Ex-Google’s Marissa Mayer on Nine Principles of Innovation

The last decade’s most remarkable business story has been the rise of Google as a dominant force in computing. Whenever a company becomes wildly successful in a brief span of time, it naturally becomes an object of fascination for corporate executives and even the general public.

Marissa Mayer on CreativityMarissa Mayer, then Vice-President for Search Products and User Experience at Google, and presently CEO of Yahoo, shared nine guiding principles of innovation that have helped her succeed with Fast Company:

  1. Innovation, Not Instant Perfection. “The Googly thing is to launch it early on Google Labs and then iterate, learning what the market wants—and making it great. … The beauty of experimenting in this way is that you never get too far from what the market wants. The market pulls you back.
  2. Ideas Come from Everywhere. “We have this great internal list where people post new ideas and everyone can go on and see them.
  3. A License to Pursue Your Dreams. “We let engineers spend 20% of their time working on whatever they want, and we trust that they’ll build interesting things.
  4. Morph Projects Don’t Kill Them. “Any project that is good enough to make it to Labs probably has a kernel of something interesting in there somewhere, even if the market doesn’t respond to it. It’s our job to take the product and morph it into something that the market needs.
  5. Share as Much Information as You Can. “People are blown away by the information you can get on MOMA, our intranet. Because there is so much information shared across the company, employees have insight into what’s happening with the business and what’s important. … It allows us to share what we know across the whole company, and it reduces duplication.
  6. Users, Users, Users. “In a truly virtual business, if you’re successful, you’ll be working at something that’s so necessary people will pay for it in subscription form. Or you’ll have so many users that advertisers will pay to sponsor the site.
  7. 'The Google Guys: Inside the Brilliant Minds of Google Founders Larry Page and Sergey Brin' by Richard L. Brandt (ISBN 1591844126) Data is Apolitical. “Run a test on 1% of the audience and whichever design does best against the user-happiness metrics over a two-week period is the one we launch. … We probably have somewhere between 50 and 100 experiments running on live traffic, everything from the default number of results to underlined links to how big an arrow should be. We’re trying all those different things.
  8. Creativity Loves Constraints. “People think of creativity as this sort of unbridled thing, but engineers thrive on constraints. They love to think their way out of that little box: ‘We know you said it was impossible, but we’re going to do this, this, and that to get us there.’
  9. You’re Brilliant? We’re Hiring. “There is this amazing element to the culture of wanting to work on big problems that matter, wanting to do great things for the world, believing that we can build a successful business without compromising our standards and values.

How Google Fuels its Innovation Factory

  1. Innovation, not instant perfection.: Google launches early and often in small beta tests, before releasing new features widely
  2. Ideas come from everywhere.: Google expects everyone to innovate, even the finance team
  3. A license to pursue dreams.: Employees get a “free” day a week. Half of new launches come from this “20% time
  4. Don’t kill projects—morph them.: There’s always a kernel of something good that can be salvaged
  5. Share everything you can.: Every idea, every project, every deadline—it’s all accessible to everyone on the intranet
  6. Worry about usage and users, not money.: Provide something simple to use and easy to love. The money will follow.
  7. Don’t politic, use data.: Mayer discourages the use of “I like” in meetings, pushing staffers to use metrics
  8. Creativity loves restraint.: Give people a vision, rules about how to get there, and deadlines
  9. You’re brilliant, we’re hiring.: Founders Larry Page and Sergey Brin approve hires. They favor intelligence over experience

The Tallest Free-standing Stone Sculpture of Gommateshwara in Shravanabelagola

Gommateshvara in Shravanabelagola

The statue of Gommateshvara at Shravanabelagola, the tallest free standing stone sculpture in the world has given a unique and international cultural status to Karnataka.

Shravanabelagola is the most sacred religious centre of the Jains. It has a hoary antiquity dating back to the third century B.C., when Bhadrabahu along with the Maurya king Chandragupta came and settled down here. From then on many Karnataka dynasties like the Gangas of Talakad, the Chalukyas, the Hoysalas, the rulers of Vijayanagara and others patronised this Jaina sacred place.

However, it was during the period of Ganga king Rachamalla IV (973–999 A.D.), the place became famous because his minister Chamundaraya consecrated this image of Gommateshvara on the summit of the hill commanding a picturesque view of the whole area. A large number of Jaina temples were built here at different periods by various dynasties which have made this center an open air museum of Jaina art.

Colossal Image of Bahubali in Shravanabelagola The real attraction of Shravanabelagola is the colossal image of Bahubali also known as Gommateshvara. Its height is 57 feet and is the tallest stone sculpture in the world. The image is nude and stands facing north; in an erect yogic posture. The serene expression of the face is remarkable. The hair is curly and the ears are long, the shoulders being broad and the arms hang down straight with the thumbs turned outwards. The lower portion adds majesty and grandeur. The entire image stands on a pedestal which is in the form of a lotus. The foot measures nine feet in length; the toes are 2 feet 9 inches; the middle finger is 5 feet 3 inches; the forefinger is 3 feet 6 inches; third finger is 4 feet 7 inches; the fourth finger is 2 feet 3 inches.

Shravanabelagola is a sacred religious centre in Jainism

The face of Gommateshvara is most artistic and is a commentary on the success of the skill of the sculptor who carved it. The eyes are half open and the eye balls appear as if real. This also symbolizes the pensive mood of the saint. The total effect is one of majesty, grace and dignity, and expresses his compassion towards the fellow beings and hence is considered as the best in this type. Gommateshvara has been watching the human beings and their sufferings for the past one thousand years and people are looking at him for guidance for an ethical and religious life. Thus he is inspiring people to follow the path of Dharma. Once in twelve years a special ritual called Mahamastakabhisheka takes place when lakhs of people assemble here to be blessed by the compassionate Gommateshvara.

10 Ways to Improve Your Creative Imagination

  1. Improve Your Creative Imagination If you want to develop your creative imagination you must open your mind to new unexplored paths, think of offbeat ways to tackle a problem, make something that is hard easier.
  2. Be curious about everything—the world is full of amazing wonders for you to learn about. They will become your storehouse of memories and ideas that you can use when needed.
  3. Look deep into the problem you face and imagine different alternatives for solving the problem. Try new paths— don’t accept the status-quo, if you fail at one task try another approach. Take everything with a grain of salt, keep an open mind.
  4. Try to associate with other creative people, people who discuss ideas.
  5. Always be on the lookout for new innovations that you can improve upon. When a new product, device or machine is invented it is already ripe for improving. Technology is always being improved. Just look at the automobile, since it was invented over a hundred years ago it has been constantly improved with thousands of new innovations added.
  6. This goes for any product, there is always room for improvement. Even if you come up with what seems to be a crazy way of solving a problem—write it down anyway—think about it—it may turn out to be a good idea.
  7. Start thinking about writing a story, think of a plot, think up characters for the story, take notes and expand the story over a period of time. Refine and change the story if you want to. Take your time, new ideas will pop out of your subconscious as you think about it. It is your creation you can do anything you want with it, use you imagination.
  8. Whether you are writing music or leading an army into battle keep your mind open for opportunities—new angles—different strategies—if one thing doesn’t work try another.
  9. Develop your interests and natural talents—follow these talents—be curious, learn as much as you can about subjects you are interested in and then improvise, develop, expand them. Follow different off beat paths. If they don’t work try another tack.
  10. Build upon the ideas of other peopleimprove and refine their ideas. It is the fundamental reason for human progress. It created the ‘Mind’ of mankind (the vast network of human minds that continually spread ideas across time and place).

25 Best Quotes on Managing Change

Successfully Lead in Change Management

“We are all prisoners of our past. It is hard to think of things except in the way we have always thought of them. But that solves no problems and seldom changes anything.”
Charles Handy (b. 1932), British Management Guru

“Not everything that is faced can be changed. But nothing can be changed until it is faced.”
James Baldwin (1924–1987), American Novelist

“If anything is certain, it is that change is certain. The world we are planning for today will not exist in this form tomorrow.”
Philip Crosby (1926–2001), Expert on Quality Management

“Every new change forces all the companies in an industry to adapt their strategies to that change.”
Bill Gates (b. 1955), Computer Pioneer and Philanthropist

“Change is the law of life. And those who look only to the past or the present are certain to miss the future.”
John F. Kennedy (1917–63), American Head of State

'Leading Change' by John P. Kotter (ISBN 1422186431) “To exist is to change, to change is to mature, to mature is to go on creating oneself endlessly.”
Henri Bergson (1859–1941), French Philosopher

“Change masters are – literally – the right people in the right place at the right time. The right people are the ones with the ideas that move beyond the organization’s established practice, ideas they can form into visions. The right places are the integrative environments that support innovation, encourage the building of coalitions and teams to support and implement visions. The right times are those moments in the flow of organizational history when it is possible to reconstruct reality on the basis on accumulated innovations to shape a more productive and successful future.”
Rosabeth Moss Kanter (b. 1943), Harvard Professor of Management

“If you want truly to understand something, try to change it.”
Kurt Lewin (1890–1947), American Psychologist

“Producing major change in an organization is not just about signing up one charismatic leader. You need a group – a team – to be able to drive the change. One person, even a terrific charismatic leader, is never strong enough to make all this happen.”
John Kotter (b. 1947), American Management Consultant

“The art of progress is to preserve order amid change and to preserve change amid order.”
Alfred North Whitehead (1861–1947), English Mathematician and Philosopher

'Managing Change (Pocket Mentor)' by Harvard Business School Press (ISBN 1422129691) “There is nothing more difficult to take in hand, more perilous to conduct, or more uncertain in its success, than to take the lead in the introduction of a new order of things.”
Nicolo Machiavelli (1469–1527), Italian Diplomat and Author

“Where there are changes, there are always business opportunities.”
Minoru Makihara (b. 1930), Japanese Executive and CEO of Mitsubishi Corporation

“Change is inevitable – except from a vending machine.”
Robert C. Gallagher, American Humorist

Change Management is about People Management

“The new always carries with it the sense of violation, of sacrilege. What is dead is sacred; what is new, that is, different, is evil, dangerous, or subversive.”
Henry Miller (1891–1980), American writer

“The manager, in today’s world, doesn’t get paid to be a steward of resources, a favored term not so many years ago. He or she gets paid for one and only one thing: to make things better (incrementally and dramatically), to change things, to act – today.”
Tom Peters (b. 1942), American Management Guru

'Managing Change in Organizations: A Practice Guide' by Project Management Institute (ISBN 1628250151) “We cannot become what we need to be, by remaining what we are.”
Max De Pree (b. 1924), American Business Executive

“Change is scientific, progress is ethical; change is indubitable, whereas progress is a matter of controversy.”
Bertrand Russell (1872–1970), British Philosopher, Logician, and Mathematician

“If you can’t change your fate, change your attitude.”
Amy Tan (b. 1952), American Author

“There are companies which are prepared to change the way they work. They realize that nothing can be based on what used to be, that there is a better way. But, 99 percent of companies are not ready, [they are] caught in an industrial Jurassic Park.”
Ricardo Semler (b. 1959), Brazilian Business Executive and Author

“Change Management: The process of paying outsiders to create the pain that will motivate insiders to change, thereby transferring the change from the company’s coffers into those of the consultants.”
Eileen Shapiro, American Management Author

'Lean Change Managment: Innovative Practices For Managing Organizational Change' by Jason Little (ISBN 0990466507) “If an organization is to meet the challenges of a changing world, it must be prepared to change everything about itself except beliefs…. The only sacred cow in an organization should be its basic philosophy of doing business.”
Thomas Watson Jr. (1914–93), American Business Executive

“A change of heart is the essence of all other change and it is brought about by a re-education of the mind.”
Emmeline Pethick-Lawrence (1867–1954), English Women’s Rights Activist

“Organizations need employees who understand that change is the norm and employees who are prepared to learn continuously.”
Beverly Goldberg, American Management Author

“We are living through the most profound changes in the economy since the Industrial Revolution. Technology, globalization, and the accelerating pace of change have yielded chaotic markets, fierce competition, and unpredictable staff requirements.”
Bruce Tulgan (b. 1967), American Business Author

“You can’t move so fast that you try to change the [norms] faster than people can accept it. That doesn’t mean you do nothing, but it means that you do the things that need to be done according to priority.”
Eleanor Roosevelt (1884–1962), American First and Author

Recommended Books on Change Management

Thai Airways Gives out Rimowa Amenity Kits in its Royal First Class

Thai Airways gives out Rimowa Amenity Kits in its Royal First Class. Rimowa is a German manufacturer of aluminum as well as polycarbonate luggage. The dimensions of the plastic carry case are: 4″ x 7″ x 2.5″. The amenity kit consists of,

  • L’Occitane Cologne
  • L’Occitane Moisturiser
  • L’Occitane Lip Balm
  • Dental Kit with Fluocaril Toothpaste from Thailand
  • Mouthwash
  • Earplugs
  • Eyeshade
  • Comfort Socks
  • Comb & Brush

Thai Airways Rimowa Amenity Kits: Example Set 1

Rimowa Amenity Kits from Thai Airways's Royal First Class - Neptune Blue

Rimowa Amenity Kits from Thai Airways's Royal First Class - Neptune Blue

Rimowa Amenity Kits from Thai Airways's Royal First Class - Neptune Blue

Rimowa Amenity Kits from Thai Airways's Royal First Class - Neptune Blue

Rimowa Amenity Kits from Thai Airways's Royal First Class - Neptune Blue

Rimowa Amenity Kits from Thai Airways's Royal First Class - Neptune Blue

Other airlines that seem to hand out Rimowa Amenity Kits in business and first classes include ANA, EVA, and Lufthansa—curiously all part of the STAR Alliance.

Thai Airways Rimowa Amenity Kits: Example Set 2

Rimowa Amenity Kits from Thai Airways's Royal First Class - Amber Color

Rimowa Amenity Kits from Thai Airways's Royal First Class - Amber Color

Rimowa Amenity Kits from Thai Airways's Royal First Class - Amber Color

Rimowa Amenity Kits from Thai Airways's Royal First Class - Amber Color

Rimowa Amenity Kits from Thai Airways's Royal First Class - Amber Color

Rimowa Amenity Kits from Thai Airways's Royal First Class - Amber Color

Towering ‘Cristo Redentor’ (Christ the Redeemer) Gazes out upon Rio de Janeiro, Brazil

Enormous Christ the Redeemer Statue in Rio de Janeiro

The statue of Christ the Redeemer bestrides a 2,300-foot mountain named Corcovado (“Hunchback”), weighing 635 tons, standing 130 feet tall, and measuring 98 feet from the tip of one outstretched hand to the other. The statistics alone are awe-inspiring.

The striking figure of the enormous Christ the Redeemer statue can be seen from almost any point in the city of Rio de Janeiro. Christ the Redeemer gazes out upon a city celebrated more for the pleasures of its flesh than for the saintliness of its sculptures.

However, the unique place that Cristo Redentore occupies in the hearts of all Brazilians depends on its sheer visibility. There’s scarcely a sunlit beach or a shadowy favela (shanty town) in the entire city from which the massive, reinforced concrete and soapstone image of the Saviour cannot be seen, his arms held apart in distant benediction.

The absolute scale of the structure means that humans are dwarfed when they stand at its foot—only by leaning back at an impracticable angle can they glimpse the carved features of Christ. In addition, of course, while many choose to look upward to mull over the face of divine power, others direct their gaze downward, over the spectacular panorama that encompasses both the natural splendors of the nearby coastline and the rampant urban sprawl that characterizes the restlessness of Rio.

Cristo Redentore, Rio de Janeiro Given the difficulty in accessing the site, up torturous, twisting roads, it’s not hard to believe that the statue took nine years to build, between 1922 and 1931. Nor that in a intensely Catholic country, a small chapel should have been built within its base dedicated to the Marian apparition, Nossa Senhora Aparecida (“Our Lady of the Apparition”), patron saint of all Brazil.

Symbol of hope, constant reminder of God’s presence, Christ the Redeemer serves not just as the guardian of the people who live in its shadow, but also as a steady companion through all their joys and travails. Although it stands thousands of feet above sea level, the statue’s foundations are rooted in Brazil’s very soul.

Prem Watsa’s Recommended Books for 2015

Prem Watsa of Fairfax Financial Holdings (Canada)

Legendary investor and philanthropist John Templeton was Prem Watsa’s mentor and was deeply interested in spiritual growth. In the past, Watsa has recurrently recommended Templeton’s “Riches for the Mind and Spirit”, “The Templeton Plan”, and “Discovering Laws of Life”.

Legendary investor and philanthropist John Templeton In the Fairfax Financial Holdings’ annual meetings in previous years, Watsa has also highlighted an inspirational movie called “The Little Red Wagon” that the Templeton Foundation supported. In an interview with online investment community Gurufocus, Watsa previously said,

But I try to be neutral, sometimes more short than long, but that’s John Templeton. So John, one of the key lessons he taught me was to be flexible. His investment philosophy was always value oriented, long term, buy at the point of maximum pessimism, but be flexible in your thinking, and that’s what we try to apply.

Books Recommended by Prem Watsa at Fairfax’s Annual Meeting on 16-Apr-2015

At the annual meeting of shareholders of Fairfax Financial Holdings Limited on 16-Apr-2015 at the Roy Thomson Hall in Toronto, Prem Watsa recommended the following books:

  1. John Templeton’s “Riches for the Mind and Spirit”. Watsa mentioned a quote about giving that he said Fairfax feels very strongly about: “Self-improvement comes mainly from trying to help others.” In speaking of Fairfax’s philanthropic efforts, Watsa also said it’s better to help the receivers grow.
  2. Stephen G. Post’s “Is Ultimate Reality Unlimited Love?” For fifteen years, Post held discussions with John Templeton on the topic of pure unlimited love. The book covers how John Templeton arrived at his philosophy as a youth growing up in Tennessee. This book draws from previously unpublished letters and interviews with physicists, theologians, and other close associates and family of John Templeton.
  3. 'Investing the Templeton Way' by Lauren Templeton, Scott Phillips (ISBN 0071545638) Lauren Templeton and Scott Phillips’s “Investing the Templeton Way”. Lauren Templeton is the grand-niece of John Templeton and Scott Phillips is her husband. Together, they run Chattanooga, Tennessee-based Templeton & Phillips Capital Management. Investing the Templeton Way focuses on the critical role of temperament, and how mastering this element to investing equips the investor to succeed across the span of time and varying market circumstances.
  4. Louis V. Gerstner, Jr.’s “Who Says Elephants Can’t Dance?” This book is an account of IBM’s historic turnaround led by Gerstner during his tenure as chairman and CEO of IBM from April 1993 until March 2002. Gerstner led IBM from the brink of bankruptcy and mainframe obscurity back into the forefront of the technology business.

Architectural Highlights of The Bangalore Palace

Architectural Highlights of The Bangalore Palace

The Bangalore Palace is one of the most magnificent heritage buildings in the city of Bangalore. Though there are hundreds of heritage buildings in Bangalore, this one differs from all of them both in style and exuberance.

Originally it was a private building belonging to an Englishman by name N. Garrett, who was the first Principal of the Central High School in Bangalore, now known as Central College. It was purchased for the Maharaja in 1884 and the palace was built in 1880 at a cost of 10 lakhs of rupees. The total area of the palace is 45,000 square feet. The construction of the palace was started in 1862 and completed in 1944.

Bastion-like Towers in Bangalore Police The importance of this palace lies in the fact that it is built on the model of the Windsor Castle, the royal residence at Windsor in the English county of Berkshire. It is a two storied granite building with fortified towers and turreted parapets which are the characters of the Tudor architecture of England. The resemblance is so marked that many scholars feel that this is an imitated version of the Tudor’s building as if it was transported to Bangalore. It has Roman pointed arches and bastion-like towers. Its layout is rich in pointed recesses which add majesty to the contour of the building. Another attraction of this structure is a large number of projections which result in pleasing geometric patterns of varied designs. The facade of the palace is exotic with a combination of tall watch-towers, spacious walls with square and arch-type windows and roundish structures, showing different levels of the roof.

Living quarters for the Maharani were added in 1890. But they were built in the Hindu architectural style and were connected to the main building by a covered pathway. The interior of the palace is full of decorations, molded and fluted pillars and large arches, walls decorated with floral patterns, intricately carved capitals, patterned cornices … all of a high order befitting a palace. Gorgeous chandeliers of great beauty have added a grace and charm to the interior.

Another attraction of this palace was the vast garden under the guidance of Sri N Venkatasamiraju, whose life-size statue adorns a niche in the palace. The vast open area round the palace in a heavily populated city, has added a great luxury to the edifice which itself is an epitome of luxury and royalty of the Maharajas of Mysore whose name and fame has spread far and wide including foreign lands. Thus this is one of the finest palaces in India.

How Larry Page, Sergey Brin, and Marissa Mayer Process Emails

How Marissa Mayer Handled Email while at Google

How Marissa Mayer Handled Email while at Google In an interview with tech journalist David Kirkpatrick for Fortune Magazine’s “Secrets of greatness: How I work” series, Marissa Mayer revealed how she processes emails. Marissa was then the Vice President of Search Products and User Experience, and is presently the CEO of Yahoo!

I don’t feel overwhelmed with information. I really like it. I use Gmail for my personal e-mail—15 to 20 e-mails a day—but on my work e-mail I get as many as 700 to 800 a day, so I need something really fast.

I use an e-mail application called Pine, a Linux-based utility I started using in college. It’s a very simple text-based mailer in a crunchy little terminal window with Courier fonts. I do marathon e-mail catch-up sessions, sometimes on a Saturday or Sunday. I’ll just sit down and do e-mail for ten to 14 hours straight. I almost always have the radio or my TV on. I guess I’m a typical 25- to 35-year-old who’s now really embracing the two-screen experience.

How Larry Page / Sergey Brin Handle Email at Google

Ever wonder how CEOs of large companies manage and process the hundreds or thousands of emails they receive daily?

Larry Page and Sergey Brin, co-founders of Google In a thread on managing loads of email, Quora user David Shin, who previously worked at Google, remembers Page and Brin being asked this question during a Q&A session at Google. When someone asked how they manage their email, one of them (he can’t remember which) responded like this:

When I open up my email, I start at the top and work my way down, and go as far as I feel like. Anything I don’t get to will never be read. Some people end up amazed that they get an email response from a founder of Google in just 5 minutes. Others simply get what they expected (no reply).

When Larry Page Wasn’t Talking to Google Co-founder Sergey Brin

When Larry Page Wasn't Talking to Google Co-founder Sergey Brin

The story of Google co-founder Sergey Brin’s liaison with Google Glass marketing manager Amanda Rosenberg, and his subsequent split from his wife Anne Wojcicki are well known in Silicon Valley. Wojcicki and Brin, who had been married for six years and have two children together, are said to be living separately but that they were not legally separated.

Evidently, in the early days of the Google Glass Project, Amanda Rosenberg had spent time with Anne Wojcicki trying to understand how to target mothers with the gadget. They had thus became friends: Wojcicki had given Rosenberg a Christmas present, and Brin and Wojcicki went out to dinners with Rosenberg and Hugo Barra, her now ex-boyfriend and then an executive in Google’s Android team. But in late 2012 Wojcicki “came across messages between Rosenberg and Brin that caused her to feel alarm,” reported an exposing article in Vanity Fair.

What is less known is that Google CEO Larry Page apparently stopped talking to co-founder and long-time friend Sergey Brin after his affair with Amanda Rosenberg emerged. Larry Page, who has been friends with Brin since they first met during a welcome event for graduate students of Stanford’s computer science department, refused to speak to him after news of the affair emerged. According to an unnamed source quoted in the Vanity Fair article, “Larry is so ethically strict. … I heard Larry was insanely upset by this whole situation and wasn’t talking to Sergey” for a time.

Many employers have written or verbal polices on office romances. Employers implemented policies because they realize they aren’t going to stop people from having romantic relationships. They want to best protect the company from a claim of sexual harassment and ensure there’s no favoritism or conflict, which could hurt productivity and impact morale. In fact, Google’s code of conduct does not forbid dating and romantic relationships between employees,

“Romantic relationships between co-workers can, depending on the work roles and respective positions of the co-workers involved, create an actual or apparent conflict of interest. If a romantic relationship does create an actual or apparent conflict, it may require changes to work arrangements or even the termination of employment of either or both individuals involved. Consult Google’s Employee Handbook for additional guidance on this issue.”

Anne Wojcicki, who got a degree in biology from Yale, is one of the founders of 23andMe, personal genomics and biotechnology company that provides rapid genetic testing. She was even featured on the cover of Fast Company magazine as “The Most Daring CEO in America.”

Anne’s sister, Susan Wojcicki, continues to be one of the top executives at Google, where she is currently CEO of YouTube. In its formative days, Google’s first headquarters was located in her garage, and she was one of the first hires by Brin and Page.

Incidentally, Sergey and Anne met in 1998 when he moved off campus with his Stanford computer-science classmate Larry Page to set up a search-engine company in Susan Wojcicki garage.