Business Multinational Quotes

Pick a leader who will make their citizens proud. One who will stir the hearts of the people, so that the sons and daughters of a given nation strive to emulate their leader's greatness. Only then will a nation be truly great, when a leader inspires and produces citizens worthy of becoming future leaders, honorable decision makers and peacemakers. And in these times, a great leader must be extremely brave. Their leadership must be steered only by their conscience, not a bribe.

People sleeping on pavements gives industry a bad name. My friend was saying last week—he’s the director of a multinational, mind you, not some small, two-paisa business—he was saying that at least two hundred million people are surplus to requirements, they should be eliminated.

People who own the world outright for profit will have to be stopped by influence, by power, by us.

What the US evidently sought to impose by main force on Iraq was a state apparatus whose fundamental mission was to facilitate conditions for profitable capital accumulation on the part of both domestic and foreign capital. I call this kind of state apparatus a neoliberal state. The freedoms it embodies reflect the interests of private property owners, businesses, multinational corporations, and financial capital. Bremer invited the Iraqis, in short, to ride their horse of freedom straight into the neoliberal corral.

As we’ve seen, the Chinese are everywhere, they mean business and they are now every bit as involved across the continent as the Europeans and Americans. About a third of China’s oil imports come from Africa, which – along with the precious metals to be found in many African countries – means they have arrived, and will stay. European and American oil companies and big multinationals are still far more heavily involved in Africa, but China is quickly catching up.

The rise of multinational corporations that know neither patriotism nor morality but only self-interest, has made accountability almost non-existent. At virtually every level, I discern a demand by business for docile government and unrestrained corporate individualism. Where industry once yearned for subservient unions, it now wants no unions at all.

Apple raised $17 billion in a bond offering in 2013. Not to invest in new products or business lines, but to pay a dividend to stockholders. The company is awash with cash, but much of that money is overseas, and there would be a tax charge if it were repatriated to the USA. For many other companies, the tax-favoured status of debt relative to equity encourages financial engineering. Most large multinational companies have corporate and financial structures of mind-blowing complexity. The mechanics of these arrangements, which are mainly directed at tax avoidance or regulatory arbitrage, are understood by only a handful of specialists. Much of the securities issuance undertaken by Goldman Sachs was not ‘helping companies to grow’ but represented financial engineering of the kind undertaken at Apple. What

It matters little whether you are the mother of active children who drain away your energy, an important executive in a major multinational corporation, a graduate student cramming for impending comprehensives, a plumber working overtime to put your children through college, or a pastor of a large church putting in ninety-hour weeks: at the end of the day, if you are too busy to pray, you are too busy. Cut something out.

These multinational companies are really good at selling us fake food, produced in giant factories from a long list of already highly processed ingredients. They sell us these products because they are highly profitable, even if it means we’re consuming dangerous chemicals, additives, and toxic ingredients. And it gets worse than that. It’s intentional. Food companies have big R&D departments for this very reason—to make their food addictive.5 If it wasn’t, they’d have a much harder time staying in business.

We usually think of empires as violent undertakings. As Frantz Fanon observed in the 1960s, the process of conquering and governing a colony is, by definition, violent. But in the context of global capitalism, empire has a more expansive meaning. Capitalist empires are not simply the states capable of winning the most wars; they are the command centers of the capitalist world system. Their corporations are the largest and most powerful multinationals, extracting profits from all corners of the globe and sucking them back to the imperial core. Their financial institutions are some of the most important nodes in the networks of global finance. The priorities of their governments are forcefully communicated to -and sometimes enforced upon- less powerful states. In fact, at the global level it is much easier to see the equivalence between economic and political power than it is domestically. The power of US businesses abroad is maintained through an international order that prioritizes the interests of US capital, promulgated by the US government and its allies. The power of US finance rests on the central role played by the dollar as the global reserve currency, which is it self a function of American military, political, and economic might. American military power, meanwhile, stems from and helps to reinforce the power of a web of military contractors, weapons manufacturers, and research hubs that provide the expertise and equipment needed to maintain its supremacy. In certain parts of the world, as in Iraq after its invasion, the US government has rules through private corporations like Halliburton. Empire is, then, about more than formal colonization -it refers to all the processes through which the world's most powerful capitalist institutions plan who gets what at the level of the world economy. Throughout history, this imperial power has often been exercised through horrendous acts of violence that have warped the development of entire societies for decades. But today, it is often exerted in far more covert ways, such as through the secretive system of international courts or international financial institutions imposing rigid conditions on countries trying to access emergency lending.

If I as Pekwa Nicholas Mohlala take my family, my brothers and sisters, myself, and our children, combined, we have all the resources, knowledge, skills, and capacity to run a successful, profitable, and sustainable small business. If I take my extended family both maternal and partenal, my aunts and uncles and my cousins, myself, and our children, combined, we have all the resources, knowledge, skills, and capacity to run a successful, profitable, and sustainable medium business. If I take Ba Ga Mohlala family in general, including aunts, uncles, and grandchildren, combined, we have all the resources, knowledge, skills, and capacity to run a successful, profitable, and sustainable Big Business business. If I take Banareng clan including aunts, uncles, and grandchildren, combined, we have all the resources, knowledge, skills, and capacity to run a successful, profitable, and sustainable multinational business. YET, we are not able to do that because of lack of unity, and the lack of unity is caused by selfishness and lack of trust. At the moment what we have is majority of successful independent individuals running their individual successful, profitable and sustainable small businesses and successful individuals pursuing their own fulfilling careers. If ever we want to succeed as families and one united clan, we need to start by addressing the issue of trust, and selfishness. Other than that, anything that we try to do to unite the family will fail. And to succeed in addressing the issue of trust, and selfishness, we must first start by acknowledging that we are related. We must start by living and helping oneanother as relatives, we must first start by creating platforms that will overtime make us to reestablish our genetic bond, and also to build platforms where we can do that. So, let us grab the opportunity to use existing platforms and build new ones, to participate, contribute positively, and add our brothers and sisters, our cousins, and other extended family members to those platforms as a way towards building unity, unity of purpose, purpose of reclaiming our glory and building a legacy. Unity of empowering ourself and our communities. Unity of building a successful and sustainable socioeconomic livelihood for ourselves and our communities. We will keep on preaching this gospel of being self sustainable as Ba Ga Mohlala and Banareng in general, until people start to stop and take notice, until people start listening and acting, we will keep on preaching this gospel of being self sustainable as Ba Ga Mohlala and Banareng in general, until people take it upon themselves and start organizing themselves around the issue of social and economic development as a family and as a clan, until people realize the importance of self sufficiency as a family and as a clan. In times of election, the media always keep on talking about the election machinery of the ruling parties in refence to branches of the ruling parties which are the power base of those ruling parties. Luckily as Ba Gs Mohlala, we also have Ba Ga Mohlala branches across the country as basic units in addition to family, and extended family units. So, let us use those structures as basic units and building blocks to build up Ba Ga Mohlala and Banareng to become successful forces which will play a role in socioeconomic sphere locally, regionally, provinvially, nationally, and internationally. To build Ba Ga Mohlala and Banareng to be a force to reckon with locally, provinvially, nationally, and internationally. The platforms are there, it is all up to us, the ball is in our court as a collective Ba Ga Mohlala and Banareng. It must become a norn and a duty to serve the family and the clan, it must become a honour to selflessly serve the family and the clan without expecting anything in return. ALUTA !!!!!!!! "Struggle of selfsuffiency must continue

The President called it the “Epitome of the American dream.” Daddy called it the “unholy alliance of business and government.” But all it really was, was America giving up. Bailing out in order to join the Financial Resource Exchange. A multinational alliance focused on one thing: profit. Fund global medical care to monopolize vaccines. Back unified currency to collect planet-wide interest. And provide the resources needed for a select group of scientists and military personnel to embark on the first trip across the universe in a quest to find more natural resources—more profit. The answer to my parents’ dreams. And my worst nightmare. And I know something about nightmares, seeing as how I’ve been sleeping longer than I’ve been alive. I hope. What if this is just a part of a long dream dreamt in the short time between when Ed locked the cryo door and Hassan pushed the button to freeze me? What if? It’s a strange sort of sleep, this. Never really waking up, but becoming aware of consciousness inside a too-still body. The dreams weave in and out of memories. The only thing keeping the nightmares from engulfing me is the hope that there couldn’t possibly be a hundred more years before I wake up. Not a hundred years. Not three hundred. Not three hundred and one. Please, God, no. Sometimes it feels like a thousand years have passed; sometimes it feels as if I’ve only been sleeping a few moments. I feel most like I’m in that weird state of half-asleep, half-awake I get when I’ve tried to sleep past noon, when I know I should get up, but my mind starts wandering and I’m sure I can never get back to sleep. Even if I do slip back into a dream for a few moments, I’m mostly just awake with my eyes shut. Yeah. Cryo sleep is like that. Sometimes I think there’s something wrong. I shouldn’t be so aware. But then I realize I’m only aware for a moment, and then, as I’m realizing it, I slip into another dream. Mostly, I dream of Earth. I think that’s because I didn’t want to leave it. A field of flowers; smells of dirt and rain. A breeze ... But not really a breeze, a memory of a breeze, a memory made into a dream that tries to drown out my frozen mind. Earth. I hold on to my thoughts of Earth. I don’t like the dreamtime. The dreamtime is too much like dying. They are dreams, but I’m too out of control, I lose myself in them, and I’ve already lost too much to let them take over. I push the dream-memory down. That happened centuries ago, and it’s too late for regrets now. Because all my parents ever wanted was to be a part of the first manned interstellar exploratory mission, and all I ever wanted was to be with them. And I guess it doesn’t matter that I had a life on Earth, and that I loved Earth, and that by now, my friends have all lived and gotten old and died, and I’ve just been lying here in frozen sleep.

•from taking a course or reading a book on world religions, to developing a friendship with a Muslim, Hindu or Buddhist person, to moving to a city in North Africa or South Asia in hopes of being a witness for Christ there •from becoming an advocate for immigrant rights, to getting involved in the diplomatic corps, to becoming a lawyer at the United Nations dedicated to getting countries to abide by the U.N. Declaration of Human Rights •from going on a short-term mission trip to reach children in a poor barrio, to supporting a child for forty dollars a month through World Vision or Compassion International, to becoming a social worker dedicated to serving children •from learning a language, to learning about people who don't have the Bible in their mother tongue, to becoming a linguist who translates the Bible •from dedicating thirty minutes per day to pray for the nations of the world, to building crosscultural friendships, to going to serve in a multicultural organization •from studying business at a university, to learning about microfinance, to engaging in business partnerships designed to create jobs for the poorer populations of the world •from taking a stand for an issue (advocating for free-trade coffee, opposing blood diamonds, opposing the manufacturing of "conflict minerals" for cell phones), to becoming an advocate for the people affected, to becoming an executive with a multinational corporation who brings the Christian value of dignity for the people affected by these issues You get the point. These are not issues that will be solved by a generous check. These are issues that can take our lifetimes.

The real legacy of the Internet is not the birth of thousands of new online companies but the transformation of existing businesses. We can see its signature on everything from mom-and-pop stores to large multinational agglomerates.

Friction-Free Economies Why is it necessary to turn to a cultural characteristic like spontaneous sociability to explain the existence of large-scale corporations in an economy, or prosperity more generally? Wasn’t the modern system of contract and commercial law invented precisely to get around the need for business associates to trust one another as family members do? Advanced industrialized societies have created comprehensive legal frameworks for economic organization and a wide variety of juridical forms, from individual proprietorships to large, publicly traded multinational enterprises. Most economists would add rational individual self-interest to this stew to explain how modern organizations arise. Don’t businesses based on strong family ties and unstated moral obligations degenerate into nepotism, cronyism, and generally bad business decision making? Indeed, isn’t the very essence of modern economic life the replacement of informal moral obligations with formal, transparent legal ones?1 The answer to these questions is that although property rights and other modern economic institutions were necessary for the creation of modern businesses, we are often unaware that the latter rest on a bedrock of social and cultural habits that are too often taken for granted. Modern institutions are a necessary but not a sufficient condition for modern prosperity and the social well-being that it undergirds; they have to be combined with certain traditional social and ethical habits if they are to work properly. Contracts allow strangers with no basis for trust to work with one another, but the process works far more efficiently when the trust exists. Legal forms like joint-stock companies may allow unrelated people to collaborate, but how easily they do so depends on their cooperativeness when dealing with nonkin.

Chinese family businesses instinctively thought of ways of hiding income from the tax collector. The situation is quite different in Japan, where the family is weaker and individuals are pulled in different directions by the various vertical authority structures standing above them. The entire Japanese nation, with the emperor at the top, is, in a sense, the ie of all ies, and calls forth a degree of moral obligation and emotional attachment that the Chinese emperor never enjoyed. Unlike the Japanese, the Chinese have had less of a we-against-them attitude toward outsiders and are much more likely to identify with family, lineage, or region as with nation. The dark side to the Japanese sense of nationalism and proclivity to trust one another is their lack of trust for people who are not Japanese. The problems faced by non-Japanese living in Japan, such as the sizable Korean community, have been widely noted. Distrust of non-Japanese is also evident in the practices of many Japanese multinationals operating in other countries. While aspects of the Japanese lean manufacturing system have been imported with great success into the United States, Japanese transplants have been much less successful integrating into local American supplier networks. Japanese auto companies building assembly plants in the United States, for example, have tended to bring over with them the suppliers in their network organizations from Japan. According to one study, some ninety percent of the parts for Japanese cars assembled in America come from Japan or from subsidiaries of Japanese companies in America.43 This is perhaps predictable given the cultural differences between the Japanese assembler and the American subcontractor but has understandably led to hard feelings between the two. To take another example, while Japanese multinationals have hired a great number of native executives to run their overseas businesses, these people are seldom treated like executives at the same level in Japan. An American working for a subdivision of a Japanese company in the United States might aspire to rise within that organization but is very unlikely to be asked to move to Tokyo or even to a higher post outside the United States.44 There are exceptions. Sony America, for example, with its largely American staff, is highly autonomous and often influences its parent in Japan. But by and large, the Japanese radius of trust can be fully extended only to other Japanese.

Page 199: According to the U.S. Bureau of Economic Statistics, more than 20 percent of all imports to the United States come from foreign subsidiaries or affiliates of U.S. multinational corporations. … This is why American business is so adamantly opposed to tariffs—not fear of foreign retaliation, but fear of tariffs on products from American-owned industrial plantations.

Kwitny’s Endless Enemies: The Making of an Unfriendly World (1984), an astute examination of U.S. economic policy and its long habit of manipulating governments. Kwitny wrote extensively about the Congo: how its hard-won independence lasted only about fifty days before it was lost again—diamonds, cobalt, self-determination, and all—to foreign business interests. The U.S. was the star player in this piracy. The first elected Congolese Prime Minister, Patrice Lumumba, declared that Congo’s wealth belonged to her people and would be used to improve their lives. The U.S. response was to hatch an assassination plan, finance a coup, and replace Lumumba with a puppet dictator who could be bribed to open the vaults to multinational corporations.

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This happened to me!” Bethari Syamsudin, an Indonesian manager working for the multinational automotive supplier Valeo, told me. “My boss is German, but my team is all Indonesian. In my culture, if we have a strong relationship and come to a spoken agreement, that is enough for me. So if you get off the phone and send me an e-mail recapping in writing everything we have just decided, that would be a clear sign to me that you don’t trust me.

What’s Slipping Under Your Radar? Word Count: 1096 Summary: Ben, a high-level leader in a multi-national firm, recently confessed that he felt like a bad father. That weekend he had messed up his Saturday daddy duties. When he took his son to soccer practice, Ben stayed for a while to support him. In the process, though, he forgot to take his daughter to her piano lesson. By the time they got to the piano teacher’s house, the next student was already playing. This extremely successful businessman felt like a failure. Keywords: Dr. Karen Otazo, Global Executive Coaching, Leadership Article Body: Ben, a high-level leader in a multi-national firm, recently confessed that he felt like a bad father. That weekend he had messed up his Saturday daddy duties. When he took his son to soccer practice, Ben stayed for a while to support him. In the process, though, he forgot to take his daughter to her piano lesson. By the time they got to the piano teacher’s house, the next student was already playing. This extremely successful businessman felt like a failure. At work, one of Ben’s greatest strengths is keeping his focus no matter what. As a strategic visionary, he keeps his eyes on the ongoing strategy, the high-profile projects and the high-level commitments of his group. Even on weekends Ben spends time on email, reading and writing so he can attend the many meetings in his busy work schedule. Since he is so good at multi-processing in his work environment, he assumed he could do that at home too. But when we talked, Ben was surprised to realize that he is missing a crucial skill: keeping people on his radar. Ben is great at holding tasks and strategies in the forefront of his mind, but he has trouble thinking of people and their priorities in the same way. To succeed at home, Ben needs to keep track of his family members’ needs in the same way he tracks key business commitments. He also needs to consider what’s on their radar screens. In my field of executive coaching, I keep every client on my radar screen by holding them in my thinking on a daily and weekly basis. That way, I can ask the right questions and remind them of what matters in their work lives. No matter what your field is, though, keeping people on your radar is essential. Consider Roger, who led a team of gung-ho sales people. His guys and gals loved working with him because his gut instincts were superb. He could look at most situations and immediately know how to make them work. His gut was great, almost a sixth sense. But when Sidney, one of his team of sales managers, wanted to move quickly to hire a new salesperson, Roger was busy. He was managing a new sales campaign and wrangling with marketing and headquarters bigwigs on how to position the company’s consumer products. Those projects were the only things on his radar screen. He didn’t realize that Sidney was counting on hiring someone fast. Roger reviewed the paperwork for the new hire. It was apparent to Roger that the prospective recruit didn’t have the right background for the role. He was too green in his experience with the senior people he’d be exposed to in the job. Roger saw that there would be political hassles down the road which would stymie someone without enough political savvy or experience with other parts of the organization. He wanted an insider or a seasoned outside hire with great political skills. To get the issue off his radar screen quickly, Roger told Human Resources to give the potential recruit a rejection letter. In his haste, he didn’t consult with Sidney first. It seemed obvious from the resume that this was the wrong person. Roger rushed off to deal with the top tasks on his radar screen. In the process, Sidney was hurt and became angry. Roger was taken by surprise since he thought he had done the right thing, but he could have seen this coming.

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Years of officially promoted European idealism and denigration of national sentiment added to a growing sense of unease. What was it, in a world of multinational business and pan-European bureaucracy, to be Dutch, or French, or German?

I hear a muffled but still clearly exasperated greeting from my boss to his co-founder. They started this business together in college, and it’s grown into a multinational firm with offices on three continents. Rufus is happiest when Andrew is on one of the other two continents.

Where languages are seen as productive tools, rather than social symbols, the policies are very different. A Japanese-owned multinational company has decreed that English will be the sole language of the enterprise, wherever the company’s branches are located around the world.13 In other words, they recognized that English is the lingua franca of international commerce, as it is the language of international airline pilots communicating with airports around the world. Their decision was not based on the qualities of the English or Japanese languages, or their symbolic value, but on hard facts about the economics of doing business around the world.

Is this because any serious investigation into the sources of the chronic disease epidemic would certainly implicate the powerful pharmaceutical companies and the chemical, agricultural, and processed food multinationals that Dr. Fauci and his twenty-year business partner, Bill Gates, have devoted their careers to promoting?

ran—at separate times—a boutique investment banking firm and a small mortgage company. He served as the Treasurer for the multinational vitamin manufacturer USANA Health Sciences years before becoming CFO for MonaVie. Devin squeezed in two brief stints in government, including two years working for Jake Garn on the U.S. Senate Banking Committee Staff and another year working for an independent state agency called USTAR, where he helped foster technology entrepreneurship during Governor Jon Huntsman’s administration. Devin is proud to be a Ute, having graduated from the University of Utah David Eccles School of Business, which recognized him as a Distinguished Alum in 2006. He also earned an MBA at Cornell University where he ran the student newspaper, Cornell Business.

But the long-term result has been the emergence of a new managerial class, as the multinationals move in with their takeover bids, their legal privileges and their transnational lobbyists for whom small businesses and entrepreneurs are the enemy. Those who object to this new managerialism (and I am one of them) should nevertheless recognize that what is bad in it is precisely what was bad in the old corporatist economy that Thatcher set out to destroy. When she claimed that entrepreneurs create things, while managers entomb them, it was immediately apparent that she was right, since the effects of the management culture lay all around us.

So the first thing to do is make sure you are close enough to the outside that you do not have to depend on reports. The best example I know: Many years ago a man built one of the world’s major businesses, the first business that really took advantage of the great change in medicine when the practice shifted from the individual practitioner to the hospital. (That happened after the Second World War in the developed countries.) And he had a simple rule: Every executive in that company, from the time it was very small to when it became a huge multinational, spent four weeks a year outside the company. Whenever a salesman went on vacation, an executive took his or her place for two weeks, twice a year, and called on customers and sold to customers and introduced new products into the hospital market. As a result, that company understood the rapidly changing market.

Hoshin Kanri Business Methodology The balanced scorecard had its origins in Hoshin Kanri, so it is appropriate to examine this business methodology. As I understand it, translated, the term means a business methodology for direction and alignment. This approach was developed in a complex Japanese multinational where it is necessary to achieve an organization-wide collaborative effort in key areas. One tenet behind Hoshin Kanri is that all employees should incorporate into their daily routines a contribution to the key corporate objectives. In other words, staff members need to be made aware of the critical success factors and then prioritize their daily activities to maximize their positive contribution in these areas.

Imagine a video conference in which you are appearing in court, or in a multinational meeting where millions or billions of dollars are on the table, or a meeting where you will be discussing the status of a project or program, and where the daily conduct of business has always been coat and tie, but is now conducted virtually. Some might ask, “what difference does it make? I’m on time, I’m in attendance, and I know the subject. Who cares what I look like?” Viewed from the perspective of those that have to look at you, however, the message is completely different. It not only makes you appear unprepared, it shows a lack of respect for the position you hold (not to mention gravitas), as well as a lack of concern for the responsibilities that have been entrusted to you. It also shows a lack of respect for those in the virtual “room” with you, and it shows a complete disregard for the institution of which you are a part.

Google was a company that’d made more money off advertisements than any other company in the history of the world, but it had been founded by people who were embarrassed by a business model dependent upon advertising lawn chairs, car insurance, and Viagra. To deflect the embarrassment, the company cloaked itself in an aura of innovation and some old bullshit about the expansion of human knowledge. Google maintained this façade by providing web and mobile services to the masses. The most beloved of these services was the near daily alteration of the company’s logo as it appeared on the company’s website. Almost every day, the Google logo transformed into cutesy, diminutive cartoons of people who’d done something with their lives other than sell advertisements. These cartoons were called Google Doodles. They encompassed the whole spectrum of achievement, with a special focus on scientific achievement and the lives of minorities. In its own way, this was a perfect distillation of politics in the San Francisco Bay Area. Whenever they appeared, the Google Doodles were beloved and celebrated in meaningless little articles on meaningless little websites. They were not met with the obvious emotion, which would be total fucking outrage at a massive multinational corporation co-opting a wide range of human experience into an advertisement for that very same corporation. Here was the perversity of Twenty-First-Century AD life: Native-American women had a statistically better chance of being caricatured in a Google Doodle than they did of being hired into a leadership position at Google. And no one cared. People were delighted! They were being honored! By a corporation!

According to William Bolt's celebrated account, 'various and innumerable' were the 'methods of oppressing the poor weavers, such as fines, imprisonments, floggings, forcing bonds on them, etc.' ... the Company's practices led to a shocking form of self-mutilation, stating that 'instances have been known of their cutting off their thumbs to prevent their being forced to wind silk.

The women make, harvest, craft, cook, market and sell the products to consumers in their districts and have gradually made inroads into the corners occupied by the large multinationals and medium-scale businesses. They were practising the hyper-local model long before Silicon Valley coined the term.

The signal Trump sent to corporate executives and owners of multinational businesses was loud and clear: if you invested your untaxed profits creating jobs overseas, then Trump and the Republican majority in Congress would give you a better deal than if you simply held the money in the corporate equivalent of a savings account.

A very focused Chinese government, with firm, long-term social and economic goals, and an increasingly assertive international voice, is feeling more pressure from the Chinese dreamers, and is putting more pressure on foreign business interests. The foreign multinationals have their purposes, but also feed resentment that so much of China’s hard work results in easy profits for foreign brands and foreign shareholders. This new reality requires foreign firms to pay much more attention to the social context, and to ensure that they can manage the increased political and regulatory risk. From "Risky Business in China" (Palgrave, September 2014)

The first is that the conservative cause has been polluted by the ideology of big business, by the global ambitions of the multinational companies, and by the ascendancy of economics in the thinking of modern politicians. Those factors have led conservatives to enter into alliance with people who regard the effort to conserve things as both futile and quaint. The second reason is that the truth in environmentalism has been obscured by the agitated propaganda of the environmentalists and by the immensity of the problems that they put before us. When

He made his job descriptions sound like a steady upward spiral toward success. Of his days as movie usher and popcornmaker he said, “I was in Los Angeles working in the theater business for about a year. . . . I was working for the National General Corporation, which was a multinational conglomerate. They both own theaters and motion production companies. My long-range interest at the time was hopefully to get into screenwriting, so I worked for the theater in the corporation with the hope of getting into screenwriting. The theater I worked at was within about a mile’s drive of Universal Studios, where National General did a lot of their filming. So I was close to where I was trying to break into it.

At a time when banks and laws and governments were still enormously unstable, marriage became the single most important business arrangement most people would ever make in their lives. But marriage in the Middle Ages was certainly the safest and smoothest means of passing wealth, livestock, heirs, or property from one generation to the next. Great wealthy families stabilized their fortunes through marriages much the same way that great multinational corporations today stabilize their fortunes through careful mergers and acquisitions. Wealthy European children with titles or inheritance became chattel, to be traded and manipulated like investment stocks.

The most direct critique [in the TV series The Prisoner] of what might be called the politics-industry of late capitalism, however, is undoubtedly [the episode] “Free for All”, both the funeral dirge for the national mass party and the unofficial founding charter of the New Left. In many ways, “Free for All” is the logical complement to the visual innovations and luminous mediatic strategies of “A., B. & C.”; whereas the latter identifies the space of the editing room as a new kind of cultural zone, and thus transforms a certain visual recursion into a protomorphic video library of images, the former concentrates not on the image per se but on the messages and texts transmitted by such—or what Derrida would identify as the thematic of a dissemination which is never quite identical with what is being disseminated. But where deconstruction and post-structuralism promptly sealed off this potentially explosive insight behind the specialized ghettos of linguistics or ontological philosophy, and thus unwittingly perpetuated precisely the authoritarian monopoly over theory authorized by the ontologies in the first place, the most insightful intellectuals of the New Left (most notably, Adorno and Sartre) would insist on the necessarily mediated nature of this dissemination, i.e. the fact that the narrative-industries of late capitalism are hardly innocent bystanders in the business of accumulation, but play an indispensable role in creating new markets, restructuring old ones, and ceaselessly legitimating, transacting and regulating the sway of the commodity form over society as a whole.

In business, we are captive to the power of institutions and multinational corporations. In art, we are criticized for providing alternate views on culture. In life, our steps are easily traced by the state.

In fact, it’s not about money at all. Back in the eighties, Steve and his late wife, Helen, built up a successful bakery business which they subsequently sold for millions to a multinational company, meaning Will and his dad are mega-wealthy. So, the bistro has always been more of a passion, a hobby, than a business. It was Will’s brainchild – something to keep his dad busy, stop him missing his wife so much. And it was a great idea. They both love it, and normally so do I.

In an age of extreme automation and globalization, how can the 90 percent for whom income is stagnant or falling respond? For the Tea Party, the answer is to circle the wagons around family and church, and to get on bended knee to multinational companies to lure them to you from wherever they are. This is the strategy Southern governors have used to lure textile firms from New England or car manufacturers from New Jersey and California, offering lower wages, anti-union legislation, low corporate taxes, and big financial incentives. For the liberal left, the best approach is to nurture new business through a world-class public infrastructure and excellent schools. An example is what many describe as the epicenter of a new industrial age: Silicon Valley—with Google, Twitter, Apple, and Facebook—and its environs, as well as the electric car and solar industries. The reds might be the Louisiana model, and to some degree, the blues are the California one.

Repression in late capitalism does not typically involve the absolute expropriation of the subject typical of liberal or monopoly capitalism (the nationalism which violently excludes other nationalities, the sexism which expropriates women’s household labor on behalf of masculinized national corporations and power-bureaucracies, the racism by which the colonies and colonized are held in subjection to the colonists, and so forth) but what might be termed its relative immiseration on the multinational marketplace of identity: thus the celebrated media superstar whose very existence depends on the implicit devaluation of non-celebrities; the CNBC-style telejournalism which reduces the global economy to the chatter of wealthy white male stockholders retailing the retailing of retailing on behalf of even wealthier (and whiter) male stockholders; or the business culture of the giant multinationals or multis, which is open to any cultural group just as long as they swear fealty to the commodity form.

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IRCC Updates Guidance on Intra-Company Transferees Amid Canadian Immigration Changes: ESSE India Insights On October 3, Immigration, Citizenship, and Refugees Canada (IRCC) introduced updated guidelines concerning Intra-Company Transferees (ICTs) under Canada's International Mobility Program. These updates are especially relevant for foreign nationals looking to transfer within multinational corporations to Canadian branches, as they clarify the criteria for eligibility and the assessment of specialized knowledge. For individuals pursuing, including those engaging in work programs like the Global Talent Stream Canada, these changes have significant implications. These updates align with IRCC’s broader objective to decrease the proportion of temporary residents in Canada over the next three years. This is particularly important for those seeking assistance from Canada immigration consultants, especially those based in India, who are providing services for Canada PR consultancy. Key Changes to the Intra-Company Transferee Program The IRCC has refined the ICT program under section R205(a) of Canadian Interests – Significant Benefit. Transfers must now originate from an established foreign enterprise of a multinational corporation (MNC). The updates also clarify the definition of “specialized knowledge,” which is crucial for foreign workers applying for such roles. Furthermore, all ICT instructions have been consolidated onto a single page, streamlining the process for applicants and immigration consultants alike. These changes don’t just affect ICT applicants but also extend to broader implications for those navigating the Canada PR process, including individuals using Canada immigration consultants in India or from other locations. Those applying through programs such as bcpnp, provincial nomination, or even looking to work and study in Canada for free should take these updates into consideration. Free Trade Agreements and the International Mobility Program The updates also encompass free trade agreements related to ICTs, including the Canada–United States–Mexico Agreement, Canada–Korea Free Trade Agreement, and Canada–European Union: Comprehensive Economic and Trade Agreement. These agreements simplify the Canada PR procedure for skilled workers, often allowing them to bypass the requirement for a Labour Market Impact Assessment (LMIA), which can be time-consuming. This simplification is beneficial for businesses and foreign nationals navigating the Canadian immigration system. For those considering PR in Australia or Germany through the Global Talent Stream Australia or Global Talent Stream Germany, understanding the differences in immigration policies between countries is vital. As Canada refines its ICT program, both Australia PR and Germany PR processes have their own unique requirements, which can be managed with the help of Australia immigration consultants or Germany immigration consultants. Impacts on Temporary Resident Programs and the Canadian Labour Market In conjunction with the ICT updates, Canada's Temporary Foreign Worker Program (TFWP), which involves LMIA-based work permits, is undergoing significant reforms. IRCC’s new measures aim to reduce temporary residents in Canada from 6.5% to 5% of the total population by 2026. These changes will be especially relevant for foreign nationals seeking permanent residency in Canada and for those applying for Canada Visa Consultancy Services, such as spouse visa consultants or tourist visa ETA applications. Long-Term Outlook for Canadian Immigration Looking ahead, IRCC’s reforms signify a strategic shift in Canada’s immigration framework. Key programs such as the Provincial Nominee Program (PNP), study permits, and post-graduation work permits (PGWPs) will be affected by these changes. For immigrants relying on Canada immigration consultants, staying informed about these updates is essential for making well-informed decisions.