Flexibility In Business Quotes

Firestarters are flexible. They recognize situational needs and are able to flow into the accessible role identity most relevant to overcome emergent challenges.

You need to have firm determination but a flexible mind if you want to grow.

What is needed now is for leaders to become more open, more flexible, less egoistic and less hypocritical. We must loosen our death grip on whatever we believe to be the truth simply because it is how we want the truth to look. We must be honest with ourselves and invite honesty from others.

I have discovered there are only a handful of good ideas in the whole world. You already know them. You have heard them your entire life. Here are some of the main keys to being more successful: Take personal responsibility. Things change, so be flexible. Work smart and work hard. Serve others well. Be nice to others. Be optimistic. Have goals; want something big for yourself. Stay focused. Keep learning. Become excellent at what you do. Trust your gut. When in doubt, take action. Earn all you can. Save all you can. Give all you can. Enjoy all you've got. Above all keep it simple.

Pricing power is important in business. You want your business to have the flexibility to raise prices as needed, especially with regard to inflation.

It's important for business processes to be adaptable and flexible.

In terms of business resilience, it's important to have the ability to repurpose inputs and redirect outputs. It's important to have a good amount of flexibility designed into the businesses operating systems. When a business can answer the if this then that question over and over again with different fill in the blanks, it's got resilience.

Options are often an overlooked form of value—flexibility is one of the Three Universal Currencies (discussed later). Find a way to give people more flexibility, and you may discover a viable business model.

In stark contrast, China’s startup culture is the yin to Silicon Valley’s yang: instead of being mission-driven, Chinese companies are first and foremost market-driven. Their ultimate goal is to make money, and they’re willing to create any product, adopt any model, or go into any business that will accomplish that objective. That mentality leads to incredible flexibility in business models and execution, a perfect distillation of the “lean startup” model often praised in Silicon Valley. It doesn’t matter where an idea came from or who came up with it. All that matters is whether you can execute it to make a financial profit. The core motivation for China’s market-driven entrepreneurs is not fame, glory, or changing the world. Those things are all nice side benefits, but the grand prize is getting rich, and it doesn’t matter how you get there.

In the business of scholarship, evidence is far more flexible than opinion. The prevailing view of the past is controlled not by evidence but by opinion.

life can be organized like a business plan. First you take an inventory of your gifts and passions. Then you set goals and come up with some metrics to organize your progress toward those goals. Then you map out a strategy to achieve your purpose, which will help you distinguish those things that move you toward your goals from those things that seem urgent but are really just distractions. If you define a realistic purpose early on and execute your strategy flexibly, you will wind up leading a purposeful life. You will have achieved self-determination, of the sort captured in the oft-quoted lines from William Ernest Henley’s poem “Invictus”: “I am the master of my fate / I am the captain of my soul.

Organizational restructuring is something that should take place within a company fairly regularly. With our modern day economy being as dynamic as it is, and with change being as prevalent as it is, companies need to be adaptive and flexible - and that requires regular restructuring.

If you aim to be the best then it's essential to evolve constantly, learn from past mistakes, look for new opportunities and have the flexibility to implement improved processes and solutions along the way.

Flexibility is a learned mental skill. In today’s dynamic world, your effectiveness as a professional depends on your readiness to adjust quickly to the moments of need or opportunity, adversity, and change.

First Globals are ready to go anywhere, experience everything, and work and live in exotic places, and for them, family life takes priority over work life and a flexible, diverse, collaborative, fun learning environment is key.

Don’t expect perfection and things to go the way you want them to when it comes to people, business, your prospects, and your social life. When things don’t go according to your desires, when the weather of life is foul, be creative and consider what may be the higher reasons why this is happening and why you must adjust. Perhaps it’s to gain forbearance, patience, inner strength, flexibility, or the ability to withhold criticism while serving as a loving model.

You can’t just base your method of communication on your own preferences. Flexibility and the ability to interpret other people’s needs is what characterizes a good communicator.

She downed the last of her beer, knowing that her wayward thoughts were Drunk Allison coming out to play. She wasn’t even drunk proper yet, just tipsy, but Drunk Allison was flexible like that.

Economic Values that people typically consider when evaluating a potential purchase. They are: 1. Efficacy—How well does it work? 2. Speed—How quickly does it work? 3. Reliability—Can I depend on it to do what I want? 4. Ease of Use—How much effort does it require? 5. Flexibility—How many things does it do? 6. Status—How does this affect the way others perceive me? 7. Aesthetic Appeal—How attractive or otherwise aesthetically pleasing is it? 8. Emotion—How does it make me feel? 9. Cost—How much do I have to give up to get this?

Putting work in for your business is good. Your business needs you to put that work in. But don't exhaust yourself because if you drain yourself to the point of exhaustion then you become a liability to your business.

flexibility cannot be the solution to work-life issues as long as it is stigmatized. The question that young people should be asking their employers is not what kinds of family-friendly policies a particular firm has. Instead, they should ask, “How many employees take advantage of these policies? How many men? And how many women and men who have worked flexibly have advanced to top positions in the firm?

To a Poet" Let verse of yours be flexible, but strong, Strong as a poplar under valley's cover, Strong as the earth under a plough, long, Strong as a girl, who never knew a lover. Reliably preserve severity at length, Your verse need not be fluttering or booming, Although the Muse has very easy steps, She's not a dancer, but a goddess, ruling. Frolicsome din of interrupted rhymes -- Temptation for decline, so free and so easy -- Just leave for use by jokers in a dance On city streets for people who aren't busy. And going out on the sacred paths, Bring to melodiousness your chosen damnation. You know, she's a mistress of the mass, She craves embraces, as a dearth -- donations.

It was the flexibility, the originality, and the independence of thought—combined, of course, with our vast resources—that made American business grow so rapidly. If the seeds of growth are made sterile, if men become passive followers instead of developing qualities of leadership—and courage—we may find someday that our way of life has been superseded.

an adversarial mindset not only prevents us from understanding and responding to the other party, but also makes us feel like we've lost when we don't get our way

Design thinking is about cognitive flexibility, the ability to adapt the process to the challenges.

•Communicating: low-context vs. high-context •Evaluating: direct negative feedback vs. indirect negative feedback •Persuading: principles-first vs. applications-first •Leading: egalitarian vs. hierarchical •Deciding: consensual vs. top-down •Trusting: task-based vs. relationship-based •Disagreeing: confrontational vs. avoids confrontation •Scheduling: linear-time vs. flexible-time

You are willing to work hard, but you want something with flexible hours. You have a baby on the way. Also, you’re sick of bosses. You want to be your own boss, but you don’t have much money to start a business.

1. Efficacy—How well does it work? 2. Speed—How quickly does it work? 3. Reliability—Can I depend on it to do what I want? 4. Ease of Use—How much effort does it require? 5. Flexibility—How many things does it do? 6. Status—How does this affect the way others perceive me? 7. Aesthetic Appeal—How attractive or otherwise aesthetically pleasing is it? 8. Emotion—How does it make me feel? 9. Cost—How much do I have to give up to get this?

The main problem with Sentinel, Fulgham believed, was that the bureau—like many big organizations—had tried to plan everything in advance. But creating great software requires flexibility. Problems pop up unexpectedly and breakthroughs are unpredictable.

Aging means losing things, and not just eyesight and flexibility. It means watching the accomplishments of your youth be diminished, maybe in your own eyes through perspective, maybe in the eyes of others through cultural amnesia. Most people live anonymous lives, and when they grow old and die, any record of their existence is blown away.

High-quality and affordable childcare and eldercare • Paid family and medical leave for women and men • A right to request part-time or flexible work • Investment in early education comparable to our investment in elementary and secondary education • Comprehensive job protection for pregnant workers • Higher wages and training for paid caregivers • Community support structures to allow elders to live at home longer • Legal protections against discrimination for part-time workers and flexible workers • Better enforcement of existing laws against age discrimination • Financial and social support for single parents • Reform of elementary and secondary school schedules to meet the needs of a digital rather than an agricultural economy and to take advantage of what we now know about how children learn

Institutional changes, instead of following the path of a guided arrow, head in different and often conflicting directions: a profitable operating unit is suddenly sold, for example, yet a few years later the parent company tries to get back into the business in which it knew how to make money before it sought to reinvent itself. Such twists have prompted the sociologists Scott Lash and John Urry to speak more largely of flexibility as “the end of organized capitalism.

Our internal boundaries define and contain the unique personal characteristics of our thoughts, feelings, opinions, behaviors, beliefs, and spirituality. Boundaries help us recognize, honor, and respect our individual wants, needs, and desires. They help us define our separateness and give us safety in our intimate communications with others. If someone verbally attacks us, we maintain our internal boundary and practice self-containment by moderately expressing our thoughts and feelings about their behavior using “I” statements. Or, we may choose not to respond and silently remind ourselves that how another person acts is about that person, not about us. If someone confronts us about our behavior, we use our internal boundary to listen to what they say. We do not internalize what is said before deciding if any of it rings true for us. If we have wronged the other person, we make amends. In either situation our self-worth is not diminished because we have maintained our internal boundaries. 110:2 We use internal boundaries in various ways. An example is deciding how much personal information, such as personal history or financial information, to share with others. Conversely, we refrain from delving into others’ personal business. We might really want to ask a question or say something to someone, yet we do not because we know that person’s private life is none of our business. 111:1 When we have healthy internal boundary systems, we recognize that each individual is responsible for his or her emotional, mental, and spiritual boundaries. We allow ourselves and others to have their own thoughts, feelings, opinions, behaviors, beliefs, and spirituality. With functional boundaries we are able to meet our needs without infringing on others’ abilities to meet their needs. Our internal boundaries can be flexible and we decide what is safe and comfortable for ourselves.

But Welch's approach benefited GE because it made each unit accountable and did away with inefficiencies. The business rules across the company were: be number one or two in a market or get out, and generate high returns on investments. If a business unit failed in either of these areas, it was sold. Welch's method ensured that each unit was being run profitably, while allowing unit heads significant flexibility and independence. The plan worked. GE's market value skyrocketed. Valued at $12 billion in 1981, it was valued at $375 billion twenty-five years later.

Each of the eight scales represents one key area that managers must be aware of, showing how cultures vary along a spectrum from one extreme to its opposite. The eight scales are:        •  Communicating: low-context vs. high-context        •  Evaluating: direct negative feedback vs. indirect negative feedback        •  Persuading: principles-first vs. applications-first        •  Leading: egalitarian vs. hierarchical        •  Deciding: consensual vs. top-down        •  Trusting: task-based vs. relationship-based        •  Disagreeing: confrontational vs. avoids confrontation        •  Scheduling: linear-time vs. flexible-time

In Emily's nature, the extremes of vigour and simplicity seemed to meet. Under an unsophisticated culture, inartificial tastes, and an unpretending outside, lay a secret power and fire that might have informed the brain and kindled the veins of a hero. But she had no worldly wisdom. Her powers were un- adapted to the practical business of life. She would fail to defend her most manifest rights, to consult her most legitimate advantage. An interpreter ought always to have stood between her and the world. Her will was not very flexible, and it generally opposed her interest. Her temper was magnanimous, but warm and sudden ; her spirit altogether unbending.

There's a clear link between this cultural pattern and Germany's place in history as one of the first countries in the world to become heavily industrialized. Imagine being a factory worker in the German automative industry. If you arrive at work four minutes late, the machine for which you are responsible gets started late, which exacts a real, measurable financial cost. To this day, the perception of time in Germany is partially rooted in the early impact of the industrial revolution, where factory work required the labor force to be on hand and in place at a precisely appointed moment. In other societies -particularly in developing world- life centers around the fact of constant change. As political systems shift and financial systems alter, as traffic surges and wanes, as monsoons or water shortages raise unforeseeable challenges, the successful managers are those who have developed the ability to ride out the changes with ease and flexibility.

When applying agile practices at the portfolio level, similar benefits accrue: • Demonstrable results—Every quarter or so products, or at least deployable pieces of products, are developed, implemented, tested, and accepted. Short projects deliver chunks of functionality incrementally. • Customer feedback—Each quarter product managers review results and provide feedback, and executives can view progress in terms of working products. • Better portfolio planning—Portfolio planning is more realistic because it is based on deployed whole or partial products. • Flexibility—Portfolios can be steered toward changing business goals and higher-value projects because changes are easy to incorporate at the end of each quarter. Because projects produce working products, partial value is captured rather than being lost completely as usually happens with serial projects that are terminated early. • Productivity—There is a hidden productivity improvement with agile methods from the work not done. Through constant negotiation, small projects are both eliminated and pared down.

1. Make incremental advances Grand visions inflated the bubble, so they should not be indulged. Anyone who claims to be able to do something great is suspect, and anyone who wants to change the world should be more humble. Small, incremental steps are the only safe path forward. 2. Stay lean and flexible All companies must be “lean,” which is code for “unplanned.” You should not know what your business will do; planning is arrogant and inflexible. Instead you should try things out, “iterate,” and treat entrepreneurship as agnostic experimentation. 3. Improve on the competition Don’t try to create a new market prematurely. The only way to know you have a real business is to start with an already existing customer, so you should build your company by improving on recognizable products already offered by successful competitors. 4. Focus on product, not sales If your product requires advertising or salespeople to sell it, it’s not good enough: technology is primarily about product development, not distribution. Bubble-era advertising was obviously wasteful, so the only sustainable growth is viral growth.

ALL POST-COMMUNIST SOCIETIES ARE uprooted ones because Communism uprooted traditions, so nothing fits with anything else,” explained the philosopher Patapievici. Fifteen years earlier, when I had last met him, he had cautioned: “The task for Romania is to acquire a public style based on impersonal rules, otherwise business and politics will be full of intrigue, and I am afraid that our Eastern Orthodox tradition is not helpful in this regard. Romania, Bulgaria, Serbia, Macedonia, Russia, Greece—all the Orthodox nations of Europe—are characterized by weak institutions. That is because Orthodoxy is flexible and contemplative, based more on the oral traditions of peasants than on texts. So there is this pattern of rumor, lack of information, and conspiracy….”11 Thus, in 1998, did Patapievici define Romanian politics as they were still being practiced a decade and a half later. Though in 2013, he added: “No one speaks of guilt over the past. The Church has made no progress despite the enormous chance of being separated from the state for almost a quarter century. The identification of religious faith with an ethnic-national group, I find, is a moral heresy.” Dressed now in generic business casual and wearing fashionable glasses, Patapievici appeared as a figure wholly of the West—more accurately of the global elite—someone you might meet at a fancy

In this world, a subordinate owes fealty principally to his immediate boss. This means that a subordinate must not overcommit his boss, lest his boss “get on the hook” for promises that cannot be kept. He must keep his boss from making mistakes, particularly public ones; he must keep his boss informed, lest his boss get “blindsided.” If one has a mistake-prone boss, there is, of course, always the temptation to let him make a fool of himself, but the wise subordinate knows that this carries two dangers—he himself may get done in by his boss’s errors, and, perhaps more important, other managers will view with the gravest sus- picion a subordinate who withholds crucial information from his boss even if they think the boss is a nincompoop. A subordinate must also not circumvent his boss nor ever give the appearance of doing so. He must never contradict his boss’s judgment in public. To violate the last admonition is thought to constitute a kind of death wish in business, and one who does so should practice what one executive calls “flexibility drills,” an exercise “where you put your head between your legs and kiss your ass good-bye.” The subordinate must extend to the boss a certain ritual deference. For instance, he must follow the boss’s lead in conversation, must not speak out of turn at meetings, must laugh at his boss’s jokes while not making jokes of his own that upstage his boss, must not rib the boss for his foibles. The shrewd subordinate learns to efface himself, so that his boss’s face might shine more clearly.

You already know what you know, after all—and, unless your life is perfect, what you know is not enough. You remain threatened by disease, and self-deception, and unhappiness, and malevolence, and betrayal, and corruption, and pain, and limitation. You are subject to all these things, in the final analysis, because you are just too ignorant to protect yourself. If you just knew enough, you could be healthier and more honest. You would suffer less. You could recognize, resist and even triumph over malevolence and evil. You would neither betray a friend, nor deal falsely and deceitfully in business, politics or love. However, your current knowledge has neither made you perfect nor kept you safe. So, it is insufficient, by definition—radically, fatally insufficient. You must accept this before you can converse philosophically, instead of convincing, oppressing, dominating or even amusing. You must accept this before you can tolerate a conversation where the Word that eternally mediates between order and chaos is operating, psychologically speaking. To have this kind of conversation, it is necessary to respect the personal experience of your conversational partners. You must assume that they have reached careful, thoughtful, genuine conclusions (and, perhaps, they must have done the work tha justifies this assumption). You must believe that if they shared their conclusions with you, you could bypass at least some of the pain of personally learning the same things (as learning from the experience of others can be quicker and much less dangerous). You must meditate, too, instead of strategizing towards victory. If you fail, or refuse, to do so, then you merely and automatically repeat what you already believe, seeking its validation and insisting on its rightness. But if you are meditating as you converse, then you listen to the other person, and say the new and original things that can rise from deep within of their own accord. It’s as if you are listening to yourself during such a conversation, just as you are listening to the other person. You are describing how you are responding to the new information imparted by the speaker. You are reporting what that information has done to you—what new things it made appear within you, how it has changed your presuppositions, how it has made you think of new questions. You tell the speaker these things, directly. Then they have the same effect on him. In this manner, you both move towards somewhere newer and broader and better. You both change, as you let your old presuppositions die—as you shed your skins and emerge renewed. A conversation such as this is one where it is the desire for truth itself—on the part of both participants—that is truly listening and speaking. That’s why it’s engaging, vital, interesting and meaningful. That sense of meaning is a signal from the deep, ancient parts of your Being. You’re where you should be, with one foot in order, and the other tentatively extended into chaos and the unknown. You’re immersed in the Tao, following the great Way of Life. There, you’re stable enough to be secure, but flexible enough to transform. There, you’re allowing new information to inform you—to permeate your stability, to repair and improve its structure, and expand its domain. There the constituent elements of your Being can find their more elegant formation. A conversation like that places you in the same place that listening to great music places you, and for much the same reason. A conversation like that puts you in the realm where souls connect, and that’s a real place. It leaves you thinking, “That was really worthwhile. We really got to know each other.” The masks came off, and the searchers were revealed. So, listen, to yourself and to those with whom you are speaking. Your wisdom then consists not of the knowledge you already have, but the continual search for knowledge, which is the highest form of wisdom.

I WANT TO end this list by talking a little more about the founding of Pixar University and Elyse Klaidman’s mind-expanding drawing classes in particular. Those first classes were such a success—of the 120 people who worked at Pixar then, 100 enrolled—that we gradually began expanding P.U.’s curriculum. Sculpting, painting, acting, meditation, belly dancing, live-action filmmaking, computer programming, design and color theory, ballet—over the years, we have offered free classes in all of them. This meant spending not only the time to find the best outside teachers but also the real cost of freeing people up during their workday to take the classes. So what exactly was Pixar getting out of all of this? It wasn’t that the class material directly enhanced our employees’ job performance. Instead, there was something about an apprentice lighting technician sitting alongside an experienced animator, who in turn was sitting next to someone who worked in legal or accounting or security—that proved immensely valuable. In the classroom setting, people interacted in a way they didn’t in the workplace. They felt free to be goofy, relaxed, open, vulnerable. Hierarchy did not apply, and as a result, communication thrived. Simply by providing an excuse for us all to toil side by side, humbled by the challenge of sketching a self-portrait or writing computer code or taming a lump of clay, P.U. changed the culture for the better. It taught everyone at Pixar, no matter their title, to respect the work that their colleagues did. And it made us all beginners again. Creativity involves missteps and imperfections. I wanted our people to get comfortable with that idea—that both the organization and its members should be willing, at times, to operate on the edge. I can understand that the leaders of many companies might wonder whether or not such classes would truly be useful, worth the expense. And I’ll admit that these social interactions I describe were an unexpected benefit. But the purpose of P.U. was never to turn programmers into artists or artists into belly dancers. Instead, it was to send a signal about how important it is for every one of us to keep learning new things. That, too, is a key part of remaining flexible: keeping our brains nimble by pushing ourselves to try things we haven’t tried before. That’s what P.U. lets our people do, and I believe it makes us stronger.

There is an art to the business of making sandwiches which it is given to few ever to find the time to explore in depth. It is a simple task, but the opportunities for satisfaction are many and profound: choosing the right bread for instance. The Sandwich Maker had spent many months in daily consultation and experiment with Grarp the baker and eventually they had between them created a loaf of exactly the consistency that was dense enough to slice thinly and neatly, while still being light, moist and having that fine nutty flavour which best enhanced the savour of roast Perfectly Normal Beast flesh. There was also the geometry of the slice to be refined: the precise relationships between the width and height of the slice and also its thickness which would give the proper sense of bulk and weight to the finished sandwich: here again, lightness was a virtue, but so too were firmness, generosity and that promise of succulence and savour that is the hallmark of a truly intense sandwich experience. The proper tools, of course, were crucial, and many were the days that the Sandwich Maker, when not engaged with the Baker at his oven, would spend with Strinder the Tool Maker, weighing and balancing knives, taking them to the forge and back again. Suppleness, strength, keenness of edge, length and balance were all enthusiastically debated, theories put forward, tested, refined, and many was the evening when the Sandwich Maker and the Tool Maker could be seen silhouetted against the light of the setting sun and the Tool Maker’s forge making slow sweeping movements through the air trying one knife after another, comparing the weight of this one with the balance of another, the suppleness of a third and the handle binding of a fourth. Three knives altogether were required. First there was the knife for the slicing of the bread: a firm, authoritative blade which imposed a clear and defining will on a loaf. Then there was the butter-spreading knife, which was a whippy little number but still with a firm backbone to it. Early versions had been a little too whippy, but now the combination of flexibility with a core of strength was exactly right to achieve the maximum smoothness and grace of spread. The chief amongst the knives, of course, was the carving knife. This was the knife that would not merely impose its will on the medium through which it moved, as did the bread knife; it must work with it, be guided by the grain of the meat, to achieve slices of the most exquisite consistency and translucency, that would slide away in filmy folds from the main hunk of meat. The Sandwich Maker would then flip each sheet with a smooth flick of the wrist on to the beautifully proportioned lower bread slice, trim it with four deft strokes and then at last perform the magic that the children of the village so longed to gather round and watch with rapt attention and wonder. With just four more dexterous flips of the knife he would assemble the trimmings into a perfectly fitting jigsaw of pieces on top of the primary slice. For every sandwich the size and shape of the trimmings were different, but the Sandwich Maker would always effortlessly and without hesitation assemble them into a pattern which fitted perfectly. A second layer of meat and a second layer of trimmings, and the main act of creation would be accomplished.

Performance measure. Throughout this book, the term performance measure refers to an indicator used by management to measure, report, and improve performance. Performance measures are classed as key result indicators, result indicators, performance indicators, or key performance indicators. Critical success factors (CSFs). CSFs are the list of issues or aspects of organizational performance that determine ongoing health, vitality, and wellbeing. Normally there are between five and eight CSFs in any organization. Success factors. A list of 30 or so issues or aspects of organizational performance that management knows are important in order to perform well in any given sector/ industry. Some of these success factors are much more important; these are known as critical success factors. Balanced scorecard. A term first introduced by Kaplan and Norton describing how you need to measure performance in a more holistic way. You need to see an organization’s performance in a number of different perspectives. For the purposes of this book, there are six perspectives in a balanced scorecard (see Exhibit 1.7). Oracles and young guns. In an organization, oracles are those gray-haired individuals who have seen it all before. They are often considered to be slow, ponderous, and, quite frankly, a nuisance by the new management. Often they are retired early or made redundant only to be rehired as contractors at twice their previous salary when management realizes they have lost too much institutional knowledge. Their considered pace is often a reflection that they can see that an exercise is futile because it has failed twice before. The young guns are fearless and precocious leaders of the future who are not afraid to go where angels fear to tread. These staff members have not yet achieved management positions. The mixing of the oracles and young guns during a KPI project benefits both parties and the organization. The young guns learn much and the oracles rediscover their energy being around these live wires. Empowerment. For the purposes of this book, empowerment is an outcome of a process that matches competencies, skills, and motivations with the required level of autonomy and responsibility in the workplace. Senior management team (SMT). The team comprised of the CEO and all direct reports. Better practice. The efficient and effective way management and staff undertake business activities in all key processes: leadership, planning, customers, suppliers, community relations, production and supply of products and services, employee wellbeing, and so forth. Best practice. A commonly misused term, especially because what is best practice for one organization may not be best practice for another, albeit they are in the same sector. Best practice is where better practices, when effectively linked together, lead to sustainable world-class outcomes in quality, customer service, flexibility, timeliness, innovation, cost, and competitiveness. Best-practice organizations commonly use the latest time-saving technologies, always focus on the 80/20, are members of quality management and continuous improvement professional bodies, and utilize benchmarking. Exhibit 1.10 shows the contents of the toolkit used by best-practice organizations to achieve world-class performance. EXHIBIT 1.10 Best-Practice Toolkit Benchmarking. An ongoing, systematic process to search for international better practices, compare against them, and then introduce them, modified where necessary, into your organization. Benchmarking may be focused on products, services, business practices, and processes of recognized leading organizations.

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THE VISION EXERCISE Create your future from your future, not your past. WERNER ERHARD Erhard Founder of EST training and the Landmark Forum The following exercise is designed to help you clarify your vision. Start by putting on some relaxing music and sitting quietly in a comfortable environment where you won’t be disturbed. Then, close your eyes and ask your subconscious mind to give you images of what your ideal life would look like if you could have it exactly the way you want it, in each of the following categories: 1. First, focus on the financial area of your life. What is your ideal annual income and monthly cash flow? How much money do you have in savings and investments? What is your total net worth? Next . . . what does your home look like? Where is it located? Does it have a view? What kind of yard and landscaping does it have? Is there a pool or a stable for horses? What does the furniture look like? Are there paintings hanging in the rooms? Walk through your perfect house, filling in all of the details. At this point, don’t worry about how you’ll get that house. Don’t sabotage yourself by saying, “I can’t live in Malibu because I don’t make enough money.” Once you give your mind’s eye the picture, your mind will solve the “not enough money” challenge. Next, visualize what kind of car you are driving and any other important possessions your finances have provided. 2. Next, visualize your ideal job or career. Where are you working? What are you doing? With whom are you working? What kind of clients or customers do you have? What is your compensation like? Is it your own business? 3. Then, focus on your free time, your recreation time. What are you doing with your family and friends in the free time you’ve created for yourself? What hobbies are you pursuing? What kinds of vacations do you take? What do you do for fun? 4. Next, what is your ideal vision of your body and your physical health? Are you free of all disease? Are you pain free? How long do you live? Are you open, relaxed, in an ecstatic state of bliss all day long? Are you full of vitality? Are you flexible as well as strong? Do you exercise, eat good food, and drink lots of water? How much do you weigh? 5. Then, move on to your ideal vision of your relationships with your family and friends. What is your relationship with your spouse and family like? Who are your friends? What do those friendships feel like? Are those relationships loving, supportive, empowering? What kinds of things do you do together? 6. What about the personal arena of your life? Do you see yourself going back to school, getting training, attending personal growth workshops, seeking therapy for a past hurt, or growing spiritually? Do you meditate or go on spiritual retreats with your church? Do you want to learn to play an instrument or write your autobiography? Do you want to run a marathon or take an art class? Do you want to travel to other countries? 7. Finally, focus on the community you’ve chosen to live in. What does it look like when it is operating perfectly? What kinds of community activities take place there? What charitable, philanthropic, or volunteer work? What do you do to help others and make a difference? How often do you participate in these activities? Who are you helping? You can write down your answers as you go, or you can do the whole exercise first and then open your eyes and write them down. In either case, make sure you capture everything in writing as soon as you complete the exercise. Every day, review the vision you have written down. This will keep your conscious and subconscious minds focused on your vision, and as you apply the other principles in this book, you will begin to manifest all the different aspects of your vision.

Product development has become a faster, more flexible process, where radically better products don’t stand on the shoulders of giants, but on the shoulders of lots of iterations. The basis for success then, and for continual product excellence, is speed. Unfortunately, like Jonathan’s failed gate-based product development framework, most management processes in place at companies today are designed with something else in mind. They were devised over a century ago, at a time when mistakes were expensive and only the top executives had comprehensive information, and their primary objectives are lowering risk and ensuring that decisions are made only by the few executives with lots of information. In this traditional command-and-control structure, data flows up to the executives from all over the organization, and decisions subsequently flow down. This approach is designed to slow things down, and it accomplishes the task very well. Meaning that at the very moment when businesses must permanently accelerate, their architecture is working against them.

Another way to frame the issue is that leaning in when you have significant caregiving responsibilities requires an intensive support structure at home and lots of flexibility at work. Think about simple physics. Imagine a tree leaning over the water

leaning in when you have significant caregiving responsibilities requires an intensive support structure at home and lots of flexibility at work.

Business models need to have the flexibility to change in their early years.

Exploitation: early entrants make use of the wealth of opportunity in their environment to multiply. Most fail, not least because they are poorly-connected individuals facing a dangerous world on their own, but some may eventually build a system with potential and connectedness. This is known as the r phase: r has for many years been used as a label for the rate of growth of the population of an ecology (example of phase: young trees).2 2. Conservation: the system persists in its mature form, with the benefit of a complex structure of connections, strong enough now to resist challenges for a long time, but with the weakness that the connections themselves introduce an element of rigidity, slowing down its reactions and reducing its inventiveness. This is the K phase, where the ecology reaches its carrying capacity (example: mature trees).3 In due course, however, the tight connections themselves become a decisive problem, which can only be resolved by . . . The back loop (moving from bottom-right to top-left in the diagram): 3. . . . release: at this point, the cost and complication of maintaining the large scale—providing the resources the system needs, and disposing of its waste—becomes too great. The space and flexibility for local responsiveness had become scarce, the system itself so tightly connected that it locked: a target for predators without and within, against which it found it harder and harder to defend itself. But now the stresses join up, and the system collapses (example: dying trees). This is the omega (Ω) phase, as suggested by Holling and Gunderson, and it is placed by them in its ecological context: The tightly bound accumulation of biomass and nutrients becomes increasingly fragile (overconnected, in systems terms) until it is suddenly released by agents such as forest fires, droughts, insect pests, or intense pulses of grazing.4 4. Reorganisation: the remains of a system after collapse are unpromising material on which to start afresh, and yet they are an opportunity for a different kind of system to enjoy a brief flowering—decomposing the wood of a former forest, recycling the carbon after a fire, restoring the land with forgiving grass, clearing away the assumptions and grandeur of the previous regime. Reorganisation becomes a busy system in its own right (example: rotting trees). This is the alpha (α) phase.5 In this phase, there is a persistent process of disconnecting, with the former subsidiary parts of the system being broken up. But our diagram is drawn on a graph of potential (increasing from bottom to top) and connectedness (increasing from left to right), which allows us to note a curious aspect of this back loop: the defining relationship of the fore loop—where more potential is correlated with more connectedness—is reversed. In the back loop (even) less connectedness goes with more potential. How can this be?

While inflation is still undesirable, well-run businesses that employ relatively little capital, that throw off lots of cash and that have pricing flexibility will cope well with inflation.

We pride ourselves on providing the most flexible Solo 401k plan on the planet. You can invest in what you want, and when you want. There are no minimums to open or use your plan. You can contribute on your own schedule. You can change your adopting employer, or plan trustees at any time. All without any hidden fees ever. Nabers Group is a A+ Better Business Bureau Accredited business with a fanatical dedication to excellence in customer service and lifetime customer support to account holders.

Winter arrived with the month of June, which is the December of the northern zones, and the great business was the making of warm and solid clothing. The musmons in the corral had been stripped of their wool, and this precious textile material was now to be transformed into stuff. Of course Cyrus Harding, having at his disposal neither carders, combers, polishers, stretchers, twisters, mule-jenny, nor self-acting machine to spin the wool, nor loom to weave it, was obliged to proceed in a simpler way, so as to do without spinning and weaving. And indeed he proposed to make use of the property which the filaments of wool possess when subjected to a powerful pressure of mixing together, and of manufacturing by this simple process the material called felt. This felt could then be obtained by a simple operation which, if it diminished the flexibility of the stuff, increased its power of retaining heat in proportion.

Potential fame, fortune, or freedom aside, there is simply no better way to learn about yourself than starting a business. And when you truly know yourself, you tend to design a business that matches your strengths. Because you are the one in charge, you care more. No longer constrained by a labyrinthine bureaucracy, you think bigger. And given the flexibility to design whatever you want, you are more likely to do something that means something to the world.

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I mean, seriously, dude,” he said, “I allow flexible hours, but this eleven thirty shit has to stop. It makes me look bad to my boss when he sees you rolling in so late.” “I’m sorry,” I said. I didn’t know how to explain that I had willfully and radically rearranged my priorities and, as a consequence, no longer gave a damn about work. Sure, I was willing to maintain my Business-Man persona, but only in ways that suited me as a family man. “I’ll try to work it out so I get in sooner.” “Don’t try, idiot. Do. Ten o’clock. That’s the latest I want you coming in.” “Ten o’clock . . .” I shook my head and let out a long, contemplative sigh. I did the math, working backward from ten o’clock: Leave the house by nine. Kids over to Mary’s at eight thirty, which gives me only thirty minutes to eat, shower, and get dressed. That won’t work. The alternative is waking up earlier, like around six. No fucking way. “I don’t know if that’s going to work.” He laughed. “Ten o’clock. Make it happen.” I knew I couldn’t give him a plausible explanation for my eleven thirty start time. No one in the chain of command above me at work would care about my Best Practices. So, in the end, I lied. “Ten o’clock it is.

Finally, every society develops a system of aesthetic standards that get manifested in everything from decorative art, music, and dance to the architecture and planning of buildings and communities. There are many different ways we could examine artistic systems. One way of thinking about it is to observe the degree to which a society's aesthetics reflect clear lines and solid boundaries versus fluid ones. Many Western cultures favor clean, tight boundaries whereas many Eastern cultures prefer more fluid, indiscriminate lines. In most Western homes, kitchen drawers are organized so that forks are with forks and knives are with knives. The walls of a room are usually uniform in color, and when a creative shift in color does occur, it usually happens at a corner or along a straight line midway down the wall. Pictures are framed with straight edges, molding covers up seams in the wall, and lawns are edged to form a clear line between the sidewalk and the lawn. Why? Because we view life in terms of classifications, categories, and taxonomies. And cleanliness itself is largely defined by the degree of order that exists. It has little to do with sanitation and far more to do with whether things appear to be in their proper place. Maintaining boundaries is essential in the Western world; otherwise categories begin to disintegrate and chaos sets in.13 Most Americans want dandelion-free lawns and roads with clear lanes prescribing where to drive and where not to drive. Men wear ties to cover the adjoining fabric on the shirts that they put on before going to the symphony, where they listen to classical music based on a scale with seven notes and five half steps. Each note has a fixed pitch, defined in terms of the lengths of the sound waves it produces.14 A good performance occurs when the musicians hit the notes precisely. In contrast, many Eastern cultures have little concern in everyday life for sharp boundaries and uniform categories. Different colors of paint may be used at various places on the same wall. And the paint may well “spill” over onto the window glass and ceiling. Meals are a fascinating array of ingredients where food is best enjoyed when mixed together on your plate. Roads and driving patterns are flexible. The lanes ebb and flow as needed depending on the volume of traffic. In a place like Cambodia or Nigeria, the road space is available for whichever direction a vehicle needs it most, whatever the time of day. And people often meander along the road in their vehicles the same way they walk along a path. There are many other ways aesthetics between one place and another could be contrasted. But the important point is some basic understanding of how cultures differ within the realm of aesthetics. Soak in the local art of a place and chalk it up to informing your strategy for international business.

Some creators shy away from systems because they seem overpowering and rigid. However, in reality, strong systems are the only way in which you will ever have time and space for flexibility. This is true for content production, business, and many other areas of life.

Flexible Business Systems

If we focus on substance over size, sustainability over consumption, we can create a solo business that is efficient and profitable. This may seem entirely conceptual (and it is), but changing your philosophy from “Bigger is Better” to “Business Edited” will allow you more freedom, flexibility, and profit. Living Business Edited You may want to grow your business into a thriving company. And that’s a great goal. But the philosophy can be the same. Create a business based on substance over size. Bigger is not better. Become an expert in efficiency and embrace the less stuff, less overhead philosophy. Here are a few examples of how to live Business Edited: Focus on a niche instead of trying to do everything for everyone (think small target market over large target market) Get rid of paper – no one reads brochures! Embrace technology that helps you integrate and organize (think iPad over PC) Choose sustainable and local whenever you can Create a leaner office space Choose dual purpose items Don’t purchase “stuff”  – purchase only what you truly need Minimalism

The question that young people should be asking their employers is not what kinds of family-friendly policies a particular firm has. Instead, they should ask, “How many employees take advantage of these policies? How many men? And how many women and men who have worked flexibly have advanced to top positions in the firm?” DANGER:

Maybe tangled will be a spectacular rump. maybe i will adore it: it could happen. But one thing is for sure: tangled will not be rapunzel. And thats too bad , because rapunzel is an specially layered and relevant fairytale, less about the love between a man and a woman than the misguided attempts of a mother trying to protect her daughter from (what she perceives ) as the worlds evils. The tale, you may recall, begins with a mother-to-bes yearning for the taste of rapunzel, a salad green she spies growing in the garden of the sorceress who happens to live next door. The womans craving becomes so intense , she tells her husband that if he doesn't fetch her some, she and their unborn baby will die. So he steals into the baby's yard, wraps his hands around a plant, and, just as he pulls... she appears in a fury. The two eventually strike a bargain: the mans wife can have as much of the plant as she wants- if she turns over her baby to the witch upon its birth. `i will take care for it like a mother,` the sorceress croons (as if that makes it all right). Then again , who would you rather have as a mom: the woman who would do anything for you or the one who would swap you in a New York minute for a bowl of lettuce? Rapunzel grows up, her hair grows down, and when she is twelve-note that age-Old Mother Gothel , as she calls the witch. leads her into the woods, locking her in a high tower which offers no escape and no entry except by scaling the girls flowing tresses. One day, a prince passes by and , on overhearing Rapunzel singing, falls immediately in love (that makes Rapunzel the inverse of Ariel- she is loved sight unseen because of her voice) . He shinnies up her hair to say hello and , depending on the version you read, they have a chaste little chat or get busy conceiving twins. Either way, when their tryst is discovered, Old Mother Gothel cries, `you wicked child! i thought i had separated you from the world, and yet you deceived me!` There you have it : the Grimm`s warning to parents , centuries before psychologists would come along with their studies and measurements, against undue restriction . Interestingly the prince cant save Rapuzel from her foster mothers wrath. When he sees the witch at the top of the now-severed braids, he jumps back in surprise and is blinded by the bramble that breaks his fall. He wanders the countryside for an unspecified time, living on roots and berries, until he accidentally stumbles upon his love. She weeps into his sightless eyes, restoring his vision , and - voila!- they rescue each other . `Rapunzel` then, wins the prize for the most egalitarian romance, but that its not its only distinction: it is the only well-known tale in which the villain is neither maimed nor killed. No red-hot shoes are welded to the witch`s feet . Her eyes are not pecked out. Her limbs are not lashed to four horses who speed off in different directions. She is not burned at the stake. Why such leniency? perhaps because she is not, in the end, really evil- she simply loves too much. What mother has not, from time to time, felt the urge to protect her daughter by locking her in a tower? Who among us doesn't have a tiny bit of trouble letting our children go? if the hazel branch is the mother i aspire to be, then Old Mother Gothel is my cautionary tale: she reminds us that our role is not to keep the world at bay but to prepare our daughters so they can thrive within it. That involves staying close but not crowding them, standing firm in one`s values while remaining flexible. The path to womanhood is strewn with enchantment , but it also rifle with thickets and thorns and a big bad culture that threatens to consume them even as they consume it. The good news is the choices we make for our toodles can influence how they navigate it as teens. I`m not saying that we can, or will, do everything `right,` only that there is power-magic-in awareness.

We pride ourselves on providing the most flexible Solo 401k plan on the planet. You can invest in what you want, and when you want. There are no minimums to open or use your plan. You can contribute on your own schedule. You can change your adopting employer, or plan trustees at any time. All without any hidden fees ever. Nabers Group is a A+ Better Business Bureau Accredited business with a fanatical dedication to excellence in customer service and lifetime customer support to account holders.

JIM WALTON: “Dad always said you’ve got to stay flexible. We never went on a family trip nor have we ever heard of a business trip in which the schedule wasn’t changed at least once after the trip was underway. Later, we all snickered at some writers who viewed Dad as a grand strategist who intuitively developed complex plans and implemented them with precision. Dad thrived on change, and no decision was ever sacred.

Coworking together is not just about welcoming remote workers. It is important for real estate because it benefits both companies and their employees equally. Collaborating takes up the most important business and expensive costs — the workplace — and renders the service. The space-as-a-service model introduces balance sheets and creates staff flexibility.

Emerging operating models also mean that talent and culture have to be rethought in light of new skill requirements and the need to attract and retain the right sort of human capital. As data become central to both decision-making and operating models across industries, workforces require new skills, while processes need to be upgraded (for example, to take advantage of the availability of real-time information) and cultures need to evolve. As I mentioned, companies need to adapt to the concept of “talentism”. This is one of the most important, emerging drivers of competitiveness. In a world where talent is the dominant form of strategic advantage, the nature of organizational structures will have to be rethought. Flexible hierarchies, new ways of measuring and rewarding performance, new strategies for attracting and retaining skilled talent will all become key for organizational success. A capacity for agility will be as much about employee motivation and communication as it will be about setting business priorities and managing physical assets. My

This book is a compilation of interesting ideas that have strongly influenced my thoughts and I want to share them in a compressed form. That ideas can change your worldview and bring inspiration and the excitement of discovering something new. The emphasis is not on the technology because it is constantly changing. It is much more difficult to change the accompanying circumstances that affect the way technological solutions are realized. The chef did not invent salt, pepper and other spices. He just chooses good ingredients and uses them skilfully, so others can enjoy his art. If I’ve been successful, the book creates a new perspective for which the selection of ingredients is important, as well as the way they are smoothly and efficiently arranged together. In the first part of the book, we follow the natural flow needed to create the stimulating environment necessary for the survival of a modern company. It begins with challenges that corporations are facing, changes they are, more or less successfully, trying to make, and the culture they are trying to establish. After that, we discuss how to be creative, as well as what to look for in the innovation process. The book continues with a chapter that talks about importance of inclusion and purpose. This idea of inclusion – across ages, genders, geographies, cultures, sexual orientation, and all the other areas in which new ways of thinking can manifest – is essential for solving new problems as well as integral in finding new solutions to old problems. Purpose motivates people for reaching their full potential. This is The second and third parts of the book describes the areas that are important to support what is expressed in the first part. A flexible organization is based on IT alignment with business strategy. As a result of acceleration in the rate of innovation and technological changes, markets evolve rapidly, products’ life cycles get shorter and innovation becomes the main source of competitive advantage. Business Process Management (BPM) goes from task-based automation, to process-based automation, so automating a number of tasks in a process, and then to functional automation across multiple processes andeven moves towards automation at the business ecosystem level. Analytics brought us information and insight; AI turns that insight into superhuman knowledge and real-time action, unleashing new business models, new ways to build, dream, and experience the world, and new geniuses to advance humanity faster than ever before. Companies and industries are transforming our everyday experiences and the services we depend upon, from self-driving cars, to healthcare, to personal assistants. It is a central tenet for the disruptive changes of the 4th Industrial Revolution; a revolution that will likely challenge our ideas about what it means to be a human and just might be more transformative than any other industrial revolution we have seen yet. Another important disruptor is the blockchain - a distributed decentralized digital ledger of transactions with the promise of liberating information and making the economy more democratic. You no longer need to trust anyone but an algorithm. It brings reliability, transparency, and security to all manner of data exchanges: financial transactions, contractual and legal agreements, changes of ownership, and certifications. A quantum computer can simulate efficiently any physical process that occurs in Nature. Potential (long-term) applications include pharmaceuticals, solar power collection, efficient power transmission, catalysts for nitrogen fixation, carbon capture, etc. Perhaps we can build quantum algorithms for improving computational tasks within artificial intelligence, including sub-fields like machine learning. Perhaps a quantum deep learning network can be trained more efficiently, e.g. using a smaller training set. This is still in conceptual research domain.

Call center solutions for small business What does it mean to develop a call center solutions that is small business friendly? It is unique to each organisation, which necessitates that the design be designed on a case-by-case basis. Do you have a partner who is willing to help you build your solution from the ground up? Scaling is a crucial aspect of developing a call center solution for a small organisation. Tiny businesses aren't always small businesses. By the end of a single year, a company that accepts a few dozen calls per week may be taking several hundred calls per day — Alternatively, they could remain the same size. It depends on a number of things, one of which is whether they are committed to providing the resources their customers and employees require for organic growth. Speak with your technology solutions provider about scalability if you want to provide your company the chance to expand. ChaseData offers a variety of scalability alternatives, including solutions that allow for remote agent flexibility, allowing your team to grow and shrink as needed. That way, you'll always be in control of your labour costs, and you'll have the correct number of employees on hand to handle whatever your customer base throws at you! Small Business Still Be Smart A prevalent assumption is that small business call center solutions must be limited in terms of features and capabilities. This is absolutely not the case. When it comes to the technology employed in today's call centers, small can be mighty. One of the most pressing concerns when it comes to increasing efficiency and productivity in a call center – whether large or small – is reducing time spent on repetitive information. Consumers frequently say that they spend several minutes providing simple information to call center personnel, including repeating it several times for verification or because their call has been moved. This process is not only inconvenient for the caller, but it can also be a waste of time and money for your call center! Using smarter technology to limit the quantity of data that must be transmitted is a wonderful approach to improve productivity, efficiency, and customer happiness. It assists in the reduction Our Topics Tags -: ivr solutions in delhi | voice blaster | voice logger | GSM PRI Gateway | GSM VoIP Gateway | Gsm gateway

Our flexibility in capital allocation – our willingness to invest large sums passively in non-controlled businesses – gives us a significant advantage over companies that limit themselves to acquisitions they can operate. Woody Allen stated the general idea when he said: “The advantage of being bi-sexual is that it doubles your chances for a date on Saturday night.” Similarly, our appetite for either operating businesses or passive investments doubles our chances of finding sensible uses for our endless gusher of cash.

Selling in these initial stages is more akin to business development than a defined, repeatable sales process. In a business development situation, every aspect is interpreted case by case, and we adapt to the circumstances at hand. Pricing and contract terms are flexible. Selling, by contrast, is a systemic, highly standardized process.

Our UK company was established in 2012 after identifying the need for a specialist business to provide the service of “Contract Gasketing” in the UK. The decision to start this venture was based on the founders 30+ years in the industrial & automotive adhesive and sealant sector. Contract Gasketing is the use of high precision 6 axis robot systems, to automatically apply complex foam seals or adhesives directly to customers parts. This service being flexible enough to produce individual prototype parts, through the development phases to full, high-volume quantities. The benefit for the end customer, is that this robotic seal application can be adopted without the usual and significant capital investment in specialist automation and sealing technology.

Many of us spend time thinking about all the ways other people could be different. Flexibility allows us to save our time and energy for things we can control.

The shift Even the most focused entrepreneurs who are pursuing a particular vision must constantly shift and adjust to changes in technology, the market, or the world in general. Pivoting in this way doesn’t mean giving up on the vision; in fact, they’re often more successful at pivoting because they’re guided by a vision. The switch Pivots often occur within an existing business: for example, when the company switches from one strategy to a different one. It’s important to get early feedback on changes like this—or at least communicate those changes to as many of your stakeholders as you can before you flip the switch. The swerve Some pivots are reactions to an unexpected development: a new problem or opportunity that suddenly manifests itself. It might be blocking the path forward, requiring a deft sideways maneuver to avoid a crash, or it could be something compelling that has cropped up on the side of the road. You may find it’s worth swerving to investigate and perhaps pursue this new possibility. The reboot A pivot can sometimes—not often, but sometimes—be a complete departure from the original mission of the company. A total reboot like that can work, but it rarely goes off without some bumps. The rebound: Pivoting in a crisis Crises can cause some unwelcome pivots. But they also can offer opportunities to learn, experiment, and make improvements to your current business. So, even while navigating a crisis, look toward the future and ask questions like “Within these constraints, what are the newer creative possibilities? How can we make our business more flexible, and stronger, over the long run?

My many years of advising companies and making value-driven equity bets has made it crystal clear to me that the ascent of great companies is not linear but more a step function. There are critical moments when decisions are made that inexorably shape the company’s future trajectory. To get these crux moves right, you must flexibly adapt your strategy to emerging circumstances.

There are three prominent features of the Chinese state. The first is its power: it has the resources and administrative skill to mobilize rapid collective action in service of the nation’s goals. The second is its structure of political centralization paired with economic decentralization, which makes room for creative local business activity under central guidance. The third feature is its adaptability. It can adapt to the changing circumstances rapidly and flexibly, dialing back policy measures if they have gone too far and shifting between priorities when the situation warrants it.

Flexibility and the ability to interpret other people’s needs is what characterizes a good communicator.

Having a clear vision and a solid plan for your business is essential, but it’s equally important to be flexible and adaptable as circumstances evolve. Surround yourself with people who inspire and support your goals, and stay focused on your long-term vision.

Platforms such as DoneGood and Buycott steer customers toward businesses fairly compensating their workers. The nonprofit organization B Lab certifies companies that meet high social and environmental standards, scoring on the basis of worker compensation and benefits, job flexibility, potential for worker ownership, and a host of other criteria.

Scientists agree that while high sensitivity allows individuals to be especially aware of nuances in their surroundings - like subtle sounds, unique smells, and different textures - it also causes people to feel overwhelmed. Stadiums and concerts and busy markets can be exasperating rather than enjoyable. So too can loud classrooms and testy tones of voice. To survive, sensitive people might try to control their surroundings, they can become less emotionally flexible, and they might even flee. Essentially, life is richer yet harder for individuals with high sensitivity. Unfortunately, rather than appreciate the valuable attributes of sensitive people, modern society often regards them disdainfully. The exceptional skills related to sensitivity are disregarded as 'soft', and the people themselves are devalued for being delicate, inhibited, reactive, rigid and anxious. Aware of the excessive scrutiny they face, sensitive kids might feign composure at school and then break down at home. They also mighty become perfectionists and react intensely to even the slightest error. Many seek constant affirmation to calm their nerves and perform poorly when watched or tested. Given these distinct responses, experts encourage adults to allow for calmer environments, gentler forms of guidance, and more compassion.

HERE’S WHAT MAKES A BUSINESS RESILIENT: Low (preferably zero) outstanding debt Low overhead, fixed costs, and operating expenses Substantial cash reserves for unexpected contingencies Multiple independent products/industries/lines of business Flexible workers/employees who can handle many responsibilities well No single points of failure Fail-safes/backup systems for all core processes

As I see it, the future of investing belongs to those who are flexible in their thinking and capable of moving easily from one segment of the market to another.

As long as you are obsessed about what you want to achieve and flexible about how you get there, then you will give yourself the best chances of success.

Build team awareness by explaining the scale. Have everybody read this chapter and discuss it during a team meeting. •​A cultural bridge can help a lot. If you have team members who are bicultural or have significant experience living in different cultures, ask them to take responsibility for helping other team members. •​Understand and adapt to one another’s behaviors. •​Patience and flexibility are key. Cross-cultural effectiveness takes time. Developing your own ability to recognize others’ reactions and adapt accordingly will help you to be increasingly persuasive (and therefore effective) when working internationally.

A second characteristic of success involves a certain kind of mental flexibility, being able to change direction as circumstances require while keeping a clear line of sight to the goal of building a successful company.

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No matter what method you choose to communicate with, as an individual, you will always be in the minority. No matter what kind of behavior you have, the majority of people around you will function differently from you. You can’t just base your method of communication on your own preferences. Flexibility and the ability to interpret other people’s needs is what characterizes a good communicator.

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Santhi Gems is a well-known gold buyer in Chennai that sets itself apart with exceptional services and a consistent commitment to customer loyalty. Santhi Gems has achieved a stellar reputation in the industry thanks to its straightforwardness, trustworthiness, and dependability, as well as its extensive history. This article delves into the key features that set Santhi Gems apart from other Chennai gold buyers, including its customer-focused approach, ethical practices, and extensive range of services. Research how Santhi Pearls' dedication to significance and genuineness go with it a leaned toward choice for those wanting to sell or credit against their gold assets in Chennai. 1. Introduction to Santhi Adornments' History and Foundation Santhi Gems, headquartered in Chennai, has been a trusted name in the gold purchasing industry for more than two decades. Santhi Gems has established a reputation for unwavering quality and authenticity thanks to a solid foundation built on trustworthiness and customer loyalty. Santhi Gems' mission and values are to provide customers with a straightforward and fair gold purchasing experience. Each partnership is guided by their genuine sincerity regarding the benefits, trust, and customer-centricity, ensuring that customers are treated with respect and consideration throughout the selling cycle. 2. Direct Assessing and Appraisal Communication Clear Valuation Procedures Selling Gold Jewelry Santhi Adornments provides a consistent and straightforward cycle for selling gold items, whether you want to branch out from your existing collection or update it. Their capable staff ensures that clients get fair motivator for their important effects. Gold Advance Offices Santhi Adornments offers gold advance offices in addition to buying gold gems, allowing customers to use their gold resources for financial assistance. They make it advantageous and secure to access reserves thanks to their flexible terms and competitive rates. 6. By placing an emphasis on client instruction, Santhi Adornments moves beyond value-based connections. They encourage customers to make educated decisions regarding their gold resources by providing experiences into the patterns of the gold market as well as advice on how to care for and maintain gold. Direction on Patterns in the Gold Market When managing valuable metals, it is essential to remain informed about the gold market. Santhi Gems ensures that customers are up to date on market trends, allowing them to make crucial decisions regarding gold investments or transactions. Tips for Taking Care of Gold Gems Proper care and attention can have a significant impact on their value and lifespan. Santhi Diamonds outfits clients with central hints on endlessly protecting their gold things, ensuring that they hold their greatness and shimmer for a seriously significant time-frame into what's in store. 7. Obligation to Follow Moral Principles The activities of Santhi Adornments are centered on following moral principles and being capable of doing so. They keep the advantages of uprightness and social responsibility in the gold business by focusing on fair exchange gold acquiring and implementing earth-manageable practices.

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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.

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Flexible organizational structures, in which teams across functions or disciplines organize around solutions, can facilitate good connections. Media conglomerate Publicis has “holistic communication” teams, which combine people across its ad agencies (Saatchi & Saatchi, Leo Burnett, Publicis Worldwide, and so on) and technology groups to focus on customers and brands. Novartis has organized around diseases, with R&D more closely connected to markets and customers; this has helped the company introduce pathbreaking innovations faster, such as its cancer drug Gleevec. The success of Seagate’s companywide Factory of the Future team at introducing seemingly miraculous process innovations led to widespread use of its core-teams model.

The traditional lecture format of the twentieth century (which is still largely used in business schools) was quite adapted to the bygone industrial era. In that format, one enlightened person talks (the teacher as knowledge giver) while the students (a-lumni, “those who do not see the light”) listen passively. Such traditional setting worked well in a world in which knowledge access was limited, environmental changes were slower and hierarchical organizations relied on passive workers mostly to relay information and obey orders. In our digital, post-industrial age, organizations that thrive are those that have flexible structures, adaptable strategies and a culture of constant learning and collaboration among so-called “knowledge workers”. Modern companies expect students to become autonomous information seekers and problem solvers. Students expect to be given tools, methods and concepts that will make them better at thinking critically and creatively (Lima, 2003). But that is not always what they find in passive learning environments.