Budget Management Quotes

Misuse of budget happens when business owners are not able to see far ahead in the future or don’t take the budget seriously.

Budgeting has only one rule: Do not go over budget.

A well-planned budget will save you from any kind of unexpected surprises.

John Maxwell says a budget (for your money) is telling your money where to go instead of wondering where it went. Managing time is the same; you will either tell your day what to do or you will wonder where it went.

Managing your personal energy is like managing budgets in a company.

The most important aspect of keeping your money is being aware of how much of it you are spending.

See money – currency - as the flow of energy and giving that cycles between you, others and me. Now let it flow kindly, fairly and mindfully.

I knew that if I wanted to gain anything of value I must remember that it was not mine alone to keep

Make your financial well being a priority and stop spending on nonessential items. According to Webster’s Dictionary, essential means: absolutely necessary; indispensable; vital. What definition are you using? Is your definition keeping you in financial bondage?

Basic stewardship of resources for married couples who are believers centers around understanding and practicing two fundamental financial principles: tithing and budgeting. Herein lie the seeds of dominion—the secrets of fruitfulness, increase, and filling. Tithing recognizes God as the source of our resources while budgeting recognizes our responsibility to God to manage those resources wisely.

Management is a methodical process; its purpose is to produce the desired results on time and on budget. It complements and supports but cannot do without leadership, in which character and vision combine to empower someone to venture into uncertainty.

Management is a set of processes that can keep a complicated system of people and technology running smoothly. The most important aspects of management include planning, budgeting, organizing, staffing, controlling, and problem solving. Leadership is a set of processes that creates organizations in the first place or adapts them to significantly changing circumstances. Leadership defines what the future should look like, aligns people with that vision, and inspires them to make it happen despite the obstacles

A timesheet is the budget of time management

And remember, you can always want something you need but you don't need everything that you want.

Please, do not let fear or laziness be the reason you continue to struggle financially, I cannot stress this enough.

Everything is in excess except money, thereof, it should be well managed.

There are only two mistakes one can make along the road to truth; not going all the way, and not starting. - Buddha

Because it’s not how much money you make that matters, it’s how much money you keep.

Never be shy to invest in yourself and in your own personal development, as this is your most valuable asset.

Focus means saying "no." Jobs focuses Apple's limited resources on a small number of projects it can execute well.

As we understand it, everything is in the Bible for one reason – to teach us a lesson. Thus, in the beginning of the Bible, we see how God budgets His time for labor, and He saves the seventh day for rest, or retirement. The concept of budgeting was created by God to give us a life of prosperity in the world He created for us, so we should learn to budget as a way to emulate God in our financial life.

It has the most awesome responsibilities of any corporation in the world, the largest budget of any corporation in the world, and the largest number of employees. Yet the entire senior management structure and team have to be formed in a period of seventy-five days.

Budgets may count Full-Time Equivalents (FTEs), but great teams count on people.

Applying the right procedures and policies to asset management allows IT to create a realistic budget with few surprises, and keep best practices to adapt to “continuous changes.

Johannes Ritter and Frank Röttgers’s book The Definitive Guide to Getting Your Budget Approved

Commitment to deliver on time and on budget was not made based on the details; details didn't exist. Their commitment was based on the ability to shape the details.

My guess is that the indignities imposed on so many low-wage workers—the drug tests, the constant surveillance, being “reamed out” by managers—are part of what keeps wages low. If you’re made to feel unworthy enough, you may come to think that what you’re paid is what you are actually worth. It is hard to imagine any other function for workplace authoritarianism. Managers may truly believe that, without their unremitting efforts, all work would quickly grind to a halt. That is not my impression. While I encountered some cynics and plenty of people who had learned to budget their energy, I never met an actual slacker or, for that matter, a drug addict or thief. On the contrary, I was amazed and sometimes saddened by the pride people took in jobs that rewarded them so meagerly, either in wages or in recognition. Often, in fact, these people experienced management as an obstacle to getting the job done as it should be done.

Paternalism is also visible in programs within welfare and criminal punishment systems that force criminalized people and people seeking welfare benefits to take parenting classes, budgeting classes, and anger management seminars. The idea that those giving aid need to “fix” people who are in need is based on the notion that people’s poverty and marginalization is not a systemic problem but is caused by their own personal shortcomings. This also implies that those who provide aid are superior.

For it was important to have things to tell which interested your friends. And Miss Hearne had always been able to find interesting happenings where other people would find only dullness. It was, she often felt, a gift which was one of the great rewards of a solitary life. And a necessary gift. Because, when you were a single girl, you had to find interesting things to talk about. Other women always had their children and shopping and running a house to chat about. Besides which, their husbands often told them interesting stories. But a single girl was in a different position. People simply didn’t want to hear how she managed things like accommodation and budgets. She had to find other subjects and other subjects were mostly other people. So people she knew, people she had heard of, people she saw in the street, people she had read about, they all had to be collected and gone through like a basket of sewing so that the most interesting bits about them could be picked out and fitted together to make conversation.

to 2012. The work integrity index, which assesses personnel management, budget execution, and fair work instructions, increased by 0.241 points to score 7.75, due to the improved corruption experiences in personnel management, budget execution, and fair work instructions

Why do programs and projects take too long, go over budget, become bloated, and fail to deliver according to expectations? Execution and project management technique can be reasons, but the biggest root cause is failing to accurately define the end state at the beginning.

It is an unquestioned assumption that managers should have and set targets and then create control systems—incentives, performance appraisals, budget reporting and computers to keep track of them all—to ensure the targets are met. In Toyota, these practices simply do not exist. To

If I could perform scansion on the Aeneid, if I could build a macro in an Excel spreadsheet, if I could spend the last nine birthdays and Christmases and New Year’s Eves alone, then I’m sure I could manage to organize a delightful festive lunch for thirty people on a budget of ten pounds per capita.

Our land is more valuable than your money. As long as the sun shines and the waters flow, this land will be here to give life to men and animals; therefore, we cannot sell this land. It was put here for us by the Great Spirit and we cannot sell it because it does not belong to us. Blackfoot chief, (c. 1880)

[...] Nor were the boards particularly interested in hiring devoted physicians like Kirkbride to run their asylums. Instead, they sought to hire superintendents who could manage budgets wisely and were willing to scrimp on spending for patients and, in the best manner of political appointees, grease the patronage wheels. [...] Treatment outcomes steadily declined.

around 90 percent of major infrastructure projects worldwide go over budget (by an average of 28 percent) in part because managers focus on the details of their project and become overly optimistic. Project managers can become like Kahneman’s curriculum-building team, which decided that thanks to its roster of experts it would certainly not encounter the same delays as did other groups.

Struggle is another place you might be getting your self-worth from. Struggle is often celebrated and worn like a badge of honor. The struggle to overcome something. The struggle that makes you fight and teaches you how tough you are. Those are struggles to be celebrated, but continuing to create struggle day in and day out, when you don’t have to, in order to justify your existence is a waste of a life.

My friend John Maxwell says a budget (for your money) is telling your money where to go instead of wondering where it went. Managing time is the same; you will either tell your day what to do or you will wonder where it went. The weird thing is that the more efficient, on task, on goal you are with your time, the more energy you have. Working with no traction, or for that matter simply wasting away a day, does not relax you, it drains you. Have you ever taken a day off, slept late, wandered around with no plan or thought for the day, watched some stupid rerun of a bad movie as you surfed the TV, and at the end of your great day off found yourself absolutely exhausted? Strange as it may seem, when you work a daily plan in pursuit of your written goals that flow from your mission statement born of your vision for living your dreams, you are energized after a tough long day.

Recommended Reading The Definitive Guide to Getting Your Budget Approved by Johannes Ritter and Frank Röttgers provides a systematic guide for creating a financial business case. The book includes examples as well as the methods for using Monte Carlo simulation and sensitivity analysis to create the business case. The methods described in the book can also be used for quantifying risks and project costs. Mary and Tom Poppendieck in their book Lean Software Development: describe the lean principles and the types of waste in software projects.

A central tenet of the traditional command-and-control mentality is management by the numbers; this is the basis and means for decision making. The numbers are largely financial and activity-related (what people do), which may or may not be of value to understanding and improving the system. With a proclaimed interest in ‘shareholder value,’ senior managers sit astride a system that they make more unstable and suboptimal through financial interference. Almost without thinking about it, the purpose of the organization becomes ‘make the budget.’ As

Recommended Reading Mike Cohn in his book User Stories Applied provides insights and details on user stories, including how to write them and their characteristics. His book Agile Estimating and Planning provides guidance on prioritizing user stories. Luke Hohmann in his book Innovation Games: Creating Breakthrough Products Through Collaborative Play describes 12 innovation games. The Definitive Guide to Getting Your Budget Approved by Johannes Ritter and Frank Röttgers provides a systematic guide for creating a quantifying the economic value for projects.

What is the actual link between material consumption and objective and subjective quality of life once the basic needs for food, clothes, shelter, and mobility are well satisfied? Going from material misery to modest material comfort will make many things in life better but, obviously, the link is not an endless escalator. But if so, where is the saturation point? Can such a level actually be quantified in a meaningful way? These questions must be asked even if there are no easy answers, mainly because of the situation that is the very opposite of the material poverty outlined at the beginning of this section: too many people live in the condition of material excess and this does not endow them with a higher physical quality of life than that enjoyed by moderate consumers and it does not make them exceptionally happy. At the most fundamental level, the question is about the very nature of modern economies. All but a tiny minority of economists (those of ecological persuasion) see the constant expansion of output as the fundamental goal. And not just any expansion: economies should preferably grow at annual rates in excess of 2%, better yet 3%. This is the only model, the only paradigm, and the only precept, as the economists in command of modern societies cannot envisage a system that would deliberately grow at a minimum rate, even less so one that would experience zero growth, and the idea of a carefully managed decline appears to them to be outright unimaginable. The pursuit of endless growth is, obviously, an unsustainable strategy (Binswanger, 2009), and the post-2008 experience has shown how dysfunctional modern economies become as soon as the growth becomes negligible, ceases temporarily or when there is even a slight decline: rising unemployment, falling labor participation, growing income inequality, and soaring budget deficits.

By 1986 the CIA was spending 70 per cent of its entire operations budget funding a Muslim jihad to kill Russians. The whole campaign was managed by a bunch of Islamists who were giving the lion’s share of the US money and weapons to people who wanted to kill Americans. The US was happy to use Islam as a rallying cry. The CIA funded the printing of Korans to be distributed throughout the region, and the University of Nebraska produced primary-school textbooks, known as ‘the ABC of Jihad’, which taught children the alphabet and to count with Kalashnikovs and swords instead of apples and oranges, and were filled with images of Islamic warriors. Alphabet

One remarkable part of the SnapTax story is what the team leaders said when I asked them to account for their unlikely success. Did they hire superstar entrepreneurs from outside the company? No, they assembled a team from within Intuit. Did they face constant meddling from senior management, which is the bane of innovation teams in many companies? No, their executive sponsors created an “island of freedom” where they could experiment as necessary. Did they have a huge team, a large budget, and lots of marketing dollars? Nope, they started with a team of five. What allowed the SnapTax team to innovate was not their genes, destiny, or astrological signs but a process deliberately facilitated by Intuit’s senior management.

In the 1980s and 1990s, Venezuela’s Petróleos de Venezuela S.A. (widely known by its acronym, PDVSA), was one of the world’s most politically independent and well-managed national oil companies. In the early 2000s, President Hugo Chávez stripped PDVSA of its independent authority and replaced its top officials with loyal followers. He then placed PDVSA in charge of administering a new set of social programs, closely tied to his political machine. By 2004, two-thirds of PDVSA’s budget went to social programs, not petroleum-related activities. As its social programs grew, PDVSA’s transparency fell. After 2003, its financial disclosures dropped sharply, and independent observers found its activities increasingly difficult to monitor.73

Trump wanted to know what the new individual income tax rates would be. “I like these big round numbers,” he said. “Ten percent, 20 percent, 25 percent.” Good, solid numbers that would be easy to sell. Mnuchin, Cohn and Office of Management and Budget Director Mick Mulvaney said there needed to be analysis, study and discussion on the impact on revenue, the deficit and the relation to expected federal spending. “I want to know what the numbers are going to be,” Trump said, throwing out numbers again. “I think they ought to be 10, 20 and 25.” He dismissed any effort to crunch the numbers. A small change in rates could have a surprising impact on taxes collected by the U.S. Treasury. “I don’t care about any of that,” Trump said. Solid, round numbers were key. “That’s what people can understand,” he said. “That’s how I’m going to sell it.

The situation—having to choose between imposing higher retail prices and reducing investments and military spending—created a dilemma for the government: deciding between conflict with the public or with the Party economic elite. But not making a decision heightened the risk that, as the crisis developed, there would be conflict with both the public and the elite.18 The new generation of leaders clearly did not understand this. The traditional management of the economy was oriented on natural, rather than abstract, parameters. The development of cattle breeding was discussed at the highest level more frequently than the country’s budget. Industry and business leaders regarded finances as necessary but dreary bookkeeping.19 In addition, information on the real state of the budget, hard currency reserves, foreign debt, and balance of payments was available only to an extremely narrow circle of people, many of whom understood nothing about it anyway.

Pointsman is the only one here maintaining his calm. He appears unruffled and strong. His lab coats have even begun lately to take on a Savile Row serenity, suppressed waist, flaring vents, finer material, rather rakishly notched lapels. In this parched and fallow time, he gushes affluence. After the baying has quieted down at last, he speaks, soothing: “There’s no danger.” “No danger?” screams Aaron Throwster, and the lot of them are off again muttering and growling. “Slothrop’s knocked out Dodson-Truck and the girl in one day!” “The whole thing’s falling apart, Pointsman!” “Since Sir Stephen came back, Fitzmaurice House has dropped out of our scheme, and there’ve been embarrassing inquires down from Duncan Sandys—“ “That’s the P.M.’s son-in-law, Pointsman, not good, not good!” “We’ve already begun to run into a deficit—“ “Funding,” IF you can keep your head, “is available, and will be coming in before long… certainly before we run into any serious trouble. Sir Stephen, far from being ‘knocked out,’ is quite happily at work at Fitzmaurice House, and is At Home there should any of you wish to confirm. Miss Borgesius is still active in the program, and Mr. Duncan Sandys is having all his questions answered. But best of all, we are budgeted well into fiscal ’46 before anything like a deficit begins to rear its head.” “Your Interested Parties again?” sez Rollo Groast. “Ah, I noticed Clive Mossmoon from Imperial Chemicals closeted with you day before yesterday,” Edwin Treacle mentions now. “Clive Mossmoon and I took an organic chemistry course or two together back at Manchester. Is ICI one of our, ah, sponsors, Pointsman?” “No,” smoothly, “Mossmoon, actually, is working out of Malet Street these days. I’m afraid we were up to nothing more sinister than a bit of routine coordination over the Schwarzkommando business.” “The hell you were. I happen to know Clive’s at ICI, managing some sort of polymer research.” They stare at each other. One is lying, or bluffing, or both are, or all of the above. But whatever it is Pointsman has a slight advantage. By facing squarely the extinction of his program, he has gained a great of bit of Wisdom: that if there is a life force operating in Nature, still there is nothing so analogous in a bureaucracy. Nothing so mystical. It all comes down, as it must, to the desires of men. Oh, and women too of course, bless their empty little heads. But survival depends on having strong enough desires—on knowing the System better than the other chap, and how to use it. It’s work, that’s all it is, and there’s no room for any extrahuman anxieties—they only weaken, effeminize the will: a man either indulges them, or fights to win, und so weiter. “I do wish ICI would finance part of this,” Pointsman smiles. “Lame, lame,” mutters the younger Dr. Groast. “What’s it matter?” cries Aaron Throwster. “If the old man gets moody at the wrong time this whole show can prang.” “Brigadier Pudding will not go back on any of his commitments,” Pointsman very steady, calm, “we have made arrangements with him. The details aren’t important.” They never are, in these meetings of his.

I want to end here with the most common and least understood sexual problem. So ordinary is this problem, so likely are you to suffer from it, that it usually goes unnoticed. It doesn't even have a name. The writer Robertson Davies dubs it acedia. “Acedia” used to be reckoned a sin, one of the seven deadly sins, in fact. Medieval theologians translated it as “sloth,” but it is not physical torpor that makes acedia so deadly. It is the torpor of the soul, the indifference that creeps up on us as we age and grow accustomed to those we love, that poisons so much of adult life. As we fight our way out of the problems of adolescence and early adulthood, we often notice that the defeats and setbacks that troubled us in our youth are no longer as agonizing. This comes as welcome relief, but it has a cost. Whatever buffers us from the turmoil and pain of loss also buffers us from feeling joy. It is easy to mistake the indifference that creeps over us with age and experience for the growth of wisdom. Indifference is not wisdom. It is acedia. The symptom of this condition that concerns me is the waning of sexual attraction that so commonly comes between lovers once they settle down with each other. The sad fact is that the passionate attraction that so consumed them when they first courted dies down as they get to know each other well. In time, it becomes an ember; often, an ash. Within a few years, the sexual passion goes out of most marriages, and many partners start to look elsewhere to rekindle this joyous side of life. This is easy to do with a new lover, but acedia will not be denied, and the whole cycle happens again. This is the stuff of much of modern divorce, and this is the sexual disorder you are most likely to experience call it a disorder because it meets the defining criterion of a disorder: like transsexuality or S-M or impotence, it grossly impairs sexual, affectionate relations between two people who used to have them. Researchers and therapists have not seen fit to mount an attack on acedia. You will find it in no one’s nosology, on no foundation's priority list of problems to solve, in no government mental health budget. It is consigned to the innards of women's magazines and to trashy “how to keep your man” paperbacks. Acedia is looked upon with acceptance and indifference by those who might actually discover how it works and how to cure it. It is acedia I wish to single out as the most painful, the most costly, the most mysterious, and the least understood of the sexual disorders. And therefore the most urgent.

Managerial abilities, bureaucratic skills, technical expertise, and political talent are all necessary, but they can be applied only to goals that have already been defined by military policies, broad and narrow. And those policies can be only as good as strategy, operational art of war, tactical thought, and plain military craft that have gone into their making. At present, the defects of structure submerge or distort strategy and operational art, they out rightly suppress tactical ingenuity, and they displace the traditional insights and rules of military craft in favor of bureaucratic preferences, administrative convenience, and abstract notions of efficiency derived from the world of business management. First there is the defective structure for making of military decisions under the futile supervision of the civilian Defense Department; then come the deeply flawed defense policies and military choices, replete with unnecessary costs and hidden risks; finally there come the undoubted managerial abilities, bureaucratic skills, technical expertise, and political talents, all applied to achieve those flawed policies and to implement those flawed choices. By this same sequence was the fatally incomplete Maginot Line built, as were all the Maginot Lines of history, each made no better by good government, technical talent, careful accounting, or sheer hard work. Hence the futility of all the managerial innovations tried in the Pentagon over the years. In the purchasing of weapons, for example, “total package” procurement, cost plus incentive contracting, “firm fixed price” purchasing have all been introduced with much fanfare, only to be abandoned, retried, and repudiated once again. And each time a new Secretary of Defense arrives, with him come the latest batch of managerial innovations, many of them aimed at reducing fraud, waste, and mismanagement-the classic trio endlessly denounced in Congress, even though they account for mere percentage points in the total budget, and have no relevance at all to the failures of combat. The persistence of the Administrator’s Delusion has long kept the Pentagon on a treadmill of futile procedural “reforms” that have no impact at all on the military substance of our defense. It is through strategy, operational art, tactical ingenuity, and military craft that the large savings can be made, and the nation’s military strength greatly increased, but achieving long-overdue structural innovations, from the central headquarters to the combat forces, from the overhead of bases and installations to the current purchase of new weapons. Then, and only then, will it be useful to pursue fraud, waste, and mismanagement, if only to save a few dollars more after the billions have already been saved. At present, by contrast, the Defense Department administers ineffectively, while the public, Congress, and the media apply their energies to such petty matters as overpriced spare parts for a given device in a given weapon of a given ship, overlooking at the same time the multibillion dollar question of money spent for the Navy as a whole instead of the Army – whose weakness diminishes our diplomatic weight in peacetime, and which could one day cause us to resort to nuclear weapons in the face of imminent debacle. If we had a central military authority and a Defense Department capable of strategy, we should cheerfully tolerate much fraud, waste, and mismanagement; but so long as there are competing military bureaucracies organically incapable of strategic combat, neither safety nor economy will be ensured, even if we could totally eliminate every last cent of fraud, waste, and mismanagement.

Politicians are the only people in the world who create problems and then campaign against them. Have you ever wondered why, if both the Democrats and Republicans are against deficits, we have deficits? Have you ever wondered why if all politicians are against inflation and high taxes, we have inflation and high taxes? You and I don’t propose a federal budget. The president does. You and I don’t have Constitutional authority to vote on appropriations. The House of Representatives does. You and I don’t write the tax code. Congress does. You and I don’t set fiscal policy. Congress does. You and I don’t control monetary policy. The Federal Reserve Bank does. One hundred senators, 435 congressmen, one president and nine Supreme Court justices — 545 human beings out of 235 million — are directly, legally, morally and individually responsible for the domestic problems that plague this country. I excused the members of the Federal Reserve Board because that problem was created by the Congress. In 1913, Congress delegated its Constitutional duty to provide a sound currency to a federally chartered by private central bank. I exclude all of the special interests and lobbyists for a sound reason. They have no legal authority. They have no ability to coerce a senator, a congressman or a president to do one cotton-picking thing. I don’t care if they offer a politician $1 million in cash. The politician has the power to accept or reject it. No matter what the lobbyist promises, it is the legislators’ responsibility to determine how he votes. Don’t you see the con game that is played on the people by the politicians? Those 545 human beings spend much of their energy convincing you that what they did is not their fault. They cooperate in this common con regardless of party. What separates a politician from a normal human being is an excessive amount of gall. No normal human being would have the gall of Tip O’Neill, who stood up and criticized Ronald Reagan for creating deficits. The president can only propose a budget. He cannot force the Congress to accept it. The Constitution, which is the supreme law of the land, gives sole responsibility to the House of Representatives for originating appropriations and taxes. Those 545 people and they alone are responsible. They and they alone should be held accountable by the people who are their bosses — provided they have the gumption to manage their own employees.

The key to preventing this is balance. I see the give and take between different constituencies in a business as central to its success. So when I talk about taming the Beast, what I really mean is that keeping its needs balanced with the needs of other, more creative facets of your company will make you stronger. Let me give you an example of what I mean, drawn from the business I know best. In animation, we have many constituencies: story, art, budget, technology, finance, production, marketing, and consumer products. The people within each constituency have priorities that are important—and often opposing. The writer and director want to tell the most affecting story possible; the production designer wants the film to look beautiful; the technical directors want flawless effects; finance wants to keep the budgets within limits; marketing wants a hook that is easily sold to potential viewers; the consumer products people want appealing characters to turn into plush toys and to plaster on lunchboxes and T-shirts; the production managers try to keep everyone happy—and to keep the whole enterprise from spiraling out of control. And so on. Each group is focused on its own needs, which means that no one has a clear view of how their decisions impact other groups; each group is under pressure to perform well, which means achieving stated goals. Particularly in the early months of a project, these goals—which are subgoals, really, in the making of a film—are often easier to articulate and explain than the film itself. But if the director is able to get everything he or she wants, we will likely end up with a film that’s too long. If the marketing people get their way, we will only make a film that mimics those that have already been “proven” to succeed—in other words, familiar to viewers but in all likelihood a creative failure. Each group, then, is trying to do the right thing, but they’re pulling in different directions. If any one of those groups “wins,” we lose. In an unhealthy culture, each group believes that if their objectives trump the goals of the other groups, the company will be better off. In a healthy culture, all constituencies recognize the importance of balancing competing desires—they want to be heard, but they don’t have to win. Their interaction with one another—the push and pull that occurs naturally when talented people are given clear goals—yields the balance we seek. But that only happens if they understand that achieving balance is a central goal of the company.

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Anna Chapman was born Anna Vasil’yevna Kushchyenko, in Volgograd, formally Stalingrad, Russia, an important Russian industrial city. During the Battle of Stalingrad in World War II, the city became famous for its resistance against the German Army. As a matter of personal history, I had an uncle, by marriage that was killed in this battle. Many historians consider the battle of Stalingrad the largest and bloodiest battle in the history of warfare. Anna earned her master's degree in economics in Moscow. Her father at the time was employed by the Soviet embassy in Nairobi, Kenya, where he allegedly was a senior KGB agent. After her marriage to Alex Chapman, Anna became a British subject and held a British passport. For a time Alex and Anna lived in London where among other places, she worked for Barclays Bank. In 2009 Anna Chapman left her husband and London, and moved to New York City, living at 20 Exchange Place, in the Wall Street area of downtown Manhattan. In 2009, after a slow start, she enlarged her real-estate business, having as many as 50 employees. Chapman, using her real name worked in the Russian “Illegals Program,” a group of sleeper agents, when an undercover FBI agent, in a New York coffee shop, offered to get her a fake passport, which she accepted. On her father’s advice she handed the passport over to the NYPD, however it still led to her arrest. Ten Russian agents including Anna Chapman were arrested, after having been observed for years, on charges which included money laundering and suspicion of spying for Russia. This led to the largest prisoner swap between the United States and Russia since 1986. On July 8, 2010 the swap was completed at the Vienna International Airport. Five days later the British Home Office revoked Anna’s citizenship preventing her return to England. In December of 2010 Anna Chapman reappeared when she was appointed to the public council of the Young Guard of United Russia, where she was involved in the education of young people. The following month Chapman began hosting a weekly TV show in Russia called Secrets of the World and in June of 2011 she was appointed as editor of Venture Business News magazine. In 2012, the FBI released information that Anna Chapman attempted to snare a senior member of President Barack Obama's cabinet, in what was termed a “Honey Trap.” After the 2008 financial meltdown, sources suggest that Anna may have targeted the dapper Peter Orzag, who was divorced in 2006 and served as Special Assistant to the President, for Economic Policy. Between 2007 and 2010 he was involved in the drafting of the federal budget for the Obama Administration and may have been an appealing target to the FSB, the Russian Intelligence Agency. During Orzag’s time as a federal employee, he frequently came to New York City, where associating with Anna could have been a natural fit, considering her financial and economics background. Coincidently, Orzag resigned from his federal position the same month that Chapman was arrested. Following this, Orzag took a job at Citigroup as Vice President of Global Banking. In 2009, he fathered a child with his former girlfriend, Claire Milonas, the daughter of Greek shipping executive, Spiros Milonas, chairman and President of Ionian Management Inc. In September of 2010, Orzag married Bianna Golodryga, the popular news and finance anchor at Yahoo and a contributor to MSNBC's Morning Joe. She also had co-anchored the weekend edition of ABC's Good Morning America. Not surprisingly Bianna was born in in Moldova, Soviet Union, and in 1980, her family moved to Houston, Texas. She graduated from the University of Texas at Austin, with a degree in Russian/East European & Eurasian studies and has a minor in economics. They have two children. Yes, she is fluent in Russian! Presently Orszag is a banker and economist, and a Vice Chairman of investment banking and Managing Director at Lazard.

The president’s subordinates at the White House Office of Management and Budget have announced that the government would subsidize companies sued by employees for failure to comply with the WARN Act—in effect, the president is using public funds to encourage and underwrite the violation of federal law.17

The most vexing managerial aspect of this problem of asymmetry, where the easiest path to growth and profit is up, and the most deadly attacks come from below, is that “good” management—working harder and smarter and being more visionary—doesn’t solve the problem. The resource allocation process involves thousands of decisions, some subtle and some explicit, made every day by hundreds of people, about how their time and the company’s money ought to be spent. Even when a senior manager decides to pursue a disruptive technology, the people in the organization are likely to ignore it or, at best, cooperate reluctantly if it doesn’t fit their model of what it takes to succeed as an organization and as individuals within an organization. Well-run companies are not populated by yes-people who have been taught to carry out mindlessly the directives of management. Rather, their employees have been trained to understand what is good for the company and what it takes to build a successful career within the company. Employees of great companies exercise initiative to serve customers and meet budgeted sales and profits. It is very difficult for a manager to motivate competent people to energetically and persistently pursue a course of action that they think makes no sense.

You contribute much to your marriage by the wise, thrifty, diligent management and oversight of your part of the household budget.

One of the most frustrating aspects of the Vietnam war from the Army's point of view is that as far as logistics and tactics were concerned we succeeded in everything we set out to do. At the height of the war the Army was able to move almost a million soldiers a year in and out of Vietnam, feed them, clothe them, house them, supply them with arms and ammunition, and generally sustain them better than any Army had ever been sustained in the field. To project an Army of that size halfway around the world was a logistics and management task of enormous magnitude, and we had been more that equal to the task. On the battlefield itself, the Army was unbeatable. In engagement after engagement the forces of the Viet Cong and that of the North Vietnamese Army were thrown back with terrible losses. Yet, in the end, it was North Vietnam, not the United States, that emerged victoriously. How could we have succeeded so well, yet failed so miserably? At least part of the answer appears to be that we saw Vietnam as unique rather than in strategic context. This misperception grew out of neglect of military strategy in the post-World War II nuclear era. Almost all professional literature on military strategy was written by civilian analysts - political scientists from the academic world and systems analysts from the Defense community. In his book War and Politics, political scientist Bernard Brodie devoted an entire chapter to the lack of professional military strategic thought. The same criticism was made by systems analysts Alain C. Enthoven and K. Wayne Smith who commented: "Military professionals are among the most infrequent contributors to the basic literature on military strategy and defense policy. Most such contributors are civilians..." Even the Army's so-called "new" strategy of flexible response grew out of civilian, not military, thinking. This is not to say that the civilian strategies were wrong. The political scientists provided a valuable service in tying war to its political ends. They provided a valuable service in tying war to its political ends. The provided answers to "why" the United States ought to wage war. In the manner the systems analyst provided answer on "what" means we would use. What was missing was the link that should have been provided by military strategists -"how" to take the systems analyst's means and use them to achieve the political scientist's ends. But instead of providing professional military advice on how to fight the war, the military more and more joined with the systems analysts in determining material means we were to use. Indeed, the conventional wisdom among many Army officers was that "the Army doesn't make strategy, " and "there is no such thing as Army strategy." There was a general feeling that strategy was budget-driven and was primarily a function of resource allocation. The task of the Army, in their view, was to design and procure material, arms and equipment and to organize, train, and equip soldiers for the Defense Establishment.

Between 1999 and 2002, the Yankees paid over three times what the A’s paid for the average player on their roster. The Yankee payroll was $130 million in 2002; that of the A’s, just $40 million. Yet the difference in performance between the two teams was surprisingly small considering the vast difference in salaries. The Yankees made the championship playoffs in 2000, 2001, and 2002, but so did the A’s. The Yankees did go all the way to the World Series in 2000 and 2001, and won it in 2000. But during the 2002 regular season, the A’s and the Yankees each won 103 games. Just think what the A’s might have accomplished with the combination of evidence and unlimited budget.

twenty-to-sixty-four-year-olds) will rise from 28 percent to 58 percent—and that is assuming that the EU lets in more than a million young immigrants a year.9 Across the Atlantic, America continues to tax itself like a small-government country and spend like a big-government one while hiding its true liabilities by using tactics that would have made Bernie Madoff blush. With the baby boomers aging, the Congressional Budget Office reckons the bill for medical benefits alone will rise by 60 percent over the next decade—its deficit may be manageable now, but the United States faces a choice: Rein in those entitlements, raise taxes to extraordinary levels, or stagger from crisis to crisis. Every

of budget waste in the public sector, solution for the blind spots of supervision of management, and normalization of abnormal practices, and recommended

Establishment of a quarterly rolling planning regime, wherein management both sets out its revenue and expenditure requirements for the next 18 months and seeks approval for expenditure planned for the next 3 months, is a key requirement for beyond budgeting management. Each quarter, before approving these estimates, management sees the bigger picture six quarters out. While firming up the short-term numbers for the next three months, all subsequent forecasts also update the annual forecast. Budget holders are encouraged to spend half the time on getting the details of the next three months right, as these will become targets, on agreement, and the rest of the time on the next five quarters. Each quarter

Maybe it was her. She had been raised by her single mother. All Sage ever wanted was to be successful in business and she had worked hard to get her degree and then work her way up to land this director position. She managed 177 people.  She maintained a huge budget for her division. And she was stuck working for a man who didn’t even know she existed apart from the business meetings. 

When Chromebooks were released at the end of 2010, they weren’t envisioned entirely as an education product. But the education market — which includes K-12 schools and colleges — represented 75 percent of the laptop’s total U.S. sales in the third quarter, IDC said. The market accounted for 21 percent of total iPad sales in the quarter, it said. “It’s just been a very solid fit with the needs of schools,” said Rajen Sheth, a director of product management at Google. Chromebooks start at $199 — about $180 cheaper than the least expensive iPad Air. That helps in a market where budgets matter.

Money may not be able to buy you happiness but a lack of it sure can cause a lot of misery!

Churches for churched people obsess over the most frivolous, inconsequential things. It’s why you dread your board meetings, your elder meetings, and your committee meetings. You rarely talk about anything important. You’re managing found people. I know you care about un-found people in your heart. But do you care in your schedule, your programming, your preaching style, or your budget?

Management of policy-making and planning processes across all areas of the Commission's activities, and organizational and personnel coordination ○Budget planning, management of income and expenses and accounting

Economist Peter Orszag witnessed the workings of vetocracy and its nefarious consequences. Writing in 2011, he reflected on what he had just witnessed as one of the top economic policymakers in the United States: “During my recent stint in the Obama administration as director of the Office of Management and Budget, it was clear to me that the country’s political polarization was growing worse—harming Washington’s ability to do the basic, necessary work of governing. . . . Radical as it sounds we need to counter the gridlock of our political institutions by making them a bit less democratic. I know that such ideas carry risk. And I have arrived at these proposals reluctantly: they come more from frustration than from inspiration. But we need to confront the fact that a polarized, gridlocked government is doing real harm to our country. And we have to find some way out of it.

According to its Web site, Parent Revolution “invented” the idea of the “parent trigger” and persuaded the state senator Gloria Romero to include it in her education reform legislation. If 51 percent of the parents in a low-performing school sign a petition, the law says, the parents may take control of the school, its staff, and its budget, fire some or all of the staff, or turn the school over to a charter management

Stay in scope, stay on budget, and stay within the timeframe.

In fact, it actually makes weight management even harder for the vast majority of people who consume it.   The study, from the University of Texas Health Center San Antonio, observed 474 elderly people. A total of 9.5 years later it was found that diet soda drinkers had waist circumferences that were 70 percent greater than those who did not drink diet soda. Those who drank diet soda the most, at least two per day, had waist sizes that were 500 percent greater than those who didn’t drink diet soda at all.   Another study from

The Westminster system understandably produces governments with more formal powers than in the United States. This greater degree of decisiveness can be seen clearly with respect to the budget process. In Britain, national budgets are not drawn up in Parliament, but in Whitehall, the seat of the bureaucracy, where professional civil servants act under instructions from the cabinet and prime minister. The budget is then presented by the chancellor of the exchequer (equivalent of the U.S. treasury secretary) to the House of Commons, which votes to approve it in a single up-or-down vote. This usually takes place within a week or two of its promulgation by the government. The process in the United States is totally different. The Constitution grants Congress primary authority over the budget. While presidents formulate budgets through the executive branch Office of Management and Budget, this office often becomes more like another lobbying organization supporting the president’s preferences. The budget, put before Congress in February, works its way through a complex set of committees over a period of months, and what finally emerges for ratification (we hope) by the two houses toward the end of the summer is the product of innumerable deals struck with individual members to secure their support. The nonpartisan Congressional Budget Office was established in 1974 to provide Congress with greater technocratic support in drawing up budgets, but in the end the making of an American budget is a highly decentralized and nonstrategic process in comparison to what happens in Britain.

You don’t have to be a miser, just be wiser with your money.

By necessity, the message companies send to their managers is conflicting: Develop your people, help them grow into strong contributors and team members, and oh, by the way, make sure everything goes smoothly because there aren’t enough resources, and the success of our enterprise depends on your group doing its job on time and on budget.

Are we expanding our sales force appropriately to match needed sales growth and market penetration?   2. Are our reps properly trained, and what is the lag time between training and an effective rep?   3. Is our compensation package and awards program sufficient to attract and retain high performers?   4. Is our field sales forecasting system functioning properly to anticipate negative trends?   5. Can we continue to leverage the sales expense line without damaging sales?   6. Is our expense budget tracking system effective?   7. Are we accurately monitoring sales force morale?   8. Is our pay schedule competitive?

One way to encourage innovation to flourish outside the normal planning cycles is to reserve pools of special funds for unexpected opportunities. That way, promising ideas do not have to wait for the next budget cycle, and innovators do not have to beg for funds from mainstream managers who are measured on current revenues and profits.

If your feeding on the Word of God is only happening when the pastor preaches, then you will suffer from malnourishment. When people become so focused on teaching lessons rather than teaching students, churches can become places where lessons are delivered, but no real change comes about. When members are taught how to budget and manage their money wisely they are more capable of supporting the church’s ministries. When individuals take on leadership roles, they need to be accountable, not only to God, but also to others at the church. The success or failure of your ministry depends on this. So many people would have a better opinion of Christians if they felt that the believers did not have a “holier than thou” attitude. Attract unbelievers; be honest and open. If you have experienced tough problems, and you know that God made a way for you, don’t keep this good news to yourself. Share your testimony; it just might change someone’s life. People like to know that others care about them. You may never know how much a kind word, a discussion, a visit, a brief note, a birthday card or some much needed friendship can influence someone who is not used to thoughtful gestures. It is hard to motivate people to act if they do not see the person leading them setting the proper example. Whenever only one person is responsible for making all of the major decisions for an organization, problems can arise; this is true of churches as well.

Facebook has provided 5 most important features that will help your business to get on the top. 1.   Segmentation 2.   Ads Optimization 3.   Scheduling Your Campaigns 4.   Managing Your Budget Wisely 5.   Tracking Your Results

we examined return on investment for communication expenditures for “most-excellent” and “least-excellent” programs. 6 In the survey, CEOs were asked to estimate benefits that their organizations received from the dollars or pounds invested in communication. If the CEO said the organization received one dollar back for each dollar spent on communication, then communication benefits were even with costs. If two dollars in benefits were received for each communication dollar spent, then communication provided the organization with a positive return on investment. The CEO's evaluation of return on investment is, admittedly, subjective. But consider this: The CEO's judgments about costs and benefits are the very judgments that will determine if your budget and staff increase or decrease next year! Further, no other manager in the organization has the same vantage point as the CEO. The average return on investment from the CEOs in organizations with most-excellent communication programs was $2.66 for every dollar invested in communication. In contrast, CEOs of organizations with least-excellent communication programs reported only a $1.46 average return on investment for each dollar spent on communication. CEOs with most-excellent communication programs—as defined by the Excellence Study and as isolated in the Excellence Factor—see greater return on investment for communication expenditures than do CEOs with least-excellent programs.

Invenio It protect your most valuable assistance. You have no time for business interruptions, very little time to manage your backups, and your budget is unfold skinny. nonetheless losing your knowledge or access to that would be devastating.

Fostering relationships across the organization is seen as the important element in creating coordinated actions. A strong commitment to a common set of values provides the framework for this process. Everyone thinks about the customer. Product

beating the competition or one’s peers is a far more powerful weapon than financial incentives. Why do people need cash incentives to fulfill their work obligations to colleagues and customers? It is recognition of effort that is important. Managers will only strive to achieve ambitious goals if they know that their ‘best efforts’ will be recognized and not punished if they fail to get all the way.

There had been a great deal riding on Toy Story, of course, and since making a film is an extremely complicated proposition, our production leaders had felt tremendous pressure to control the process—not just the budgets and schedules but the flow of information. If people went willy-nilly to anybody with their issues, they believed, the whole project could spiral out of control. So, to keep things on track, it was made clear to everyone from the get-go: If you have something to say, it needs to be communicated through your direct manager. If an animator wanted to talk to a modeler, for example, they were required to go through “proper channels.” The artists and technical people experienced this everything-goes-through-me mentality as irritating and obstructionist. I think of it as well-intentioned micromanaging. Because

group executives still have an important role to play in the development of strategy. For example, they set values, boundaries, direction, and guidelines for strategy development and decision making, and then challenge the plans and ambitions of business unit managers. This process is done in broad strokes, and quickly. There are few detailed submissions and presentations. The only exception is if new capital expenditures or other major resource requirements are needed to support strategic options.

The power to decide who is sovereign would signify a new sovereignty. A tribunal vested with such powers would constitute a supra-state and supra-sovereignty, which alone could create a new order if, for example, it had the authority to decide on the recognition of a new state. Not a Court of Justice but a League of Nations might have such pretensions. But in exercising them, it would become an independent agent. Together with the function of executing the law, managing an administration, etcetera (which might involve independence in financial affairs, budgeting, and other formalities), it would also signify something in and of itself. Its activity would not be limited to the application of existing legal norms, as would a tribunal that is an administrative authority. It would also be more than an arbiter, because in all decisive conflicts it would have to assert its own interests. Thus it would cease to uphold justice exclusively—in political terms, the status quo. If it took the constantly changing political situation as its guiding principle, it would have to decide on the basis of its own power what new order and what new state is or is not to be recognized. This could not be determined by the preexisting legal order, because most new states have come into being in opposition to the will of their formerly sovereign ruler. Owing to the rationale of self-assertion, it is conceivable that a conflict with the law might arise. Such a tribunal would not only represent the idea of impersonal justice but a powerful personality as well.

Making a fixed promise that is subject to high levels of uncertainty and then requiring people to meet that promise at all costs is like putting the performance cart before the horse. The result is likely to be the distortion of profitability over time and, in exceptional circumstances, outright fraud.

MODEL 2: Multiple Stakeholder Sustainability, Fons Trompenaars and Peter Woolliams (2010) PROBLEM STATEMENT How can I assess the most significant organizational dilemmas resulting from conflicting stakeholder demands and also assess organizational priorities to create sustainable performance? ESSENCE Organizational sustainability is not limited to the fashionable environmental factors such as emissions, green energy, saving scarce resources, corporate social responsibility, and so on. The future strength of an organization depends on the way leadership and management deal with the tensions between the five major entities facing any organization: efficiency of business processes, people, clients, shareholders and society. The manner in which these tensions are addressed and resolved determines the future strength and opportunities of an organization. This model proposes that sustainability can be defined as the degree to which an organization is capable of creating long-term wealth by reconciling its most important (‘golden’) dilemmas, created between these five components. From this, professors and consultants Fons Trompenaars and Peter Woolliams have identified ten dimensions consisting of dilemmas formed from these five components, because each one competes with the other four. HOW TO USE THE MODEL: The authors have developed a sustainability scan to use when making a diagnosis. This scan reveals: The major dilemmas and how people perceive the organization’s position in relation to these dilemmas; The corporate culture of an organization and their openness to the reconciliation of the major dilemmas; The competence of its leadership to reconcile these dilemmas. After the diagnosis, the organization can move on to reconciling the major dilemmas that lead to sustainable performance. To this end, the authors developed a dilemma reconciliation process. RESULTS To achieve sustainable success, organizations need to integrate the competing demands of their key stakeholders: operational processes, employees, clients, shareholders and society. By diagnosing and connecting different viewpoints and values, their research and consulting practice results in a better understanding of: The key challenges the organization faces with its various stakeholders and how to prioritize them; The extent to which leadership and management are capable of addressing the organizational dilemmas; The personal values of employees and their alignment with organizational values. These results help an organization define a corporate strategy in which crucial dilemmas are reconciled, and ensure that the company’s leadership is capable of executing the strategy sustainably. It does so while specifically addressing the company’s wealth-creating processes before the results show up in financial reports. It attempts to anticipate what the corporate financial performance will be some six months to three years in the future, as the financial effects of dilemma reconciliation are budgeted.

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In the past year, a new divestment campaign has caught on, faster than any other such campaign in history, according to a recent Oxford university study. Investors representing more than $2.5tn in assets under management, including the Rockefeller Brothers Fund, Norway’s giant oil fund and the Church of England (whose archbishop is a former oil executive) have all joined the chorus saying sayonara to their dirtiest fossil fuel investments. They reason this is not about biting the hand that fed them; rather, it is about morality and economics. It is about the morality of not standing on the sidelines of climate change, “the most pressing moral issue in our world” in the words of the lead bishop on the environment for the Church of England. It is also about the economics of not getting stuck holding a bag of stranded fossil fuel assets that cannot be burnt if the world is to adhere to a given carbon budget, a topic on which Mark Carney, governor of the Bank of England, has expressed concerns. And it is about not missing out on the transition from a high-carbon to a low-carbon economy. The president of Harvard University, whose endowment is estimated to have a carbon footprint as big as that of Jamaica, is not convinced. As Drew Faust argues, constraining investment options risks significantly constraining investment returns, while divestment is unlikely to have a financial impact on the affected companies. It also raises the troubling problem of boycotting a whole class of companies whose products and services we rely on.

Step 1: Secure your basic needs: food, clothing and shelter. Step 2: Create a $1,000 emergency fund. Step 3: Pay off all debts as fast as possible, other than your home. Step 4: Increase your emergency fund until it reaches 6 to 10 months of your basic needs. Step 5: Begin saving 15 percent of your income for retirement. Step 6: If so desired, save for your child's college education. Step 7: Pay off your mortgage early. Step 8: Express your values with your money. Tactics That Bring Your Strategies to Life Live by a zero-balance budget, created at

The only thing that we know about financial predictions of startups is that 100 percent of them are wrong. If you can predict the future accurately, we have a few suggestions for other things you could be doing besides starting a risky early stage company. Furthermore, the earlier stage the startup, the less accurate any predications will be. While we know you can't predict your revenue with any degree of accuracy (although we are always very pleased in that rare case where revenue starts earlier and grows faster than expected), the expense side of your financial plan is very instructive as to how you think about the business. You can't predict your revenue with any level of precision, but you should be able to manage your expenses exactly to plan. Your financials will mean different things to different investors. In our case, we focus on two things: (1) the assumptions underlying the revenue forecast (which we don't need a spreadsheet for—we'd rather just talk about them) and (2) the monthly burn rate or cash consumption of the business. Since your revenue forecast will be wrong, your cash flow forecast will be wrong. However, if you are an effective manager, you'll know how to budget for this by focusing on lagging your increase in cash spend behind your expected growth in revenue.

Effective churches manage their resources—budgets, schedules, personnel—to accomplish the work of God in their communities without making efficiency the ruling principle of the congregation.

You need to let go of what you’re not good at. You may be charismatic, you may enjoy attention, and many people may enjoy you—but you may still be a mediocre manager, unskilled at follow-through, handling budgets or making tough decisions. Conversely, you may be great at the behind-the-scenes work, but you’ll never be the charming face of the organization. You now need to admit that it’s time to let some things go and hand them to others who can manage better.

Most public companies spend less than 2 percent of their annual budgets on R&D.

Preparation of Financial Statements - A Simple Summary •AR-C 70 is applicable when the accountant is engaged to prepare financial statements and is not applicable when the accountant is engaged to perform a compilation or if the accountant is merely assisting with bookkeeping •The objective of the accountant is to prepare financial statements in accordance with the chosen reporting framework •The financial statements can be prepared in accordance with GAAP or a special purpose reporting framework •The financial statements can be distributed to third parties (and not just management) •The accountant must either: ·State on each financial statement page that “no assurance is provided,” or ·Provide a disclaimer •Documentation requirements include: ·The engagement letter, and ·The financial statements •An engagement letter must be signed by: ·The accountant or the accountant’s firm, and ·Management or those charged with governance •No report (e.g., compilation report) is attached to the financial statements •Consideration of independence is not required •Substantially all disclosures can be omitted •The omission of substantially all disclosures should be: ·Disclosed on the face of the financial statements, or ·In a note •Selected disclosures can be provided •Departures from the applicable financial reporting framework should be: ·Disclosed on the face of the financial statements, or ·In a note •A preparation engagement may be applied to historical financial statements and to: ·Historical information (e.g., specified items of a financial statement) and ·Prospective information, including: ·Budgets ·Forecasts, or ·Projections •A preparation engagement can be performed in relation to prescribed forms (e.g., bank personal financial statements) •Mark draft financial statements with appropriate wording (e.g., Draft Financial Statements)

But 2018 broke the pattern. Record turnout occurred across the country to elect governors, state legislators, and those running for federal office. The national sea change occurred in part due to a surge of interest in state and local politics caused by greater demand from constituents. State lawmakers have more of an impact on the daily lives of voters of color and the marginalized than Congress ever likely will. Just as they set the law overseeing the right to vote, they also determine criminal justice, health care access, housing policy, educational equity, and transportation. Governors set budgets, sign bills, and implement these ideas. Secretaries of state act as superintendents of election law, but in many states they also manage access for small businesses and a host of administrative duties invisible to citizens until the policies go awry. Attorneys general serve as the chief law enforcement arm of the state, determining statewide matters that can have local impact.

It's OK to fire a customer. If the fit isn't right - they will end up causing you more harm than good - financially and emotionally. “Choose your customers ...“ Culturally things need to fit. If they don’t, you need to do something about it. Durgan talked to me about walking away from an insurance customer, because their expectations didn't meet their budget. They wanted CETSAT to take on a certain amount of cyber risk but weren't prepared to pay a fair amount. He was brave and walked away.

Quoting page 74-75: The ability of the minority rights interest groups to win control of the new agencies of civil rights enforcement established in the 1960s followed a traditional pattern in the politics of regulation that students of public administration called “clientele capture.” The practice is as old as Jacksonian democracy, which set the American tradition wherein party patronage ruled the civil service and mission agencies were expected to cater to the needs of their organized constituencies: farmers, veterans, laborers, and business interests. By the 1960s, journalists referred to these arrangements as iron triangles.” They were three-way coalitions of mutual back-scratching, operating in Washington and in state and municipal governments throughout America. Three points of the triangle were organized interests which lobbied legislators to establish or expand programs beneficial to their members; legislative committees, which obliged the lobbyists by authorizing and funding programs for the mission agencies to manage; and government bureaucrats, who expanded their empire building service programs to benefit the interest groups. To complete the triangular cycle, interest groups supported the legislators. … because environmental and consumer protection regulation is cross-cutting and horizontal—covering pollution, for example, from all industrial sources, rather than single industry and vertical … it is a difficult target for capture. The new agencies of civil right regulation, however, were different in ways that made them highly vulnerable to capture. Most important, the cost-benefit structure of civil right regulation is the opposite of that found in environmental and consumer protection regulation. Benefits (jobs, promotions, admissions, contract set-asides) are narrowly concentrated among protected-class clienteles (racial and ethnic minorities, women, the handicapped). Costs, on the other hand, are widely distributed (government and corporate budgets).

BILL’S FRAMEWORK FOR 1:1s AND REVIEWS PERFORMANCE ON JOB REQUIREMENTS Could be sales figures Could be product delivery or product milestones Could be customer feedback or product quality Could be budget numbers RELATIONSHIP WITH PEER GROUPS (This is critical for company integration and cohesiveness) Product and Engineering Marketing and Product Sales and Engineering MANAGEMENT/LEADERSHIP Are you guiding/coaching your people? Are you weeding out the bad ones? Are you working hard at hiring? Are you able to get your people to do heroic things? INNOVATION (BEST PRACTICES) Are you constantly moving ahead . . . thinking about how to continually get better? Are you constantly evaluating new technologies, new products, new practices? Do you measure yourself against the best in the industry/world?

Crews that fight forest fires in Oregon are now so heavily Hispanic that in 2003, the Oregon Department of Forestry required that crew chiefs be bilingual. In 2006, the department started forcing out veterans. Jaime Pickering, who used to run a squad of 20 firefighters, says the rule means “job losses for Americans—the white people.” Zita Wilensky, a 16-year veteran, was the only white employee of Miami-Dade County Domestic Violence Unit. Her co-workers made fun of her and called her gringa and Americana. Miss Wilensky says her boss gave her 60 days to learn Spanish, and fired her when she failed to do so. It is increasingly common, therefore, for Americans to be penalized because they cannot speak Spanish, but employers who insist that workers speak English are guilty of discrimination. In 2001, the Equal Employment Opportunity Commission forced a small Catholic college in San Antonio to pay $2.4 million to housekeepers who were required to speak English at work. There are now about 45 million Hispanics in the country. What will the status of Spanish be when there are 130 million Hispanics, as the Census Bureau projects for 2050? In 2000, President Bill Clinton decided that the prohibition against discrimination because of “national origin” in the Civil Rights Act of 1964 meant that if a foreigner cannot speak to a government agency in his own language he is a victim. Executive Order 13166 required all local governments that receive federal money (all of them, essentially) to translate official documents into any language spoken by at least 3,000 people in the area or 10 percent of the local population. It also required interpreters for non-English speakers. In 2002, the Office of Management and Budget estimated that hospitals alone would spend $268 million every year implementing Executive Order 13166, and state departments of motor vehicles would spend $8.5 million. OMB estimated that communicating with food stamp recipients who don’t speak English would cost $25.2 million per year.