Instagram is perfect for documenting your own favorite spots, but it also gives you an awesome way to discover new places through the photography of others.
Expert Vagabond listed a handful of travel Instagrammers that are "must follows," so we checked out their feeds and picked a few of our favorite photos.
There are photographers traveling the world or just exploring their backyards.
Either way, all of the photos are pretty stunning.
We've included some of the photos we thought should be shared, and a link at the bottom to the rest of the photographer's profile.
Have a favorite Instagrammer or a photographer you think should be featured on Business Insider? Let us know! Email a link to cmoss@businessinsider.com.
Michael Christopher Brown took this shot for National Geographic.
This photo, which Brown took in Libya, was part of his book "Libyan Sugar," his collection of photographs, essays and written communication with family, friends and colleagues during the 2011 Libyan Revolution.
"The reason that Apple is able to create products like the iPad is because we've always tried to be at the intersection of technology and the liberal arts," he said.
Jobs' lifelong interest in the humanities gave Apple a human touch.
By combining tech and the liberal arts, Jobs said that Apple was able to "to make extremely advanced products from a technology point of view, but also have them be intuitive, easy-to-use, fun-to-use, so that they really fit the users."
Jobs really began his literary bent in the last two years of high school.
"I started to listen to music a whole lot,"he tells Isaacson, "and I started to read more outside of just science and technology — Shakespeare, Plato. I loved 'King Lear.'"
The tragedy may have provided a cautionary tale to a young Jobs, since it's the story of an aged monarch going crazy trying to divide up his kingdom.
"'King Lear' offers a vivid depiction of what can go wrong if you lose your grip on your empire, a story surely fascinating to any aspiring CEO," says Daniel Smith, author of "How to Think Like Steve Jobs."
Another epic story colored Jobs' outlook in his adolescence: "Moby Dick," the deeply American novel by Herman Melville.
Isaacson draws a connection between Captain Ahab, who's one of the most driven and willful characters in literature, and Jobs.
Ahab, like Jobs, did lots of his learning from direct experience, rather than relying on institutions.
"I prospectively ascribe all the honour and the glory to whaling,"the captain writes early in the story, "for a whale-ship was my Yale College and my Harvard."
'The Collected Poems of Dylan Thomas' by Dylan Thomas
But the intellectual flowering that Jobs had in late high school wasn't confined to hard-charging megalomaniacs — he also discovered a love for verse, particularly Welsh poet Dylan Thomas.
"How To Think Like Steve Jobs" author Daniel Smith says that Thomas' poems "drew him in with its striking new forms and unerringly popular touch."
Just how bad things are can be determined through analysis of 2010 Census data.
The average black person lives in a neighborhood that is 45 percent black. Without segregation, his neighborhood would be only 13 percent black, according to professors John Logan and Brian Stults at Brown and Florida State.
Logan and Stult evaluated segregation in major cities with a dissimilarity index, which identifies the percentage of one group that would have to move to a different neighborhood to eliminate segregation. A score above 60 on the dissimilarity index is considered extreme.
In the following slides, we have ranked the most segregated cities in ascending order. They are illustrated with maps of cities by race created by Eric Fischer and publicly available on Flickr. The red dots show white people, blue is black, orange is Hispanic, green is Asian, and yellow is other.
COLUMBUS, Ohio — Blacks (blue dots) cluster in the inner city.
Columbus's black-white dissimilarity score is 59.9, according to a study of 2010 Census data by professors John Logan and Brian Stults of Brown and Florida State University. A score above 60 on the dissimilarity index is considered very high segregation.
The red dots show white people, blue is black, orange is Hispanic, green is Asian, and yellow is other, according to maps of 2010 Census data by Eric Fischer.
HOUSTON, Texas — Blacks, Hispanics (orange dots), and whites (red dots) fan out in separate communities.
Houston's black-white dissimilarity score is 60.6, according to a study of 2010 Census data by professors John Logan and Brian Stultsof Brown and Florida State University. A score above 60 on the dissimilarity index is considered very high segregation.
The red dots show white people, blue is black, orange is Hispanic, green is Asian, and yellow is other, according to maps of 2010 Census data by Eric Fischer.
MEMPHIS, Tenn. — Black people live in the inner city and other segregated neighborhoods.
Memphis's black-white dissimilarity score is 60.6, according to a study of 2010 Census data by professors John Logan and Brian Stults of Brown and Florida State University. A score above 60 on the dissimilarity index is considered very high segregation.
The red dots show white people, blue is black, orange is Hispanic, green is Asian, and yellow is other, according to maps of 2010 Census data by Eric Fischer.
National Boss Day, which is celebrated in the US on October 16 each year, is a day for employees to show appreciation for their managers. But if you have a nightmare of a boss, you probably have little to thank them for this year.
And as it turns out, a terrible boss doesn't just impact the way you work in the office. It affects your entire life.
Merideth Ferguson, assistant professor of management at Utah State University and coauthor of a study conducted by Baylor University, calls this the "spillover effect," meaning your work life also affects your marriage and other intimate relationships.
According to another survey commissioned by Lynn Taylor Consulting, a whopping 19.2 hours are wasted each week worrying about what a boss says or does — 13 of which occur during workweek, and 6.2 over the weekend.
"A bad boss will likely jeopardize your career growth and impact your personal life," she explains. "A good manager will help you thrive and bring out the best in you. While it's rarely top of mind, you can empower yourself with a terrible boss, especially if you watch for red flags."
It's important to identify these signs early on, before you get too involved, especially if you spot them during the job interview. This way, you can decide if it's something you actually want to deal with (or you can figure out if you'll need to start looking for a new job).
Using the book "Bad Bosses, Crazy Coworkers & Other Office Idiots" by Vicky Oliver and an interview with Lynn Taylor, we've compiled 18 signs your boss will eventually crush all happiness you're clinging to — and steps you can take along the way.
This is an update of an article written by Vivian Giang.
Your boss is never, ever wrong.
Learning to admit that you're wrong is one of the best things you can do for your colleagues. If your boss refuses to admit that they're wrong, this means they're not willing to go out of their comfort zone for you.
A national independent study by Lynn Taylor Consulting found that 91% of employees said that owning up to one's mistakes as a manager was an important factor in employee job satisfaction.
"Admitting to mistakes sends a message to your employees that it's a safe environment to take smart risks — and without that, you're sapping innovation," Taylor says.
Your boss over promises.
An over-promising boss is an untrustworthy boss. "You might have been promised a series of promotions, increased responsibility, or a raise, but all you get is silence," says Taylor. "It's often helpful to get to the truth through emails, if one-on-one discussions are getting you nowhere. If the responses aren't coming via email, or at all, be wary."
Your boss expects you to be just like them.
Most people like others who are similar to them. But good bosses know that different types of personalities can improve their team. If your boss is constantly trying to cast their image onto everything you do, try following one or two of their suggestions and thank them for the rest. Stay true to your colors, but also show that you value your boss' suggestions.
With the recent introduction of the 911 GTS, Porsche is now selling an astonishing 20 different versions of its iconic sports car.
To many, all current 911s pretty much look same. And if you ask Top Gear's bombastic host and longtime newspaper columnist Jeremy Clarkson, he'll tell you that Porsche 911s since the model's debut in 1963 look identical.
The truth is, most of the various versions of the current generation — known as the 991 — do look similar, but they can all be identified by numerous subtle, but important differences.
Like Taco Bell in the fast food industry, what Porsche has managed to do so successfully is create multiple iterations of the 911 by mixing and matching the same ingredients, packaging them in lots of different ways. And if you've ever driven a 911, you'll probably agree with me in saying...there's absolutely nothing wrong with that.
So here it is — a simple field guide to Porsche's version of Taco Bell menu.
Carrera: The Carrera is the "base" 911, if there is such as thing. It's powered by a 3.4-liter 350hp flat 6...
....and the Cabriolet is the convertible version of the Carrera.
The Carrera 4 Coupe is a Carrera Coupe with all-wheel-drive...
Richard Branson, one of the most exuberant and successful entrepreneurs of the last 50 years, stopped by our offices recently. As the conversation below suggests, one of his greatest strengths may be his ability to grasp all that's thrilling and inspiring to people, be they his customers, his employees or anyone he happens to meet. The following has been edited for clarity and length.
Henry Blodget: Most management gurus preach the virtue of focus. They'll say you have to focus on one thing, learn how to do it great, crush everybody else. How does Virgin succeed doing dozens of things in dozens of industries?
Richard Branson: It's interesting. When we started diversifying from student magazines to records, from records to airlines, there were big headlines saying, "Will Branson's balloon burst? He's stretching the brand too far."Fortunately, we ignored them. We built up what I would call a "Way of Life" brand, a brand that has overcome my frustrations in lots of different areas. I hated flying on other people's airlines, so I thought we could create an airline that we enjoyed flying on. I was frustrated by the way the banking system works, so let's create the friendly bank that I'd like to go to, and so on. And if we hadn't done that, 50 years later, we would not be in business today.Because our original business was the record business. The record business has imploded, record shops have disappeared. So by diversifying, we've I think had the last laugh.
HB: But each of these businesses is very hard, very competitive. Even if you have a macro idea for a great airline, how do you actually execute it while then also building a space tourism company, a cola company and the many other companies that you're doing?
RB: Let's take Virgin Atlantic as an example. I was trying to fly from Puerto Rico to the Virgin Islands, and I got bumped off an American Airlines flight. I was desperate to get there. I had a beautiful lady waiting. So I went out, I hired a plane, I was 28 years old. Came back with a blackboard, wrote on it: Virgin Airlines, 29 dollars, one way. And I filled it with all the people who'd been bumped. When I got there, somebody said, "Sharpen up the service a bit and you might be in the airline business."
I thought there was no point in going into the airline business unless we could be by far and away the best airline. We got one secondhand 747. We were competing with British Airways and about 18 other American carriers. And by creating something really special, we survived. In fact, every single one of the American carriers we were competing against disappeared, went bankrupt. And the reason for our survival was we just had magical stuff, we had magical service, and people enjoyed the experience with Virgin Atlantic.
HB: And how do you keep the focus over the years, while you turn your attention to other things?
RB: I learned very early on the art of delegation. The best bit of advice I think I can give to any manager of a company is find somebody better than yourself to do the day-to-day running. And then free yourself up to think about the bigger picture. By freeing myself up, I've been able to dream big and move Virgin forward into lots of different areas. And it's made for a fascinating life.
WATCH: Branson On Staying Focused
HB:Fascinating! So what would your advice be for us? We started Business Insider seven years ago. We were very nearby, three of us writing in the loading dock of another company. It's been very successful, 200 people now, but all these huge companies want to kill us. What's your best advice for us — and for me?
RB: (Laughs.) I'm not sure you need any advice. The feedback I get is that you're doing spectacularly well. When I arrived here, I saw five people and I thought, "God, how are they managing to achieve that with five people?" Then I came around the corner and there's 200 other people. You're offering a great service. People are tuning in. So continue to find great people, continue to do what you're doing. And do it better than your rivals. I know that's easier said than done, but you seem to be getting it bang on.
HB: You said that culture eats strategy for breakfast. In other words, it's much more important to have a great company culture than the perfect strategy. Why is that, first of all, and then second, how do you build a great culture?
RB: Don't take yourself too seriously. Realize that the people who are working with you, this is their life. You know, 80% of their time is spent at work. Make sure that they're proud of what they're doing, that they're enjoying what they're doing. I know it's difficult to take 200 people out for a drink in the evening, but you know ...
HB: We're bringing the drinks in!
RB: Well, then occasionally maybe take them down to the pub, if you have a local pub. Make sure there's time for partying, time for celebration. You've got a lot to celebrate about; share that celebration with your team. I'm sure you do, but you know, offer lots and lots of praise, bring out the best in people. Look for the best in people. People don't need to be told when they've done something wrong — they know it.
WATCH: Branson On Inspiring Teams
If you look for the best, they'll overcome their negative side and they don't want to let you down. But if people are jumping down people's throats all the time, in the end, they'll just shrivel up like a flower shrivels up that's not watered.
HB: How important is luck in building a great business?
RB: I think luck certainly plays a part in it, because there are lots of people out there who've worked enormously hard who haven't been successful. But you know the old saying, by working hard, by making the right moves, you can create your own luck, I think. But certainly luck plays a part. I've been lucky to have survived balloon trips, boating trips, you know, a lot of rather foolish things in my life, so I was definitely born under a lucky star.
HB: Your friend Elon Musk had an interesting thing to say recently. "I like Richard but," I think his exact quote was, "technology is not your whack." He makes technology; you use technology to create better experiences. What do you think about that?
WATCH: Branson On Elon Musk
RB: Well, I hope we're about to prove him wrong in that. I mean, I would not be able to change a sparking plug and I would not be able to fly a spaceship or build a rocket or whatever. But what I am good at doing is finding brilliant people and surrounding myself with brilliant people. And you know, before Christmas, we'll start to go into space. Earylish next year, I'll be going to space with my kid Sam. I would love to have my daughter, Holly, with me, but she's pregnant. And then we're going to start a whole new era of sending people to space.
We're building our own spaceships shaped as airplanes. That means that one day we'll be able to transport people across the earth in spaceships. We're going to be able to put thousands of small satellites into space. So at the moment Elon and I are in different areas, but there will come a time, I'm sure, where we'll overlap. He's done something extraordinary — I think our team has done something extraordinary, as well.
HB: And are you scared to do that? Especially with your son?
RB: Oh, look, I'm not going to take Sam to space until we're 100% sure that we've got it right. And that's why the program has taken three years longer than we'd hoped. But we believe we're there now. The rocket is performing beautifully. We have lots more test flights before we go. We'll actually put the spaceship into space before the end of this year, where there'll be a number of flights into space before I take him. But, I'm not going to put him up there or our customers up there until we really feel we've got it absolutely right.
HB: You mentioned the possibility of flying folks to different parts of the earth through space. Is that the ultimate goal here — it's not tourism, it's to build a trans-world transportation system?
RB: It's both. There are millions of people out there who would love to become astronauts, who'd love to go to space — they'd love to look back at this wonderful world from space. That will be the engine that will enable us then to develop spaceships to transport people around the world at tremendous speeds in an environmentally friendly way.
HB: Everyone looks at your life, my goodness, it's just one heroic success after another amazing accomplishment. Tell us about a time that you failed, and how did that make you feel?
WATCH: Branson On His Biggest Mistake
RB: (Laughs.) I think our most notable failure was thinking that we could knock Coca-Cola into the number two position. For about a year, we thought we were going to pull it off. We launched Virgin Cola. We were outselling Coke and Pepsi in the UK. We thought we'll bring it to America, we arrive with a Sherman tank. We went to Times Square. This was before 9/11. We'd rigged up the Coca-Cola sign in Times Square with what looked like explosives, lots of smoke and everything. And we fired the Sherman tank at it. Anyway, it was a good laugh. We rolled the tank over tons of coke cans; Coca-Cola was splashing everywhere. We were on a high. Anyway, Coke had bigger tanks. And our cola was not exceptionally better, and therefore we didn't have that edge to deal with their counterattack. And suddenly Virgin Cola was disappearing from all the shelves, as retailers became very rich from Coke coming in, lavishing them with deals and resources.
So, the moral of the story is, if you do something, make sure it's a hell of a lot better than your competitor, and when BA tried that trick with us, Virgin Atlantic survived. And it cost BA a lot of money. So, you know, quality in the end wins out, or should win out.
HB: So how did you feel when you realized Virgin Cola was dead, or was going to be?
RB: By then I had moved on to other projects. I think in life the key thing is just to fight really hard to make sure something survives. If it looks like you've done everything you can to avoid failure, just move forward, move on and learn from it. And that's what we did then.
HB: Do you have any moments of self-recrimination or doubts or suddenly, "I thought that I was invincible and now I've been laid low," or any moments where you have to pick yourself up, or is it just sort of "next thing"?
RB: No, honestly. People do not mind people who try things and fail. If you're a good entrepreneur, you're not going to succeed in every single thing you try. You've got to try to succeed at more things than fail, but the public doesn't mind people who go out and take on the big companies. And if they fail in one, then move on in another one, in the end, you don't lose their support and the brand doesn't get damaged. I supposed I'm quite good at — you know, we have so many things happening — moving on and being positive.
HB: You recently stopped eating beef because cattle raising is very tough on the planet. Yet, you run an airline, which is one of the roughest things, as I understand it, for the environment. How do you balance that, and what do you think individuals should do? Pretty much everything we do is bad. How should we each change; how should businesses change?
RB: Yes, I was criticized by an environmentalist last week for expanding my airline at the same time I'm trying to address climate issues. The truth is that even the most avid environmentalist flies in airplanes to get to conferences to talk about saving the world. What is important is that we can try to balance our books and more. We're working with a company called LanzaTech that's based in New Zealand, and they've come up with a way of turning the waste product that goes out the chimneys of steel plants and aluminum plants into jet aviation fuels.
So rubbish that would otherwise be up in the sky goes through a process and comes out as jet aviation fuel, and Virgin Atlantic will be the first customer of LanzaTech. We're working with other companies that are trying to create algae-based and isobutanol-based fuels for planes. That, to me, is the way to deal with this problem. Not to just have every plane grounded, because I don't think it's realistic.
HB: You seem to be very excited these days about little satellites. What's the promise there?
RB: An array of little satellites around the world can make sure that the two and a half billion people who don't have mobile phone access or Wi-Fi access or internet access will be able to get it.
An array of little satellites around the world can make sure that the two and a half billion people who don't have mobile phone access or Wi-Fi access or Internet access will be able to get it.
And Virgin Galactic is unique in dealing with that, because little satellites will start falling out of the sky in five years' time. So you've got 15,000 little satellites around the world, you're going to get a call on a Tuesday and say five of the satellites have fallen out. Normally you'd have to wait a year for a big rocket to go up and disperse those satellites back to that place. With Virgin Galactic, we can just take off with two hours' notice. Drop off those little satellites, send them into orbit, they'll go to their respective places and replace them. So, there's tremendous potential, I think, for Virgin Galactic to transform that sector.
HB: In addition to creating so many companies and non-profits, you have this amazing life of adventure. I think a lot of people who are running companies or in business feel like the answer is to work 18 hours a day, your competitor is trying to kill you, you need every minute that you can put into that. How do you do all this amazing stuff and still have time to fly across the Pacific, do all these other things that you do?
RB: By delegation. By knowing that if my balloon goes down tomorrow, I have a fantastic team of people who will keep Virgin on the road. I think the adventure side of me has helped give Virgin an adventurous brand feeling and put Virgin on the map on a global basis, which has really helped us be able to take Virgin into new areas.
It's been great fun as well, and some people would say very foolish, because there were certainly some risky minutes in those adventures. But I'm a great believer that saying yes is a lot more fun than saying no.
HB: In addition to being the global ambassador for your brand, what is the primary work that you do? You conceive the idea, hire the best people, and then you step back?
I'm 64. So I'll kite surf, I'll play tennis, I'll swim. If you're feeling really good and fit, I think you can get two or three extra hours a day of hard work in as well.
RB: Yes. I'll dive in when there's problems. I'll help put Virgin on the map on a global basis. I'll help conceive new areas for Virgin to move into. And work pretty hard on all those areas. And then there's the other side, which is important — you know, I'm 64 — that is to have fun, keep fit. So I'll kite surf, I'll play tennis, and I'll swim, I'll find enjoyable ways of keeping fit. And that doesn't just apply to 64-year-olds — that should apply to 18-year-olds, 20-year-olds.
It's really important to find an hour or two to a day to make sure that you keep healthy, keep fit. It's very easy just to forget that aspect. And if you're feeling really good and fit, I think you can get two or three extra hours a day of hard work in as well.
WATCH: The Full Business Insider Interview With Richard Branson
Earth Engine brings together trillions of scientific measurements dating back over 40 years and Google gives researchers, scientists, and nations the tools to analyze this data to detect changes and trends.
Using Landsat satellite imagery from 1984 to 2012, the team was able to create half a dozen incredible time-lapse maps that show areas of particularly dynamic change.
The result is jarring.
"You can see the human impact on the landscape," Moore told Business Insider. "You can see urban development, deforestation, agricultural creation. You can see impacts of climate change."
To be successful in the technology-driven internet age, a company has to attract "smart creative" employees and then create an environment where they can thrive.
At least that's the argument that Google's Eric Schmidt and Jonathan Rosenberg make in "How Google Works."
In the new book, executive chairman and former CEO Schmidt and former SVP of product Rosenberg outline what they learned while building Google into a company now worth hundreds of billions of dollars.
The duo created a fun, illustrated presentation to highlight the main principles of the book.
Google gave us permission to republish those slides here.
The summer box office may have had one of its worst years financially, with hits few and far between, but thankfully, the fall looks to be a bit more promising.
In addition to some major tentpole releases, there are a slew of Oscar-hopefuls as well as some performance-heavy films including the return of the "girl on fire" Katniss Everdeen and "The Dark Knight" trilogy director Christopher Nolan.
We've sifted through dozens upon dozens of upcoming releases to bring you a definitive list of films you can't miss this fall.
"The Disappearance of Eleanor Rigby"
Release Date: Sept. 12
Why to see it: The ambitious film chronicling both sides of a broken marriage debuted as two separate features (one told from the man's point of view, the other from the woman's) at the Toronto Film Festival last fall before The Weinstein Company picked it up and altered its structure. The film opening in September is the cut that debuted at Caanes, "The Disappearance of Eleanor Rigby: Them," a streamlined, two-hour version of the three hours that make up the individual features.
The uncut individual films "The Disappearance of Eleanor Rigby: Him" and "The Disappearance of Eleanor Rigby: Her" open in limited release Oct. 10. Release strategy aside, the film has garnered its fair share of positive feedback and boasts an epic cast featuring Jessica Chastain, William Hurt, Bill Hader, Viola Davis, and James McAvoy.
Why to see it: SNL alumsBill Hader and Kristen Wiig star as siblings in this offbeat dramedy, and if early buzz is any indication, the film may wind up on quite a few "best of" lists by the end of the year. The film debuted at Sundance to rave reviews, many of which cited Hader's and Wiig's performances as its greatest asset.
Why to see it: It's been over a year since Denzel Washington's most recent appearance on screen ("2 Guns"), which is a shame considering the man tends to elevate the material no matter how generic the idea may seem on paper; the man made a movie about a runaway train exciting. "The Equalizer" sounds like a perfect Denzel vehicle, ripe for butt-kicking and name-taking, as he must "come out of retirement" to rescue Chloe Grace Moretz from Russian gangsters. Another reason to tune in? Denzel reunites with "Training Day" director Antoine Fuqua for the first time since making the award-winning film.
Naval Submarine Base New London is one of the US Navy's most important and fascinating facilities.
Located along the eastern bank of the Thames River in Groton, Connecticut, New London serves as the home of fifteen attack-class submarines, the largest single contingent of subs in the US Navy. The submarines serve throughout the world, including beneath the polar ice cap.
Almost every sailor serving aboard a submarine will pass through New London for some kind of training. The base is known as "home of the submarine force," although personnel at the base like to call New London the "submarine capital of the world."
Steeped in history, Submarine Base New London was the first port to host US submarines in 1915, prior to the country's entrance into World War I. Since then, the base has continuously expanded as the US has grown into the world's largest naval power, with the most advanced submarine fleet of any country.
In October, Business Insider was given an all-encompassing tour of the base and its operations.
Naval Submarine Base New London started as a Naval Yard and Storage Depot in 1868 but didn't host submarines until 1915, two years before the US entered World War I.
Since its founding, New London has continuously grown. In the 1960s, the base had expanded beyond the waterfront and into the surrounding hills.
Today the base is the home port of fifteen attack subs, and its ten piers allow it to berth 18 subs. Even so, the base has plans to expand over the next two decades.
Black holes are the only objects in the universe that can trap light by sheer gravitational force.
They're thought to be what anchors galaxies — some of the largest objects in the universe.
And what happens past their event horizon, also known as the point of no return, can only be speculation since we will never get a chance to see it with our own eyes and live to tell the tale.
Despite decades of research, these dynamic cosmological phenomena are still shrouded in mystery. They're still blowing the minds of scientists who study them and here are ten reasons why.
Randy Astaiza contributed to an earlier version of this post.
Black holes do not suck.
Some think that black holes are like cosmic vacuums that suck in the space around them when, in fact, black holes are like any other object in space, albeit with a very strong gravitational field.
If you replaced the sun with a black hole of equal mass, the Earth would not get sucked in — it would continue orbiting the black hole as it orbits the sun, today.
Black holes look like they're sucking in matter from all around, but that's a common misconception. Companion stars shed some of their mass in the form of stellar wind, and the material in that wind then falls into the grip of its hungry neighbor, a black hole.
Black holes were predicted by Karl Schwarzschild.
Einstein didn't discover the existence of black holes — though his theory of relativity does predict their formation. Instead, Karl Schwarzschild was the first to use Einstein's revolutionary equations and show that black holes could indeed form.
He accomplished this the same year that Einstein released his theory of general relativity, 1915. From Schwarzschild's work came a term called the Schwarzschild radius, which is a measurement of how small you would have to compress any object to create a black hole.
In theory, any object can become a black hole if you compress it to a small enough space because when you compress it, you make it more dense, giving that object a stronger gravitational pull.
For example, if you shrunk Earth down to the size of a peanut, it would be dense enough to form a black hole. Different objects must be shrunk down to different sizes — it's the radius of a the sphere you would have to compress the object down to in order to get a black hole that the Schwarzschild radius refers to.
Black holes could spawn new universes.
It might sound crazy that black holes could spawn new universes— especially since we're not sure other universes exist — but the theory behind this is an active field of research today.
A very simplified version of how this works is that our universe today, when you look at the numbers, has some extremely convenient conditions that came together to create life. If you tweaked these conditions by even a miniscule amount, then we wouldn't be here.
The singularity at the center of black holes breaks down our standard laws of physics and could, in theory, change these conditions and spawn a new, slightly altered universe.
Only one top-13 team from last week's power rankings lost. As a result, most teams stayed more or less where they were.
There is, however, a new No.1-ranked team and new No. 32-ranked team.
1. Denver Broncos (previously: 2nd)
Record: 4-1
Week 6 result: 31-17 win over New York Jets
One thing to know: Things are about to get really interesting for Denver. They have San Francisco, San Diego, and New England in the next three weeks.
2. San Diego Chargers (previously: 3rd)
Record: 5-1
Week 6 result: 31-28 win over Oakland
One thing to know: It was the worst performance of the year for the defense. They came into the game ranked 13th in defensive DVOA, and gave up 28 points to the NFL's 31st-ranked offense.
The school turns out private and public sector leaders like former United Nations Secretary General Kofi Annan, Israeli Prime Minister Benjamin Netanyahu, and Microsoft chairman John W. Thompson.
Here are 25 of the most successful Sloan grads.
John S. Reed, Class of '65, served as the CEO of Citigroup and the chair of the New York Stock Exchange. Today he's the chair of the MIT Board of Trustees.
William A. Porter graduated from Sloan in 1967, and he changed market history in 1982 when he founded ETrade.
A 1971 Sloan grad, Donald Fites served as CEO of Caterpillar, Inc. from 1990 to 1999.
It should be comforting that no matter how much you hate your boss, they can't possibly be as bad as the Pointy-Haired Boss.
The idiot middle manager is central to the popular Dilbert comic series, which was the first syndicated comic that focused primarily on the workplace when it launched in 1989. The character embodies the time-wasting, circular-reasoning, and ignorant mentality of bad bosses that many workers are all too familiar with.
"If you've ever had a boss, this probably hits home for you," Dilbert creator Scott Adams tells Business Insider.
To celebrate National Boss Day on Oct. 16, Adams shared his 10 favorite Pointy-Haired Boss strips from the archives of Dilbert.com.
Farmigo, a startup that helps communities and other startups get access to farm-fresh grocery deliveries, recently moved into a brand-new office space in Gowanus, Brooklyn.
Farmigo is partnering with a number of companies in New York and San Francisco — including LinkedIn, SAP, Zendesk, Virgin America, and Etsy — to save employees time and money. Companies can set up a Farmigo drop location in their office so that workers don't ever have to go to the grocery store, and some even cover the cost.
Farmigo's office is just as quirky and cool as you would expect from a Brooklyn food startup. With 5,000 square feet of space in a former industrial warehouse, they had plenty of room to get creative with the design. They ended up with an amazing treehouse-like layout, with a variety of workspaces situated over different levels.
Highlights include swings, hammocks, and tables perched up high.
Farmigo is located in a 5,000-square-foot space in the Industrial Arts Complex in Gowanus, Brooklyn. They moved to the space in May after witnessing soaring rents elsewhere in the borough. "DUMBO rents are pretty much the same as Manhattan now. We see Gowanus as this up-and-coming frontier," Benzi Ronen, founder and CEO of Farmigo, said to Business Insider.
Being able to afford a larger space in Gowanus meant the team could play around with the design. They ended up with this multilevel, treehouse-like office, where they host hacker meetups and other events.
When you enter, you'll see a platform of desks with windows that look out on the Gowanus Canal.
Richard Branson, one of the most exuberant and successful entrepreneurs of the last 50 years, stopped by our offices recently. As the conversation below suggests, one of his greatest strengths may be his ability to grasp all that's thrilling and inspiring to people, be they his customers, his employees or anyone he happens to meet. The following has been edited for clarity and length..png)
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