Completing 1 Year In A Company Quotes

Share and Enjoy' is the company motto of the hugely successful Sirius Cybernetics Corporation Complaints Division, which now covers the major land masses of three medium-sized planets and is the only part of the Corporation to have shown a consistent profit in recent years. The motto stands-- or rather stood-- in three mile high illuminated letters near the Complaints Department spaceport on Eadrax. Unfortunately its weight was such that shortly after it was erected, the ground beneath the letters caved in and they dropped for nearly half their length through the offices of many talented young Complaints executives-- now deceased. The protruding upper halves of the letters now appear, in the local language, to read "Go stick your head in a pig," and are no longer illuminated, except at times of special celebration.

Can you tell me anything?” “It’s a bioengineering firm.” “Bioengineering,” Barney said. “Well, there’s the obvious …” “Which is?” “A DNA molecule.” “Oh, come on,” Nedry said. “Nobody could be analyzing a DNA molecule.” He knew biologists were talking about the Human Genome Project, to analyze a complete human DNA strand. But that would take ten years of coordinated effort, involving laboratories around the world. It was an enormous undertaking, as big as the Manhattan Project, which made the atomic bomb. “This is a private company,” Nedry said.

With an IQ of 160, Alex Volkov was a genius, or close to it. He was the only person in Thayer’s history to complete its five-year joint undergrad/MBA program in three years, and at age twenty-six, he was the COO of one of the most successful real estate development companies in the country. He was a legend, and he knew it.

Each year about 600,000 start-ups are launched. Less than 0.5 percent attract VC. Of Inc. magazine's annual list of the 500 fastest growing companies in the United States assessed over a decade (1997–2007), less than 20 percent of companies were venture backed” - “62.4 percent of VC investments were completely lost while 3.1 percent of the investments accounted for 53 percent of the profits for roughly 600 investments

Tom Demarco, a principal of the Atlantic Systems Guild team of consultants ... and his colleague Timothy Lister devised a study called the Coding War Games. The purpose of the games was to identify the characteristics of the best and worst computer programmers; more than six hundred developers from ninety-two different companies participated. Each designed, coded, and tested a program, working in his normal office space during business hours. Each participant was also assigned a partner from the same company. The partners worked separately, however, without any communication, a feature of the games that turned out to be critical. When the results came in, they revealed an enormous performance gap. The best outperformed the worst by a 10:1 ratio. The top programmers were also about 2.5 times better than the median. When DeMarco and Lister tried to figure out what accounted for this astonishing range, the factors that you'd think would matter — such as years of experience, salary, even the time spent completing the work — had little correlation to outcome. Programmers with 10 years' experience did no better than those with two years. The half who performed above the median earned less than 10 percent more than the half below — even though they were almost twice as good. The programmers who turned in "zero-defect" work took slightly less, not more, time to complete the exercise than those who made mistakes. It was a mystery with one intriguing clue: programmers from the same companies performed at more or less the same level, even though they hadn't worked together. That's because top performers overwhelmingly worked for companies that gave their workers the most privacy, personal space, control over their physical environments, and freedom from interruption. Sixty-two percent of the best performers said that their workspace was acceptably private, compared to only 19 percent of the worst performers; 76 percent of the worst performers but only 38 percent of the top performers said that people often interrupted them needlessly.

Xerox’s venture capital division wanted to be part of the second round of Apple financing during the summer of 1979. Jobs made an offer: “I will let you invest a million dollars in Apple if you will open the kimono at PARC.” Xerox accepted. It agreed to show Apple its new technology and in return got to buy 100,000 shares at about $10 each. By the time Apple went public a year later, Xerox’s $1 million worth of shares were worth $17.6 million. But Apple got the better end of the bargain. Jobs and his colleagues went to see Xerox PARC’s technology in December 1979 and, when Jobs realized he hadn’t been shown enough, got an even fuller demonstration a few days later. Larry Tesler was one of the Xerox scientists called upon to do the briefings, and he was thrilled to show off the work that his bosses back east had never seemed to appreciate. But the other briefer, Adele Goldberg, was appalled that her company seemed willing to give away its crown jewels. “It was incredibly stupid, completely nuts, and I fought to prevent giving Jobs much of anything,” she recalled.

Shortly before our CFO’s pep talk, another high-level executive at the bank stopped me in the hall to give me what he considered some critical advice. “A lot of smart kids like you come through the bank, and they use it for a stepping stone,” he said. “They stay for a year or two and then they leave. I think that’s a huge mistake. Look at me: I’ve been here forever and I’m happier than anyone I know. This place rewards loyalty, and I’m good at my job because I’ve got my finger right on the pulse of the company. I know everything that’s going on.” A week later, I saw two workmen hauling boxes out of his office. He was a victim of the bank’s first-ever round of layoffs. I’m not trying to put this man down for his faith in the bank or make light of his unemployment. I want to use his story to make another point about failure in business. That chat reinforced something else I was beginning to learn: people in management positions, even very senior management positions, are often completely wrong about the fortunes of their own companies. More important, in making these misjudgments, they almost always err on the side of excessive optimism. They think their businesses are in much better shape than they actually are. Jerry’s rig utilization chart at Global Marine and our own CFO’s boasts about Joe DiMaggio only underscored this lesson for me at the time. And, three decades and over 1,400 meetings with other executives later, I can say this tendency is as pronounced as ever.

The fascination with automation in part reflected the country’s mood in the immediate postwar period, including a solid ideological commitment to technological progress. Representatives of industry (along with their counterparts in science and engineering) captured this mood by championing automation as the next step in the development of new production machinery and American industrial prowess. These boosters quickly built up automation into “a new gospel of postwar economics,” lauding it as “a universal ideal” that would “revolutionize every area of industry.” 98 For example, the November 1946 issue of Fortune magazine focused on the prospects for “The Automatic Factory.” The issue included an article titled “Machines without Men” that envisioned a completely automated factory where virtually no human labor would be needed. 99 With visions of “transforming the entire manufacturing sector into a virtually labor-free enterprise,” factory owners in a range of industries began to introduce automation in the postwar period. 100 The auto industry moved with particular haste. After the massive wave of strikes in 1945–46, automakers seized on automation as a way to replace workers with machines. 101 As they converted back to civilian auto production after World War II, they took the opportunity to install new labor-saving automatic production equipment. The two largest automakers, Ford and General Motors, set the pace. General Motors introduced the first successful automated transfer line at its Buick engine plant in Flint in 1946 (shortly after a 113-day strike, the longest in the industry’s history). The next year Ford established an automation department (a Ford executive, Del S. Harder, is credited with coining the word “automation”). By October 1948 the department had approved $ 3 million in spending on 500 automated devices, with early company estimates predicting that these devices would result in a 20 percent productivity increase and the elimination of 1,000 jobs. Through the late 1940s and 1950s Ford led the way in what became known as “Detroit automation,” undertaking an expensive automation program, which it carried out in concert with the company’s plans to decentralize operations away from the city. A major component of this effort was the Ford plant in the Cleveland suburb of Brook Park, a $ 2 billion engine-making complex that attracted visitors from government, industry, and labor and became a national symbol of automation in the 1950s. 102

The Bradford Exchange—a knockoff of [Joseph] Segel’s [Franklin Mint] business—created a murky secondary market for its collector plates, complete with advertisements featuring its “brokers” hovering over computers, tracking plate prices. To underscore the idea of these mass-produced tchotchkes as upmarket, sophisticated investments, the company deployed some of its most aggressive ads (which later led to lawsuits) in magazines like Kiplinger’s Personal Finance and Architectural Digest. A 1986 sales pitch offered “The Sound of Music,” the first plate in a new series from the Edwin M. Knowles China Company, at a price of $19.50. Yet the ad copy didn’t emphasize the plate itself. Rather, bold type introduced two so-called facts: “Fact: ‘Scarlett,’ the 1976 first issue in Edwin M. Knowles’ landmark series of collector’s plates inspired by the classic film Gone With the Wind, cost $21.60 when it was issued. It recently traded at $245.00—an increase of 1,040% in just seven years.” And “Fact: ‘The Sound of Music,’ the first issue in Knowles’ The Sound of Music series, inspired by the classic film of the same name, is now available for $19.50.” Later the ad advised that “it’s likely to increase in value.” Currently, those plates can be had on eBay for less than $5 each. In 1993 U.S. direct mail sales of collectibles totaled $1.7 billion

If you had an Internet connection and lived in North America at the time, you may have seen it. Vasquez is the man behind the “Double Rainbow” video, which at last check had 38 million views. In the clip, Vasquez pans his camera back and forth to show twin rainbows he’d discovered outside his house, first whispering in awe, then escalating in volume and emotion as he’s swept away in the moment. He hoots with delight, monologues about the rainbows’ beauty, sobs, and eventually waxes existential. “What does it mean?” Vasquez crows into the camera toward the end of the clip, voice filled with tears of sheer joy, marveling at rainbows like no man ever has or probably ever will again. It’s hard to watch without cracking up. That same month, the viral blog BuzzFeed boosted a different YouTuber’s visibility. Michelle Phan, a 23-year-old Vietnamese American makeup artist, posted a home video tutorial about how to apply makeup to re-create music star Lady Gaga’s look from the recently popular music video “Bad Romance.” BuzzFeed gushed, its followers shared, and Lady Gaga’s massive fanbase caught wind of the young Asian girl who taught you how to transform into Gaga. Once again, the Internet took the video and ran with it. Phan’s clip eventually clocked in at roughly the same number of views as “Double Rainbow.” These two YouTube sensations shared a spotlight in the same summer. Tens of millions of people watched them, because of a couple of superconnectors. So where are Vasquez and Phan now? Bear Vasquez has posted more than 1,300 videos now, inspired by the runaway success of “Double Rainbow.” But most of them have been completely ignored. After Kimmel and the subsequent media flurry, Vasquez spent the next few years trying to recapture the magic—and inadvertent comedy—of that moment. But his monologues about wild turkeys or clips of himself swimming in lakes just don’t seem to find their way to the chuckling masses like “Double Rainbow” did. He sells “Double Rainbow” T-shirts. And wears them. Today, Michelle Phan is widely considered the cosmetic queen of the Internet, and is the second-most-watched female YouTuber in the world. Her videos have a collective 800 million views. She amassed 5 million YouTube subscribers, and became the official video makeup artist for Lancôme, one of the largest cosmetics brands in the world. Phan has since founded the beauty-sample delivery company Ipsy.com, which has more than 150,000 paying subscribers, and created her own line of Sephora cosmetics. She continues to run her video business—now a full-blown production company—which has brought in millions of dollars from advertising. She’s shot to the top of a hypercompetitive industry at an improbably young age. And she’s still climbing. Bear Vasquez is still cheerful. But he’s not been able to capitalize on his one-time success. Michelle Phan could be the next Estée Lauder. This chapter is about what she did differently.

Kim Dokja x Hansooyoung PART 1 [I shall kill you, Yoo Joonghyuk.] ~ Kim Dokja pg 4110 46. ⸢(Looks like you still don't know how it works. The heroine loses her consciousness, her hand falling away. And the male hero awakens! You see, in all the movies I've seen so far…) pg 4112 47. These idiots, I even died so that you two could talk to each other, but this…' She figured that she really needed to give these two men a harsh earful when she arrived there. But, when she pushed past the bushes and stepped forward, the ensuing spectacle freaked her out in a rather grand manner. Kwa-aaang!! Bang!!! Yoo Joonghyuk was mercilessly slamming his sword down on Kim Dokja, currently sprawled out on the ground. "Hey!! You crazy son of a bitch!!" pg 4125 48. There were plenty of things she wanted to ask, but she chose not to. Instead, she poked Kim Dokja's cheek and spoke up. "Still, this guy looks like he got completely fooled, doesn't he." "Looks that way." "How did it go?" "He went crazy and attacked me." Han Sooyoung smirked and lightly pinched Kim Dokja's cheek as if she was proud of him. pg 4127 49. the events of her dying at Yoo Joonghyuk's sword, me fighting against him, and then, passing out from his attack, and finally, sharing a conversation with Yoo Sangah inside the Library… Han Sooyoung approached the bed before I noticed it and pinched my cheek. "In any case, Kim Dokja. You can be really adorable sometimes." pg 4144 50. The moment Han Sooyoung's fist bumped into mine, she was completely enveloped in bright light. As I watched her figure disappear, I became aware once more that she had become my companion for real. pg 4165 51. ⸢And…⸥ My heart began powerfully pounding away. ⸢The woman that I used to love.⸥ pg 4189 52. Her emotionless eyes; the beauty spot just below one of them; and her lips that always mocked me for fun, now arching up in a smooth line. "Proceed with the execution pg 4191 53. "But, should you be doing something like that? She's originally your bride, isn't she?" "Correction. She was supposed to be one. The throne was usurped on the first day of the wedding, however." Oh, I see. So, it's that sort of development? I felt just a bit relieved now. Han Sooyoung and Yoo Joonghyuk as a couple? hadn't allowed any dating at the workplace yet, so hell no. pg 4202 54. ⸢By the time you're reading this book, I…⸥ I steeled my heart and read the next line of the text. ⸢…I'd still be living a pretty good life, I guess. Hahah, were you scared?⸥ This idiot… pg 4212 55. The following words were eerily similar to a certain body of text that I was familiar with. ⸢The you reading this story will definitely make it out of here alive.⸥ Han Sooyoung's afterwords came to an end there. For the longest time, I couldn't tear my eyes away from the full-stop at the end of the sentencepg4216 56. "Looks like the company's internal rules need to be changed somewhat…" pg 4234 57. She spoke in a fed-up tone of voice. And then, issued an order to me. "Marry me, Ricardo Von Kaizenix." pg 4244 58. "I didn't want to extend her 50 years by even one minute if I could help it." I was being serious here. The moment I arrived in this world and realized that Han Sooyoung had to spend 50 years here, I just couldn't escape from this one overwhelming emotion. Someone was sacrificed again because of me. Han Sooyoung who had to endure the time frame of 50 years – could she still maintain a normal, functioning mind? Was she able to maintain the ego of the Han Sooyoung that I know of?pg4254 59. Her palm smacked me in the back of the head again. God damn it, this punk… "The third method, 'Romance'." "And its contents are?" "Marry Yuri di Aristel." "And just what did you choose?" "The third method?" "And are we currently married?" "Nope." "And why the hell not?!" pg 4256

Global Talent Visa programs around the world: Opportunities similar to Australia's Global Talent Visa Many countries have created programs like Australia's Global Talent Visa as they compete for the best talent to drive economic growth and innovation. These initiatives seek to attract highly skilled workers from a range of industries and provide them with opportunities to live and work in a foreign country. This blog will explore a number of nations with comparable visa policies and highlight their distinctive features, benefits and application procedures if you are considering opportunities outside of Australia. 1. United Kingdom: Global Talent Visa People who have been recognized as leaders or have the potential to be leaders in disciplines like science, engineering, the humanities, medicine, digital technology, and the arts are eligible for the UK Global Talent Visa. Compared to other visa categories, this one has less limits on the successful applicant's ability to live and work in the UK. Key Features: Endorsement required: Applicants must secure endorsement from a recognized body in their field such as UK Research and Innovation or the Royal Society. Flexible work options: Visa holders can work for themselves, start a business or work for any employer in the UK. Processing Path: After three years (or two years for exceptional talent), visa holders can apply for indefinite leave to remain leading to permanent residence. Application process: Get support: Gather evidence of your achievements and submit your application to the approving body. Submitting your visa application: Once confirmed, complete your visa application online and provide the necessary documentation. 2. Canada: Global Talent Stream The Global Talent Stream is part of Canada's Temporary Foreign Worker Program, which aims to attract highly skilled talent in specific occupations. This program is especially beneficial for technology companies that want to hire specialized workers quickly. Key Features: Two categories: Category A: For employers who have been referred by a Designated Partner and are hiring unique talent. Category B: For employers looking to fill positions in high-demand occupations on Canada's Global Talent Occupations List. Expedited processing: Applications are processed within two weeks, making it an attractive option for businesses. Application process: Employer application: Employers must apply for a labor market benefits plan and demonstrate that they need a foreign worker. Worker Application: Once approved, the foreign worker can apply for a work permit. 3. United States of America: Employment-Based Immigration (EB-2 and EB-1 Visas) In the US, the EB-2 and EB-1 visas are for highly skilled individuals. The EB-1 visa is for individuals with exceptional ability, while the EB-2 is for individuals with advanced education or exceptional ability. Key Features: EB-1 Visa: Does not require a job offer, allows self-petition for individuals with exceptional ability in their field. EB-2 Visa: Requires a job offer, but individuals with exceptional ability can apply for a National Interest Waiver (NIW), which allows them to submit their own application. Permanent Residency: Both types of visas provide a pathway to permanent residence in the US. Application process: Eligibility Determination: Assess which visa category you are eligible for based on your qualifications and achievements. File Petition: Submit Form I-140 for EB-1 or EB-2, including supporting documentation. Apply for adjustment of status: If you are already in the US, you can apply for adjustment of status to become a permanent resident. 4. Germany: EU Blue Card The German EU Blue Card is designed to attract highly skilled workers from countries outside the European Union. This program aims to fill labor shortages in specific sectors and provides an attractive option for professionals who want to work in Germany.

One day in 1885, the twenty-three-year old Henry Ford got his first look at the gas-powered engine, and it was instant love. Ford had apprenticed as a machinist and had worked on every conceivable device, but nothing could compare to his fascination with this new type of engine, one that created its own power. He envisioned a whole new kind of horseless carriage that would revolutionize transportation. He made it his Life’s Task to be the pioneer in developing such an automobile. Working the night shift at the Edison Illuminating Company as an engineer, during the day he would tinker with the new internal-combustion engine he was developing. He built a workshop in a shed behind his home and started constructing the engine from pieces of scrap metal he salvaged from anywhere he could find them. By 1896, working with friends who helped him build a carriage, he completed his first prototype, which he called the Quadricycle, and debuted it on the streets of Detroit. At the time there were many others working on automobiles with gas-powered engines. It was a ruthlessly competitive environment in which new companies died by the day. Ford’s Quadricycle looked nice and ran well, but it was too small and incomplete for large-scale production. And so he began work on a second automobile, thinking ahead to the production end of the process. A year later he completed it, and it was a marvel of design. Everything was geared toward simplicity and compactness. It was easy to drive and maintain. All that he needed was financial backing and sufficient capital to mass-produce it. To manufacture automobiles in the late 1890s was a daunting venture. It required a tremendous amount of capital and a complex business structure, considering all of the parts that went into production. Ford quickly found the perfect backer: William H. Murphy, one of the most prominent businessmen in Detroit. The new company was dubbed the Detroit Automobile Company, and all who were involved had high hopes. But problems soon arose. The car Ford had designed as a prototype needed to be reworked—the parts came from different places; some of them were deficient and far too heavy for his liking. He kept trying to refine the design to come closer to his ideal. But it was taking far too long, and Murphy and the stockholders were getting restless. In 1901, a year and a half after it had started operation, the board of directors dissolved the company. They had lost faith in Henry Ford.

How Long Will It Take? You can’t blame people for wanting instant results. Time is money, and quickness, especially quick OODA loops, is good. But when it comes to adopting maneuver conflict / Boyd’s principles to your business, there is a lot to be learned and a lot to be done. Consider that: •   According to its principle creator, Taiichi Ohno, it took 28 years (1945-1973) to create and install the Toyota Production System, which is maneuver conflict applied to manufacturing. •   It takes roughly 15 years of experience—and recognition as a leader in one’s technical field—to qualify as a susha (development manager) for a new Toyota vehicle.150 •   Studies of people regarded as the top experts in a number of fields suggest that they practice about four hours a day, virtually every day, for 10 years before they achieve a recognized level of mastery.151 •   It takes a minimum of 8 years beyond a bachelor’s degree to train a surgeon (4 years medical school and 4 or more years of residency.) •   It takes four to six years on the average beyond a bachelor’s degree to complete a Ph.D. •   It takes three years or so to earn a black belt (first degree) in the martial arts and four to six years beyond that to earn third degree, assuming you are in good physical condition to begin with. •   It takes a bare minimum of five years military service to qualify for the Special Forces “Green Beret” (minimum rank of corporal / captain with airborne qualification, then a 1-2 year highly rigorous and selective training program.) •   It takes three years to achieve proficiency as a first level leader in an infantry unit—a squad leader.152 It is no less difficult to learn to fashion an elite, highly competitive company. Yet for some reason, otherwise intelligent people sometimes feel they should be able to attend a three-day seminar and return home experts in maneuver conflict as applied to business. An intensive orientation session may get you started, but successful leaders study their art for years—Patton, Rommel, and Grant were all known for the intensity with which they studied military history and current campaigns. Then-LTC David Hackworth had commanded 10 other units before taking over the 4th Battalion, 39th Infantry in Vietnam in 1969, as he described in Steel My Soldiers’ Hearts. You may also recall the scene in We Were Soldiers where LTC Hal Moore unloaded armfuls of strategy and history books as he was moving into his quarters at Ft. Benning. At that point, he had been in the Army 20 years and had commanded at every level from platoon to battalion.

two entertainers got together to create a 90-minute television special. They had no experience writing for the medium and quickly ran out of material, so they shifted their concept to a half-hour weekly show. When they submitted their script, most of the network executives didn’t like it or didn’t get it. One of the actors involved in the program described it as a “glorious mess.” After filming the pilot, it was time for an audience test. The one hundred viewers who were assembled in Los Angeles to discuss the strengths and weaknesses of the show dismissed it as a dismal failure. One put it bluntly: “He’s just a loser, who’d want to watch this guy?” After about six hundred additional people were shown the pilot in four different cities, the summary report concluded: “No segment of the audience was eager to watch the show again.” The performance was rated weak. The pilot episode squeaked onto the airwaves, and as expected, it wasn’t a hit. Between that and the negative audience tests, the show should have been toast. But one executive campaigned to have four more episodes made. They didn’t go live until nearly a year after the pilot, and again, they failed to gain a devoted following. With the clock winding down, the network ordered half a season as replacement for a canceled show, but by then one of the writers was ready to walk away: he didn’t have any more ideas. It’s a good thing he changed his mind. Over the next decade, the show dominated the Nielsen ratings and brought in over $1 billion in revenues. It became the most popular TV series in America, and TV Guide named it the greatest program of all time. If you’ve ever complained about a close talker, accused a partygoer of double-dipping a chip, uttered the disclaimer “Not that there’s anything wrong with that,” or rejected someone by saying “No soup for you,” you’re using phrases coined on the show. Why did network executives have so little faith in Seinfeld? When we bemoan the lack of originality in the world, we blame it on the absence of creativity. If only people could generate more novel ideas, we’d all be better off. But in reality, the biggest barrier to originality is not idea generation—it’s idea selection. In one analysis, when over two hundred people dreamed up more than a thousand ideas for new ventures and products, 87 percent were completely unique. Our companies, communities, and countries don’t necessarily suffer from a shortage of novel ideas. They’re constrained by a shortage of people who excel at choosing the right novel ideas. The Segway was a false positive: it was forecast as a hit but turned out to be a miss. Seinfeld was a false negative: it was expected to fail but ultimately flourished.

We don’t simply have a problem when it comes to the amount of tax collected. We have a huge problem when it comes to the way we collect taxes. Take corporate taxes as an example. We impose taxes at the second highest rate in the rich world (35%), yet the corporate tax code is riddled with incentives, subsidies, exemptions, and loopholes.13 The result is crazy. We give firms a huge disincentive to earn money at home (because our basic tax rate is so high), while giving them huge incentives to play the system. And remember: the United States boasts some of the world’s most innovative and entrepreneurial companies. If we give those guys an incentive to find ways around our tax code, they’ll turn out to be world-beaters. World-beaters like General Electric, for example.14 GE earned $14.2 billion of profit in 2010, of which $5.1 billion was generated in the US. I’m guessing that you earned less than $5 billion that year, but I’m damn sure you had a more painful settlement with the taxman. In 2010, GE’s net corporation tax obligation to the US government was sub-zero. The firm actually derived a net benefit from the government. In the five years to 2010, GE accumulated $26 billion in American profits and booked a net benefit of $4.1 billion from the IRS. That’s completely insane. You don’t, however, need to be GE to outperform in this way. Big Oil can play the same game to almost equal effect. According to a Citizens for Tax Justice report out in 2011, ‘Over the past two years, Exxon Mobil reported $9,910 million in pretax US profits. But it enjoyed so many tax subsidies that its federal income tax bill was only $39 million‌—‌a tax rate of only 0.4%.’15

The twelve management principles of IBM are: Principle #1 - The purpose and mission should be set clearly. Additionally noble and fair objective should be set. Principle #2 – Goals should be specific and when the targets are set, employees should be notified. Principle #3 – Your heart should always be full with strong and persistent passionate desire. Principle #4 – You should be the one who strives for the most. The tasks that you set should be reasonable, and you should work hard on completion. Principle #5 – Costs should be minimized and profit should be maximized. The profit should not be chased but the inflows and the outflows should be controlled. Principle #6 – Top management should be the one to set pricing strategy. They need to find the perfect balance between profitability and happy customers. Principle #7 – The business management requires strong will. Principle #8 - The manager should have corresponding mentality. Principle #9 – Every challenge should be faced with courage. Each challenge should be resolved in fair way. Principle #10 – Creativity should always be present. New stop to innovate and improve, otherwise you will not be able to compete in today’s tough world. Principle #11 – Never forget to be a human. You need to be kind, fair and sincere. Principle #12 – Never lose your hope. Be positive, happy, cheerful and keep your hopes alive. Deciding which way you want your company to go is essential for ensuring success. You can follow IBM’s example, or adapt these principles to fit your situation. I always recommend that you ensure that every employee knows your principles. Employees will feel more confident, secure and motivated if they start working in a company that knows what it wants, where it will be in 10 years, what should be done in order to reach the specific/or set goals, etc. Once you have your principles it is important that you follow them as well. Leading from the front is the best way to inspire those around you.

Title: Who's your website for? One of my tasks as a person that (muzemultimedia.com) develops websites is ensuring the web site I develop is made to work for the owner, which is a whole lot distinct from developing it for the actual owner. For those who own a small business and are intending to get a website developed, you'll need to consider who's going to use your website. Those who use your website are your audience. If you need your site to get results for you, meaning, the fact that those who land on it convert from website visitors into customers, then you've to provide them what they really want. You should take a look at website from the viewpoint of your customer, rather than from your very own perspective which is actually, really challenging for businesses. So frequently, what a company owner wants and what's great for their business website are two completely different things, and it may be difficult to persuade them that their consumers possibly don’t want exactly the same things they desire. It’s very important to know who your target audience is. The more you are able to narrow it down, the better we are able to build a website that provides them what they need. For this reason it’s essential to understand who your potential audience is. It’s the 1st question we’ll ask you when we speak with you regarding your website requirements. For those who don’t know, you'll need to find out. In case you say “anyone and everyone” you might not completely understand your products or services or what you're selling. Yes, you might want to sell $1,1,000 coat coats to “anyone and everyone” but most likely 20 year-old university students will not be in your demographic. It’s vital that you design an experience for your user that fits their desires. If you fulfill their desires, then they’ll become more prone to turn into a customer. And that’s the objective.

Recent U.S. foreign policy has done more than simply allow these dangerous forces to multiply and to gain control of an increasingly unstable Middle East. It has also actively compounded the problem through the disastrous Iran nuclear deal, formally known as the Joint Comprehensive Plan of Action.53 The JCPOA, announced in 2015, came about after years of negotiations between Iran and the United States, the United Kingdom, France, Russia, China, and Germany, the so-called P5+1.54 President Obama entered office wanting to negotiate with Iran, making clear he was willing to do whatever it took. As soon as the Obama administration sent senior advisor Valerie Jarrett to negotiate through back channels, Iran knew how desperate the Obama administration was. The Iranians sensed this desperation, which allowed them to get everything they wanted while giving up virtually nothing in return. The deal completely capitulates to Iran, providing very broad relief from existing sanctions in coming years as well as the ability to recover billions of dollars’ worth of hard currency presently frozen abroad in foreign banks.55 Frozen Iranian assets based in the United States, including oil, petrochemical, and investment companies, will also be lifted.56 Estimates suggest that loosening sanctions will provide Iran up to $150 billion in assets currently tied up.57 That’s billions to terrorists around the world who hate America. That’s billions to President Assad in Syria to kill his own citizens and use chemical weapons on children. That’s billions to Hamas to launch rockets toward innocent Israeli civilians. That’s billions to Hezbollah. That’s billions in payments to Russia for weapons that violate international sanctions, money that Russia can, in violation of international law, use to attack its neighbors. What has Iran promised the United States and the world in return? Iran has agreed to relax its uranium enrichment efforts and repurpose some of its nuclear facilities for peaceful operations.58 Yet there is considerable fear that Iran will leverage the removal of trade restrictions and the $150 billion it is receiving to build nuclear weapons and to support terrorism worldwide.

Benoit began life in the year 1889, with the coming of the Yazoo and Mississippi Valley Railroad. There was never any plan to run track through the plantations south of Rosedale, but James Richardson, the largest individual cotton grower in the world at that time, offered the railroad free use of his land if, in turn, the company built him a station. James was the eldest son of Edmund Richardson, a planter whose holdings at one time included banks, steamboats, and railroads. He owned three-dozen cotton plantations and had a controlling interest in Mississippi Mills, the largest textile plant in the Lower South. His New Orleans-based brokerage house, Richardson and May, handled more than 250,000 bales of cotton every year. Edmund Richardson was not always so prosperous. By the end of the Civil War, he had lost almost his entire net worth, close to $1 million. So in 1868, Richardson struck a deal with the federal authorities in Mississippi to contract labor from the state penitentiary, which was overflowing with ex-slaves, and work the men outside prison walls. He promised to feed and clothe the prisoners, and in return, the government agreed to pay him $18,000 a year for their maintenance. The contract struck between Richardson and the State of Mississippi began an era of convict leasing that would spread throughout the South. Before it was over, a generation of black prisoners would suffer and die under conditions that were in many cases worse than anything they had ever experienced as slaves. Confining his laborers to primitive camps, Richardson forced the convicts to clear hundreds of acres of dense woodland throughout the Yazoo Delta. When the land was cleared, he put prisoners to work raising and picking cotton on the plowed gound. Through this new system, Richardson regained his fortune. By 1880 he had built a mansion in New Orleans, another in Jackson, and a sprawling plantation house known as Refuge in the Yazoo Delta. When he died in 1886, he left his holdings to his eldest son, James. As an inveterate gambler and drunk, James decided to spend his inheritance building a new town, developed solely as a center for sport. He bought racehorses and designed a racetrack. He built five brick stores and four homes. In 1889, when the station stop was finally completed for his new city, James told the railroad to call the town Benoit, after the family auditor. James’s sudden death in 1898 put an end to his ambitions for the town. But decades later, a Richardson Street still ran through Benoit, westward toward the river, in crumbling tribute to the man.

I had several friends from law school who were very enterprising guys, much more so than the average law student. They each started businesses after practicing law at large firms for multiple years. What kind of businesses did they start? They started boutique law firms. This is completely unsurprising if you think about it. They’d spent years becoming good at delivering legal services. It was a field that they understood and could compete in. Their credentials translated too. People learn from what they’re doing and do it again on their own. It’s not just lawyers; the consulting firm Bain and Company was started by seven former partners and managers from the Boston Consulting Group. Myriad boutique investment banks and hedge funds have spun out of large financial organizations. You can see the same pattern in the startup world. After PayPal was acquired by eBay in 2002, its founders and employees went on to found or cofound LinkedIn (Reid Hoffman), YouTube (Steve Chen, Jawed Karim, and Chad Hurley), Yelp (Russel Simmons and Jeremy Stoppelman), Tesla Motors (Elon Musk), SpaceX (Musk again), Yammer (David Sacks), 500 Startups (Dave McClure), and many other companies. PayPal’s CEO, Peter Thiel, famously made a $500,000 investment in Facebook that grew to over $1 billion. In this sense, PayPal is one of the most prolific companies of recent times. But if you look at any successful growth company you’ll start to see their alumni show up doing parallel things. Former Apple employees founded or cofounded Android, Palm, Nest, and Handspring, companies that revolve around devices. Former Yahoo! employees founded Ycombinator, Cloudera, Hunch.com, AppNexus, Polyvore, and many other web-oriented companies. Organizations give rise to other organizations like themselves.

There’s a country that does something a little like this. Its young people, including its very best educational prospects from all different backgrounds, spend two or three years training and solving problems in a nonhierarchical environment and get together every year. Many then collaborate to start companies. This country leads the world in venture capital investments per capita (over $170, versus $75 in the United States in 2010).1 It has more companies on the NASDAQ than any non-US country except for China, despite having a population of less than eight million.2 Its quarterly gross domestic product (GDP) growth rate was above 5 percent in 2011 and it’s in the top thirty globally in per capita GDP, above Spain and Saudi Arabia, among others.3 This country is Israel, where eighteen-year-olds complete two- or three-year tours in the military, getting to know each other in highly selective military units. They operate at a high level of autonomy and responsibility and then travel the world for months before heading to college and/or grad school. In Dan Senor and Saul Singer’s book Start-up Nation, this network and training ground is credited as helping give rise to a culture of risk taking and entrepreneurship. By the time Israelis graduate from college, they’re in their midtwenties and mature; in many cases, they’ve already been in operating environments and borne life-and-death responsibilities. This cocktail of experience gives rise to a mixture of both courage and impatience. As one entrepreneur put it, “When an Israeli entrepreneur has a business idea, he will start it that week. The notion that one should accumulate credentials before launching a venture simply does not exist. . . . Too much time can only teach you what can go wrong, not what could be transformative.”4 Another observer commented, “Israelis . . .  don’t care about the social price of failure and they develop their projects regardless of the economic . . . situation.”5

Ramakrishna Paramhans Ward, PO mangal nagar, Katni, [M.P.] 2nd Floor, Above KBZ Pay Centre, between 65 & 66 street, Manawhari Road Mandalay, Myanmar Phone +95 9972107002 1. Study Organizations in Myanmar: A Growing Demand for survey companies in Myanmar is a Southeast Asian nation steeped in culture and history. Over the past ten years, it has undergone rapid economic growth and modernization. This development has made an expanding market for different administrations, including statistical surveying. Businesses in Myanmar benefit greatly from the assistance of survey firms in comprehending consumer behavior, market trends, and the landscape of competition. Among the main players in this field is AMT Statistical surveying, an organization known for its complete administrations and neighborhood skill. The Role of survey companies in Myanmar Businesses wishing to establish or expand their presence in this dynamic market must conduct market research in Myanmar. Myanmar, which has a population of over 54 million people, presents significant opportunities for businesses operating in a variety of industries, including tourism, finance, consumer goods, and telecommunications. However, the market also faces unique obstacles like a diverse ethnic landscape, varying degrees of economic development across regions, and a regulatory environment that is constantly shifting. By providing insights into consumer preferences, purchasing patterns, and market dynamics, survey companies assist businesses in navigating these complexities. To get accurate and relevant data, they use a variety of methods, such as observational studies, qualitative interviews, focus groups, and quantitative surveys. Driving Overview Organizations in Myanmar A few overview organizations work in Myanmar, each offering a scope of administrations custom-made to address the issues of various clients. AMT Market Research stands out among these due to its extensive experience and thorough comprehension of the local market. AMT Statistical surveying AMT Statistical surveying is a noticeable player in Myanmar's statistical surveying industry. Surveys of customers' satisfaction, market research, brand health monitoring, and other services are all offered by the business. AMT's group of experienced scientists and examiners influence their neighborhood information and skill to convey noteworthy bits of knowledge for organizations. AMT Statistical surveying uses a blend of customary and current information assortment techniques. Depending on the research objectives and target audience, they conduct in-person interviews, telephone surveys, and online surveys. Their methodology guarantees top notch information assortment, even in remote and difficult to-arrive at areas of Myanmar. Myanmar Advertising Exploration and Advancement (MMRD) Laid out in 1992, MMRD is one of the most established statistical surveying firms in Myanmar. The organization offers an extensive variety of examination administrations, including market passage studies, contender investigation, and financial investigations. MMRD has gained notoriety for its intensive and solid exploration, making it a confided in accomplice for both neighborhood and worldwide organizations. Boondocks Myanmar Exploration Boondocks Myanmar Exploration is one more outstanding player on the lookout. The organization represents considerable authority in giving experiences into Myanmar's advancing business sector scene. Their administrations incorporate area explicit exploration, purchaser conduct studies, and effect evaluations. Wilderness Myanmar Exploration is known for its inventive philosophies and capacity to adjust to the quickly changing economic situations. Understanding Myanmar Understanding Myanmar is a somewhat new participant in the statistical surveying industry however has rapidly earned respect for its excellent exploration and client-driven approach.

COL Nicholas Young Retires from the United States Army after More than Thirty -Six Years of Distinguished Service to our Nation 2 September 2020 The United States Army War College is pleased to announce the retirement of United States Army War College on September 1, 2020. COL Young’s recent officer evaluation calls him “one of the finest Colonel’s in the United States Army who should be promoted to Brigadier General. COL Young has had a long and distinguished career in the United States Army, culminating in a final assignment as a faculty member at the United States Army War College since 2015. COL Young served until his mandatory retirement date set by federal statue. His long career encompassed just shy of seven years enlisted time before serving for thirty years as a commissioned officer.He first joined the military in 1984, serving as an enlisted soldier in the New Hampshire National Guard before completing a tour of active duty in the U.S, Army Infantry as a non-commissioned officer with the 101st Airborne (Air Assault). He graduated from Officer Candidate School in 1990, was commissioned in the Infantry, and then served as a platoon leader and executive officer in the Massachusetts Army National Guard before assuming as assignment as the executive officer of HHD, 3/18th Infantry in the U.S. Army Reserves. He made a branch transfer to the Medical Service Corps in 1996. COL Young has since served as a health services officer, company executive officer, hospital medical operations officer, hospital adjutant, Commander of the 287th Medical Company (DS), Commander of the 455th Area Support Dental, Chief of Staff of the 804th Medical Brigade, Hospital Commander of the 405th Combat Support Hospital and Hospital Commander of the 399th Combat Support Hospital. He was activated to the 94th Regional Support Command in support of the New York City terrorist attacks in 2001. COL Young is currently a faculty instructor at the U.S. Army War College. He is a graduate of basic training, advanced individual infantry training, Air Assault School, the primary leadership development course, the infantry officer basic course, the medical officer basic course, the advanced medical officer course, the joint medical officer planning course, the company commander leadership course, the battalion/brigade commander leadership course, the U.S. Air War College (with academic honors), the U.S. Army War College and the U.S. Naval War College (with academic distinction).

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Thufir Hawat, his father’s Master of Assassins, had explained it: their mortal enemies, the Harkonnens, had been on Arrakis eighty years, holding the planet in quasi-fief under a CHOAM Company contract to mine the geriatric spice, melange. Now the Harkonnens were leaving to be replaced by the House of Atreides in fief-complete—an apparent victory for the Duke Leto. Yet, Hawat had said, this appearance contained the deadliest peril, for the Duke Leto was popular among the Great Houses of the Landsraad. “A popular man arouses the jealousy of the powerful,” Hawat had said. Arrakis—Dune—Desert Planet.

Marilyn Monroe (born Norma Jeane Mortenson; June 1, 1926 – August 5, 1962) was an American actress, model, and singer, who became a major sex symbol, starring in a number of commercially successful motion pictures during the 1950s and early 1960s. After spending much of her childhood in foster homes, Monroe began a career as a model, which led to a film contract in 1946 with Twentieth Century-Fox. Her early film appearances were minor, but her performances in The Asphalt Jungle and All About Eve (both 1950), drew attention. By 1952 she had her first leading role in Don't Bother to Knock and 1953 brought a lead in Niagara, a melodramatic film noir that dwelt on her seductiveness. Her "dumb blonde" persona was used to comic effect in subsequent films such as Gentlemen Prefer Blondes (1953), How to Marry a Millionaire (1953) and The Seven Year Itch (1955). Limited by typecasting, Monroe studied at the Actors Studio to broaden her range. Her dramatic performance in Bus Stop (1956) was hailed by critics and garnered a Golden Globe nomination. Her production company, Marilyn Monroe Productions, released The Prince and the Showgirl (1957), for which she received a BAFTA Award nomination and won a David di Donatello award. She received a Golden Globe Award for her performance in Some Like It Hot (1959). Monroe's last completed film was The Misfits, co-starring Clark Gable with screenplay by her then-husband, Arthur Miller. Marilyn was a passionate reader, owning four hundred books at the time of her death, and was often photographed with a book. The final years of Monroe's life were marked by illness, personal problems, and a reputation for unreliability and being difficult to work with. The circumstances of her death, from an overdose of barbiturates, have been the subject of conjecture. Though officially classified as a "probable suicide", the possibility of an accidental overdose, as well as of homicide, have not been ruled out. In 1999, Monroe was ranked as the sixth greatest female star of all time by the American Film Institute. In the decades following her death, she has often been cited as both a pop and a cultural icon as well as the quintessential American sex symbol. 수면제,액상수면제,낙태약,여성최음제,ghb물뽕,여성흥분제,남성발기부전치유제,비아,시알,88정,드래곤,바오메이,정력제,남성성기확대제,카마그라젤,비닉스,센돔,,꽃물,남성조루제,네노마정,러쉬파퍼,엑스터시,신의눈물,lsd,아이스,캔디,대마초,떨,마리화나,프로포폴,에토미데이트,해피벌륜 등많은제품판매하고있습니다 원하시는제품있으시면 추천상으로 더좋은제품으로 모시겠습니다 qwe114.c33.kr 카톡【ACD5】텔레【KKD55】 I believe that everything happens for a reason. People change so that you can learn to let go, things go wrong so that you appreciate them when they're right, you believe lies so you eventually learn to trust no one but yourself, and sometimes good things fall apart so better things can fall together

The $41 billion valuation for the ride-sharing service Uber may or may not be a bubblicious number, but it certainly shows that the venture capital industry is in a bad place. To understand, you need only peruse the startling valuations for other companies that have received venture capital funding in the last few weeks. Here are some of them: ■ Instacart, a same-day grocery delivery service based in San Francisco, began a $100 million fund-raising round valuing it at $2 billion. ■ WeWork Companies, a company that provides shared office space (think Uber for offices), closed a $355 million funding round valuing it at $5 billion. ■ Stripe, an online payment company, completed a $70 million investment round that valued it at $3.5 billion, double its $1.75 billion valuation earlier this year. ■ The mobile games maker Kabam announced that employees and investors were selling $40 million in shares to a group of investors. After an earlier round of investment last summer, the company was valued at more than $1 billion, up from $700 million last year. What do these four companies have in common, beyond the fact you probably haven’t heard of them?