the contents, have a vague smile on their mouth.

“The Johnstone Group does not publicly announce its performance, but according to its aggregate, it was ranked # 1 in the world on a sales basis last year. Thank you all very much. ”

Oh. Oh.

Oh, man.

Twinkle, twinkle, twinkle, twinkle

As I applaud people's amazement, Chief Crimson and other executives clap as hard as possible.

[Are we number one? So you sold more than Walmart?]

[You too. That was last year. Exxon Mobil was number one last year. International oil prices are up.]

[I wonder how much you've made. What do you know?]

[I only know a few companies. I don't know the rest. Europe, Korea and China have no idea.]

[I don't think you're number one in sales. That would be a lot of profit.]

Officers talk to each other, asking questions. It is because executives do not properly disclose their financial position externally and internally, and therefore do not know the overall flow of the group.

Opaque accounting standards!

It sounds a little ridiculous, but this is the fundamental principle of Johnstone Group accounting. The point here is that 'opaque’ is not random. Rather, there are more rigorous principles and rules internally, but it is difficult for in-house professionals to understand financial statements easily because they are separate from the general standards.

I came up with this principle because of the inspiration I gained in my previous acquisition of Kirchy Media. The bankruptcy of Kürchmedia has intrigued me by the intricacies that even the foremost accountants of 10 countries came to acquire it. It was just my style.

More than 30 affiliates of Johnstone Group worldwide are almost entirely my own, with the exception of some shares of friendship.

Of course, we manage to maximize 'total' benefits rather than company-specific interests, and fund management is also institutionalized to allow the funds needed to flow from one place to another.

As a result, affiliates under the Johnstone group around the world end up on "one book."

This way, the funding can't be good for individual companies' profits or sales. Last year, the world's leisure funding came this way, accelerating investment in Eastern and Central Asia. Much of the JPONE revenue has been spent on purchases of energy resources from local financial institutions and media companies.

"Hehe, by the way, I'm the only one who knows how much money I make, right? ’

Last year, all companies' funds were integrated into Skynet's 'internal books’ through a huge $500 million budget, hundreds of people, and ambitious accounting computerization.

While constantly correcting errors, even the smallest cost is now being dealt with in real time. And every day I can see the balances and profits of companies around the world, with Skynet getting smarter and more surprisingly useful information.

“Last year, it was announced that Exxon Mobil's revenue was around $34 billion, but the Johnstone Group ”

As I speak, I pause and feel the executives' eyes gleam brightly. I felt hesitant because I opened my mouth to a bit of pride when I could like it myself. But damn it, I couldn't keep my mouth shut, so I spit it out.

“The Johnstone Group's overall revenue was approximately $380 billion. ”

“Is it $380 billion? ”

Maurice, the owner of Johnstone Energy, who was sitting next to me, cried out in surprise, slightly louder. He scratches his head and makes excuses as if it were a bit chic when people's gaze was drawn together.

"Oil major made a lot of money last year with oil prices up. I was a little surprised that we were ahead of schedule because we lost Walmart in a short amount of sales."

"We've grown evenly across the group, but sales have increased particularly in electronics, refinery, security and logistics. Well, of course, that's what sales are like, and profits are different."

The executives seemed to be very curious, so I explained a little bit about the sales by company, but I couldn't say exactly 'how much I earned', but I couldn't do it, not without it.

It is because the principle of 'opacity' has been applied to the company's sales, in fact, because it is' earrings on the nose and earrings on the ear '.

For example, if the cost of a $899 jayphone is $350, the business revenues vary depending on how the other $549 is distributed among producers (electronics), designers (U.S.), and sellers (countries), which just depends on the funding requirements. In a word, you're a sixth-grader. Of course I'm a sixth-grader.

Polo then summarized the business by its affiliates and explained the survey articles, which were expanded to 12 sites last year with the addition of "General Atomics" and "Orbital Science."

Johnston Capital,

Johnston Entertainment,

Johnstone cable,

Google,

Myway,

Johnstone Living,

Johnston Consulting,

Johnstone Energy,

Johnstone Security,

Johnstone Real Estate,

General Atomics,

orbital science

Although not included here, these companies have the same size and importance as the Johnstone Techno Center and Johnstone Data Center.

With over 7.0 million servers already under aggressive expansion last year, data centers are planning to expand qualitatively and quantitatively simultaneously this year.

In addition to exceeding 10 million by the second quarter in return, we will now introduce a new concept of computing technology that has significantly improved performance using graphics chips.

Here, first-generation servers have to be replaced, but it is said that once all of these things are done, the computing power will double.

In addition to internal projects, the Johnstone Techno Center has now expanded a number of research challenges in government and military fields. However, the field of research as an external client selects and processes the project to help us build our technology.

The reason I refuse to give the research assignment is because no matter how far around the world there is a limited number of supergenius talent, there is no time and effort to waste on a few lousy projects.

So, we are focusing primarily on the control and communication of machines, artificial intelligence and software. We are focusing on the design of F35's three-dimensional combat system, Dapa Laboratory's robot and drone coordination, and the development of ultra-high-performance cameras and real-time information analysis.

There are 12 affiliates and two centers, including Johnston Holdings, an LA Dodger and others with assets, and the Wall Street Journal of New York, but these are both entities for different purposes than business.

I felt proud listening to Director Polo's explanation. More than a decade ahead of others, especially in the high-tech areas, and moreover, in the field of artificial intelligence or security and system design and control, there is no need to say 'competition' for decades.

"I'm so glad you all worked hard last year. I've been called in too quickly, so I think I need to make a payment this year."

This was really serious, but sometimes it's time to think about retreating one step for two steps forward.

"Well... if I want one to be finished, I can't help it if two or three projects explode."

I emphasized the 'cabin' because I was too short of breath, but the way the executives looked at me was not favorable. This time, Miller, who is in charge of Johnson Stone Consulting, has a voice that is mixed with complaints.

"Big-hmm. Well, you make a lot of money, don't you?"

"I shouldn't have brought it up so I couldn't find my place... Huff. '

I coughed up my appetite without knowing it. In retrospect, unlike the presidents who run their business according to plan, logic, and budget, most of their projects came from me.

So the executives were like, "All you have to do is sit tight? 'I am sending a strong look.

"What I want to say is, some things take time. Last year, all of a sudden, our engineers and our managers were exhausted and went out of business to increase system capacity."

I said, "I have something to tell you! 'I opened my mouth to see if the Data Center Leader felt like an opportunity.

"Please don't tell me that you have provided enough funds. It's not easy to hire a workforce, and hiring immediately requires training. If you double the work and double the new workforce, the existing workforce has to double the work."

'Hehe, I'm glad you didn't say anything.'

I was going to say that I would provide support this year so that I could recruit new people, but the Data Center Leader is ahead of me in preventing excuses.

"Was it that bad...?"

"Don't talk. Since spring, YouTube has been a busy place to rebuild. The servers, the high-speed data networks, make the United States go crazy. Server installation, equipment development, installation, testing -- this was a complete... summer vacation, and not just one day a month. Do you really know how much traffic the Johnstone Group is getting?"

The beginning of the year meeting suddenly turned into the 'chapter of wool' of Maloney, the data center leader. When a quiet person gets angry, he is even more frightened, and Merloni's face, who has been working quietly as he has told him so far, grimaces.

Quiet.

Suddenly, the atmosphere sank cold. However, many of the executives' faces seem to be in tune. Suddenly I'm thinking... too much.

"We have a lot of traffic, right? Well, YouTube is a video, so it's a little bit like that."

"There is not only one thing on YouTube, but one thing that goes on in the server room that is huge. And that's just like YouTube."

A huge man… Maloney doesn't say what he's doing on purpose, but even as he pretends, Skynet gets a glimpse of the world's information in his head. I know it's just a 'management information system', but I've been asked to restrain myself a few times.

Merloni takes a deep breath and joins the conversation to see if the snake has loosened.

"The Johnstone Group's data traffic is more than 50% of North America's total traffic."

"What?! Over 50%?"

I was surprised, but others seemed surprised as well. The daily number of sites leading to "Google MyWay YouTube" exceeds 150 million daily searches. Google's daily searches exceed 3 billion daily searches, increasing the number of users on Myway, and now the number of users on YouTube is exponential.

"If this goes wrong, we'll stand up with a network of our own..."

I can now understand why Maloney is heating up cable installations all over the United States.

Artwork Reviews

The number of "daily" searches on Google varies slightly from one statistic to the next, with over 3.3 billion recent searches.

In July 2013, leading media outlets such as CNN and Forbes in the United States published findings that Google "accounts for 25% of North America's overall Internet traffic.

But then, one day in August, a month later, Google experienced an unprecedented service disruption. It worked.

Google announced that California time was 3: 50 p.m., a complete malfunction for just one minute, followed by a partial malfunction, and that all services were restored to normal within four minutes.

If you look at Forbes' story in real time, he said, using a company that monitors Internet traffic in real time, 40 percent of the Internet traffic around the world went down instantly, and 50 percent of Internet traffic went up vertically as soon as Google was normalized.

And I said, "Well, Google is the Internet." At this point, Google was obsessed with the extent of the actual disability.

So that's at least 40 percent. How much Internet traffic does Google and its subsidiaries (including YouTube) actually have? Google will never be able to tell. And the network operators are going to pick it up, right?