Cio Quotes

Hiljadu nečijih srećnih časaka biće kao ovaj, ali ovaj nikada više. Hiljadu tuđih ljubavi biće kao ova, ali ova nikada više. Nikada: jedina konačnost. Prvi put znam šta je sreća, osjećam je, vidim, mirišem. Cio svijet i cijela vasiona, nas troje. Nikog drugog osim nas nema.

Quello che pensi di te stesso è molto più importante di cio' che gli altri pensano di te.

Snovi su se raspršili, ostala je gola, opora realnost. Ipak, osjećam da bez obzira gdje sada bio, šta radio, bio pijan ili trijezan, pričljiv ili šutljiv, misliš isto što i ja - da na kraju svijeta, u beskraju svemira, postojimo samo nas dvoje, da smo nas dvoje zapravo cio jedan kosmos. Tako će i ostati.

CIO stands for “Career Is Over.

FA' CIO' CHE VUOI, questo vuol dire che posso fare tutto quello che mi pare?" "No, vuol dire che devi fare quel che è la tua vera volontà, e nulla è più difficile.

Zniosę brutalną siłę, ale brutalny rozsądek jest absolutnie nie do zniesienia. Posługiwanie się nim jest nie fair. To cios poniżej intelektu

Sono dipendente dei tuoi baci. I'm addicted to your kisses. Sei tutto cio' di cui ho bisogno. You're everything I need. Tu sei l'unico per me, you’re the only one for me. Io e te mai soli. You and me, never alone. Lo e te per sempre. You and me, forever. Delaney, bellissima, Delaney, mi vuoi sposare? Will you marry me?

To zabawne, że przez wiele tygodni, miesięcy, a czasem nawet lat człowiek przygotowuje się na koszmar, którego spełnienie jest raczej kwestią ,,kiedy", a nie ,,czy". A potem, kiedy sobie wmawia, że pogodził się już z końcem świata, nagle nokautuje go cios. Pada na ziemię, totalnie przytłoczony stratą, na którą wcale nie był gotowy.

Ten days after Hoffa took the oath of office in 1957, the AFL-CIO kicked out the Teamsters, saying that they could get back in only if they got rid of “this corrupt control” of the union by Jimmy Hoffa and his racketeer union officials. On

Selecting the right measure and measuring things right are both art and science. And KPIs influence management behavior as well as business culture.

Having healthy debating enforces critical thinking principles - increased perspective, less prejudgment, and looking at things from different angles.

The sit-down strikers began to worry about the illegality of their action and the why and wherefore, and it was then the chief of all C.I.O. organizers, Lewis, gave them their rationale. He thundered, 'The right to a man's job transcends the right of private property! The C.I.O. stands squarely behind these sit-downs!' The sit-down strikers at GM cheered.

Rodolphe, koji je, da ubije vrijeme cio dan lunjao šumom, mirno je spavao u svom dvorcu; a spavao je i Leon, dolje, u Rouenu. Jedan ipak nije spavao u tom trenutku. Nad grobom, među jelama, na koljenima je plakao jedan mladić, a grudi mu se, razdirane jecajima, nadimale u tami pod teretom neizmjerne tuge, blaže od mjesečine i dublje od noći.

In cio', ci allineiamo, non si sa quanto consapevoli, a un'idea di fondo, squisitamente barbara, che in teoria non condividiamo, ma in realta' pratichiamo senza nessuna difficolta': il senso delle cose non alberga in un loro tratto originario e autentico, ma nella traccia che da esse sprigiona quando entrano in connessione con altri pezzi di mondo.

Digital synchronization and strategic alignment occur when all parts of the choir sing their respective parts in harmony to achieve a higher purpose.

Great CIOs are great storytellers, envision and communicate a full-fledged, people-centric digital transformation.

costs further down the line. CIOs need to act now to close the gap. And it is not just an act of self-preservation; having

The CIO and CFO working together in harmony is the best possible relationship that can generate utmost value for the organization.

La parte migliore della nostra memoria è fuori di noi, in un alito di vento piovoso, nell'odore di chiuso di una camera o nell'odore d'una prima fiammata, ovunque ritroviamo di noi, cio che la nostra intelligenza, non avendone l'uso, aveva disegnato, l'ultima riserva del passato, la migliore, quella che, quando tutte le nostre lacrime sembravano ancora esaurite, sa farci ancora piangere..

(Socialist Powers Hapgood)...had become an official in the CIO. There had been some sort of dust-up on a picket line, and he was testifying about it in court, and the judge stops everything and asks him, "Mr. Hapgwood, here you are, you're a graduate of Harvard. why would anyone with your advantages choose the life than you have?" Hapgood answered the judge: "Why, because of the Sermon on the Mount, sir.

La Lo­te­ría, con su re­par­to se­ma­nal de enor­mes pre­mios, era el único acon­te­ci­mien­to pú­bli­co al que los pro­les pres­ta­ban ver­da­de­ra aten­ción. Era pro­ba­ble que hu­bie­se mi­llo­nes de pro­les para quie­nes la Lo­te­ría fuese la razón prin­ci­pal, si no la única, para se­guir con vida. Era su de­lei­te, su lo­cu­ra, su anal­gé­si­co, su es­ti­mu­lan­te in­te­lec­tual. En lo que se re­fe­ría a la Lo­te­ría, hasta quie­nes ape­nas sa­bían leer y es­cri­bir eran ca­pa­ces de lle­var a cabo in­trin­ca­dos cálcu­los y sor­pren­den­tes lo­gros me­mo­rís­ti­cos. Había toda una tribu de in­di­vi­duos que se ga­na­ban la vida ven­dien­do sis­te­mas, pre­dic­cio­nes y amu­le­tos de la suer­te. Wins­ton no tenía nada que ver con la Lo­te­ría, que se ges­tio­na­ba desde el Mi­nis­te­rio de la Abun­dan­cia, pero sabía (como cual­quier otro miem­bro del Par­ti­do) que los pre­mios eran casi todos ima­gi­na­rios. Solo se pa­ga­ban pe­que­ñas sumas y los ga­na­do­res de los pre­mios gor­dos en reali­dad no exis­tían. En au­sen­cia de ver­da­de­ra co­mu­ni­ca­ción entre una parte de Ocea­nía y otra, no re­sul­ta­ba di­fí­cil ama­ñar­lo.

Where technology acquisition was once the province of the CIO, today it’s the practitioner leading that process, because by the time a CIO typically hears about a project today, a majority of the technology and architectural decisions have already been made.

Fu durante quel percorso verso via Orazio che cominciai a sentirmi in modo chiaro un'estranea resa infelice dalla mia stessa estraneita'. Ero cresciuta con quei ragazzi, ritenevo normali i loro comportamenti, la loro lingua violenta era la mia. Ma seguivo anche quotidianamente, ormai da sei anni, un percorso di cui loro ignoravano tutto e che io invece affrontavo in modo cosi brillante da risultare la piu' capace. Con loro non potevo usare niente di cio' che imparavo ogni giorno, dovevo contenermi, in qualche modo autodegradarmi. Cio' che ero a scuola, li ero obbligata a metterlo tra parentesi o a usarlo a tradimento, per intimidirli.

Performance metrics are numbers in context, results related to the strategic goals of the business.

Change Management is a journey, not just a one-time project, riding ahead of change curve takes both strategy and methodology.

Innovation happens when you change the game; you bring a different twist to what is currently established and perceived.

Software quality begins with the quality of the requirements.

Prepare, listen, question, and participate. IT plays a critical role in taking the organization to the next level of digital maturity.

Amplifying digital leadership is not about how loudly you can speak, but how profoundly you can think.

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.

Innovation shouldn’t be serendipity. It is a management process and the differentiated business capability.

Capturing attention, gaining respect, and building trust are major characteristics you must obtain to acquire effective persuading ability.

Just because you are allowed to buy it doesn’t mean you should.

In September 1957 the Ethics Committee of the AFL-CIO charged that Dave Beck and Jimmy Hoffa had used “their official union positions for personal profit.” The AFL-CIO further charged that Hoffa “had associated with, sponsored, and promoted the interests of notorious labor racketeers.” The response of the International Brotherhood of Teamsters was to elect Jimmy Hoffa, while under indictment in two federal jurisdictions, to his first term as president. In those tight-reined days, the president was elected not by the rank and file, but by handpicked delegates to the International Convention held every five years. And just to be on the safe side, there were no secret ballots. In his acceptance speech Jimmy Hoffa said, “Let us bury our differences.” How

a delegate shout out from the floor: “Peonage, Anti-Lynch Bill, poll tax, these are our issues. They are the most controversial issues in American life, and some of us will have to die for them! Yes, we want to join with the CIO! We cannot stop for controversy!” And there in the faces of my people I saw strength. There with the whites in the audience I saw the positive forces of civilization and the best guarantee of America’s future.

No fue el dolor, sino lo in­jus­to del asun­to, lo que aton­tó a Peter. Lo dejó im­po­ten­te. Sólo podía mirar, ho­rro­ri­za­do. Todos los niños reac­cio­nan así la pri­me­ra vez que los tra­tan con in­jus­ti­cia. A lo único que pien­san que tie­nen de­re­cho cuan­do se le acer­can a uno de buena fe es a un trato justo. Des­pués de que uno haya sido in­jus­to con ellos se­gui­rán que­rién­do­lo, pero nunca vol­ve­rán a ser los mis­mos.

There were, however, major differences between the respective upsurges of cooperativism in the 1880s and the 1960s, centered around the fact that the earlier one was part of a broad-based labor movement, unlike the later. Thus, the skilled and semi-skilled cooperators during the 1870s and 1880s explicitly used cooperatives as a way to guarantee employment, and arguably they were more ambitious, with their revolutionary hopes for a cooperative commonwealth. Their ideology, of course, was not the educated middle-class countercultural and anti-authoritarian one of the 1960s’ youth movements but “laborist,” “producerist,” devoted to the Jeffersonian ideal of a republic of free laborers, mostly artisans and craftsmen. Some scholars have argued that this fact proves the Knights of Labor were “backward-looking” rather than truly revolutionary—that the future lay in mass production, not skilled labor or artisanry168—but this criticism seems partly off the mark. It is true that the Knights were hostile to mechanization, just as workers have been in the era of the AFL-CIO, because in both cases it threatened to put them out of a job or to result in the lowering of wages and the deskilling of work. If this aversion to the degradation and mechanization of work is reactionary, so be it. But it is also a source of such revolutionary demands as democratization of production relations, cooperative organization of the economy, public ownership of industry, destruction of the capitalist class and its frequent tool the state, and other hopes cherished by millions of workers in the late nineteenth century.

The CIO is that one leader who can see everything that is happening within the organization," says Victor Fetter, CIO of LPL Financial. "The CIO looks at every transaction and every customer service experience that takes place on the digital platform. With that unique perspective, the CIO understand where efficiency is happening and where it is not. The position, at its most basic level, has moved from someone who just accepted the way things were, to someone who uses that visibility to create aha moments for all leaders across the organization.

In a recent speech Walter Reuther told of a visit to the new automatically operated Ford plant in Cleveland. Pointing to the robots, his host asked him, “How are you going to collect union dues from those guys?” The C.I.O. president … returned an equally pertinent question: “And how are you going to get them to buy cars?

«Le strade di Fantàsia», disse Graogramàn, «le puoi trovare solo grazie ai tuoi desideri. E ogni volta puoi procedere soltanto da un desiderio al successivo. Quello che non desideri ti rimane inaccessibile. Questo è ciò che qui significano le parole 'vicino' e 'lontano'. E non basta volere soltanto andar via da un luogo. Devi desiderarne un altro. Devi lasciarti guidare dai tuoi desideri.» «Ma io non desidero affatto andarmene da qui», ribatté Bastiano. «Dovrai trovare il tuo prossimo desiderio», replicò Graogramàn in tono quasi severo. «E quando l'avrò trovato», fece Bastiano di rimando, «come potrò andarmene da qui?» «Ascolta, mio signore», disse Graogramàn a voce bassa, «in Fantàsia c'è un luogo che conduce ovunque e al quale si può giungere da ogni parte. Viene chiamato il Tempio delle Mille Porte. Nessuno lo ha visto dall'esterno, perché non ha un esterno. Il suo interno consiste in un labirinto di porte. Chi lo vuole conoscere deve avere il coraggio di inoltrarsi in quel labirinto.» «Ma come è possibile, se non ci si può avvicinare dall'esterno?» «Ogni porta», continuò il leone, «ogni porta in tutta Fantàsia, persino una comunissima porta di cucina o di stalla, sicuro, persino l'anta di un armadio, può in un determinato momento diventare la porta d'ingresso al Tempio delle Mille Porte. Passato quell'attimo, torna a essere quello che era, una porta qualsiasi. Perciò nessuno può passare per più di una volta dalla stessa porta. E nessuna delle mille porte riconduce là da dove si è venuti. Non esiste ritorno.» «Ma una volta che si è dentro», domandò Bastiano, «si può uscirne?» «Sicuro», rispose il leone, «però non è così facile come nei soliti edifici. Perché attraverso il labirinto delle Mille Porte ti può guidare solo un vero desiderio. Chi non lo ha è costretto a continuare a vagarci dentro fino a quando sa esattamente che cosa desidera. E questo talvolta richiede molto tempo.» «E come si fa a trovare la porta d'ingresso?» «Bisogna desiderarlo.» Bastiano rifletté a lungo e poi disse: «È strano che non si possa semplicemente desiderare quello che si vuole. Ma, per la verità, da dove ci vengono i desideri? E che cos'è un desiderio?» Graogramàn guardò il ragazzo a occhi spalancati, ma non rispose. Qualche giorno più tardi ebbero un altro colloquio molto importante. Bastiano aveva mostrato al leone la scritta sul rovescio dell'amuleto. «Che cosa può significare?» domandò. «FA' CIO' CHE VUOI, questo vuol dire che posso fare tutto quello che mi pare, non credi?» Il volto di Graogramàn assunse d'improvviso un'espressione di terribile serietà e i suoi occhi divennero fiammanti. «No», esclamò con quella sua voce profonda e tonante, «vuol dire che devi fare quel che è la tua vera volontà. E nulla è più difficile.» «La mia vera volontà?» ripeté Bastiano impressionato. «E che cosa sarebbe?» «È il tuo più profondo segreto, quello che tu non conosci.» «E come posso arrivare a conoscerlo?» «Camminando nella strada dei desideri, dall'uno all'altro, e fino all'ultimo. L'ultimo ti condurrà alla tua vera volontà.» «Ma questo non mi pare tanto difficile.» «Di tutte le strade è la più pericolosa», replicò il leone. «Perché?» domandò Bastiano. «Io non ho paura.» «Non è di questo che si tratta», ruggì Graogramàn, «ciò richiede la massima sincerità e attenzione, perché non c'è altra strada su cui sia tanto facile perdersi definitivamente.»

The goal of Combined Intelligence Objectives Subcommittee was to investigate all things related to German science. Target types ran the gamut: radar, missiles, aircraft, medicine, bombs and fuses, chemical and biological weapons labs. And while CIOS remained an official joint venture, there were other groups in the mix, with competing interests at hand. Running parallel to CIOS operations were dozens of secret intelligence-gathering operations, mostly American. The Pentagon’s Special Mission V-2 was but one example. By late March 1945, Colonel Trichel, chief of U.S. Army Ordnance, Rocket Branch, had dispatched his team to Europe. Likewise, U.S. Naval Technical Intelligence had officers in Paris preparing for its own highly classified hunt for any intelligence regarding the Henschel Hs 293, a guided missile developed by the Nazis and designed to sink or damage enemy ships. The U.S. Army Air Forces (AAF) were still heavily engaged in strategic bombing campaigns, but a small group from Wright Field, near Dayton, Ohio, was laying plans to locate and capture Luftwaffe equipment and engineers. Spearheading Top Secret missions for British intelligence was a group of commandos called 30 Assault Unit, led by Ian Fleming, the personal assistant to the director of British naval intelligence and future author of the James Bond novels. Sometimes, the members of these parallel missions worked in consort with CIOS officers in the field.

Uma geração atrás, o número cada vez menor de nascimentos de crianças vivas entre os herero era um assunto de grande interesse para os médicos de toda a África meridional. Os brancos preocupavam-se, de tal modo como se o gado estivesse atacado de peste bovina. Uma coisa desagradável, ver a população subjugada diminuindo daquele jeito anos após ano. O que é uma colônia sem seus nativos de pele escura? Que graça tem, se todos eles vão morrer? Apenas uma ampla extensão de deserto, sem criadas, sem trabalhadores rurais, sem operários para a construção civil e as minas - peraí, um minuto, é ele sim, Karl Marx, aquele velho racista manhoso, escapulindo de fininho, com os dentes trincados, sobrancelhas arqueadas, tentando fazer de conta que é só uma questão de Mão-de-Obra Barata e Mercados Internacionais... Ah, não. Uma colônia é muito mais que isso. A colônia é a latrina da alma européia, onde o sujeito pode baixar as calças e relaxar, gozando o cheiro de sua própria merda. Onde ele pode agarrar sua presa esguia rugindo com todas as forças sempre que lhe der na veneta, e beber-lhe o sangue com prazer incontido. Não é? Onde ele pode chafurdar, em pleno cio, e entregar-se a uma maciez, uma escuridão receptiva de braços e pernas, cabelos tão encarapinhados quanto os pêlos de sua própria genitália proibida. Onde a papoula, o cânhamo e a coca crescem luxuriantes, verdejantes, e não com a cores e o estilo da morte, como a cravagem e o agárico, as pragas e os fungos nativos da Europa. A Europa cristã sempre foi morte, Karl, morte e repressão. Lá fora, nas colônias, pode-se viver a vida, dedicar-se à vida e à sensualidade em todas as suas formas, sem prejudicar em nada a Metrópole, nada que suje aquelas catedrais, estátuas de mármore branco, pensamentos nobres... As notícias nunca chegam lá. Os silêncios aqui são tão amplos que absorvem todos os comportamentos, por mais sujos e animalescos que sejam...

In 1964 the fear & loathing of Barry Goldwater was startling. Martin Luther King, Jr., detected “dangerous signs of Hitlerism in the Goldwater campaign.” Joachim Prinz, president of the American Jewish Congress, warned that “a Jewish vote for Goldwater is a vote for Jewish suicide.” And George Meany, head of the AFL-CIO, saw power falling into “the hands of union-hating extremists, racial bigots, woolly-minded seekers after visions of times long past.” On Election Day Goldwater suffered a devastating defeat, winning only 41 electoral votes. It was the judgment of the establishment that Goldwater’s critique of American liberalism had been given its final exposure on the national political scene. Conservatives could now go back to their little lairs and sing to themselves their songs of nostalgia and fancy, and maybe gather together every few years to hold testimonial dinners in honor of Barry Goldwater, repatriated by Lyndon Johnson to the parched earth of Phoenix, where dwell only millionaires seeking dry air to breathe and the Indians Barry Goldwater could now resume photographing. But then of course 16 years later the world was made to stand on its head when Ronald Reagan was swept into office on a platform indistinguishable from what Barry had been preaching. During

Ale obawa śmierci przemogła pragnienie powrotu, że jął się błąkać bez celu i często przymierając głodem. Bowiem z początku nie udawały mu się polowania: zawodził go stępiony węch i nie dopisywał wzrok. Nie umiał skoku przemieniać w niechybny cios. Nie rozumiał się na podstępach. Nie znał obyczajów puszczy, ni jej praw. Gonił za wszystkiem niby młody, głupi wy-żeł. Nie potrafił tropić, ni cierpliwi...e, godzinami czołgać się za łupem. Zdradzał się szczekaniem. Rozbijał się po lasach, jakby cielę w pustej oborze, Wyszczekiwał na wiewiórki, rzucające w niego szyszkami. Uganiał się za mysikrólikami, aż sowy śmiały się po dziuplach, a cała puszcza śledziła go z niepokojem, bo płoszył, trwożył i mordował, co mu wpadło w pazury. Pilnowało go tysiące ślepiów, przyczajonych w gąszczach, na czubach drzew i pod niebem wysokiem. — To tylko pies, głupi ludzki piesi Nie bójcie się. — Huczały niekiedy puhacze. — Śmierdzi dymem i padliną — krakały kruki, nie spuszczając go z oczów, a jakieś szczekliwe chichotania rozlegały się jak echa. — Podwórzowy zbój! Zbójt Kurołapl Zbój! — Żywi się naszym kosztem! — oburzały się wilki, tropiące za nim zdaleka. — Fora ze dwora! Fora ze dwora! — wydzierała się stara sroka, chowana kiedyś przez ludzi, której się nagle przypomniały nauczone dawno wyrazy. Zaszczekał na nią zajadle i zaczął skakać ku gałęzi, na której siedziała. — Głupi! Głupi! Głupi! — zanosiła się wrzaskliwie, bijąc skrzydłami z uciechy.

Betsy didn’t want to be at the party any more than Cole did. She’d met the birthday girl in a spin class a couple of years earlier and had been declining her Evites ever since. In an effort to meet new people, however, this time Betsy replied “Yes.” She took a cab to the party, wondering why she was going at all. When Betsy met Cole there was a spark, but she was ambivalent. Cole was clearly smart and well educated, but he didn’t seem to be doing much about it. They had some nice dates, which seemed promising. Then, after sleeping over one night and watching Cole wake up at eleven a.m. and grab his skateboard, Betsy felt less bullish. She didn’t want to help another boyfriend grow up. What Betsy didn’t know was that, ever since he’d started spending time with her, Cole had regained some of his old drive. He saw the way she wanted to work on her sculptures even on the weekend, how she and her friends loved to get together to talk about their projects and their plans. As a result, Cole started to think more aspirationally. He eyed a posting for a good tech job at a high-profile start-up, but he felt his résumé was now too shabby to apply. As luck would have it—and it is often luck—Cole remembered that an old friend from high school, someone he bumped into about once every year or two, worked at the start-up. He got in touch, and this friend put in a good word to HR. After a handful of interviews with different people in the company, Cole was offered the position. The hiring manager told Cole he had been chosen for three reasons: His engineering degree suggested he knew how to work hard on technical projects, his personality seemed like a good fit for the team, and the twentysomething who vouched for him was well liked in the company. The rest, the manager said, Cole could learn on the job. This one break radically altered Cole’s career path. He learned software development at a dot-com on the leading edge. A few years later, he moved over and up as a director of development at another start-up because, by then, the identity capital he’d gained could speak for itself. Nearly ten years later, Cole and Betsy are married. She runs a gallery co-op. He’s a CIO. They have a happy life and gladly give much of the credit to Cole’s friend from high school and to the woman with the Evites.

Upoznah se tada i sa nekom jevrejkom, madamom Eli, koja je imala jedno krasno dijete, malu „Rizi“ (Rakelu). Anđeoska glava tog djeteta silila je na ulici mimoprolaznike da se za njom obziru. Bilo joj je sedam godina, a imala je nesreću da je na jednu nogu malo hramala. Pogodim se sa gospođom Eli, da ću joj naslikati kćerkicu. Bila je velika zima te godine u Parizu : jaka studen i mrazevi. Gospođa Eli je stanovala dosta daleko od mog ateljea, na drugoj strani varoši, te je stoga nemoguće bilo da mala dolazi k meni svakog dana u deset sati izjutra. Dogovorimo se, prema tome, da će Rizi noćivati kod mene u ateljeu, tako da bih je zarana imao na raspoloženju. Mala je spavala kraj mene, kao moje rođeno dijete. Majka bi danju došla da je obiđe. Rizi je sa mnom objedovala, a večeravali smo svi zajedno kod njene majke. Jednoga večera poveo sam Riziku sa sobom u tadašnju kafanu „Šale“, kod zvjezdarnice. Bio je to neki sasvim diskretan „cafe chantant“, koji je poslije zatvoren. Kad je predstava bila već pri kraju i publika počela da se razilazi, primjetim kod vrata neki naročiti kikot i gungulu. Kad sam se s djetetom progurao do izlaza, imao sam šta da vidim ! Kako bi ko izašao, nilo muško, bilo žensko, ili oboje zajedno, poklizili bi i ljosnuli na tle. Popustila zima, pa mjesto snijega, sipila sitna kiša, te se uhvatila tanka poledica. Tlo se, do duše, pod fenjerskom svjetlošću laštilo, ali na led niko ni promišljao nije, i otuda graja i veselost pred izlazom. Neki od gostiju poskakali u kočije, ali je većina morala kući pješke, i tako sklizanju i padanju nije bilo kraja. Pobojah se da i ja s malom ne odmjerim trotoar, pa u tren oka smislim kako da se ispomognem. Skinem s vrata svoju vunenu kravatu, te je obavijem oko jedne cipele, a drugu cipelu obavijem maramom. Malu dignem u naručje, i na taj način srećno prevalimo cio put i stignemo do ateljea. Ubrzo dogotovih i Riziku. Njena je majka bila vrlo zadovoljna s mojim radom, pa da bi joj lakše bilo, isplatila mi pola honorara „u naturi“, a pola u novcu. Dobih tako pedeset butelja čuvenog vina „Lacrima Christi“, koje i sama bijaše na dar dobila od nekog pomorskog kapetana, rodom iz Napolja. To je vino bilo tako dobro, da ga je gaspar Medo vrlo rado pijuckao, pa je za svog poslednjeg boravka u Parizu dolazio skoro svaki dan k meni, „na čašu vina i čašu razgovora“.

I jos jednom se javi misao s kojom je sto puta zaspao,nejasna,nikada do kraja domisljena, a uvredljiva i jadna misao: zasto je put do zene tako vijugav i tajan,i zasto on sa svojom slavom i snagom ne moze da ga predje, a prelaze ga svi gori od njega? Svi,samo on, u silnoj i smijesnoj strasti, cio svoj vijek pruza ruke kao u snu. Sta zene traze?

Agricultural cooperation thrived during the 1930s, again due to New Deal initiatives. In 1933 the Farm Credit Administration set up Banks for Cooperatives, a program that created a central bank and twelve district banks; it “became a member-controlled system of financing farmer cooperatives, as well as telephone and electric cooperatives.”181 For the rest of the century, Banks for Cooperatives would prove an invaluable resource. Already by 1939 its financial assistance made it possible for half the farmers in the United States to belong to cooperatives. With World War II and the end of the New Deal, and especially in conservative postwar America, cooperation in all spheres but agriculture plummeted. The political left went off to fight Hitler as the center gained control of the government and many unions. After the war the CIO was purged of Communists, dealing a huge blow to the labor movement. Through reactionary legislation like the Taft-Hartley Act, military and police violence against unions, imperialist foreign policy, so-called “McCarthyite” fear-mongering, massive propaganda campaigns, and other such devices that created a center-right consensus in the 1950s, the labor and cooperative movements were severely damaged. It was essentially a war of big business and conservative Republicans against the social and political legacy of New Deal America, a war in which centrist politicians and even liberal Democrats were complicit, due in large part to the supposed exigencies of the Cold War.182

Running a highly collaborative IT organization means how to leverage information and technology for providing tailored business solutions that will improve performance, responsiveness, and maturity.

Enforcing cross-functional communication and collaboration is one of the crucial steps to avoid IT management pitfalls.

IT leaders need to be fully aware of the promises and perils of performance management, play the number game wisely.

Running IT as the business, IT performance has to be clearly linked with the business performance.

IT performance needs to well reflect the multidimensional business value in which IT can contribute both strategically and operationally, to capture both short-term gain and long-term win.

The reason Change Management is challenging because it’s like trying to drive with your foot on the break and the accelerator at the same time.

Managing digital performance and improving business achievement as an iterative continuum means setting metrics, adjusting plans, measuring performance, and understanding results dynamically.

IT should cross-examine business opportunities and risks, and IT must contribute to or facilitate and accelerate organizational performance.

Due to fierce competitions and rapid changes, making a continuous improvement is critical for surviving and thriving of digital businesses today.

Change is the voyage which needs to continually discover its own landscape, avoid potential pitfalls and enjoy unique scenes of digitalization.

Leadership or directorship is about setting directions and inspiring changes.

The psychology of the change is that “people like to change but do not want to be changed" and there is the difference.

The true empowerment breaks down the out of dated rules and cracks down the anti-digital mindsets.

Organizations risk and fall, not on the quantum of plans and resources, but on the capabilities to lead and manage, yet most important to execute.

Business Change Management is about managing everything that is necessary to get people to adopt new ways of working.

If you make change part of your routine, and then change becomes easier to deal with.

It is worth the effort to break down silos, get out of the comfort zone, and prepare the future proactively, in order for individuals and businesses to reach the digital premium.

By identifying the symptoms of the digital conundrum at the early stage, businesses can adapt to changes smoothly.

The change in the digital era is multifaceted with increasing speed and high velocity.

The drive of Change Leadership is for making progress and inspiring innovation.

Change Agent has the ability to play the right role and know which to play, and when.

Businesses today need less than a paradigm shift in their thinking about the fundamentals of how organizations work to build an authentic culture and an engaging workforce.

The digital IT is no longer an isolated support function. IT should be integral to and knowledgeable of the business, aligned with enterprise objectives, as an enabler, a facilitator, and a digital conductor.

IT needs to have its own sheet music. You can always change the tone of an old song, rearrange and make it better.

Digital IT creates a paradigm shift in role, responsibility, attitude, and aptitude.

When IT moves beyond commodity management and begins to show a higher level of strategic value and dedicate more resources to innovation, IT is on the right track to improve its performance and maturity.

Organizations of the future are increasingly exhibiting digital characteristics in various shades and intensity.

The digital ecosystem provides unprecedented opportunities to strike a dynamic balance between the inner and outer elements, and leapfrog the business world up to the next level of advancement.

Crafting an IT change agenda is important to ensure that IT is strategically positioned to be ahead of where the business is moving next.

Digital CIOs have both vision and passion, capability and capacity for entering into the new world of change and innovation.

The digital era upon us is about changes with increasing velocity and speed.

To earn their stripe as transformative digital leaders, CIOs have to become more visible, proactive, and innovative.

When the CIO’s voice gets heard by the broad base of audiences, that will improve visibility and transparency of IT.

Change Management has a very wide scope and is a relatively new area of expertise.

It’s the multifaceted effort for running digital IT, broadening IT outlook, envisioning the bigger picture of digitalization, and re-imagining the art of possible.

It’s critical to discover the strategic and predictive pathway to changes; increase confidence, leverage resources, and engage people, to drive changes continually and effortlessly.

IT planning checklist is important because your goals and objectives will be your drivers.

Do not get stuck at the crossroad; keep building the “changeability.

The digital organization is a living thing with the ability to continually change as the world changes and evolves with an intersecting and interacting business ecosystem seamlessly.

To improve its maturity, IT needs to develop their own set of the best or next practices, change the emphasis to an “outside-in” approach.

The CIO is a leadership role, in its best form; leadership is about creating a powerful future that is compelling in the present.

It is nevertheless true that the change itself has become unpredictable and evolutionary, as compared to treading through carefully.

The focus of IT needs to get back to big “I”s such as information, intelligence, innovation, integration, and improvement.

IT effects in radical digital turning are to be an integrator in knitting all important business factors, develop a set of “Dos” and “Don’t” best practices and lessons learned, to improve IT maturity.

Innovation is the most wanted change and a prerequisite for doing sustainable business these days.

The front side of IT needs to be intuitive and delightful, but the back side of IT is complex and scientific.

IT is the super glue to integrate people, processes, and technologies into unique business competencies such as innovation.

IT now makes the impact on almost every aspect of the business; the biggest challenge to business success is IT and IT has to improve people centricity.

Innovation needs to lay out different thinking, structures, and solutions to develop its potential.

With change as the new normal, people’s intelligence is tested by their changeability and their quality is proved by their changeability.

The planning fallacy is common inside and outside of the business at both strategic and operational management level.

Learning the business is a must for the CIO to come up with the experiential knowledge coupled with information for enabling and empowering the enterprise.