Ge Power Quotes

Women are small and fragile...yet the power they hold, is unmeasureable.

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Believe in yourself, Zoey Redbird. I have Marked you as my own. You will be my first true U-we-tsi a-ge-hu-tsa v-hna-i Sv-no-yi . . . Daughter of Night . . . in this age. You are special. Accept that about yourself, and you will begin to understand there is true power in your uniqueness. Within you is combined the magic blood of ancient Wise Women and Elders, as well as insight into and understanding of the modern world. The

verbal fluency and sociability are the two most important predictors of success, according to a Stanford Business School study. It’s a world in which a middle manager at GE once told me that “people here don’t even want to meet with you if you don’t have a PowerPoint and a ‘pitch’ for them. Even if you’re just making a recommendation to your colleague, you can’t sit down in someone’s office and tell them what you think. You have to make a presentation, with pros and cons and a ‘takeaway box.

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.

Take General Electric, for instance. Its happy ad jingle, “We Bring Good Things to Life,” doesn’t tell you that GE has been (1) a major maker of nuclear weapons parts,

[Winning in] India is essential. For GE, winning with India requires a new business model, one in which we are “local” in every sense of the word. That means migrating P&L responsibility and major business functions [like R&D, manufacturing and marketing] from a centralized headquarters to an experienced in-country team that is closest to the action and uniquely in touch with local customers and capabilities. Shifting power to where the growth is, putting more resources, more people and more products in the country, and integrating all elements of the GE product and services pipeline makes good business sense. This new One GE in India approach will speed progress. With an integrated team, we can develop products and services designed specifically to meet local needs and, potentially, for export to other markets. Since we’ve changed the model in India to align with the market more directly, there’s great excitement. It gives us entirely new opportunities to develop more products at more price points. This will help open up access to large, underserved markets in India, China, Brazil, and Africa while also fueling innovation that opens a door into new markets in the more developed regions of the world. The establishment of a new business model in India is an important step and I am eager to see it take off.

GE melded Thomas Edison’s workbench with J. P. Morgan’s financial might to create a juggernaut that, in powering the nation’s middle class, its military might, and its explosion of financial wealth, marched in step with the rise of modern America.

There was support for Immelt’s foray into software in the traditionally gritty industrial world. Marc Andreessen famously wrote in 2011 that “software is eating the world,” meaning that it was transforming and disrupting businesses and sectors throughout the economy. But the widespread innovation, he noted, wouldn’t be as destructive for certain companies. “In some industries, particularly those with a heavy real-world component such as oil and gas, the software revolution is primarily an opportunity for incumbents,” he wrote. “Over the next 10 years, the battles between incumbents and software-powered insurgents will be epic.” GE

John Myers, who spent thirty-seven years at GE, ran its pension fund for years, and sat on the GE Capital board, explained to me the keys to the success of GE Capital: GE’s AAA credit rating, allowing it to borrow money very cheaply. “Banks weren’t even rated AAA at that time,” he said. “We borrowed money cheaper than anyone could.” GE could also use GE Capital to reduce the taxes GE would otherwise pay on earnings from its very profitable industrial businesses. Here’s how that worked: If, say, an airline bought a new jet, it would have an asset that would depreciate over time, and the airline could use the depreciation to reduce its taxable income. But, at that time anyway, most airlines didn’t make much money, if any, so the value of the depreciation deductions was of little use to them. But to GE, the depreciation—the tax deductions—would be very valuable as a way to reduce GE’s pretax income and therefore to pay less in taxes. With that logic, GE Capital would buy the jets, lease them to the airlines at commercially attractive rates, and then use the depreciation on the jets to reduce the pretax income at GE.

A different business model was necessary if capitalist firms were to take full advantage of dwindling recording costs. This chapter argues that the new business model that eventually emerged is a powerful new type of firm: the platform.10 Often arising out of internal needs to handle data, platforms became an efficient way to monopolise, extract, analyse, and use the increasingly large amounts of data that were being recorded. Now this model has come to expand across the economy, as numerous companies incorporate platforms: powerful technology companies (Google, Facebook, and Amazon), dynamic start-ups (Uber, Airbnb), industrial leaders (GE, Siemens), and agricultural powerhouses (John Deere, Monsanto), to name just a few. What are platforms?11 At the most general level, platforms are digital infrastructures that enable two or more groups to interact.

MSI Modern 14 B5M Laptop Review The MSI Modern 14 B5M Laptop is an excellent choice for any gamer. The laptop has an impressive Intel Core i7 processor and 16 GB of RAM which means it can run most current games on high settings. The resolution is also higher than most laptops, which allows for a crisp, high-quality image. Other features include a 10-point touchscreen, a fingerprint scanner, and a backlit keyboard. 1. What does the MSI Modern 14 B5M have to offer? The MSI Modern 14 B5M is a great laptop for those that want to play video games. It has an Intel Core i7 processor and a Nvidia GeForce GTX 1050 Ti graphics card. It also has 8 GB of RAM and a 256 GB SSD. It has a 15.6" 1080p display with a 144 Hz refresh rate. This laptop also has a backlit keyboard, which is perfect for typing in dark rooms. If you're looking for a laptop that can play video games, the MSI Modern 14 B5M is a great choice. 2. What are the specs of the MSI Modern 14 B5M? The MSI Modern 14 B5M is a powerful laptop with a very sleek design. It is equipped with a 2.6 GHz Intel Core i7-4700HQ quad-core processor and a dedicated NVIDIA GeForce GTX 745M graphics card. The MSI Modern 14 B5M also has a 256 GB SSD and a 1 TB HDD. It has a 14.0-inch screen and a resolution of 1920 x 1080 pixels. The battery life is up to 8 hours. 3. How does the MSI Modern 14 B5M run games? The MSI Modern 14 B5M Laptop is a great gaming laptop. It has a quad core Intel Core i7 processor and it can run games at 1080p. It also has a NVIDIA GeForce GTX 1050 graphics card. This means that the MSI Modern 14 B5M is a great laptop for playing games. It also has a battery life of up to 9 hours and 16 minutes. The price is a little high, but you are getting a lot of value for your money. 4. Conclusion. MSI is a very popular brand and they offer a wide variety of laptops. They have a wide range of laptops from business class to gaming. This laptop is a great choice for someone who is looking for a laptop that is powerful but still affordable. This laptop is also a good choice for someone who is looking for a laptop that is powerful but still affordable.

MSI Modern 14 B5M Laptop Review The MSI Modern 14 B5M Laptop is an excellent choice for any gamer. The laptop has an impressive Intel Core i7 processor and 16 GB of RAM which means it can run most current games on high settings. The resolution is also higher than most laptops, which allows for a crisp, high-quality image. Other features include a 10-point touchscreen, a fingerprint scanner, and a backlit keyboard. 1. What does the MSI Modern 14 B5M have to offer? The MSI Modern 14 B5M is a great laptop for those that want to play video games. It has an Intel Core i7 processor and a Nvidia GeForce GTX 1050 Ti graphics card. It also has 8 GB of RAM and a 256 GB SSD. It has a 15.6" 1080p display with a 144 Hz refresh rate. This laptop also has a backlit keyboard, which is perfect for typing in dark rooms. If you're looking for a laptop that can play video games, the MSI Modern 14 B5M is a great choice. 2. What are the specs of the MSI Modern 14 B5M? The MSI Modern 14 B5M is a powerful laptop with a very sleek design. It is equipped with a 2.6 GHz Intel Core i7-4700HQ quad-core processor and a dedicated NVIDIA GeForce GTX 745M graphics card. The MSI Modern 14 B5M also has a 256 GB SSD and a 1 TB HDD. It has a 14.0-inch screen and a resolution of 1920 x 1080 pixels. The battery life is up to 8 hours. 3. How does the MSI Modern 14 B5M run games? The MSI Modern 14 B5M Laptop is a great gaming laptop. It has a quad core Intel Core i7 processor and it can run games at 1080p. It also has a NVIDIA GeForce GTX 1050 graphics card. This means that the MSI Modern 14 B5M is a great laptop for playing games. It also has a battery life of up to 9 hours and 16 minutes. The price is a little high, but you are getting a lot of value for your money. 4. Conclusion. MSI is a very popular brand and they offer a wide variety of laptops. They have a wide range of laptops from business class to gaming. This laptop is a great choice for someone who is looking for a laptop that is powerful but still affordable. This laptop is also a good choice for someone who is looking for a laptop that is powerful but still affordable. Read More - anygadgetreview.com

PLC Service Companies- Pesco International is Associate in Nursing EPC acquiring company specialised in power plants, oil and gas and station comes within the United Arab Emirates, Egypt and throughout MENA. Pesco employs extremely trained and qualified personnel with in depth expertise and technical data gained from major makers like GE, Siemens, discoverer, Alex Boncayao Brigade and Alstom, also as major comes in oil and gas, power plants and substations.

Directed dabbling is what led me to Bre Pettis, a former art teacher from Seattle who started NYC Resistor, a Brooklyn maker space, and also launched the 3-D printing company MakerBot next door. I had been tracking Bre as part of our digital development effort. I e-mailed Bre to ask if I could simply hang out and watch what he was doing: “I want to understand the new wave of micro-manufacturing, and especially what you are doing with 3-D printing.” Resistor was a higgledy-piggledy series of rooms on the fourth floor of a run-down factory. There Bre introduced me to his “makers” as we walked between workbenches covered with bits of sheet metal and wires and boxes of odds and ends. I saw people making a miniature wind turbine and a portable water purification system. That is, GE kinds of things. One guy was building his own miniature gas turbine, because, well, he could. “Why not?” he said. “People want to live off the grid.” “We could use this ingenuity inside GE,” I said out loud. After NYC Resistor and MakerBot, I met with Shapeways, in Queens, an advanced contract manufacturer where people submitted designs to be 3-D printed for a fee. As we toured the space and talked about the jewelry they made, I

throughout my life, using skills or talents or a person’s raw physical power to help them rise to the top of their society came and went. In the beginning, it was the strength in their arms to swing their swords. Then the tongue to sway large groups to accomplish something together. It became those who developed the sciences, and then—to a degree—it was those again who had physical prowess and could run or shoot a ball into a hoop. Yet, it was those who produced the food, built the homes, protected society, or taught the children or young adults who often weren’t supported. They would do their jobs, punch their time cards, and do what needed to get done to keep society going. My suggestion is to consider all work—if done well—equal. Government needs to be in place, but we’ll require some form of service as your debt to society. Perhaps you are a musician but can test into working with an R&D lab in the future. Can that be your service?” “That,” Bethany Anne replied, “could be a nightmare. Just think about the ongoing effort for some of Jean Dukes’ stuff. There’s no way we could place a person into a project for two weeks and then they leave.” Michael tapped a finger on the table. “I understand. However, let me give you a quote from a worker to Jack Welch.” “Who?” Peter interrupted. Stephen answered, “Jack Welch. He was the CEO of General Electric—GE—back on Earth in the twentieth century.” Michael continued, “He was talking to the assembly line workers at one of their businesses and one of the men spoke up, telling Welch that ‘for twenty-five years you paid for my hands when you could have had my brain as well for nothing.’” The table was quiet a moment, thinking about that. Peter was the first to break it. “Makes sense. We use that concept in the Guardians all the time. Everyone has a role to play, but if you have ideas you need to speak up.” “It would,” Addix added, “allow those interacting to bring new ways of thinking to perhaps old and worn-out strategies.” “What about those who truly hated the notion?” Stephen asked. “I can think of a few.” “I’m tempted to say ‘fuck ‘em.’” Bethany Anne snorted. “However, I know people, and they might fuck up the works. What about a ten-percent charge of their annual wealth if they wish to forego service?” “Two weeks,” Michael interjected, “is at best four percent of their time.” “Right,” Bethany Anne agreed, “so I’d suggest they do the two weeks. But if they want to they can lose ten percent of their annual wealth—which is not their annual income, because that shit can be hidden.” The Admiral asked, “So a billionaire who technically made nothing during the year would owe a hundred million to get out of two weeks’ service?” “Right,” Bethany Anne agreed. “And someone with fifty thousand owes five thousand.” “Where does the money go?” Peter asked. Admiral Thomas grinned. “I suggest the military.” “Education?” Peter asked. “It’s just a suggestion, because that is what we are talking about.” Stephen scratched his chin. “I can imagine large corporations putting income packages together for their upper-level executives to pay for this.” “I suggest,” Bethany Anne added, “putting the names of those who opt out on a public list so everyone knows who isn’t working.” “What about sickness, or a family illness they need to deal with?” Stephen countered. “With Pod-docs we shouldn’t have that issue, but there would have to be some sort of schedule. Further, we will always have public projects. There are always roads to be built, gardens to be tended, or military

In 1993, on the strength of the Continental turnaround, Bonderman, his younger colleague Coulter, and William Price, an executive with experience at GE Capital and Bain & Co., would together form Texas Pacific Group, a private equity firm jointly headquartered in Fort Worth and San Francisco (in the early days, the founders would joke that they had to explain the company was not a railroad).

Third, the idea that venture capitalists get into deals on the strength of their brands can be exaggerated. A deal seen by a partner at Sequoia will also be seen by rivals at other firms: in a fragmented cottage industry, there is no lack of competition. Often, winning the deal depends on skill as much as brand: it’s about understanding the business model well enough to impress the entrepreneur; it’s about judging what valuation might be reasonable. One careful tally concluded that new or emerging venture partnerships capture around half the gains in the top deals, and there are myriad examples of famous VCs having a chance to invest and then flubbing it.[6] Andreessen Horowitz passed on Uber. Its brand could not save it. Peter Thiel was an early investor in Stripe. He lacked the conviction to invest as much as Sequoia. As to the idea that branded venture partnerships have the “privilege” of participating in supposedly less risky late-stage investment rounds, this depends from deal to deal. A unicorn’s momentum usually translates into an extremely high price for its shares. In the cases of Uber and especially WeWork, some late-stage investors lost millions. Fourth, the anti-skill thesis underplays venture capitalists’ contributions to portfolio companies. Admittedly, these contributions can be difficult to pin down. Starting with Arthur Rock, who chaired the board of Intel for thirty-three years, most venture capitalists have avoided the limelight. They are the coaches, not the athletes. But this book has excavated multiple cases in which VC coaching made all the difference. Don Valentine rescued Atari and then Cisco from chaos. Peter Barris of NEA saw how UUNET could become the new GE Information Services. John Doerr persuaded the Googlers to work with Eric Schmidt. Ben Horowitz steered Nicira and Okta through their formative moments. To be sure, stories of venture capitalists guiding portfolio companies may exaggerate VCs’ importance: in at least some of these cases, the founders might have solved their own problems without advice from their investors. But quantitative research suggests that venture capitalists do make a positive impact: studies repeatedly find that startups backed by high-quality VCs are more likely to succeed than others.[7] A quirky contribution to this literature looks at what happens when airline routes make it easier for a venture capitalist to visit a startup. When the trip becomes simpler, the startup performs better.[8]

While Immelt said that he encouraged debate, meetings often lacked rigorous questioning. One executive recalled being in a board meeting in which Keith Sherin was presenting the quarterly financial results to the group. The Power business had missed badly, but little specific detail was provided on what went wrong. This executive braced for the reaction from the directors, but it never came—none of them asked what went wrong. When Flannery committed to renewing and shrinking the board of directors, it included half a dozen current or former CEOs, the former head of mutual fund giant Vanguard Group, the dean of New York University’s business school, as well as a former chair of the Securities and Exchange Commission. The seventeen independent directors got a mix of cash, stock, and other perks worth more than $300,000 a year. The terms had been even more generous when GE still made appliances; the company allowed directors to take home up to $30,000 worth of GE products in any three-year period. The company matched the directors’ gifts to charity, and upon leaving the board, a director could send $1 million in GE money to a charity. Some directors admitted to having been sold by Immelt’s sweeping optimism, even if they knew he wasn’t the best deal-maker. But they knew he had a hard job, was playing with a tough hand, and had survived multiple major crises. Plus, they liked him. Immelt said that he did his best to keep directors informed, noting that he required them to make trips to GE divisions on their own, but he also knew that the complexity of the business limited their input. As they’d done under Welch, the board usually tended to approve his recommendations and follow his lead. Some felt that Immelt manipulated the board, and it was whispered that members were chosen and educated to see the company through his visionary eyes. There was concern that the board didn’t entirely understand how GE worked, and that Immelt was just fine with that. Like many CEOs who are also their company’s chairman, he made sure that his board was aligned with him.

In the weeks and months after Immelt left GE in 2017, a parade of negative stories and embarrassing disclosures revealed major problems that sent the company’s stock into a long decline. Conversations about what happened inevitably shifted to blame, and Immelt was the obvious target. He had spent sixteen years at the top and, regardless of what Welch had left for him, he’d had plenty of time to fix it. But there was plenty of blame to go around. Perhaps most of it should be placed on the board of directors, the independent group that oversees the CEO. Board members claimed to have been unaware of problems and to have gotten bad guidance from external advisers, and they said they didn’t understand how the company went from good to bad seemingly overnight. Some directors had no experience in GE’s business lines, others had trouble staying awake during meetings, and many stumbled away from GE’s collapse wondering, How could we have known? It had been their job to know, however, and their job to ask the hard questions that weren’t fully answered, or were never asked at all. It was their job to oversee management, and it was their job to protect investors from fatal hubris. Still, the path ultimately leads back to Immelt. As chairman, he was also responsible for steering the board. There is no doubt that GE’s size and complexity, which grew exponentially under Immelt, made it difficult or even impossible to manage. The CEO of a company is responsible for its daily functions and for managing its operations, however vast. The chairman guides the board, which is responsible for overseeing management and the CEO. When the board chair and CEO are the same person, the top executive is essentially his own boss. It can only get worse with time if a chairman remakes the board to his own liking. Simply put, it is terrible governance to give so much power to a single person and so little voice to shareholders. That is one reason this governance structure has been slowly fading from corporate America since the Enron era.

Much like GM and GE, Kodak had a fair employment policy in place by the 1960s and had laid out is own Plan for Progress, which included a commitment to “hold discussions with the employment interviewers in the various division to remind them: that “such things as race, creed, color, or national origin” are neither to “help nor hinder in getting a job at Kodak.” Yet for blacks trying to work and move up at the company, these assurances didn’t mesh with their own experiences. Some of this was a consequence of blacks being poorly educated, especially those who had relocated to Rochester from the rural South. In the company’s eyes, the simply weren’t qualified. “We don’t grow many peanuts in Eastman Kodak,” Monroe Dill, Kodak’s industrial relations director said in 1963, adding that the company would start to recruit more from all-black colleges so as to not keep “discriminating by omission.” But there was also plenty of discrimination by commission, as individual Kodak managers used their discretion to hire whomever they liked and cast off whomever they didn’t. “They would say it blatant, like, 'We don't have any colored jobs,"" recalled Clarence Ingram, who served as general manager of the Rochester Business Opportunities Corporation, an entity formed after the '64 riots to support minority businesses. "They would tell you that." Apparently, they told a lot of blacks that. In 1964, only about 600 African Americans worked for Kodak in Rochester. less than 2 percent of the 33,000 employees based there. Determined to remedy this was FIGHT, which was led by Franklin Delano Roosevelt Florence, the thirty-one-year-old pastor of the Reynolds Street Church of Christ, a stocky, hard-charging, charismatic man, who called Malcolm X a friend. On September 2, 1966, a delegation of sixteen from FIGHT walked into Kodak's executive suite. Florence, sporting a Black Power button in his lapel, said he wanted to see "the top man." Before he knew it, the minister and his retinue were sitting in front of three top men: Kodak chairman Albert Chapman, president William Vaughn, and executive vice president Louis Eilers. Florence told them about the harshness of life in Rochester's black ghetto and said he wanted Kodak to start a training program for people who normally wouldn't be recruited into the company. Florence braced himself, expecting Kodak to resist. But Vaughn listened carefully and then asked Florence to submit a more specific proposal. Two weeks later, he did. Calling FIGHT " the only mass based organization of poor people and near poor people in the Rochester area," Florence requested that Kodak train 500 to 600 men and women over eighteen months. FIGHT also wanted direct involvement in the process; the group would "recruit and counsel trainees and offer advice, consultation, and assistance.

By my logic, GE would have been much better off committing not $200 million, but $20 million divided by five to ten different teams, each with a hypothesis to prove about the future of digital at GE. Every several months, leadership would evaluate their progress, granting more funding to the teams whose work was proving their hypotheses about what customers needed from GE in their digital future. Some teams would get cut, or pivot to new hypotheses.

In 2000, GE soybeans were legal in Argentina but outlawed in Brazil. The difference in productivity was so obvious that Brazilian farmers smuggled the seeds across the border, until their government relented and legalized GE agriculture.

There’s been significant news in biotech as well. The environmental and economic benefits of GE crops in the United States were confirmed by an authoritative 250-page study from the National Academy of Sciences. It reported that GE farmers have the advantage of lower costs, higher yields, and greater safety than non-GE farmers, and that significant environmental gains come from their use of less pesticides, less toxic herbicides, and especially from no-till farming enabled by herbicide-resistant GE crops.

Tomorrow’s Table: Organic Farming, Genetics, and the Future of Food (2008), Pamela Ronald and Raoul Adamchak. Organic farming marries genetic engineering and lives happily ever after. The book has a real-life texture missing in most works about GE or organic.

The Doubly Green Revolution: Food for All in the Twenty-first Century (1999), Gordon Conway. Experience tells. Conway has seen it all and knows exactly how GE fits into simultaneously feeding the world and protecting the environment.

General Electric (GE) shed 100,000 employees over eleven years to bring total employment down to 268,000 in 1992. During that same period, its sales went up from $27 billion to $62 billion, and net income from $1.5 billion to $4.7 billion.9 GE became smaller only in terms of the number of employees who shared the benefits of its growth in profits and market share. It shed its commitment to provide productive and well-remunerated employment for 100,000 people and their families. It retained its technical, financial, and market power.

The Wall Street Journal reports that during Hillary’s tenure as secretary of state, some sixty companies that lobbied the State Department donated more than $26 million to the Clinton Foundation. “At least 44 of those 60 companies also participated in philanthropic projects valued at $3.2 billion that were set up through a wing of the foundation called the Clinton Global Initiative.” In some cases, the Journal reports, “donations came after Mrs. Clinton took action that helped a company. In other cases, the donation came first. In some instances, donations came before and after.” In 2012, for example, Hillary lobbied the Algerian government to let GE build power plants in that country. A month later, GE gave between $500,000 and $1 million to the Foundation. The following September, GE got the contract.6

Essentially, GE operates its own social network for heavy industrial machinery. It’s sort of like all these power grids and oil refineries and MRI machines have their own Instagram accounts, but instead of pictures of beaches or food, they’re sharing fuel consumption, hydraulic pressure, usage hours, decay rates. “First there was the consumer internet, and then the enterprise internet,” as Barzdukas said, “and now we’re moving into the third generation: the industrial internet. It’s not just about having our phones connected or our enterprise applications connected and operating on subscriptions models. Now it’s the big machines.” So far GE has built more than 600,000 of these digital twins. And just as social networks changed our world, this third-generation industrial internet is going to transform manufacturing.

List Of Nvidia Graphics Cards Let's see which graphics cards are available today from Nvidia. The latest generation of Nvidia graphics cards are referred to as the '900' series. Below are those graphics cards (for home/gaming computers), starting with their most powerful graphics card: Nvidia GeForce GTX Titan X.............High end Nvidia GeForce GTX 980 Ti..............High end Nvidia GeForce GTX 980..................High end Nvidia GeForce GTX 970..................Upper mid range Nvidia GeForce GTX 960..................Mid range Nvidia GeForce GTX 950..................Lower mid range

Det politiskt inkorrekta råd som jag (självklart aldrig) skulle ge är detta: Gå ut på krogen och drick på morgonen istället. Då kommer alkoholen att ha rensats ut ur systemet tills det är dags att sova.

Under Welch, GE was changing rapidly. He famously gave a speech in his first year as CEO titled "Growing Fast in a Slow-Growth Economy." With the power of the GE brand providing credibility to his strategy, the new CEO oversaw almost one thousand acquisitions, or about four deals a month over his two decades, with a value topping $130 billion. p17

just as a brilliant strategy is worthless unless it is implemented, a powerful strategic principle is of no use unless it is communicated effectively. When CEO Jack Welch talks about aligning employees around GE’s strategy and values, he emphasizes the need for consistency, simplicity, and repetition.

It would have been unusual in the ancient Near East for a deity quickly and easily to reveal his name (e.g., Ge 32:29); this may be part of the reason for the delayed answer here in Ex 3. Nevertheless, Yahweh’s name is not meant to be kept secret, and it is vitally important for Moses to have this knowledge. He is to speak Yahweh’s words (6:29), wield his power (7:17) and function like Yahweh to both his brother Aaron (4:16) and to Pharaoh (7:1). To this day, no one knows for sure how to pronounce the name of God—at least not as the ancient Israelites would have pronounced it. There are four consonants in the name—sometimes called the Tetragrammaton (“four-letter word”): y-h-w-h. The vowels are the tricky part. Hebrew is generally written without vowels. In the second half of the first millennium AD, some Jewish scribes began adding small marks to Biblical manuscripts in order to indicate how the vowel sounds of each word should be pronounced. They treated the name of God, however, differently from other words. It had long been customary in Jewish tradition not to pronounce the name Yahweh. Instead of saying “Yahweh,” people would often say “Adonay,” which means “my Lord” (and has led to “the LORD” as the traditional rendering of Yahweh in the English Bible). In order to remind readers to say “Adonay” instead of “Yahweh,” the scribes added the marks for the vowel sounds of Adonay to the consonants for Yahweh in their manuscripts. Pronouncing the consonants of yhwh with the vowels of adonay produces the well-known “Jehovah,” which is certainly not the right pronunciation.

Old Babylonian Period. Thanks substantially to the royal archives from the town of Mari, the eighteenth century BC has become thoroughly documented. As the century opened there was an uneasy balance of power among four cities: Larsa ruled by Rim-Sin, Mari ruled by Yahdun-Lim (and later, Zimri-Lim), Assur ruled by Shamshi-Adad I, and Babylon ruled by Hammurapi. Through a generation of political intrigue and diplomatic strategy, Hammurapi eventually emerged to establish the prominence of the first dynasty of Babylon. The Old Babylonian period covered the time from the fall of the Ur III dynasty (c. 2000 BC) to the fall of the first dynasty of Babylon (just after 1600 BC). This is the period during which most of the narratives in Ge 12–50 occur. The rulers of the first dynasty of Babylon were Amorites. The Amorites had been coming into Mesopotamia as early as the Ur III period, at first being fought as enemies, then gradually taking their place within the society of the Near East. With the accession of Hammurapi to the throne, they reached the height of success. Despite his impressive military accomplishments, Hammurapi is most widely known today for his collection of laws. The first dynasty of Babylon extends for more than a century beyond the time of Hammurapi, though decline began soon after his death and continued unabated, culminating in the Hittite sack of Babylon in 1595 BC. This was nothing more than an incursion on the part of the Hittites, but it dealt the final blow to the Amorite dynasty, opening the doors of power for another group, the Kassites. Eras of Mesopotamian History (Round Dates) Early Dynastic Period 2900–2350 BC Dynasty of Akkad 2350–2200 BC Ur III Empire 2100–2000 BC Old Babylonian Period 2000–1600 BC Go to Chart Index Eras of Egyptian History (Round Dates) Old Kingdom 3100–2200 BC First Intermediate Period 2200–2050 BC Middle Kingdom 2050–1720 BC Second Intermediate Period 1720–1550 BC Hyksos 1650–1550 BC Go to Chart Index Palestine: Middle Bronze Age Abraham entered the Palestine region during the Middle Bronze Age (2200–1550 BC), which was dominated by scattered city-states, much as Mesopotamia had been, though Palestine was not as densely populated or as extensively urbanized as Mesopotamia. The period began about the time of the fall of the dynasty of Akkad in Mesopotamia (c. 2200 BC) and extended until about 1500 BC (plus or minus 50 years, depending on the theories followed). In Syria there were power centers at Yamhad, Qatna, Alalakh and Mari, and the coastal centers of Ugarit and Byblos seemed to be already thriving. In Palestine only Hazor is mentioned in prominence. Contemporary records from Palestine are scarce, though the Egyptian Story of Sinuhe has Middle Bronze Age Palestine as a backdrop and therefore offers general information. Lists of cities in Palestine are also given in the Egyptian texts. Most are otherwise unknown, though Jerusalem and Shechem are mentioned. As the period progresses there is more and more contact with Egypt and extensive caravan travel between Egypt and Palestine.

The Historical Setting of Genesis Mesopotamia: Sumer Through Old Babylonia Sumerians. It is not possible at this time to put Ge 1–11 into a specific place in the historical record. Our history of the ancient Near East begins in earnest after writing has been invented, and the earliest civilization known to us in the historical record is that of the Sumerians. This culture dominated southern Mesopotamia for over 500 years during the first half of the third millennium BC (2900–2350 BC), known as the Early Dynastic Period. The Sumerians have become known through the excavation of several of their principal cities, which include Eridu, Uruk and Ur. The Sumerians are credited with many of the important developments in civilization, including the foundations of mathematics, astronomy, law and medicine. Urbanization is also first witnessed among the Sumerians. By the time of Abraham, the Sumerians no longer dominate the ancient Near East politically, but their culture continues to influence the region. Other cultures replace them in the political arena but benefit from the advances they made. Dynasty of Akkad. In the middle of the twenty-fourth century BC, the Sumerian culture was overrun by the formation of an empire under the kingship of Sargon I, who established his capital at Akkad. He ruled all of southern Mesopotamia and ranged eastward into Elam and northwest to the Mediterranean on campaigns of a military and economic nature. The empire lasted for almost 150 years before being apparently overthrown by the Gutians (a barbaric people from the Zagros Mountains east of the Tigris), though other factors, including internal dissent, may have contributed to the downfall. Ur III. Of the next century little is known as more than 20 Gutian kings succeeded one another. Just before 2100 BC, the city of Ur took control of southern Mesopotamia under the kingship of Ur-Nammu, and for the next century there was a Sumerian renaissance in what has been called the Ur III period. It is difficult to ascertain the limits of territorial control of the Ur III kings, though the territory does not seem to have been as extensive as that of the dynasty of Akkad. Under Ur-Nammu’s son Shulgi, the region enjoyed almost a half century of peace. Decline and fall came late in the twenty-first century BC through the infiltration of the Amorites and the increased aggression of the Elamites to the east. The Elamites finally overthrew the city. It is against this backdrop of history that the OT patriarchs emerge. Some have pictured Abraham as leaving the sophisticated Ur that was the center of the powerful Ur III period to settle in the unknown wilderness of Canaan, but that involves both chronological and geographic speculation. By the highest chronology (i.e., the earliest dates attributed to him), Abraham probably would have traveled from Ur to Harran during the reign of Ur-Nammu, but many scholars are inclined to place Abraham in the later Isin-Larsa period or even the Old Babylonian period. From a geographic standpoint it is difficult to be sure that the Ur mentioned in the Bible is the famous city in southern Mesopotamia (see note on 11:28). All this makes it impossible to give a precise background of Abraham. The Ur III period ended in southern Mesopotamia as the last king of Ur, Ibbi-Sin, lost the support of one city after another and was finally overthrown by the Elamites, who lived just east of the Tigris. In the ensuing two centuries (c. 2000–1800 BC), power was again returned to city-states that controlled more local areas. Isin, Larsa, Eshnunna, Lagash, Mari, Assur and Babylon all served as major political centers.

Lydia Slaby shows that the power to change is within every one of us—once we give up the illusion of control. We don't control much of anything in life, but we do control how we react to change. You'll cry, you'll laugh, you'll cheer her on, but mostly you'll realize what it means to live a life fully in control of your true self. Lydia's story points the way.