Implementation Plan Quotes

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They say no plan survives first contact with implementation. I’d have to agree.
Andy Weir (The Martian)
Implementing Extreme Ownership requires checking your ego and operating with a high degree of humility. Admitting mistakes, taking ownership, and developing a plan to overcome challenges are integral to any successful team.
Jocko Willink (Extreme Ownership: How U.S. Navy SEALs Lead and Win)
The elegance under pressure is the result of fearlessness.
Ashish Patel
If your political party does not implement its plans, leave it immediately.
The Philosopher Hakim Orod Bozorg Khorasani
You can talk all you want about having a clear purpose and strategy for your life, but ultimately this means nothing if you are not investing the resources you have in a way that is consistent with your strategy. In the end, a strategy is nothing but good intentions unless it's effectively implemented.
Clayton M. Christensen (How Will You Measure Your Life?)
Plan specifically so you can implement flexibly.
Dallin H. Oaks
People want guidance, not rhetoric. They need to know what the plan of action is, and how it will be implemented. They want to be given responsibility to help solve the problem and authority to act on it.
Howard Schultz (Pour Your Heart Into It: How Starbucks Built a Company One Cup at a Time)
This was a time when the government had implemented birth control policies called “family planning” to keep population growth under control. Abortion due to medical problems had been legal for ten years at that point, and checking the sex of the fetus and aborting females was common practice, as if “daughter” was a medical problem.
Cho Nam-Joo (Kim Jiyoung, Born 1982)
Be creative while inventing ideas, but be disciplined while implementing them.
Amit Kalantri
Organizations are successful because of good implementation,not good business plans.
Guy Kawasaki
It’s important to remember that implementation plans are not for the planners; they are for the implementers. Thus, as I concluded in Motion Leadership and
Michael Fullan (The Principal: Three Keys to Maximizing Impact)
Developing and implementing IT governance design effectiveness and efficiency can be a multidirectional, interactive, iterative, and adaptive process.
Robert E. Davis (IT Auditing: IT Governance (IT Auditing, #4))
When efforts that are wisely executed, the situation and condition don't affect the performance.
Ashish Patel
To be successful in life , Plan, Implement, Revise, Update, and Build on Change.
Abhysheq Shukla (KISS Life "Life is what you make it")
Who do I really want to become?,” their work indicated that it is better to be a scientist of yourself, asking smaller questions that can actually be tested—“Which among my various possible selves should I start to explore now? How can I do that?” Be a flirt with your possible selves.* Rather than a grand plan, find experiments that can be undertaken quickly. “Test-and-learn,” Ibarra told me, “not plan-and-implement.
David Epstein (Range: Why Generalists Triumph in a Specialized World)
Thousands of those men and boys died here, and I have recently learned that their inhuman treatment was the intended policy of Himmler. He called his plan Death by Exhaustion, and he implemented it. Work them hard, don't waste valuable foodstuffs on them, and let them die. They could, and would, always be replaced by new slave workers from Europe's Occupied countries.
Mary Ann Shaffer (The Guernsey Literary and Potato Peel Pie Society)
Sometimes the planning and the work is not the most difficult aspect of an endeavor; it’s the waiting—waiting to see if the preparation, the implementation, and the bait, will land a catch—waiting, that time in between the effort and the result, the source of so much hope, frustration, doubt, anxiety, and perhaps, disenchantment. It can try those with even the firmest resolve.
Paul J. Bartusiak (Source*Forged Armor)
There is an alternative: the unfashionable but powerful notion of letting time use you, approaching life not as an opportunity to implement your predetermined plans for success but as a matter of responding to the needs of your place and your moment in history.
Oliver Burkeman (Four Thousand Weeks: Time Management for Mortals)
This was a time when the government had implemented birth control policies called ‘family planning’ to keep population growth under control. Abortion due to medical problems had been legal for ten years at that point, and checking the sex of the foetus and aborting females was common practice, as if ‘daughter’ was a medical problem.1 This went on throughout the 1980s, and in the early 1990s, the very height of the male-to-female ratio
Cho Nam-Joo (Kim Jiyoung, Born 1982)
Also, the technologically high-risk Apollo aerospace programme is considered a classic success story of megaproject planning and implementation. The cost overrun on this US$21 billion project was only 5 per cent. Few know, however, that the original budget estimate included US$8 billion of contingencies.18 By allowing for risk with foresight, the programme avoided ending up in the type of large cost overrun that destabilises many major projects during implementation. The Apollo approach, with its realistic view of risks, costs and contingencies, should be adopted in more major projects.
Bent Flyvbjerg (Megaprojects and Risk: An Anatomy of Ambition)
In the absence of centralized decision-making, Hebrard's town plans for Indochina had no equivalent in France itself. This is because territorial development can only be thought out and implemented when political power is strong and decisions are in few hands, as was the case during the French colonial period.
Helen Grant Ross (Building Cambodia: 'New Khmer Architecture' 1953-1970)
First, strive for a solid foundation of trust, loyalty, respect, and security. Your spouse is your closest relative and is entitled to depend on you as a committed ally, supporter, and champion.   Second, cultivate the tender, loving part of your relationship: sensitivity, consideration, understanding, and demonstrations of affection and caring. Regard each other as confidante, companion, and friend.   Third, strengthen the partnership. Develop a sense of cooperation, consideration, and compromise. Sharpen your communication skills so that you can more easily make decisions about practical issues, such as division of work, preparing and implementing a family budget, and planning leisure-time activities.
Aaron T. Beck (Love Is Never Enough: How Couples Can Overcome Misunderstandings, Resolve Conflicts, and Solve)
A plan not implemented is as good as a plan not written
Topsy Gift
Running a business is a design job. You need a point of view about the future, a really good plan to deliver that future, and then relentless implementation.
Bryce G. Hoffman (American Icon: Alan Mulally and the Fight to Save Ford Motor Company)
They must be plans for learning rather than plans for implementation.
Clayton M. Christensen (The Innovator's Dilemma: When New Technologies Cause Great Firms to Fail)
Think, Plan, Implement & Get! A Way To Success
Ayaz Ahmad
It's a lie to sell a diet plan that includes fast and processed foods, then implement a points system. A big. fat. lie.
Nancy S. Mure (EAT! Empower, Adjust, Triumph!: Lose Ridiculous Weight, Succeed On Any Diet Plan, Bust Through Any Plateau in 3 Empowering Steps!)
Failure is only implemented when you fear that you have not done your best, which stems from being a perfectionist, which also results in procrastinating with the decision-making process.
Chase Hill (How to Stop Overthinking: The 7-Step Plan to Control and Eliminate Negative Thoughts, Declutter Your Mind and Start Thinking Positively in 5 Minutes or Less)
My whole life has been a battle lost on the map. Cowardice didn't even make it to the battlefield, where perhaps it would have dissipated; it haunted the chief of staff in his office, all alone with his certainty of defeat. He didn't dare implement his battle plan, since it was sure to be imperfect, and he didn't dare perfect it (though it could never be truly perfect), since his conviction that it would never be perfect killed all his desire to strive for perfection. Nor did it ever occur to him that his plan, though imperfect, might be closer to perfection than the enemy's. The truth is that my real enemy, victorious over me since God, was that very idea of perfection, marching against me at the head of all the troops of the world - in the tragic vanguard of all the world's armed men.
Fernando Pessoa (The Education of the Stoic: The Only Manuscript of the Baron of Teive)
When I was very young and the urge to be someplace else was on me, I was assured by mature people that maturity would this itch. When years described me as mature, the remedy prescribed was middle age. In middle age I was assured greater age would calm my fever and now that I am fifty-eight perhaps senility will do the job. Nothing has worked. Four hoarse blasts of a ships's whistle still raise the hair on my neck and set my feet to tapping. The sound of a jet, an engine warming up, even the clopping of shod hooves on pavement brings on the ancient shudder, the dry mouth and vacant eye, the hot palms and the churn of stomach high up under the rib cage. In other words, I don't improve; in further words, once a bum always a bum. I fear the disease is incurable. I set this matter down not to instruct others but to inform myself. When the virus of restlessness begins to take possession of a wayward man, and the road away from Here seems broad and straight and sweet, the victim must first find in himself a good and sufficient reason for going. This to the practical bum is not difficult. He has a built-in garden of reasons to chose from. Next he must plan his trip in time and space, choose a direction and a destination. And last he must implement the journey. How to go, what to take, how long to stay. This part of the process is invariable and immortal. I set it down only so that newcomers to bumdom, like teen-agers in new-hatched sin, will not think they invented it. Once a journey is designed, equipped, and put in process, a new factor enters and takes over. A trip, a safari, an exploration, is an entity, different from all other journeys. It has personality, temperament, individuality, uniqueness. A journey is a person in itself; no two are alike. And all plans, safeguards, policing, and coercion are fruitless. We find after years of struggle that we do not take a trip; a trip takes us. Tour masters, schedules, reservations, brass-bound and inevitable, dash themselves to wreckage on the personality of the trip. Only when this is recognized can the blown-in-the glass bum relax and go along with it. Only then do the frustrations fall away. In this a journey is like marriage. The certain way to be wrong is to think you control it.
John Steinbeck (Travels with Charley: In Search of America)
Between September and November 2013, for example, the military received EGP 7 billion worth of government contracts, including a 2.2 billion contract to implement the government’s investment plan in the Sinai region (Soliman, 2013).
Maha Abdelrahman (Egypt's Long Revolution: Protest Movements and Uprisings (Routledge Studies in Middle Eastern Democratization and Government))
Come to think of it, it is like production. Marketing designs the plan—what should be sold at what price, and how it should be sold. Sales actually goes out and implements the plan. Stylistically, marketing is like process engineering and sales is like production.
Ichak Kalderon Adizes (Mastering Change (The Power of Mutual Trust and Respect))
Planning for transformational change requires those implementing the change and those participating in the change to think differently about the nature of the work that they are doing. In addition, the previous skills and habits of mind are no longer useful or relevant.
Tony Frontier (Five Levers to Improve Learning: How to Prioritize for Powerful Results in Your School)
In any case, a major life decision requires: Articulation of the options, e.g. have zero children; have a specific number of children; sponsor one or more children via a charity. Enumeration of the advantages and disadvantages of each option, e.g. freedom to travel; ability to devote time to work; risk of disruption or grief due to actions of child. Each factor needs to be assigned an agreed weight. Objective comparison of the options using the above. An implementation plan, which may reveal new factors, requiring revision of (1), (2) and (3).
Graeme Simsion (The Rosie Effect)
Lewis Mumford was not a planner, but he wrote eloquently of planning. It was a difficult task. Planning is an exercise of power, and in a modern state much real power is suffused with boredom. The agents of planning are usually boring; the planning process is boring; the implementation of plans is always boring. In a democracy boredom works for bureaucracies and corporations as smell works for skunk. It keeps danger away. Power does not have to be exercised behind the scenes. It can be open. The audience is asleep. The modern world is forged amidst our inattention.
Richard White (The Organic Machine: The Remaking of the Columbia River)
Every special group around the country tries to get its hands on whatever bits and pieces it can. The result is that there is hardly an issue on which government is not on both sides. For example, in one massive building in Washington some government employees are working full-time trying to devise and implement plans to spend our money to discourage us from smoking cigarettes. In another massive building, perhaps miles away from the first, other employees, equally dedicated, equally hard-working, are working full-time spending our money to subsidize farmers to grow tobacco.
Milton Friedman (Free to Choose: A Personal Statement)
Kennedy’s opposition to our plan proved fatal; his was a powerful voice, and he and his supporters were able to block its passage. We lost a good chance to provide comprehensive national health care, and another thirty years would pass before such an opportunity came again, with just partial implementation.
Jimmy Carter (A Full Life: Reflections at Ninety)
All my cats are toms. I’m telling you, ladies, it’s a plan I wish we could implement on the other half of our own species. You just take’em to the vet for that one simple little surgery and all their grand ideas go away. You wind up with big lovable couch potatoes who purr just because you walk in the room.
Juliette Harper (Witch at Heart (Jinx Hamilton Mystery, #1))
Some readers may have noticed an icy little missive from Noam Chomsky ["Letters," December 3], repudiating the very idea that he and I had disagreed on the "roots" of September 11. I rush to agree. Here is what he told his audience at MIT on October 11: I'll talk about the situation in Afghanistan.... Looks like what's happening is some sort of silent genocide.... It indicates that whatever, what will happen we don't know, but plans are being made and programs implemented on the assumption that they may lead to the death of several million people in the next—in the next couple of weeks.... very casually with no comment.... we are in the midst of apparently trying to murder three or four million people. Clever of him to have spotted that (his favorite put-down is the preface 'Turning to the facts...') and brave of him to have taken such a lonely position. As he rightly insists, our disagreements are not really political.
Christopher Hitchens
Dear God, This is so scary, but it’s also freeing. For the first time I see your plan for healing broken relationships. I need to do the right thing, and it’s not to close my eyes and stay silent. It’s to confront him. But I need your help. I’m afraid it won’t go well and I will have to implement a consequence. Help me be strong.
Leslie Vernick (The Emotionally Destructive Marriage: How to Find Your Voice and Reclaim Your Hope)
I know people who read interminably, book after book, from page to page, and yet I should not call them 'well-read people'. Of course they 'know' an immense amount; but their brain seems incapable of assorting and classifying the material which they have gathered from books. They have not the faculty of distinguishing between what is useful and useless in a book; so that they may retain the former in their minds and if possible skip over the latter while reading it, if that be not possible, then--when once read--throw it overboard as useless ballast. Reading is not an end in itself, but a means to an end. Its chief purpose is to help towards filling in the framework which is made up of the talents and capabilities that each individual possesses. Thus each one procures for himself the implements and materials necessary for the fulfilment of his calling in life, no matter whether this be the elementary task of earning one's daily bread or a calling that responds to higher human aspirations. Such is the first purpose of reading. And the second purpose is to give a general knowledge of the world in which we live. In both cases, however, the material which one has acquired through reading must not be stored up in the memory on a plan that corresponds to the successive chapters of the book; but each little piece of knowledge thus gained must be treated as if it were a little stone to be inserted into a mosaic, so that it finds its proper place among all the other pieces and particles that help to form a general world-picture in the brain of the reader. Otherwise only a confused jumble of chaotic notions will result from all this reading. That jumble is not merely useless, but it also tends to make the unfortunate possessor of it conceited. For he seriously considers himself a well-educated person and thinks that he understands something of life. He believes that he has acquired knowledge, whereas the truth is that every increase in such 'knowledge' draws him more and more away from real life, until he finally ends up in some sanatorium or takes to politics and becomes a parliamentary deputy. Such a person never succeeds in turning his knowledge to practical account when the opportune moment arrives; for his mental equipment is not ordered with a view to meeting the demands of everyday life. His knowledge is stored in his brain as a literal transcript of the books he has read and the order of succession in which he has read them. And if Fate should one day call upon him to use some of his book-knowledge for certain practical ends in life that very call will have to name the book and give the number of the page; for the poor noodle himself would never be able to find the spot where he gathered the information now called for. But if the page is not mentioned at the critical moment the widely-read intellectual will find himself in a state of hopeless embarrassment. In a high state of agitation he searches for analogous cases and it is almost a dead certainty that he will finally deliver the wrong prescription.
Adolf Hitler
especially in the key task of translating broad strategic concepts into feasible operational orders. Marshall understood that Eisenhower had a talent for implementing strategy. And that job, Marshall believed, was more difficult than designing it. “There’s nothing so profound in the logic of the thing,” he said years later, discussing his own role in winning approval for the Marshall Plan. “But the execution of it, that’s another matter.” In other words, successful generalship involves first figuring out what to do, then getting people to do it. It has one foot in the intellectual realm of critical thinking and the other in the human world of management and leadership. It
Thomas E. Ricks (The Generals: American Military Command from World War II to Today)
People change their behavior and thinking not because they are “told to be different” but when the conditions are present that require and empower them to figure out what to do and to act on a plan. Try giving teenagers a lot of advice and see if it changes behavior. They probably don’t look at you and say, “Gee, Dad, or Mom, thanks for explaining reality to me. Now I will run out and do it.” But if you provide context—by listening, sharing information and positive examples, setting expectations and consequences, creating a healthy emotional climate, and challenging them to do their best—they will figure it out and implement it. That is a lot better than just “telling them what to do.
Henry Cloud (Boundaries for Leaders: Results, Relationships, and Being Ridiculously in Charge)
Implementing Extreme Ownership requires checking your ego and operating with a high degree of humility. Admitting mistakes, taking ownership, and developing a plan to overcome challenges are integral to any successful team. Ego can prevent a leader from conducting an honest, realistic assessment of his or her own performance and the performance of the team.
Jocko Willink (Extreme Ownership: How U.S. Navy SEALs Lead and Win)
As we practice implementing this incredible power tool He's placed in our hands, He divinely positions us - even a little life like ours - in His grand purpose for the ages. Through the connective tissue of prayer, He cracks open the door that makes us at least a small part of how these massive plans of His are translated into the lives of people we know. Including ours.
Priscilla Shirer (Fervent: A Woman's Battle Plan to Serious, Specific and Strategic Prayer)
Though the ones who had come before them had slowly developed and improved various implements and tools, the people like Jondalar and Ayla were the first to imagine and innovate to such an extravagant degree. Their brains could make abstractions easily. They were capable of conceiving of an idea and planning how to implement it. Beginning with simple objects that utilized advanced principles that were intuitively understood, they drew conclusions and applied them in other circumstances. They did more than invent usable tools, they invented science. And from the same wellspring of creativity, utilizing that same power to abstract, they were the first people to see the world around them in symbolic form, to extract its essence and reproduce it; they originated art.
Jean M. Auel (The Plains of Passage (Earth's Children, #4))
Clarify goals and gather satisfaction metrics. Determine the people and skills needed to complete a project. Set up project management tools, plans and processes. Run status meetings and gather status reports. Analyze data to identify opportunities. Identify & implement changes to improve efficiency. Manage changes that come in from the customer. Find ways to keep the project on track even when things go wrong.
Gayle Laakmann McDowell (Cracking the PM Interview: How to Land a Product Manager Job in Technology)
We must flatly say that one of the greatest contemporary barriers to meaningful spiritual formation in Christlikeness is overconfidence in the spiritual efficacy of “regular church services,” of whatever kind they may be. Though they are vital, they are not enough. It is that simple. Individuals and local congregations of disciples must discover and effectively implement whatever is required to bring about the inner transformations of those who have really become apprentices of Jesus and who really do gather in immersion in the Trinitarian presence. In doing so they will have put in place the principles and absolutes of the New Testament churches, and they will certainly see the corresponding fruits and effects. Jesus did not give us a plan for spiritual formation that will fail, and he has the resources to see to it that it does not.
Dallas Willard (Renovation of the Heart: Putting On the Character of Christ)
That’s because both the job title and the job itself have never existed before. We used the term ‘ground-breaking’ to describe this position because that is exactly what it is.” Leonard Scott leaned forward. “The current Administration is committed to solving the greatest problems of our time—climate change, sustainability, the deficit, the impending crisis stemming from shortfalls in Social Security and Medicare, healthcare, and the problems that our nation faces as a result of an aging population. We are implementing a plan that will address all of these issues and will revolutionize the way that this country looks at retirement. Rather than continuing on in a bankrupt, broken system that meets the needs of no one, we are going to introduce American seniors to a new way of life—a holistic community that will engage them like nothing ever has before.
Alexandra Swann (The Planner)
One suspects that the conservatives of left and right don’t much like the “mass” and its badly informed preferences. Let us take care of you, they cry. Let tradition celebrated by wise elders, or planning implemented by wise experts, guide you, oh you sadly misled mass. (The ruling lords and the monopolists view the clerisy’s conservative theorizing with delight, resting assured that the elders and the planners will inadvertently shield their rents.)
Deirdre Nansen McCloskey
premortem. The procedure is simple: when the organization has almost come to an important decision but has not formally committed itself, Klein proposes gathering for a brief session a group of individuals who are knowledgeable about the decision. The premise of the session is a short speech: “Imagine that we are a year into the future. We implemented the plan as it now exists. The outcome was a disaster. Please take 5 to 10 minutes to write a brief history of that disaster.
Daniel Kahneman (Thinking, Fast and Slow)
Personal change requires motivation, a plan, and determination to see a plan through to fruition. Although I elected to change the way that I live, this decision was not easy to implement. We frequently act against our better judgment. We sometimes know the correct thing to do, but still struggle doing so. The Ancient Greeks used the term akrasia to refer to a person knowing what course of action is correct and righteous, but electing do somethings else because of a lack of self-control.
Kilroy J. Oldster (Dead Toad Scrolls)
Complex operations, in which agencies assume complementary roles and operate in close proximity-often with similar missions but conflicting mandates-accentuate these tensions. The tensions are evident in the processes of analyzing complex environments, planning for complex interventions, and implementing complex operations. Many reports and analyses forecast that these complex operations are precisely those that will demand our attention most in the indefinite future. As essayist Barton and O'Connell note, our intelligence and understanding of the root cause of conflict, multiplicity of motivations and grievances, and disposition of actors is often inadequate. Moreover, the problems that complex operations are intended and implemented to address are convoluted, and often inscrutable. They exhibit many if not all the characteristics of "wicked problems," as enumerated by Rittel and Webber in 1973: they defy definitive formulations; any proposed solution or intervention causes the problem to mutate, so there is no second chance at a solution; every situation is unique; each wicked problem can be considered a symptom of another problem. As a result, policy objectives are often compound and ambiguous. The requirements of stability, for example, in Afghanistan today, may conflict with the requirements for democratic governance. Efforts to establish an equitable social contract may well exacerbate inter-communal tensions that can lead to violence. The rule of law, as we understand it, may displace indigenous conflict management and stabilization systems. The law of unintended consequences may indeed be the only law of the land. The complexity of the challenges we face in the current global environment would suggest the obvious benefit of joint analysis - bringing to bear on any given problem the analytic tools of military, diplomatic and development analysts. Instead, efforts to analyze jointly are most often an afterthought, initiated long after a problem has escalated to a level of urgency that negates much of the utility of deliberate planning.
Michael Miklaucic (Commanding Heights: Strategic Lessons from Complex Operations)
Whit resisted the urge to put a fist in his brother’s face for no good reason. “He threatened to kill her.” “And you stole her business out from under her. You punished her for the sins of men—it’s familiar.” It was the plan Devil had implemented before he fell in love with Felicity. “Christ, the things we do to women.” “It’s bollocks,” Whit said. “But how else do I keep her safe?” “You don’t,” Devil said. “Keeping her safe requires locking her up. And if I know one thing—it’s that women don’t care for locks.
Sarah MacLean (Brazen and the Beast (The Bareknuckle Bastards, #2))
As historian A. Roger Ekirch explains in his 2005 book, At Day’s Close, the idea of lighting the streets of Paris back in the 1600s originally came from the police. Streetlights were one of many new patrol tools implemented by Louis XIV’s lieutenant general of police, Gabriel Nicolas de la Reynie. De la Reynie’s plan ordered that lanterns be hung over the streets every sixty feet—with the unintended side effect that Paris soon gained its popular moniker, the City of Light. The world’s most romantic city takes its nickname from a police operation.
Geoff Manaugh (A Burglar's Guide to the City)
What is happening on the inside, is reflected on the outside. If you lack the confidence, you very well may feel pushy in selling your product or service. If you lack a clear plan on exactly how to grow your business, you’re going to play it safe rather than do what it takes. If you feel desperate, your prospect no doubt will feel your push. If you’re unclear about your exact target market, then implementing focused marketing will be nearly impossible because you don’t know where your target market hangs out, their preferences, and even what and where they buy. The more you nurture your inner entrepreneur, the more it affects the outcomes of your business.
Lisa A. Mininni
It was a first step toward making progress in reaching broad agreement on how a W-course would be defined. Incidentally, but importantly, it was also a first step in raising awareness of the implications of the writing-intensive requirement, and in encouraging departmental conversations that would articulate values about writing that the criteria would represent. The draft criteria went out to thirty departments with questions about faculty expectations of entering and graduating students’ writing; existing or planned courses that could be designated as W-courses; resources that departments would need to assist implementation; and an invitation to comment on the draft criteria.
Wendy Strachan (Writing-Intensive: Becoming W-Faculty in a New Writing Curriculum)
There was no escape: The entire Elliott 503 Mark II software project had to be abandoned, and with it, over thirty man-years of programming effort, equivalent to nearly one man’s active working life, and I was responsible, both as designer and as manager, for wasting it. ... How did we recover from the catastrophe? First, we classified our 503 customers into groups, according to the nature and size of the hardware configurations which they had bought ... We assigned to each group of customers a small team of programmers and told the team leader to visit the customers to find out what they wanted; to select the easiest request to fulfill, and to make plans (but no promises) to implement it. In no case would we consider a request for a feature that would take more than three months to implement and deliver. The project leader would then have to convince me that the customers’ request was reasonable, that the design of the new feature was appropriate, and that the plans and schedules for implementation were realistic. Above all, I did not allow anything to be done which I did not myself understand. It worked! The software requested began to be delivered on the promised dates. With an increase in our confidence and that of our customers, we were able to undertake fulfilling slightly more ambitious requests. Within a year we had recovered from the disaster. Within two years, we even had some moderately satisfied customers.
C.A.R. Hoare
But influential business leaders were eager proponents of numbers-driven merit pay for teachers. Ross Perot, for example, pushed Dallas to implement a plan to use test scores alone to evaluate teachers and distribute pay increases. So it was ironic that private industry had, by the 1980s, mostly turned away from efforts to pay white-collar workers according to strict productivity measures, finding that such formal evaluation programs were too expensive and time-consuming to create and implement. Research showed that companies with merit pay schemes did not perform better financially than did organizations without it, nor were their employees happier. Instead, management gurus recommended that workers be judged primarily by the holistic standards of individual supervisors.
Dana Goldstein (The Teacher Wars: A History of America's Most Embattled Profession)
A beautiful game plan. If indeed we lived a life in imitation of his, our witness would be irresistible. If we dared to live beyond our self-concern; if we refused to shrink from being vulnerable; if we took nothing but a compassionate attitude toward the world; if we were a counterculture to our nation’s lunatic lust for pride of place, power, and possessions; if we preferred to be faithful rather than successful, the walls of indifference to Jesus Christ would crumble. A handful of us could be ignored by society; but hundreds, thousands, millions of such servants would overwhelm the world. Christians filled with the authenticity, commitment, and generosity of Jesus would be the most spectacular sign in the history of the human race. The call of Jesus is revolutionary. If we implemented it, we would change the world in a few months.
Brennan Manning (The Signature of Jesus)
Deciding when and where you’re going to do something will dramatically increase the likelihood you’ll follow through. Let’s look at the results from a specific study. Because most psychology research uses students as guinea pigs, this example relates to essay writing. Students who had an essay to complete were divided into two groups. One group was asked to state when and where they would complete their essay. Of this group, 71% completed the essay before the due date. The other group was given the due date but were not asked to state when and where they’d write their essay. Only 32% of this group finished on time. This extremely simple, two-minute intervention transformed the task from one in which most people failed to one in which most people succeeded. To implement this change in your own life whenever you’re planning to take action, identify when and where you’ll act. Make this a habit you do every time.
Alice Boyes (The Anxiety Toolkit: Strategies for Fine-Tuning Your Mind and Moving Past Your Stuck Points)
The Troika sought to undo the steep pay raises civil servants had received in the decade preceding the crisis, and Greek government workers saw their paychecks cut by as much as 35 percent. This was intended not only to reduce the government’s wage bill, but to make the Greek economy more competitive. Since public wage levels have a direct effect on private wages, a reduction in the former would result in a cheaper overall labor force, allowing Greece to export products at more competitive prices, the thinking went. Or as I heard some Greeks put it, the plan was to make wages as low as in China, so that Greeks, too, would one day supplicate for jobs assembling iPads until their fingers went numb. The Troika’s plan certainly seemed to work, as average incomes in Greece fell about one-quarter in the years following the outbreak of the crisis. It was not clear, however, that the Greek government would be able to sustain all the public wage cuts it had been forced to implement.
James Angelos (The Full Catastrophe: Travels Among the New Greek Ruins)
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.
Jim Highsmith (Agile Project Management: Creating Innovative Products (Agile Software Development Series))
If any of them give you trouble,” Ethan said to West as the three of them walked out to the front drive where the family carriage awaited, “use this.” He handed him the Bull Dog pocket revolver. “It’s a double-action model. You only need to cock the hammer once, and it will fire a round with every pull of the trigger.” West regarded the gun dubiously. “If any of those louts give me trouble, I have a shed full of farming implements to use on them. You’ll need this if you’re planning to confront Jenkyn.” “We’ll be armed with something far more powerful than bullets,” Garrett told him. West looked at Ethan with mock alarm. “You’re taking the spoon?” Reluctant amusement tugged at the corner of Ethan’s lips. “No. Dr. Gibson means we’ll be armed with words.” “Words,” West repeated doubtfully, pocketing the revolver. “I’ve always been skeptical when people say ‘The pen is mightier than the sword.’ It’s only true if the pen is glued to the handle of a German steel cutlass.” “The words will be printed in a newspaper,” Garrett said. “We’re going to the Times office.” “Oh. That’s fine, then. The Times is mightier than the pen, the sword, and Her Majesty’s entire Royal Army.
Lisa Kleypas (Hello Stranger (The Ravenels, #4))
I silently assessed our predicament before deciding to implement the only real plan I could come up with. It was a risky plan—a plan that could easily backfire. But it was my only option. I was going to have to scare my mother out of the forest. Normally, I wouldn’t have been able to think of anything frightening enough to breach her grown-up resistance to scary kid stories. But a few nights earlier, she had watched The Texas Chainsaw Massacre while she thought I was asleep. Unfortunately, I wasn’t asleep. I was hiding behind the couch. And I had imprinted everything I’d seen that night. I imagine it would be pretty terrifying to be wandering through the forest at night when, out of nowhere, your eight-year-old child begins describing the plot from the horror film you watched the other night, which, as far as you know, she hadn’t seen. But my mother maintained her composure very well—until a twig snapped, at which point she whirled around shrieking, “WE HAVE A DOG!” As if Murphy’s presence were enough to deter a homicidal psychopath with a chainsaw. It was too much. All the helplessness and frustration that she had been trying so hard to hide from us came rushing to the surface.
Allie Brosh (Hyperbole and a Half)
A convivial society should be designed to allow all its members the most autonomous action by means of tools least controlled by others. People feel joy, as opposed to mere pleasure, to the extent that their activities are creative; while the growth of tools beyond a certain point increases regimentation, dependence, exploitation, and impotence. I use the term "tool" broadly enough to include not only simple hardware such as drills, pots, syringes, brooms, building elements, or motors, and not just large machines like cars or power stations; I also include among tools productive institutions such as factories that produce tangible commodities like corn flakes or electric current, and productive systems for intangible commodities such as those which produce "education," "health," "knowledge," or "decisions." I use this term because it allows me to subsume into one category all rationally designed devices, be they artifacts or rules, codes or operators, and to distinguish all these planned and engineered instrumentalities from other things such as basic food or implements, which in a given culture are not deemed to be subject to rationalization. School curricula or marriage laws are no less purposely shaped social devices than road networks. 5
Ivan Illich
It could be argued that one of democracy’s greatest weaknesses is the ability to reform itself. Reform of democracy must, however, be at the heart of a successful plan to improve economic growth and global prosperity. So far this chapter has detailed how the democratic system inherently contains incentives for policymakers to implement bad policy choices that undermine long-term economic success. Nevertheless, as we seek solutions to remedy democracy’s failings, we should acknowledge that politicians in a liberal democracy need not be malicious or even inept to fall prey to short-term thinking. They are wholly rational actors—responding to voters, succumbing to media pressure, and battling to stay in office, even if it means they do so at the expense of the economy’s longer-term success. When democracy works, it delivers economic growth and fundamental freedoms in a way that no other system can. And when it fails, it is rarely, if ever, replaced by a system that can do a better job of delivering for its population. Therefore, creating growth requires that we preserve democratic capitalism’s core strengths—freedom, efficient markets, transparency, and correctly constructed incentives—and reform its weaknesses. Something must be done to remedy the political class’s severe case of myopia, correcting the mismatch between long-term economic challenges and election cycles, safeguarding independent economic choices from political pressures, and eliminating dysfunction and gridlock.
Dambisa Moyo (Edge of Chaos: Why Democracy Is Failing to Deliver Economic Growth—and How to Fix It)
In January 2004 President George W. Bush put NASA in high gear, heading back to the moon with a space vision that was to have set in motion future exploration of Mars and other destinations. The Bush space policy focused on U.S. astronauts first returning to the moon as early as 2015 and no later than 2020. Portraying the moon as home to abundant resources, President Bush did underscore the availability of raw materials that might be harvested and processed into rocket fuel or breathable air. “We can use our time on the moon to develop and test new approaches and technologies and systems that will allow us to function in other, more challenging, environments. The moon is a logical step toward further progress and achievement,” he remarked in rolling out his space policy. To fulfill the Bush space agenda required expensive new rockets—the Ares I launcher and the large, unfunded Ares V booster—plus a new lunar module, all elements of the so-called Constellation Program. The Bush plan forced retirement of the space shuttle in 2010 to pay for the return to the moon, but there were other ramifications as well. Putting the shuttle out to pasture created a large human spaceflight gap in reaching the International Space Station. The price tag for building the station is roughly $100 billion, and without the space shuttle, there’s no way to reach it without Russian assistance. In the end, the stars of the Constellation Program were out of financial alignment. It was an impossible policy to implement given limited NASA money.
Buzz Aldrin (Mission to Mars: My Vision for Space Exploration)
Weekly Check-Ins Instead of focusing on your anxiety all the time, try scheduling a weekly check-in session with yourself. Clients who have been coming to sessions weekly often just put that same day and time aside. Instead of meeting with me, they meet with themselves. You can do the same. Pick a time and place that will work for you to do your weekly check-in. Start a notebook (or use the note-taking app on your phone) in which you can record things you might want to address during your weekly check-in. When it comes time for your check-in, use the list as your agenda. If you have lots of issues that come up during the week and end up with a long agenda, just pick the one or two that seem most important to work through. This process will allow you to take some time to focus on any anxiety-driven issues that occurred during the week that you didn’t get a chance to deal with as they happened or where you tried something but it didn’t seem to do the trick. Remember to include behavioral traps, like overworking or avoidance coping, if these have occurred during the week. For each issue, go back to what seems like the most relevant chapter and try a solution from that chapter. For example, if you noticed yourself ruminating about a problem but didn’t take problem-solving action (meaning you didn’t move from thinking about the problem to taking a behavioral action), you might try defining your problem, generating a list of your best three to six options for moving forward with that problem, picking one option, and planning when and where you’re going to implement that solution.
Alice Boyes (The Anxiety Toolkit: Strategies for Fine-Tuning Your Mind and Moving Past Your Stuck Points)
Westerners, not just Lincoln Steffens. It took in the Central Intelligence Agency of the United States. It even took in the Soviet Union’s own leaders, such as Nikita Khrushchev, who famously boasted in a speech to Western diplomats in 1956 that “we will bury you [the West].” As late as 1977, a leading academic textbook by an English economist argued that Soviet-style economies were superior to capitalist ones in terms of economic growth, providing full employment and price stability and even in producing people with altruistic motivation. Poor old Western capitalism did better only at providing political freedom. Indeed, the most widely used university textbook in economics, written by Nobel Prize–winner Paul Samuelson, repeatedly predicted the coming economic dominance of the Soviet Union. In the 1961 edition, Samuelson predicted that Soviet national income would overtake that of the United States possibly by 1984, but probably by 1997. In the 1980 edition there was little change in the analysis, though the two dates were delayed to 2002 and 2012. Though the policies of Stalin and subsequent Soviet leaders could produce rapid economic growth, they could not do so in a sustained way. By the 1970s, economic growth had all but stopped. The most important lesson is that extractive institutions cannot generate sustained technological change for two reasons: the lack of economic incentives and resistance by the elites. In addition, once all the very inefficiently used resources had been reallocated to industry, there were few economic gains to be had by fiat. Then the Soviet system hit a roadblock, with lack of innovation and poor economic incentives preventing any further progress. The only area in which the Soviets did manage to sustain some innovation was through enormous efforts in military and aerospace technology. As a result they managed to put the first dog, Leika, and the first man, Yuri Gagarin, in space. They also left the world the AK-47 as one of their legacies. Gosplan was the supposedly all-powerful planning agency in charge of the central planning of the Soviet economy. One of the benefits of the sequence of five-year plans written and administered by Gosplan was supposed to have been the long time horizon necessary for rational investment and innovation. In reality, what got implemented in Soviet industry had little to do with the five-year plans, which were frequently revised and rewritten or simply ignored. The development of industry took place on the basis of commands by Stalin and the Politburo, who changed their minds frequently and often completely revised their previous decisions. All plans were labeled “draft” or “preliminary.” Only one copy of a plan labeled “final”—that for light industry in 1939—has ever come to light. Stalin himself said in 1937 that “only bureaucrats can think that planning work ends with the creation of the plan. The creation of the plan is just the beginning. The real direction of the plan develops only after the putting together of the plan.” Stalin wanted to maximize his discretion to reward people or groups who were politically loyal, and punish those who were not. As for Gosplan, its main role was to provide Stalin with information so he could better monitor his friends and enemies. It actually tried to avoid making decisions. If you made a decision that turned
Daron Acemoğlu (Why Nations Fail: The Origins of Power, Prosperity and Poverty)
A confidential report delivered in June 1965 by Abel Aganbegyan, director of the Novobirsk Institute of Economics, highlighted the difficulties. Aganbegyan noted that the growth rate of the Soviet economy was beginning to decline, just as the rival US economy seemed particularly buoyant; at the same time, some sectors of the Soviet economy - housing, agriculture, services, retail trade - remained very backward, and were failing to develop at an adequate rate. The root causes of this poor performance he saw in the enormous commitment of resources to defense (in human terms, 30-40 million people out of a working population of 100 million, he reckoned), and the 'extreme centralism and lack of democracy in economic matters' which had survived from the past. In a complex modern society, he argued, not everything could be planned, since it was impossible to foresee all possible contingencies and their potential effects. So the plan amounted to central command, and even that could not be properly implemented for lack of information and of modern data-processing equipment. 'The Central Statistical Administration ... does not have a single computer, and is not planning to acquire any,' he commented acidly. Economic administration was also impeded by excessive secrecy: 'We obtain many figures... from American journals sooner than they are released by the Central Statistical Administration.' Hence the economy suffered from inbuilt distortions: the hoarding of goods and labour to provide for unforeseen contingencies, the production of shoddy goods to fulfill planning targets expressed in crude quantitative terms, the accumulation of unused money by a public reluctant to buy substandard products, with resultant inflation and a flourishing black market.
Geoffrey Hosking (The First Socialist Society: A History of the Soviet Union from Within)
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He is thinking if there is any way by which he can explain just how and what it is he suffers. He is wondering if there is anyone in the whole wide world with a heart big enough to comprehend what it is he wants to tell. There are so many little things to say first, and will anyone have the patience to listen to the end? Suffering is no one thing: it is composed of invisible atoms infinite in number, each one a universe in the great macrocosm of pain. He could begin anywhere, with anything, with a silly word even, a word such as flapdoodle, and he could erect a cathedral of staggering dimensions which would not occupy so much as a pocket in the crevice of the tiniest atom. To say nothing of the surrounding terrain, of the circumambient aura, of things like coast lines, volcanic craters, fathomless lagoons, pearl studs and tons of chicken feathers. The musician has an instrument to work with, the surgeon has his implements, the architect his plans, the general his pawns, the idiot his idiocy, but the one who is suffering has everything in the universe except relief. He can run out to the periphery a trillion times but the circle never straightens out. He knows every diameter but no egress. Every exit is closed, whether it be an inch away or a billion light years distant. You crash a gate made of arms and legs only to get a butt blow behind the ear. You pick up and run on bloody, sawed-off stumps, only to fall into an endless ravine. You sit in the very center of emptiness, whimpering inaudibly, and the stars blink at you. You fall into a coma, and just when you think you've found your way back to the womb they come after you with pick and shovel, with acetylene torches. Even if you found the place of death they would find a way to blow you out of it. You know time in all its curves and infidelities. You have lived longer than it takes to grow all the countless separate parts of a thousand new universes. You have watched them grow and fall apart again. And you are still intact, like a piece of music which goes on being played forever. The instruments wear out, and the players too, but the notes are eternal, and you are made of nothing but invisible notes which even the faintest zephyr can shake a tune out of.
Henry Miller (The Air-Conditioned Nightmare)
In my generation we did a lot of pleasure chasing—we, the generation responsible for today’s twenty-year-olds and thirty-year-olds and forty-year-olds. Before they came into our lives, we were on a pleasure binge, and the need for immediate gratification passed through us to our children. When I got out of the Army in 1944, the guys who were being discharged with me were mostly between the ages of eighteen and thirty. We came home to a country that was in great shape in terms of industrial capacity. As the victors, we decided to spread the good fortune around, and we did all kinds of wonderful things—but it wasn’t out of selfless idealism, let me assure you. Take the Marshall Plan, which we implemented at that time. It rebuilt Europe, yes, but it also enabled those war ruined countries to buy from us. The incredible, explosive economic prosperity that resulted just went wild. It was during that period that the pleasure principle started feeding on itself. One generation later it was the sixties, and those twenty-eight-year-old guys from World War II were forty-eight. They had kids twenty years old, kids who had been so indulged for two decades that it caused a huge, first-time-in-history distortion in the curve of values. And, boy, did that curve bend and bend and bend. These postwar parents thought they were in nirvana if they had a color TV and two cars and could buy a Winnebago and a house on the lake. But the children they had raised on that pleasure principle of material goods were by then bored to death. They had overdosed on all that stuff. So that was the generation who decided, “Hey, guess where the real action is? Forget the Winnebago. Give me sex, drugs, and rock ‘n’ roll.” Incredible mind-blowing experiences, head-banging, screw-your-brains-out experiences in service to immediate and transitory pleasures. But the one kind of gratification is simply an outgrowth of the other, a more extreme form of the same hedonism, the same need to indulge and consume. Some of those same sixties kids are now themselves forty-eight. Whatever genuine idealism they carried through those love-in days got swept up in the great yuppie gold rush of the eighties and the stock market nirvana of the nineties—and I’m afraid we are still miles away from the higher ground we seek.
Sidney Poitier (The Measure of a Man: A Spiritual Autobiography)
Growth was so rapid that it took in generations of Westerners, not just Lincoln Steffens. It took in the Central Intelligence Agency of the United States. It even took in the Soviet Union’s own leaders, such as Nikita Khrushchev, who famously boasted in a speech to Western diplomats in 1956 that “we will bury you [the West].” As late as 1977, a leading academic textbook by an English economist argued that Soviet-style economies were superior to capitalist ones in terms of economic growth, providing full employment and price stability and even in producing people with altruistic motivation. Poor old Western capitalism did better only at providing political freedom. Indeed, the most widely used university textbook in economics, written by Nobel Prize–winner Paul Samuelson, repeatedly predicted the coming economic dominance of the Soviet Union. In the 1961 edition, Samuelson predicted that Soviet national income would overtake that of the United States possibly by 1984, but probably by 1997. In the 1980 edition there was little change in the analysis, though the two dates were delayed to 2002 and 2012. Though the policies of Stalin and subsequent Soviet leaders could produce rapid economic growth, they could not do so in a sustained way. By the 1970s, economic growth had all but stopped. The most important lesson is that extractive institutions cannot generate sustained technological change for two reasons: the lack of economic incentives and resistance by the elites. In addition, once all the very inefficiently used resources had been reallocated to industry, there were few economic gains to be had by fiat. Then the Soviet system hit a roadblock, with lack of innovation and poor economic incentives preventing any further progress. The only area in which the Soviets did manage to sustain some innovation was through enormous efforts in military and aerospace technology. As a result they managed to put the first dog, Leika, and the first man, Yuri Gagarin, in space. They also left the world the AK-47 as one of their legacies. Gosplan was the supposedly all-powerful planning agency in charge of the central planning of the Soviet economy. One of the benefits of the sequence of five-year plans written and administered by Gosplan was supposed to have been the long time horizon necessary for rational investment and innovation. In reality, what got implemented in Soviet industry had little to do with the five-year plans, which were frequently revised and rewritten or simply ignored. The development of industry took place on the basis of commands by Stalin and the Politburo, who changed their minds frequently and often completely revised their previous decisions. All plans were labeled “draft” or “preliminary.” Only one copy of a plan labeled “final”—that for light industry in 1939—has ever come to light. Stalin himself said in 1937 that “only bureaucrats can think that planning work ends with the creation of the plan. The creation of the plan is just the beginning. The real direction of the plan develops only after the putting together of the plan.” Stalin wanted to maximize his discretion to reward people or groups who were politically loyal, and punish those who were not. As for Gosplan, its main role was to provide Stalin with information so he could better monitor his friends and enemies. It actually tried to avoid making decisions. If you made a decision that turned out badly, you might get shot. Better to avoid all responsibility. An example of what could happen
Daron Acemoğlu (Why Nations Fail: The Origins of Power, Prosperity and Poverty)
Indian Express (Indian Express) - Clip This Article at Location 721 | Added on Sunday, 30 November 2014 20:28:42 Fifth column: Hope and audacity Ministers, high officials, clerks and peons now report for duty on time and are no longer to be seen taking long lunch breaks to soak in winter sunshine in Delhi’s parks. Reform is needed not just in economic matters but in every area of governance. Does the Prime Minister know how hard it is to get a passport? Tavleen Singh | 807 words At the end of six months of the Modi sarkar are we seeing signs that it is confusing efficiency with reform? I ask the question because so far there is no sign of real reform in any area of governance. And, because some of Narendra Modi’s most ardent supporters are now beginning to get worried. Last week I met a man who dedicated a whole year to helping Modi become Prime Minister and he seemed despondent. When I asked how he thought the government was doing, he said he would answer in the words of the management guru Peter Drucker, “There is nothing quite so useless as doing with great efficiency something that should not be done at all.” We can certainly not fault this government on efficiency. Ministers, high officials, clerks and peons now report for duty on time and are no longer to be seen taking long lunch breaks to soak in winter sunshine in Delhi’s parks. The Prime Minister’s Office hums with more noise and activity than we have seen in a decade but, despite this, there are no signs of the policy changes that are vital if we are to see real reform. The Planning Commission has been abolished but there are many, many other leftovers from socialist times that must go. Do we need a Ministry of Information & Broadcasting in an age when the Internet has made propaganda futile? Do we need a meddlesome University Grants Commission? Do we need the government to continue wasting our money on a hopeless airline and badly run hotels? We do not. What we do need is for the government to make policies that will convince investors that India is a safe bet once more. We do not need a new government that simply implements more efficiently bad policies that it inherited from the last government. It was because of those policies that investors fled and the economy stopped growing. Unless this changes through better policies, the jobs that the Prime Minister promises young people at election rallies will not come. So far signals are so mixed that investors continue to shy away. The Finance Minister promises to end tax terrorism but in the next breath orders tax inspectors to go forth in search of black money. Vodafone has been given temporary relief by the courts but the retroactive tax remains valid. And, although we hear that the government has grandiose plans to improve the decrepit transport systems, power stations and ports it inherited, it continues to refuse to pay those who have to build them. The infrastructure industry is owed more than Rs 1.5 lakh continued... crore in government dues and this has crippled major companies. No amount of efficiency in announcing new projects will make a difference unless old dues are cleared. Reform is needed not just in economic matters but in every area of governance. Does the Prime Minister know how hard it is to get a passport? Does he know that a police check is required even if you just want to get a few pages added to your passport? Does he know how hard it is to do routine things like registering property? Does he know that no amount of efficiency will improve healthcare services that are broken? No amount of efficiency will improve educational services that have long been in terminal decline because of bad policies and interfering officials. At the same time, the licence raj that strangles private investment in schools and colleges remains in place. Modi’s popularity with ordinary people has increased since he became Prime Minister, as we saw from his rallies in Kashmir last week, but it will not la
Anonymous
Strategic Planning Today: A Six-Step Process  The strategic planning process offers incredible benefits if we pursue it correctly. The following six steps constitute one version of the process: mission, objective, situation analysis, strategy formulation, strategy implementation, and control.  The first step in the process is to define your mission; as we saw at the beginning of this lecture, this is the core that guides you. Your mission is what you look to in setting your objectives.  The objectives established in the second step are chosen based on some notion of wanting to fulfill your mission. They should be clear, concise, achievable, and in some sense, measurable.  The third step, the environmental scan, is pivotal for most firms, and it is the most involved. Look at both the external and internal environments in which your firm functions. On a personal level, evaluate the external factors that impinge on you with respect to your objectives.  The fourth step is the actual formulation of strategy. Decide what you will actually do to get from where you are to where you want to be. Allocate resources and connect your management decisions with the people who will implement the plan.  The fifth step is implementation of strategy, and here is where many companies fail because they do not follow the military dictum to “supervise and refine.” This means not to simply issue orders and assume that they’ll be carried out.  The sixth step, control, involves developing a control mechanism to evaluate whether or not the plan is working. When the control or monitoring system tells you that something is amiss in your strategy, you can then circle back to your environmental scan to discover whether the relevant environmental factors have changed.
Anonymous
This city-and-corporate-led “pro-arts” agenda runs the risk of not only driving out present art-making residents out via a combination of gate-keeping and escalating living costs (including but not limited to rent), it also prevents people who co-habitated with or preceded underground artists – frequently communities of color and poor/working class people overall – from returning. Even leading up to periods of economic decline (which frequently include an influx of artists, due to the increase in more affordable housing), the potential of keeping people out when the gentrification cycle eventually reverses, and housing becomes affordable again – typically when middle-class and up whites leave the city, developers abandon future projects, and things start to decay – is real. In other words, the pro-arts agenda provides the convergence of moneyed, powerful interests that drive gentrification with an additional cultural and economic weapon against keeping undesirables out, if they so choose, by labeling them as “the bad sort of creatives” or otherwise less-than, while keeping the semblance of being pro-artist intact, to be utilized as needed. This utilization may include implementation during periods of decline, depending on the plans, interests and future needs of capital, in a local/global context. – The solution to this is for communities to organize for the sorts of transformative conditions that allow people the practical and life-altering means to make all kinds of art, not for artists to be played by corporate arts entities that collude with downtown interests – while collectively resisting gentrification as soon as it starts to happen. The Right To The City is real. We are not your puppets!
Anonymous
In order to leverage the power of cloud computing across the Federal Government’s IT portfolio, the Administration established a “Cloud First” policy in the 25 Point Implementation Plan to Reform Federal Information Technology published in December of 20102. Under this policy, Federal agencies are required to “default to cloud-based solutions whenever a secure, reliable, cost-effective cloud option exists.
Anonymous
The president and his subordinates have engaged in diplomatic negotiations that facilitate Iran’s pursuit of nuclear weapons despite his oft-repeated public pledge that the United States, under his leadership, would prevent Iran from acquiring nuclear weapons. Furthermore, he and his administration have concealed from the American people an agreement with the Iranian government—a longtime, avowed enemy of the American people—about how a “Plan of Action” enabling Iran to enrich uranium will be implemented.
Andrew McCarthy (Faithless Execution: Building the Political Case for Obama’s Impeachment)
Manage Your Team’s Collective Time Time management is a group endeavor. The payoff goes far beyond morale and retention. ILLUSTRATION: JAMES JOYCE by Leslie Perlow | 1461 words Most professionals approach time management the wrong way. People who fall behind at work are seen to be personally failing—just as people who give up on diet or exercise plans are seen to be lacking self-control or discipline. In response, countless time management experts focus on individual habits, much as self-help coaches do. They offer advice about such things as keeping better to-do lists, not checking e-mail incessantly, and not procrastinating. Of course, we could all do a better job managing our time. But in the modern workplace, with its emphasis on connectivity and collaboration, the real problem is not how individuals manage their own time. It’s how we manage our collective time—how we work together to get the job done. Here is where the true opportunity for productivity gains lies. Nearly a decade ago I began working with a team at the Boston Consulting Group to implement what may sound like a modest innovation: persuading each member to designate and spend one weeknight out of the office and completely unplugged from work. The intervention was aimed at improving quality of life in an industry that’s notorious for long hours and a 24/7 culture. The early returns were positive; the initiative was expanded to four teams of consultants, and then to 10. The results, which I described in a 2009 HBR article, “Making Time Off Predictable—and Required,” and in a 2012 book, Sleeping with Your Smartphone , were profound. Consultants on teams with mandatory time off had higher job satisfaction and a better work/life balance, and they felt they were learning more on the job. It’s no surprise, then, that BCG has continued to expand the program: As of this spring, it has been implemented on thousands of teams in 77 offices in 40 countries. During the five years since I first reported on this work, I have introduced similar time-based interventions at a range of companies—and I have come to appreciate the true power of those interventions. They put the ownership of how a team works into the hands of team members, who are empowered and incentivized to optimize their collective time. As a result, teams collaborate better. They streamline their work. They meet deadlines. They are more productive and efficient. Teams that set a goal of structured time off—and, crucially, meet regularly to discuss how they’ll work together to ensure that every member takes it—have more open dialogue, engage in more experimentation and innovation, and ultimately function better. CREATING “ENHANCED PRODUCTIVITY” DAYS One of the insights driving this work is the realization that many teams stick to tried-and-true processes that, although familiar, are often inefficient. Even companies that create innovative products rarely innovate when it comes to process. This realization came to the fore when I studied three teams of software engineers working for the same company in different cultural contexts. The teams had the same assignments and produced the same amount of work, but they used very different methods. One, in Shenzen, had a hub-and-spokes org chart—a project manager maintained control and assigned the work. Another, in Bangalore, was self-managed and specialized, and it assigned work according to technical expertise. The third, in Budapest, had the strongest sense of being a team; its members were the most versatile and interchangeable. Although, as noted, the end products were the same, the teams’ varying approaches yielded different results. For example, the hub-and-spokes team worked fewer hours than the others, while the most versatile team had much greater flexibility and control over its schedule. The teams were completely unaware that their counterparts elsewhere in the world were managing their work differently. My research provide
Anonymous
Leadership begins inside of you. Leadership is about you, the people you influence and a belief that you can make a difference and have an impact. Leadership starts with a condition of the heart – the desire and passion to make a difference before it moves to the brain to implement a plan to make a difference. It is an inside-out process and is shaped by your values, character, choices, opportunities, experiences and your worldview
Thomas Narofsky (F(X) Leadership Unleashed!)
Phase Activities Action Establish relationships and common agenda between all stakeholders Collaboratively scope issues and information Agree on time-frame Reflection On research design, ethics, power relations, knowledge construction process, representation and accountability Action Build relationships Identify roles, responsibilities and ethics procedures Establish a Memorandum of Understanding Collaboratively design research process and tools Discuss and identify desired action outcomes Reflection On research questions, design, working relationships and information requirements Action Work together to implement research process and undertake data collection Enable participation of others Collaboratively analyse information generated Begin planning action together Reflection On research process Evaluate participation and representation of others Assess need for further research and/or various action options Action Plan research-informed action which may include feedback to participants and influential other Reflection Evaluate action and process as a whole Action Identify options for further participatory research and action with or without academic researchers Figure 2.1 Key stages in a typical PAR process
Sara Kindon (Participatory Action Research Approaches and Methods: Connecting People, Participation and Place (Routledge Studies in Human Geography))
DECISION MAKING As we saw in chapter 6, participating in the markets is about decision making. You must decide the conditions under which you will enter the market before developing a plan to implement the decision. Obviously, if you decide not to enter the market there is no need for a plan. Broadly speaking, the decision-making process is as follows: (1) Decide what type of participant you’re going to be, (2) select a method of analysis, (3) develop rules, (4) establish controls, and (5) formulate a plan.
Jim Paul (What I Learned Losing A Million Dollars)
Researchers have even found that voter turnout increases when people are forced to create implementation intentions by answering questions like: “What route are you taking to the polling station? At what time are you planning to go? What bus will get you there?” Other successful government programs have prompted citizens to make a clear plan to send taxes in on time or provided directions on when and where to pay late traffic bills.
James Clear (Atomic Habits: An Easy & Proven Way to Build Good Habits & Break Bad Ones)
This vacation has reminded her how much she loves to read. The father announces that when they get back he will start going to the gym in the morning before work like he used to, no excuses. They are energized. Excited, even, to be off this island and back home, where their plans can be implemented, this energy put to use. The vacation has served its purpose—it has made them eager to be home.
Alexis Schaitkin (Saint X)
No plan survives first contact with implementation.
Andy Weir (The Martian)
Changes in priorities should drive changes in projects, not the other way around. In reality, often project ideas are allowed to trump strategy, and the opinions of a single, powerful executive trump the logic of the strategic plan.
Peter A. High (Implementing World Class IT Strategy: How IT Can Drive Organizational Innovation)
The KCC is planning to establish data wholesale price calculation standards by June 2011 to support the implementation of the
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If your needs are not attainable through safe instruments, the solution is not to increase the rate of return by upping the level of risk. Instead, goals may be revised, savings increased, or income boosted through added years of work. . . . Somebody has to care about the consequences if uncertainty is to be understood as risk. . . . As we’ve seen, the chances of loss do decline over time, but this hardly means that the odds are zero, or negligible, just because the horizon is long. . . . In fact, even though the odds of loss do fall over long periods, the size of potential losses gets larger, not smaller, over time. . . . The message to emerge from all this hype has been inescapable: In the long run, the stock market can only go up. Its ascent is inexorable and predictable. Long-term stock returns are seen as near certain while risks appear minimal, and only temporary. And the messaging has been effective: The familiar market propositions come across as bedrock fact. For the most part, the public views them as scientific truth, although this is hardly the case. It may surprise you, but all this confidence is rather new. Prevailing attitudes and behavior before the early 1980s were different. Fewer people owned stocks then, and the general popular attitude to buying stocks was wariness, not ebullience or complacency. . . . Unfortunately, the American public’s embrace of stocks is not at all related to the spread of sound knowledge. It’s useful to consider how the transition actually evolved—because the real story resists a triumphalist interpretation. . . . Excessive optimism helps explain the popularity of the stocks-for-the-long-run doctrine. The pseudo-factual statement that stocks always succeed in the long run provides an overconfident investor with more grist for the optimistic mill. . . . Speaking with the editors of Forbes.com in 2002, Kahneman explained: “When you are making a decision whether or not to go for something,” he said, “my guess is that knowing the odds won’t hurt you, if you’re brave. But when you are executing, not to be asking yourself at every moment in time whether you will succeed or not is certainly a good thing. . . . In many cases, what looks like risk-taking is not courage at all, it’s just unrealistic optimism. Courage is willingness to take the risk once you know the odds. Optimistic overconfidence means you are taking the risk because you don’t know the odds. It’s a big difference.” Optimism can be a great motivator. It helps especially when it comes to implementing plans. Although optimism is healthy, however, it’s not always appropriate. You would not want rose-colored glasses in a financial advisor, for instance. . . . Over the long haul, the more you are exposed to danger, the more likely it is to catch up with you. The odds don’t exactly add, but they do accumulate. . . . Yet, overriding this instinctive understanding, the prevailing investment dogma has argued just the reverse. The creed that stocks grow steadily safer over time has managed to trump our common-sense assumption by appealing to a different set of homespun precepts. Chief among these is a flawed surmise that, with the passage of time, downward fluctuations are balanced out by compensatory upward swings. Many people believe that each step backward will be offset by more than one step forward. The assumption is that you can own all the upside and none of the downside just by sticking around. . . . If you find yourself rejecting safe investments because they are not profitable enough, you are asking the wrong questions. If you spurn insurance simply because the premiums put a crimp in your returns, you may be destined for disappointment—and possibly loss.
Zvi Bodie
○Comprehensive management of and support for the Commission's regulatory activities, performance management and trend analysis ○ICT planning for the Commission and the implementation and operation of information systems
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After I implement my new policies in class, I will do the same for peer evaluations. For years, I've been giving my colleagues high (and variable) marks on their teaching, research, and service ratings. But, from now on, I plan to give everyone a five (the scale ranges from one to nine) regardless of what kind of a year they had.
Mike Adams (Feminists Say the Darndest Things: A Politically Incorrect Professor Confronts "Womyn" on Campus)
One of the worst disconnects of a business software development effort is seen in the gap between domain experts and software developers. Generally speaking, true domain experts are focused on delivering business value. On the other hand, software developers are typically drawn to technology and technical solutions to business problems. It’s not that software developers have wrong motivations; it’s just what tends to grab their attention. Even when software developers engage with domain experts, the collaboration is largely at a surface level, and the software that gets developed often results in a translation/mapping between how the business thinks and operates and how the software developer interprets that. The resulting software generally does not reflect a recognizable realization of the mental model of the domain experts, or perhaps it does so only partially. Over time this disconnect becomes costly. The translation of domain knowledge into software is lost as developers transition to other projects or leave the company. A different, yet related problem is when one or more domain experts do not agree with each other. This tends to happen because each expert has more or less experience in the specific domain being modeled, or they are simply experts in related but different areas. It’s also common for multiple “domain experts” to have no expertise in a given domain, where they are more of a business analyst, yet they are expected to bring insightful direction to discussions. When this situation goes unchecked, it results in blurred rather than crisp mental models, which lead to conflicting software models. Worse still is when the technical approach to software development actually wrongly changes the way the business functions. While a different scenario, it is well known that enterprise resource planning (ERP) software will often change the overall business operations of an organization to fit the way the ERP functions. The total cost of owning the ERP cannot be fully calculated in terms of license and maintenance fees. The reorganization and disruption to the business can be far more costly than either of those two tangible factors. A similar dynamic is at play as your software development teams interpret what the business needs into what the newly developed software actually does. This can be both costly and disruptive to the business, its customers, and its partners. Furthermore, this technical interpretation is both unnecessary and avoidable with the use of proven software development techniques. The solution is a key investment.
Vaughn Vernon (Implementing Domain-Driven Design)
Imagine that we are a year into the future. We implemented the plan as it now exists. The outcome was a disaster. Please take 5 to 10 minutes to write a brief history of that disaster.
Daniel Kahneman (Thinking, Fast and Slow)
Our data-management services can be the beginning of an effective planning and implementation of a strong data-management system for your business. amddatawiz.com
Data Management Consulting
Microsoft azure course focuses to cover a scope of parts, including Azure Compute, Azure Storage, and system benefits that clients can profit by while sending half breed arrangements. The preparation gives the learning to the members which thusly is basic to plan Hybrid arrangements appropriately. It likewise incorporates various showings and labs that empower understudies to create hands-on abilities that are essential for fruitful usage of such arrangements. Implementing microsoft azure infrastructure solutions.
microtek
In 1997, at a meeting of the Group of Seven (Canada, France, Germany, Italy, the United Kingdom, and the United States—Russia was a guest), the Shelter Implementation Plan (SIP) was accepted. This plan defined a number of the actions needed for Shelter’s transformation to an ecologically safe state. That same year in New York, the conference of the donor countries that created the Chernobyl Fund—Ukrytiye—took place. Management of the fund was entrusted to the European Bank for Reconstruction and Development (EBRD). The term for completing the SIP was determined to be eight to nine years. The cost of all the work was estimated at $758 million.
Alexander Borovoi (My Chernobyl: The Human Story of a Scientist and the nuclear power Plant Catastrophe)
Me Time” Any expert will tell you, the best thing a mom can do to be a better mom is to carve out a little time for herself. Here are some great “me time” activities you can do. Go to the bathroom a lot. Offer to empty the dishwasher. Take ninety-minute showers. (If you only shower every three or four days, it will be easier to get away with this.) Say you’re going to look for the diaper crème, then go into your child’s room and just stand there until your spouse comes in and curtly says, “What are you doing?” Stand over the sink and eat the rest of your child’s dinner while he or she pulls at your pant leg asking for it back. Try to establish that you’re the only one in your family allowed to go to the post office. “Sleep when your baby sleeps.” Everyone knows this classic tip, but I say why stop there? Scream when your baby screams. Take Benadryl when your baby takes Benadryl. And walk around pantless when your baby walks around pantless. Read! When your baby is finally down for the night, pick up a juicy book like Eat, Pray, Love or Pride and Prejudice or my personal favorite, Understanding Sleep Disorders: Narcolepsy and Apnea; A Clinical Study. Taking some time to read each night really taught me how to feign narcolepsy when my husband asked me what my “plan” was for taking down the Christmas tree. Just implementing four or five of these little techniques will prove restorative and give you the energy you need to not drink until nighttime.
Tina Fey (Bossypants)
Our Legal IT Services have been successfully assisting firms for decades in selecting, implementing and optimizing document management, case and content management, litigation support and accounting and practice management solutions. We can assist in building security plans for review, addressing attestation strategy, breach response plans, security policies, disaster recovery plans, penetration testing, and various auditory compliance tests.
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[Hitler wasn't] the first one to claim that God was on [his] side. But claiming it and keeping with His character are two different things. Jesus walked with the weak of this world--the sick, the lame, the blind. [Hitler] called them weaklings, the refuse of society, and said they had to be done away with. [God] talked of humility; [Hitler] talked of pride. [God] talked of submission; [Hitler] talked of conquering. [God] talked of love; [Hitler] talked of hate. [God] even allowed those who opposed Him to speak; [Hitler] silenced even those who just wanted to ask questions. [God] allowed those who despised Him the freedom to make their choice. For [Hitler], the only freedom possible was to implement [his] plan for world domination.
Ravi Zacharias (The Lamb and the Fuhrer: Jesus Talks with Hitler (Great Conversations))
Interviews Perfect for: Bringing desire for your call to action. Share a video interview with a subscriber / customer / client who got results by implementing your strategy or tip.
Meera Kothand (The One Hour Content Plan: The Solopreneur’s Guide to a Year’s Worth of Blog Post Ideas in 60 Minutes and Creating Content That Hooks and Sells)
Your content has to attract, delight and convert your readers. Add these three elements to the implementation of your content plan, and you’ll have a fully functioning blog content strategy.
Meera Kothand (The One Hour Content Plan: The Solopreneur’s Guide to a Year’s Worth of Blog Post Ideas in 60 Minutes and Creating Content That Hooks and Sells)
The single biggest reason organizational changes fail is because no one has thought about endings or planned to manage their impact on people. Naturally concerned about the future, planners and implementers all too often forget that people have to let go of the present first. They forget that while the first task of change management is to understand the desired outcome and how to get there, the first task of transition management is to convince people to leave home.
William Bridges (Managing Transitions: Making the Most of Change)
Stephen Covey’s Seven Habits of Highly Effective People so you can more effectively implement his Seven Habits in your everyday life. First, be clear about what it is you’re trying to remember. Here are the Seven Habits, with brief descriptions in case you’re unfamiliar with the book: Habit 1: Be proactive. Take responsibility, and don’t wait for problems to happen before taking action. Habit 2: Begin with the end in mind. Envision your future so you can create a plan and work toward your goal. Habit 3: Put first things first. Prioritize the things that are important (have long-term impacts) but not urgent. Habit 4: Think win/win. Strive for mutually beneficial solutions. Habit 5: Seek first to understand, then to be understood. Listen empathetically to promote positive problem solving. Habit 6: Synergize. Teamwork will allow you to achieve goals you couldn’t have achieved alone. Habit 7: Sharpen the saw. Foster good habits by balancing your resources, energy, and health to achieve a sustainable lifestyle.
Kevin Horsley (Unlimited Memory: How to Use Advanced Learning Strategies to Learn Faster, Remember More and be More Productive (Mental Mastery Book 1))
However, the 1-Page Marketing Plan is an implementation breakthrough. It’s designed to dramatically simplify the understanding of direct response marketing and speed up its implementation in your business. Remember, it’s all about implementation.
Allan Dib (The 1-Page Marketing Plan: Get New Customers, Make More Money, And Stand out From The Crowd)
Make marketing a daily process. Create your own 1-Page Marketing Plan and most importantly implement the plan. Spend time daily doing business and building value.
Allan Dib (The 1-Page Marketing Plan: Get New Customers, Make More Money, And Stand out From The Crowd)
The Sarcophagus was never intended as a permanent solution. Rather, the concern at the time was to erect a structure to confine the radioactive release as rapidly as possible. As a consequence, it only had an estimated life of around 20 years - a time frame long since expired. In 1997, a Shelter Implementation Plan funded by 46 countries and organisations for a replacement - dubbed the New Safe Confinement (NSC) - was set in motion, with an estimated cost of €2 billion.
Andrew Leatherbarrow (Chernobyl 01:23:40: The Incredible True Story of the World's Worst Nuclear Disaster)
From 1939 onwards, Ku’damm 140 was the headquarters of the office of the Reich Commissioner for the Consolidation of the German Nation, one of the twelve principle administration offices of the SS. Here, between 1941 and 1942, Generalplan Ost was devised. It proposed resettling five million Germans into the annexed areas of Poland and the western Soviet Union. The indigenous Slav and Jewish populations of these regions were to be subjugated, driven out or imprisoned. The plan was most fully implemented in Lublin, Poland in 1942. In order to Germanise the district, 100,000 people, including 10,000 children, were driven out of 300 Polish villages and murdered in concentration camps.
Brendan Nash (A Walk Along The Ku'damm: Playground and Battlefield of Weimar Berlin)
During the war with Russia, the Jewish community of Poland was threatened with a particularly virulent strain of Polish anti-Semitism. A group of rabble-rousing nationalists claimed that the Jews had never fully assimilated into mainstream Polish society and therefore constituted a fifth column. They made the audacious accusation that the Jews had collaborated with Russia to help in its fight against Poland. Such sentiments reached Radziejow, where locals branded the Jews as traitors. These anti-Semites pointed out that in recent local history, the Jews had petitioned a foreign government, Germany, for their own benefit. Motivated by greed, and under the guise of patriotism, city officials of Radziejow arrested several prominent Jews. These Jews were falsely charged with treason for their alleged collaboration with the Russians during the war. It was irrelevant to the persecutors and prosecutor that the accused Jews were never even involved in politics. This was a age-old scheme used by anti-Semites to extort money from the Jewish community. In this case, the plan was to implement a newly established criminal statute to justify the arrest of Jews and charge them with the capital crime of treason. Government officials
Scott M. Neuman (The Nazi, the Princess, and the Shoemaker)
Westerners, not just Lincoln Steffens. It took in the Central Intelligence Agency of the United States. It even took in the Soviet Union’s own leaders, such as Nikita Khrushchev, who famously boasted in a speech to Western diplomats in 1956 that “we will bury you [the West].” As late as 1977, a leading academic textbook by an English economist argued that Soviet-style economies were superior to capitalist ones in terms of economic growth, providing full employment and price stability and even in producing people with altruistic motivation. Poor old Western capitalism did better only at providing political freedom. Indeed, the most widely used university textbook in economics, written by Nobel Prize–winner Paul Samuelson, repeatedly predicted the coming economic dominance of the Soviet Union. In the 1961 edition, Samuelson predicted that Soviet national income would overtake that of the United States possibly by 1984, but probably by 1997. In the 1980 edition there was little change in the analysis, though the two dates were delayed to 2002 and 2012. Though the policies of Stalin and subsequent Soviet leaders could produce rapid economic growth, they could not do so in a sustained way. By the 1970s, economic growth had all but stopped. The most important lesson is that extractive institutions cannot generate sustained technological change for two reasons: the lack of economic incentives and resistance by the elites. In addition, once all the very inefficiently used resources had been reallocated to industry, there were few economic gains to be had by fiat. Then the Soviet system hit a roadblock, with lack of innovation and poor economic incentives preventing any further progress. The only area in which the Soviets did manage to sustain some innovation was through enormous efforts in military and aerospace technology. As a result they managed to put the first dog, Leika, and the first man, Yuri Gagarin, in space. They also left the world the AK-47 as one of their legacies. Gosplan was the supposedly all-powerful planning agency in charge of the central planning of the Soviet economy. One of the benefits of the sequence of five-year plans written and administered by Gosplan was supposed to have been the long time horizon necessary for rational investment and innovation. In reality, what got implemented in Soviet industry had little to do with the five-year plans, which were frequently revised and rewritten or simply ignored. The development of industry took place on the basis of commands by Stalin and the Politburo, who changed their minds frequently and often completely revised their previous decisions. All plans were labeled “draft” or “preliminary.” Only one copy of a plan labeled “final”—that for light industry in 1939—has ever come to light. Stalin himself said in 1937 that “only bureaucrats can think that planning work ends with the creation of the plan. The creation of the plan is just the beginning. The real direction of the plan develops only after the putting together of the plan.” Stalin wanted to maximize his discretion to reward people or groups who were politically loyal, and punish those who were not. As for Gosplan, its main role was to provide Stalin with information so he could better monitor his friends and enemies. It actually tried to avoid making decisions. If you made a decision that turned out badly, you might get shot. Better to avoid all responsibility. An example of what could happen
Daron Acemoğlu (Why Nations Fail: The Origins of Power, Prosperity and Poverty)
regression line will have larger standard deviations and, hence, larger standard errors. The computer calculates the slope, intercept, standard error of the slope, and the level at which the slope is statistically significant. Key Point The significance of the slope tests the relationship. Consider the following example. A management analyst with the Department of Defense wishes to evaluate the impact of teamwork on the productivity of naval shipyard repair facilities. Although all shipyards are required to use teamwork management strategies, these strategies are assumed to vary in practice. Coincidentally, a recently implemented employee survey asked about the perceived use and effectiveness of teamwork. These items have been aggregated into a single index variable that measures teamwork. Employees were also asked questions about perceived performance, as measured by productivity, customer orientation, planning and scheduling, and employee motivation. These items were combined into an index measure of work productivity. Both index measures are continuous variables. The analyst wants to know whether a relationship exists between perceived productivity and teamwork. Table 14.1 shows the computer output obtained from a simple regression. The slope, b, is 0.223; the slope coefficient of teamwork is positive; and the slope is significant at the 1 percent level. Thus, perceptions of teamwork are positively associated with productivity. The t-test statistic, 5.053, is calculated as 0.223/0.044 (rounding errors explain the difference from the printed value of t). Other statistics shown in Table 14.1 are discussed below. The appropriate notation for this relationship is shown below. Either the t-test statistic or the standard error should be shown in parentheses, directly below the regression coefficient; analysts should state which statistic is shown. Here, we show the t-test statistic:3 The level of significance of the regression coefficient is indicated with asterisks, which conforms to the p-value legend that should also be shown. Typically, two asterisks are used to indicate a 1 percent level of significance, one asterisk for a 5 percent level of significance, and no asterisk for coefficients that are insignificant.4 Table 14.1 Simple Regression Output Note: SEE = standard error of the estimate; SE = standard error; Sig. = significance.
Evan M. Berman (Essential Statistics for Public Managers and Policy Analysts)
Set specific goals. 2. Define activities, resources needed, responsibilities. 3. Set a timetable for action. 4. Forecast outcomes, develop contingencies. 5. Formulate a detailed plan of action in time sequence. 6. Implement, supervise execution, and evaluate based on goals in step one.
Steven Silbiger (The Ten-Day MBA: A Step-By-Step Guide to Mastering the Skills Taught in America's Top Business Schools)
In Christ’s first coming, He implemented a rescue plan conceived in the mind of God before the foundation of the world. He did not come to promote holiday cheer, boost end-of-year sales, or serve as the central figure in a Nativity scene. He came to save sinners. To save sinners, Christ had to put away what makes people sinners–namely, sin.
Joel R. Beeke (Why Christ Came: 31 Meditations on the Incarnation)
Neither Fascist Italy nor Spain adopted eugenics as an ideology central to their form of government the way the National Socialist did. However, socialist and progressive nations such as Canada, Sweden, Denmark, Finland, and Norway did adopt and implement eugenics. This is because eugenics is the safety valve of a centrally planned economy. Central planners like John Maynard Keynes fear a population that is not as meticulously planned as the economy. They fear the unproductive sectors out-breeding the productive sectors of the population. This is also why Keynes was a lobbyist for the British eugenics movement both before and after The Holocaust.
A.E. Samaan
Gillespie called the plan “REDMAP,” an acronym for the Redistricting Majority Project. To implement it, he took over the Republican State Leadership Committee (RSLC), a nonprofit group that had previously functioned as a catchall bank account for corporations interested in influencing state laws. All he needed was enough money to put REDMAP into action.
Jane Mayer (Dark Money: The Hidden History of the Billionaires Behind the Rise of the Radical Right)
Which brings us back to where we started: climate change and bad timing. It must always be remembered that the greatest barrier to humanity rising to meet the climate crisis is not that it is too late or that we don’t know what to do. There is just enough time, and we are swamped with green tech and green plans. And yet the reason so many of us are inclined to answer Brad Werner’s provocative question in the affirmative is that we are afraid—with good reason—that our political class is wholly incapable of seizing those tools and implementing those plans, since doing so involves unlearning the core tenets of the stifling free-market ideology that governed every stage of their rise to power.
Naomi Klein (This Changes Everything: Capitalism vs. The Climate)
The Kalergi Plan In short, Kalergi is still held in very high, near mythical esteem and the policy of the Kalergi Plan was and still is the basis of official European Union government policy aimed at Cultural, Political and Genetic genocide of the Peoples of Europe, through a full implementation of all seven stages of the Multicultural concept.
Citizen One (The Seven Stages of Multiculturalism)
Implement a habit of planning your day in advance. This way you know exactly what you should be focusing on when your work day starts.
Timo Kiander (Work Smarter Not Harder: 18 Productivity Tips That Boost Your Work Day Performance)
The Bakery Consultancy Services can understand the shortcomings which are plaguing your business, create viable plans to surpass them, and implement them to fuel your bakery business.
advisure
Some individuals and groups, of course, may not see the need for broad long-term planning of a liberation movement. Instead, they may naïvely think that if they simply espouse their goal strongly, firmly, and long enough, it will somehow come to pass. Others assume that if they simply live and witness according to their principles and ideals in face of difficulties, they are doing all they can to implement them. The espousal of humane goals and loyalty to ideals are admirable, but are grossly inadequate to end a dictatorship and to achieve freedom.
Gene Sharp (From Dictatorship to Democracy)
In a similar vein, early in 2005, Florida State University professors were startled to learn from press accounts that their school’s administration planned to build a school of chiropractic medicine on the Tallahassee campus. Indeed, before the faculty had even read about the idea, the university’s president had already hired an administrator to oversee planning for the new school and advertised for a dean to direct its programs.8 University administrators boasted that theirs would be the first chiropractic school formally affiliated with an American university, making FSU the nation’s leader in this realm. Administrators apparently were not bothered by the fact that chiropractic theories, claims, and therapies, beyond simple massage, are universally dismissed by the medical and scientific communities as having no scientific basis. In essence, FSU administrators aspired to a lead role in the promotion of quackery. Fortunately, the state legislature cut off funds for the chiropractic school before the administration’s visionary plans could be implemented.
Benjamin Ginsberg (The Fall of the Faculty: The Rise of the All-Administrative University and Why it Matters)
Your Personal Economic Model One tool we use when discussing the best course of action to secure your financial future is the Personal Economic Model®. Just as a medical doctor would use an anatomical model to convey medical concepts, we use the following model to convey financial concepts. This model offers a visual representation of the way money flows through your hands. On the left, you will notice the Lifetime Capital Potential tank, which illustrates that the amount of money you will control during your lifetime is both large, as well as finite. Most people are shocked to see how much money can flow through their hands in their lifetime. Once earned, your money flows directly to the Tax Filter where the state and federal governments take tax dollars owed from your paycheck. The after tax dollars are then directed to either your Current Lifestyle or your Future Lifestyle. Your management of the Lifestyle Regulator determines where these dollars go. Regulating the cash flow between your current lifestyle desires and your future lifestyle requirements may be the most important financial decision you will ever make. Here’s why. Each and every dollar that is allowed to flow through to your Current Lifestyle is consumed and gone forever. The goal is to accumulate enough money in the Savings and Investment tanks so that when you retire, the dollars in those tanks can be used to pay for your future lifestyle requirements. Retirement planning seems hard for most people to do but it is not rocket science. The best position, position A, would be to have enough in the tanks so that you can live in the future like you live today adjusted for inflation and have your money last at least to your life expectancy. That’s a win, but the icing on the cake would be to accomplish that with little to no impact on your present standard of living, and that is exactly what we strive to help our clients to do. Working with us can help you with the following: Optimize the balance between your Current and Future Lifestyles Identify inefficiencies in your current personal economic model (where are you losing money) Design, implement, and execute a plan to secure your financial future Limit the impact on your Current Lifestyle dollars (maintain your current standard of living)
Annette Wise
climbers is that we can drench the wall in Cindy’s oil. That should make the wall exceptionally more difficult to climb due to the oil’s slippery nature.” “Ahh, great stuff, Cole. Please have all three ideas implemented immediately.” Cole nodded. “I’ll reach out to Tommy soon. Now, let’s move on, shall we?” We walked over to the next area, which was the golem mech area. “Oh, wow. You guys have been working hard, huh?” I said as I saw about five new golems. “Yes, they performed quite admirably in that last battle, so now we are going to make a whole fleet of these things. Well, that was always the plan, but that battle came sooner than expected.” I nodded. “Yeah, they definitely performed better than expected, so a whole fleet of them sounds awesome.” Cole grinned a big o’ smile. “Ah, I’m so happy to hear you say that. I know you were against using them, but I’m glad you’ve changed your mind.” “At one point, I was uncertain of the unproven technology, but yeah, those mechs rock, so…” “Hm? Actually, the mechs are made of iron, not rock. Though I suppose I could make them from rock, but they
Steve the Noob (Diary of Steve the Noob 39 (An Unofficial Minecraft Book) (Diary of Steve the Noob Collection))
FOGLAMP project checklist FOGLAMP is an acronym for focus, oversight, goals, leadership, abilities, means, and process. This tool can help you cut through the haze and plan your critical projects. Complete the table for each early-win project you set up. Project: __________________________ Question Answer Focus: What is the focus for this project? For example, what goal or early win do you want to achieve? Oversight: How will you oversee this project? Who else should participate in oversight to help you get buy-in for implementing results? Goals: What are the goals and the intermediate milestones, and time frames for achieving them? Leadership: Who will lead the project? What training, if any, do they need in order to be successful? Abilities: What mix of skills and representation needs to be included? Who needs to be included because of their skills? Because they represent key constituencies? Means: What additional resources, such as facilitation, does the team need to be successful? Process: Are there change models or structured processes you want the team to use? If so, how will they become familiar with the approach?
Michael D. Watkins (The First 90 Days: Proven Strategies for Getting Up to Speed Faster and Smarter)
After only eight months in office, Meadows made national headlines by sending an open letter to the Republican leaders of the House demanding they use the “power of the purse” to kill the Affordable Care Act. By then, the law had been upheld by the Supreme Court and affirmed when voters reelected Obama in 2012. But Meadows argued that Republicans should sabotage it by refusing to appropriate any funds for its implementation. And, if they didn’t get their way, they would shut down the government. By fall, Meadows had succeeded in getting more than seventy-nine Republican congressmen to sign on to this plan, forcing Speaker of the House John Boehner, who had opposed the radical measure, to accede to their demands. Meadows later blamed the media for exaggerating his role, but he was hailed by his local Tea Party group as “our poster boy” and by CNN as the “architect” of the 2013 shutdown. The fanfare grew less positive when the radicals in Congress refused to back down, bringing virtually the entire federal government to a halt for sixteen days in October, leaving the country struggling to function without all but the most vital federal services. In Meadows’s district, day-care centers that were reliant on federal aid reportedly turned distraught families away, and nearby national parks were closed, bringing the tourist trade to a sputtering standstill. National polls showed public opinion was overwhelmingly against the shutdown. Even the Washington Post columnist Charles Krauthammer, a conservative, called the renegades “the Suicide Caucus.” But the gerrymandering of 2010 had created what Ryan Lizza of The New Yorker called a “historical oddity.” Political extremists now had no incentive to compromise, even with their own party’s leadership. To the contrary, the only threats faced by Republican members from the new, ultraconservative districts were primary challenges from even more conservative candidates. Statistics showed that the eighty members of the so-called Suicide Caucus were a strikingly unrepresentative minority. They represented only 18 percent of the country’s population and just a third of the overall Republican caucus in the House. Gerrymandering had made their districts far less ethnically diverse and further to the right than the country as a whole. They were anomalies, yet because of radicalization of the party’s donor base they wielded disproportionate power. “In previous eras,” Lizza noted, “ideologically extreme minorities could be controlled by party leadership. What’s new about the current House of Representatives is that party discipline has broken down on the Republican side.” Party bosses no longer ruled. Big outside money had failed to buy the 2012 presidential election, but it had nonetheless succeeded in paralyzing the U.S. government. Meadows of course was not able to engineer the government shutdown by himself. Ted Cruz, the junior senator from Texas, whose 2012 victory had also been fueled by right-wing outside money, orchestrated much of the congressional strategy.
Jane Mayer (Dark Money: The Hidden History of the Billionaires Behind the Rise of the Radical Right)
The Bible is not a self-help manual for our improvement to the point where we are worthy of heaven, but the proclamation of God’s rescue plan, which he devised, carried out, and has now implemented in the mission of the church. The Christian life is therefore an appropriation of that grace, not a striving to achieve something beyond our grasp. It is a message of forgiveness for our sins, not of condemnation for having failed to make the grade.
Gerald L. Bray (Augustine on the Christian Life: Transformed by the Power of God (Theologians on the Christian Life))
Left unsaid was that he had also signed a secret intelligence memorandum, a “finding,” authorizing the NSA, CIA, and U.S. Cyber Command to carry out a covert operation involving the deployment of implants in critical Russian networks that in this case could function like bombs, exploding key nodes of Russian infrastructure when detonated. The plan would take more than a year to implement and was aimed at putting the United States in position to inflict immediate damage in the event of a cyber conflict with Moscow. It would be up to Donald Trump to use it—or not.
Greg Miller (The Apprentice)
gather all the points of view, the data, integrate them if possible and present the president with some options, get a decision and develop an implementation plan.
Bob Woodward (Fear: Trump in the White House)
Sprint planning is not about planning new work for each two-week cycle. Most of the time, we are planning tasks for projects that are currently underway. For example, we may have planned a webinar four weeks ago and during this meeting, we are planning to make more progress on the webinar. When a task, like a webinar, will take longer than one sprint to complete, we use an epic issue type.
Bill Cushard (The Art of Agile Marketing: A Practical Roadmap for Implementing Kanban and Scrum in Jira and Confluence)
Of course, the word machine here is being used in its broadest definition, i.e., as the systematic organization of designs for the transmission of power. And since power can be social as well as mechanical it is important to remember that machines can be institutional in addition to being material. For this reason, we speak of political machines as well as the mechanics of government as comfortably as we discuss how many speakers our stereo contains or how many words per minute we can type. But when the persons who design, implement, and repair these machines, social and mechanical, are thought of as social types, this broader definition of machine often vanishes. Somehow the common usage of the word machine in its many modes does not extend into a consideration of the humans behind the machines. Instead, these persons are sequestered into diverse occupational categories: engineer, economist, radiologist, technician or political scientist. Yet, historically there is a sense in which a segment of this diverse collection of experts attained a uniformity of thought and action sufficient to justify a more unified categorization. And, indeed, it is the intention of this work to demonstrate that there were experts who had in common, from the beginning of the American machine age, the desire to sell society on their expertise by providing plans for systematically organized devices for the transmission of power in production and in politics.
Donald Stabile (Prophets of Order: The Rise of the New Class, Technocracy and Socialism in America)
Complete Your Implementation Intentions Every two months, create three new implementation intentions—“if X, then Y” plans to perform a particular behavior in a specific context—and check each one off as you complete them every day. Every Night Fast After 7:00 p.m. Because of our circadian rhythms, food eaten at night is more fattening than the exact same food eaten earlier in the day, so fast every night for at least twelve hours starting before 7:00 p.m. The fewer calories after sundown, the better. Get Sufficient Sleep Check this box if you got at least seven hours of sleep at your regular bedtime. Experiment with Mild Trendelenburg Try spending at least four hours a night lying with your body tilted head-down six degrees by elevating the posts at the foot of your bed by eight inches (or by nine inches if you have a California king). Be extremely careful when you get out of bed, as this causes orthostatic intolerance in most people, even if you’re young and healthy—meaning if you get up too fast, you can feel dizzy, faint, or light-headed and could fall and hurt yourself. So get up slowly. Drinking two cups of cold water thirty minutes before rising may also help prevent this potentially hazardous side effect. IMPORTANT: Do not try this at home at all if you have any heart or lung issues, acid reflux, or problems with your brain (like head trauma) or eyes (even a family history of glaucoma disqualifies you). Also do not try this until you ask your physician if they think it’s safe for you to sleep in mild Trendelenburg.
Michael Greger (How Not to Diet: The Groundbreaking Science of Healthy, Permanent Weight Loss)
Tick All the Right Boxes Between the twenty-four checkboxes in the Daily Dozen and the thirty-seven new checkboxes in the Tweaks, you may feel a bit overwhelmed, but it’s easy to knock off a bunch at a time. For example, starting a meal with a tomato salad sprinkled with some black cumin, garlic powder, and balsamic vinegar hits five boxes right there, including the “Preload with ‘Negative Calorie’ Foods” tweak and the Daily Dozen box for “Other Vegetables.” And if that was one of your implementation intentions, make that six! Ten percent of your boxes nailed with a single appetizer. Of course, you don’t have to hit all the booster boxes every day. You don’t even have to hit any. A healthy diet, as encapsulated by the Daily Dozen, should be all you need to lose as much weight as you want, but the more of these extra tweaks you can hit, the more successful you may be. I’m working on an entire How Not to Diet Cookbook to try to fit as many of these combinations together into delicious recipes and hearty meal plans—but in the meanwhile, please feel free to download the free, updated Dr. Greger’s Daily Dozen app on your Android or iPhone. Start experimenting with a few of the Twenty-One Tweaks and see which ones work for you. My goal is to provide you with the broadest palette of tools to choose from. Remember, it’s not what you eat today that matters, or tomorrow, or next week, but rather what you eat over the next months, years, and decades, so you have to find lifestyle changes that fit into your lifestyle.
Michael Greger (How Not to Diet: The Groundbreaking Science of Healthy, Permanent Weight Loss)
Divided up into squares and corralled by the multi-lane highways were groups of multi-storey car parks, office buildings and department stores with small shops, cinemas, petrol stations and gleaming chrome snack bars on the ground floors. Many years earlier, when this city plan was being implemented, critical voices had been raised to say that the system would make the city inhuman and uninhabitable. The experts had brushed off the criticism. They argued that a modern city should be built not for pedestrians and horse-drawn carriages but for cars. As on so many other issues, both sides had subsequently been proved right.
Per Wahlöö (The Steel Spring)
Commit to Priorities Set the appropriate cadence for your OKR cycle. I recommend dual tracking, with quarterly OKRs (for shorter-term goals) and annual OKRs (keyed to longer-term strategies) deployed in parallel. To work out implementation kinks and strengthen leaders’ commitment, phase in your rollout of OKRs with upper management first. Allow the process to gain momentum before enlisting individual contributors to join in. Designate an OKR shepherd to make sure that every individual devotes the time each cycle to choosing what matters most. Commit to three to five top objectives—what you need to achieve—per cycle. Too many OKRs dilute and scatter people’s efforts. Expand your effective capacity by deciding what not to do, and discard, defer, or deemphasize accordingly. In choosing OKRs, look for objectives with the most leverage for outstanding performance. Find the raw material for top-line OKRs in the organization’s mission statement, strategic plan, or a broad theme chosen by leadership. To emphasize a departmental objective and enlist lateral support, elevate it to a company OKR.
John E. Doerr (Measure What Matters: How Google, Bono, and the Gates Foundation Rock the World with OKRs)
To decide how great the danger was that this oldest civilized continent in the world would be overrun this winter will be left to later historical research. The unfading credit that this danger is over now goes to those soldiers whom we are commemorating today. Only a glance at Bolshevism’s gigantic preparations for the destruction of our world is sufficient to let us realize with horror what might have become of Germany and the rest of the Continent, had not the National Socialist movement taken power in this state ten years ago, and had it not begun the rebuilding of the German Wehrmacht with the determination that is so peculiar to it, following many fruitless efforts for disarmament. After all, the Germany of Weimar with its Centrist-Marxist democratic party politics would have been swept away by this Central Asian invasion as a straw would be by a hurricane. We realize with increasing clarity that the confrontation that has taken place in Europe since the First World War is slowly beginning to look like a struggle which can only be compared with the greatest historic events of the past. Eternal Jewry forced on us a pitiless and merciless war. Should we not be able to stop the elements of destruction at Europe’s borders, then this continent will be transformed into a single field of ruins. The gravest consequences of this war would then be not only the burned cities and destroyed cultural monuments, but also the bestially murdered multitudes, which would become the victim of this Central Asian flood, just as with the invasions by the Huns and Mongols. What the German and allied soldiers today protect in the east is not the stony face of this continent or its social and intellectual character, but its eternal human substance, whence all values originated ages and ages ago and which gave expression to all human civilizations today, not only to those in Europe and America. In addition to this world of barbarity threatening from the east, we are witnessing the satanic destructive frenzy of its ally, the so-called West. We know about our enemies’ war objectives from countless publications, speeches, and open demands. The babble of the Atlantic Charter is worth as much as Wilson’s Fourteen Points in contrast with the implemented actual design of the Diktat of Versailles. Just as in the English parliamentary democracy the warmonger Churchill pointed the way for later developments with his claim in 1936, when he was not yet the responsible leader of Great Britain, that Germany had to be destroyed again, so the elements behind the present demands for peace in the same democracies today are already planning the state to which they seek to reduce Europe after the war. And their objectives totally correspond with the manifestations of their Bolshevik allies, which we have not only known about but also witnessed: the extermination of all continental people proudly conscious of their nationality and, at their head, the extermination of our own German people. It makes no difference whether English or American papers, parliamentarians, stump orators, or men of letters demand the destruction of the Reich, the abduction of the children of our Volk, the sterilization of our male youth, and so on, as the primary war objective, or whether Bolshevism implements the slaughter of whole groups of people, men, women, and children, in practice. After all, the driving force behind this remains the eternal hatred of that cursed race which, as a true scourge of God, chastised the nations for many thousands of years, until they began to defend themselves against their tormentors in times of reflection. Speech in Lichthof of the Zeughaus for the Heroes’ Memorial Day Berlin, March 21, 1943
Adolf Hitler (Collection of Speeches: 1922-1945)
CRM doesn't have to be awful. Just plan how all the relevant parts will play together to achieve concrete business objectives before you start the implementation - and let your people know about it.
Pedro Ahlers
In its most basic form, the message of Unconventional Success requires only a few pages to describe the blueprint of a well-diversified, equity-oriented, passively managed portfolio, using not-for-profit investment managers to implement the plan.
David F. Swensen (Unconventional Success: A Fundamental Approach to Personal Investment)
What Ibarra calls the “ plan-and-implement” model—the idea that we should first make a long-term plan and execute without deviation, as opposed to the “ test-and-learn” model—is entrenched in depictions of geniuses. Popular lore holds that the sculptor Michelangelo would see a full figure in a block of marble before he ever touched it, and simply chip away the excess stone to free the figure inside. It is an exquisitely beautiful image.
David Epstein (Range: How Generalists Triumph in a Specialized World)
You can also try a strategy that psychologists call an “implementation intention,” which is a way to reduce the amount of time and effort you spend controlling your thoughts. Instead of making general plans to reduce calories, you make highly specific plans for automatic behavior in certain situations, like what to do when you’re tempted by fattening food at a party. An implementation intention takes the form of if-then: If x happens, I will do y. The more you use this technique to transfer the control of your behavior to automatic processes, the less effort you will expend. This was demonstrated in some experiments involving the classic Stroop test of mental
Roy F. Baumeister (Willpower: Rediscovering the Greatest Human Strength)
He is thinking if there is any way by which he can explain just how and what it is he suffers. He is wondering if there is anyone in the whole wide world with a heart big enough to comprehend what it is he wants to tell. There are so many little things to say first, and will anyone have the patience to listen to the end? Suffering is no one thing: it is composed of invisible atoms infinite in number, each one a universe in the great macrocosm of pain. He could begin anywhere, with anything, with a silly word even, a word such as flapdoodle, and he could erect a cathedral of staggering dimensions which would not occupy so much as a pocket in the crevice of the tiniest atom. To say nothing of the surrounding terrain, of the circumambient aura, of things like coast lines, volcanic craters, fathomless lagoons, pearl studs and tons of chicken feathers. The musician has an instrument to work with, the surgeon has his implements, the architect his plans, the general his pawns, the idiot his idiocy, but the one who is suffering has everything in the universe except relief. He can run out to the periphery a trillion times but the circle never straightens out. He knows every diameter but no egress. Every exit is closed, whether it be an inch away or a billion light years distant. You crash a gate made of arms and legs only to get a butt blow behind the ear. You pick up and run on bloody, sawed-off stumps, only to fall into an endless ravine. You sit in the very center of emptiness, whimpering inaudibly, and the stars blink at you. You fall into a coma, and just when you think you've found your way back to the womb they come after you with pick and shovel, with acetylene torches. Even if you found the place of death they would find a way to blow you out of it. You know time in all its curves and infidelities. You have lived longer than it takes to grow all the countless separate parts of a thousand new universes. You have watched them grow and fall apart again. And you are still intact, like a piece of music which goes on being played forever. The instruments wear out, and the players too, but the notes are eternal, and you are made of nothing but invisible notes which even the faintest zephyr can shake a tune out of.
Henry Miller (The Air-Conditioned Nightmare)
described in chapter 1: identifying mislabeled colors. If you see the word green printed in green ink, you can quickly identify the color of the ink, but it takes longer if the green ink is being used to form the word blue. And it takes still longer if your willpower has been depleted beforehand, as English researchers did with the people in one experiment. But they found it was possible to compensate for this weaker willpower by training people to ease the strain on their minds. Before the ink-color-identifying task began, the people would form an implementation plan: If I see a word, I will ignore its meaning and look only at the second letter and the color of the ink. This specific if-then plan made their task more automatic, requiring less conscious mental effort, and therefore doable even when their willpower was already weakened.
Roy F. Baumeister (Willpower: Rediscovering the Greatest Human Strength)
Vision without implementation equals hallucination.
Steve Gladen (Planning Small Groups with Purpose: A Field-Tested Guide to Design and Grow Your Ministry)
Much confusion exists between what is strategy and what is tactics. Although the distinction is rarely of practical significance, here’s one that might be useful. As you formulate in words what you plan to do, the most abstract and general summary of those actions meaningful to you is your strategy. What you’ll do to implement the strategy is your tactics. Frequently, a strategy at one managerial level is the tactical concern of the next higher level.
Andrew S. Grove (High Output Management)
remember that as you plan you must answer the question: What do I have to do today to solve—or better, avoid—tomorrow’s problem? Thus, the true output of the planning process is the set of tasks it causes to be implemented. The output of Intel’s annual plan, for instance, is the actions taken and changes prompted as a result of the thinking process that took place throughout the organization. I, for one, hardly ever look at the bound volume finally called the Annual Plan. In other words, the output of the planning process is the decisions made and the actions taken as a result of the process.
Andrew S. Grove (High Output Management)
You plan something in life; but then something else enters that plan! This is life! A wise art of life is to implement your own original plan in spite of other plans!
Mehmet Murat ildan
It was in Boca Raton that I implemented a brilliant plan: If you don’t look like a model, hang around kids who do. I subconsciously sought out and befriended every “beautiful” person on campus. Little did I realize I was shunning the other “real-life” kids—in other words, I was doing to them exactly what I felt like everyone had always done to me.
Gregg McBride (Weightless: My Life as a Fat Man and How I Escaped)
Speaking at the end of the summit, Australian Prime Minister Tony Abbott said countries will hold each other accountable by monitoring implementation of their commitments to boost growth. The G-20, criticized in recent years as being all talk and no action, was urged to deliver measurable results this year. Perhaps in response, the group said the International Monetary Fund will also play a role in monitoring progress and estimating the economic benefits of the growth plan. IMF Managing Director Christine Lagarde dismissed concerns that countries might fudge their growth figures, saying the monitoring is a thorough and detailed process. “We’ll make sure they keep their feet to the fire,” she said. The G-20 communique says that if the $2 trillion initiative is fully implemented, it will lift global GDP by 2.1 percent above expected levels by 2018 and create millions of jobs.
Anonymous
Before you go hot footing it in search of a solution, get a feel for the scope of the problem. Is it something you and your team can solve in the time allotted? If not, either get more time or, even better, sit down with your boss and break the problem down into bite-size chunks. Figure out what the end product of each chunk will be: a recommendation, an implementation plan, a new product design, and so forth. Figure out what resources you will need to reach your goal and get a commitment from your boss that you will have them. Doing all this ahead of time can save you a lot of grief a few months down the road. Structuring your project properly at the beginning may not guarantee your success, but it at least gets you off to the right start.
Ethan M. Rasiel (The McKinsey Way: Using the Techniques of the World's Top Strategic Consultants to Help You and Your Business)
Renewal can mean polishing up our hypocrisy so that it looks nice. God does not necessarily want to renew our human plans, traditions, programs, and religious machinery that we have attempted to implement in His name; He wants to restore us to proper fellowship and communion with Himself. He only wants to renew those things that He deems right and were developed on the right foundation in the first place.
Russell M. Stendal (God's Plan for Spiritual Battle: Victory over Sin, the World, and the Devil, Sampler)
An implementation plan was established for 'Friendly Digital Korea,' one of the top 10 tasks for the enhancement of Korea's national
폰캐시카톡PCASH
no plan survives first contact with implementation.
Anonymous
pragmatic psychology, skill set, strategy, and execution may just make you hard to beat! The commonly touted 80-20 rule in business states that roughly 80 percent of effects (outcomes) result from 20 percent of the causes. I prefer to think of it in the sense that about 80 percent of our results can come from 20 percent of our activities. I also believe that people should focus 80 percent of their time on (thinking about, planning, and implementing) the solution and not on (bickering and complaining endlessly about the people or the issues around) the problem, and that success stems from roughly 80 percent psychology and 20 percent mechanics. That being said, I coach my own
Jason L. Ma (Young Leaders 3.0: Stories, Insights, and Tips for Next-Generation Achievers)
technically imperfect plan that is implemented well will achieve more than the perfect plan that never gets off the paper on which it is typed
Anonymous
Today, planning has become collaborative and interactive, using software and tools that will allow clients to “play” with different scenarios, becoming invested in the results. Our delivery is online, and the focus is on the process of planning, not the product (the plan). We engage as many other professionals as we need to (accountants, attorneys, and insurance agents) to complete the implementation.
Deena B. Katz (Deena Katz's Complete Guide to Practice Management: Tips, Tools, and Templates for the Financial Adviser (Bloomberg Financial))
Christ, not womanhood or the women’s ministry, must be the reference point. Unless a women’s ministry is an overflow of the gospel, women will become hinderers and not helpers in God’s Church. Those who plan for and implement a women’s ministry must be intentional in maintaining a gospel orientation in their hearts and lives.
J. Ligon Duncan III (Women's Ministry in the Local Church)
More important, while you’re double-tweaking your plan somebody else may be out there implementing something close to your idea, and they’ll pivot into your target market before you even get of the ground.
Anonymous
shifts is participatory learning. Participatory learning includes the many ways that learners (of any age) use new technologies to participate in virtual communities where they share ideas, comment on one another's projects, and plan, design, implement, advance, or simply discuss their practices, goals, and ideas together. This method of learning has been promoted both by HASTAC and by the John D. and Catherine T. MacArthur Foundation's Digital Media and Learning Initiative. Participatory learning begins from the premise that new technologies are changing how people of all ages learn, play, socialize, exercise judgment, and engage in civic life. Learning environments-peers, family, and social institutions (such as schools, community centers, libraries, museums, even the playground, and so on)-are changing as well. The concept of participatory learning
Cathy N. Davidson (The Future of Learning Institutions in a Digital Age)
Senator Warren questions SEC chair on broker reforms 525 words By Sarah N. Lynch WASHINGTON (Reuters) - Senator Elizabeth Warren said Friday that the Labor Department should press ahead with brokerage industry reforms, and not be deterred by the Securities and Exchange Commission's plans to adopt its own separate rules.    President Barack Obama, with frequent Wall Street critic Warren at his side, last month called on the Labor Department to quickly move forward to tighten brokerage standards on retirement advice, lending new momentum to a long-running effort to implement reforms aimed at reducing conflicts of interest and "hidden fees." But that effort could be complicated by a parallel track of reforms by the SEC, whose Chair Mary Jo White on Tuesday said she supported moving ahead with a similar effort to hold retail brokers to a higher "fiduciary" standard. "I want to see the Department of Labor go forward now," Warren told Reuters in an interview Friday. "There is no reason to wait for the SEC. There is no question that the Department of Labor has the authority to act to ensure that retirement advisers are serving the best interest of their clients." Warren said that while she has no concerns with the SEC moving forward to write its own rules, she fears its involvement may give Wall Street a hook to try to delay or water down a separate ongoing Labor Department effort to craft tough new rules governing how brokers dole out retirement advice. She also raised questions about White's decision to unveil her position at a conference hosted by the Securities Industry and Financial Markets Association (SIFMA), a trade group representing the interests of securities brokerage firms. Not only is the SEC the lead regulator for brokers, but unlike the Labor Department, it is also bound by law to preserve brokers' commission-based compensation in any new fiduciary rule.     "I was surprised that (Chair) White announced the rule at a conference hosted by an industry trade group that spent several years and millions of dollars lobbying members of Congress to block real action to fix the problem," Warren said. Warren, a Massachusetts Democrat who frequently challenges market regulators as too cozy with industry, stopped short of directly criticizing White. The SEC and SIFMA both declined to comment on Warren's comments. SIFMA has strongly opposed the Labor Department's efforts, fearing its rule will contain draconian measures that would cut broker profits, and in turn, force brokers to pull back from offering accounts and advice to American retirees. It has long advocated for the SEC to take the lead on a rule that would create a new uniform standard of care for brokers and advisers. The SEC has said it has been coordinating with the Labor Department on the rule-writing effort, but on Tuesday White also acknowledged that the two can still act independently of one another because they operate under different laws. The industry and reform advocates have been waiting now for years to see whether the SEC would move to tighten standards.     Warren expressed some skepticism on Friday about whether the SEC will ever in fact actually adopt a rule, saying that for years the agency has talked about taking action, but has not delivered. (Reporting by Sarah N. Lynch; Editing by Christian Plumb)
Anonymous
JESUS TAUGHT ABOUT ANGELS Jesus prophesied about the abundance of angelic ministry in our day. This prophecy was given over 2,000 years ago. We are entering into the season when this prophetic word will begin to manifest in the lives of ordinary people. Jesus told Nathanael, “Most assuredly, I say to you, hereafter you shall see heaven open, and the angels of God ascending and descending upon the Son of Man” (John 1:51). This is a clear picture of God’s preordained plan for humankind. We have entered that kairos time today. Jesus prophesied that the heavens would open. This was one of Christ’s most important objectives of His earthly ministry. Jesus came to restore the open heavens back over mankind, and thereby reunite the Creator to the creature, mankind. Today the heavens are open, and the angels of God are becoming very active in the realms of earth. God created a spiritual realm or dwelling place, and He also created a temporal, earthly realm. This is the nature of creation and is further illustrated in Genesis 1. The Lord divided the heavens or spiritual realm from the terrestrial or temporal realm. Genesis 2:4 also illustrates the separation of the earthly realm and the spiritual realm. The passage in Genesis 2 also refers to several heavens, but for the sake of this study we will only speak in terms of the heavens and the earth, although some theologians believe there could be as many as 21 levels of heaven, hence the terms, third heaven and seventh heaven. The angels of God are becoming very active in the lives of ordinary people who are friends of God. What a time to be alive! Jesus has given us a very clear pattern to follow; He modeled how to implement angelic ministry. In John 5:19-20, Jesus tells us that obedience is crucial: “…Most assuredly, I say to you, the Son can do nothing of Himself, but what He sees the Father do; for whatever He does, the Son also does in like manner. For the Father loves the Son….” Jesus only sought to implement those things on earth that He “saw” His Father doing. Jesus was a seer. The Lord was obedient, and lived His life out of the total obedience or unction of the Holy Spirit. Jesus is now releasing the seer anointing to people throughout the earth. Jesus instructed us to pray according to the will of His Father and “loose” in Heaven and “bind on earth.” We see this illustrated for us in Matthew 16:19: “And I will give you the keys of the kingdom of heaven, and whatever you bind on earth will be bound in heaven, and whatever you loose on earth will be loosed in heaven.” We have been given authority to “loose angelic ministry.” We have also been
Kevin Basconi (How to Work with Angels in Your Life: The Reality of Angelic Ministry Today (Angels in the Realms of Heaven, Book 2))
�Communication and a clear mutual understanding between two or more people builds the best route to success in any venture. I don’t expect… * immediate action, * instant perfection, * total comprehension * complete implementation, or * flawless execution. I do expect the best communication and honest effort to create the best plans for the best results while being able to stay on the same page as much as possible. If that concept doesn’t work for you, then you won’t be working with me.
Loren Weisman (The Artist's Guide to Success in the Music Business: The “Who, What, When, Where, Why & How” of the Steps that Musicians & Bands Have to Take to Succeed in Music)
It must always be remembered that the greatest barrier to humanity rising to meet the climate crisis is not that it is too late or that we don’t know what to do. There is just enough time, and we are swamped with green tech and green plans. And yet the reason so many of us are inclined to answer Brad Werner’s provocative question in the affirmative is that we are afraid—with good reason—that our political class is wholly incapable of seizing those tools and implementing those plans, since doing so involves unlearning the core tenets of the stifling free-market ideology that governed every stage of their rise to power.
Naomi Klein (This Changes Everything: Capitalism vs. the Climate)
ahead of ICAO audit By Tarun Shukla | 527 words New Delhi: India's civil aviation regulator has decided to restructure its safety board and hire airline safety professionals ahead of an audit by the UN's aviation watchdog ICAO (International Civil Aviation Organization). The Directorate General of Civil Aviation (DGCA) announced its intent, and advertised the positions on its website. ICAO told the Indian regulator recently that it would come down to India to conduct an audit, its third in just over a decade, Mint reported on 12 February. Previous ICAO audits had highlighted the paucity of safety inspectors in DGCA. After its 2006 and 2012 audits, ICAO had placed the country in its list of 13 worst-performing nations. US regulator Federal Aviation Authority followed ICAO's 2012 audit with its own and downgraded India, effectively barring new flights to the US by Indian airlines. FAA is expected to visit India in the summer to review its downgrade. The result of the ICAO and FAA audits will have a bearing on the ability of existing Indian airlines to operate more flights to the US and some international destinations and on new airlines' ability to start flights to these destinations. The regulator plans to hire three directors of safety on short-term contracts to be part of the accident investigation board, according to the information on DGCA's website. This is first time the DGCA is hiring external staff for this board, which is critical to ascertain the reasoning for any crashes, misses or other safety related events in the country. These officers, the DGCA said on its website, must have at least 12 years of experience in aviation, specifically on the technical aspects, and have a degree in aeronautical engineering. DGCA has been asked by international regulators to hire at least 75 flight inspectors. It has only 51. India's private airlines offer better pay and perks to inspectors compared with DGCA. The aviation ministry told DGCA in January to speed up the recruitment and do whatever was necessary to get more inspectors on board, a government official said, speaking on condition of anonymity. DGCA has also announced it will hire flight operations inspectors as consultants on a short-term basis for a period of one year with a fixed remuneration of `1.25 lakh per month. "There will be a review after six months and subsequent continuation will be decided on the basis of outcome of the review," DGCA said in its advertisement. The remuneration of `1.25 lakh is higher than the salary of many existing DGCA officers. In its 2006 audit, ICAO said it found that "a number of final reports of accident and serious incident investigations carried out by the DGCA were not sent to the (member) states concerned or to ICAO when it was applicable". DGCA had also "not established a voluntary incident reporting system to facilitate the collection of safety information that may not otherwise be captured by the state's mandatory incident reporting system". In response, DGCA "submitted a corrective action plan which was never implemented", said Mohan Ranganthan, an aviation safety analyst and former member of government appointed safety council, said of DGCA. He added that the regulator will be caught out this time. Restructuring DGCA is the key to better air safety, said former director general of civil aviation M.R. Sivaraman. Hotel industry growth is expected to strengthen to 9-11% in 2015-16: Icra By P.R. Sanjai | 304 words Mumbai: Rating agency Icra Ltd on Monday said Indian hotel industry revenue growth is expected to strengthen to 9-11% in 2015-16, driven by a modest increase in occupancy and small increase in rates. "Industry wide revenues are expected to grow by 5-8% in 2014-15. Over the next 12 months, Icra expects RevPAR (revenue per available room) to improve by 7-8% driven by up to 5% pickup in occupancies and 2-3% growth in average room rates (ARR)," Icra said. Further, margins are expected to remain largely flat for 2014-15 while
Anonymous
that he needed to “market” this plan and influence others in order to accomplish it. Although he had power in his new role, it was not absolute.
Peter A. High (Implementing World Class IT Strategy: How IT Can Drive Organizational Innovation)
the rules for running a strong business and creating value haven’t changed. For one thing, there’s an essential human factor in every business endeavor. It doesn’t matter if you have a perfect product, production plan, and marketing pitch; you’ll still need the right people to lead and implement those plans.
Anonymous
MI is “a continuing and interacting structure of people, equipment and procedures that, in combination, gather, sort, analyse and distribute pertinent, timely and accurate information for use by marketing decisionmakers to improve their marketing planning, implementation and control
Anonymous
Transition' (Jun. 2009) and the associated implementation plan (Dec. 2009) were established, as well as the 'Implementation Plan
카톡PCASH폰캐시
( O1O'2920'8855 )PCASH( O1O'2920'8855 ) improve them to actively implement the Action Plan. The ACRC has also run a G20 consultative body with the concerned agencies such as the Ministry of Justice and the Ministry of Foreign Affairs. In 2013, the Commission collected data on the ways that Korea is working to implement the G20
thyu
Success is a strategy. Success is planned and also implemented, its never by accident, it's certainly not by chance either (so keep working it! )
Sereda Aleta Dailey (The Art of Manifesting Abundance)
1. How can synagogue leaders transform those events already planned into Public Space Judaism events? 2. How can we reallocate our human and fiscal resources to make Public Space Judaism events a priority? 3. Who among our active participants and members would be most effective planning and implementing such events? Public Space Judaism events are only one way of turning your institution inside out. But they are proven, effective entry vehicles for finding people and engaging them. They are not meant to replace more intensive programs or activities for those who already part of your community. But they are a good way to begin the process of turning your institution completely inside out.
Kerry M. Olitzky (Playlist Judaism: Making Choices for a Vital Future)
Make plans at night and the dawn is the best time to start implementing these plans!
Mehmet Murat ildan
He labels his proposal the premortem. The procedure is simple: when the organization has almost come to an important decision but has not formally committed itself, Klein proposes gathering for a brief session a group of individuals who are knowledgeable about the decision. The premise of the session is a short speech: “Imagine that we are a year into the future. We implemented the plan as it now exists. The outcome was a disaster. Please take 5 to 10 minutes to write a brief history of that disaster.
Daniel Kahneman (Thinking, Fast and Slow)
We believe that we should openly and aggressively present our best ideas, programs, strategies, tactics and plans to the working class and to our communities in open forums, discussions, town halls, assemblies and other deliberative spaces, and debate them out in a principled democratic fashion to allow the working class and our communities to decide for themselves whether they make sense and are worth pursuing and implementing.
Kali Akuno (Jackson Rising: The Struggle for Economic Democracy and Black Self-Determination in Jackson, Mississippi)
Here are some action words to help act as thought starters as you determine what you are asking of your audience: accept | agree | begin | believe | change | collaborate | commence | create | defend | desire | differentiate | do | empathize | empower | encourage | engage | establish | examine | facilitate | familiarize | form | implement | include | influence | invest | invigorate | know | learn | like | persuade | plan | promote | pursue | recommend | receive | remember | report | respond | secure | support | simplify | start | try | understand | validate
Cole Nussbaumer Knaflic (Storytelling with Data: A Data Visualization Guide for Business Professionals)
It is better to have an ordinary plan and implement it, than have an extraordinary plan to only talk about it.
Gift Gugu Mona
Business Plan Writers If you need a business plan in less than a week, our consulting service can help! Our business plan consultants will create a business strategy that will impress your investors. We looked at all the best business plan writing services and compared their features and pricing. Here is our in depth comparison and recommendations. A business plan writing service is a team of business experts that take your ideas & numbers, combine it with some of their own research and produce a professional, well-formatted business plan. We looked at the 3 top business plan writing services and compared their features and pricing. From start-up guidance to operations consulting, your company can become more successful with the support of one of our business consultants. First, let our team learn more about your business and listen to your needs. Then, we’ll identify key areas of opportunity, and help you to implement the right business plan and strategy for the growth of your company. It was a good startup. It had a good idea and, much more important, a market window, differentiation and experience to make it happen. One of my first engagements in business planning was as business plan consultant to a startup with three experienced founders. I met with them several times, listened always, and did their business plan. I built the financial model, wrote the text, and produced the document as a business plan document. But I wasn’t part of the team.
Business Plan Writers
Implementing Cisco IP Routing online learning,, The course content has been adjusted to Cisco IOS Software Release 15 and actually refreshed. The objective of the course is to expand upon the information and abilities from CCNA Routing and Switching and enable you to extend capabilities to plan, execute, and screen a versatile steering system. Note: Students enrolling for this course will get their course pack in an advanced organization. To have the capacity to see your advanced pack you should bring a portable PC and additionally a perfect iPad or Android tablet. The prescribed framework prerequisites and directions to get to the course unit substance can be found at the accompanying connection: Digital Course Kit Requirements and Instructions.
Microtek learning
American officials estimated millions would be spent to develop internal security systems, and State Department officials expected the Cuban government to increase internal surveillance in an attempt to prevent further acts of terrorism. These systems, which restricted civil rights, became easy targets for critics. CIA officials admitted early on in the war of terrorism that the goal was not the military defeat of Fidel Castro, but to force the regime into applying increasingly stringent civil restrictions, with the resultant pressures on the Cuban public. This was outlined in a May 1961 agency report stating that the objective was to “plan, implement and sustain a program of covert actions designed to exploit the economic, political and psychological vulnerabilities of the Castro regime. It is neither expected nor argued that the successful execution of this covert program will in itself result in the overthrow of the Castro regime,” only to accelerate the “moral and physical disintegration of the Castro government.
Keith Bolender (Voices From the Other Side: An Oral History of Terrorism Against Cuba)
American officials estimated millions would be spent to develop internal security systems, and State Department officials expected the Cuban government to increase internal surveillance in an attempt to prevent further acts of terrorism. These systems, which restricted civil rights, became easy targets for critics. CIA officials admitted early on in the war of terrorism that the goal was not the military defeat of Fidel Castro, but to force the regime into applying increasingly stringent civil restrictions, with the resultant pressures on the Cuban public. This was outlined in a May 1961 agency report stating that the objective was to “plan, implement and sustain a program of covert actions designed to exploit the economic, political and psychological vulnerabilities of the Castro regime. It is neither expected nor argued that the successful execution of this covert program will in itself result in the overthrow of the Castro regime,” only to accelerate the “moral and physical disintegration of the Castro government.” The CIA acknowledged that in response to the terrorist acts the government would be “Stepping up internal security controls and defense capabilities.” It was not projected the acts of terror would directly result in Castro’s downfall (although that was a policy aim), but only to promote the sense of vulnerability among the population and compel the government into increasingly radical steps in order to ensure national security.18
Keith Bolender (Voices From the Other Side: An Oral History of Terrorism Against Cuba)
Fear manifested as anxiety interferes with our ability to see reality. Fear arouses a need in us to avoid, run away from, and not face situations and decisions. Fear confuses and distracts us from logical, linear thinking and planning. Fear keeps us from being able to set goals or formulate and implement cohesive plans.
Virginia Ritterbusch (Reframe Your Viewpoints: Harness Stress & Anxiety—Transform It Into Peace & Confidence)
CRM doesn't have to be hard, if you plan for how all the pieces will work together BEFORE you start your implementation.
Lars Helgeson
We also offer exterior landscape lighting to illuminate your space day or night. We have everything you will need to create a custom outdoor space you are sure to love. In order to keep your landscape area healthy, it must receive an adequate supply of water. We can perform an irrigation system installation to ensure that the area has enough water to sustain the landscaping. Call us today for more information! There area unit many things to stay in mind once picking a tropical landscaping plan therefore the plants that area unit utilized in the landscape garde can grow properly and therefore the plan can become reality. Taking the time to project the world round the home before implementing the tropical landscaping plan can increase the possibilities that the arrange can end up precisely because the home-owner wished it to be. We specialize in residential and small commercial sites with the idea of selecting the proper plants and materials for the site based on the specific site conditions and geographical location. We also have interlocking pavers to meet your needs! Our knowledge and experience have taught us which trees and plants will thrive in certain conditions, therefore, whenever applicable, we try to focus on native plant species.
Landscaping Lehi
A leader’s checklist for planning should include the following: • Analyze the mission. —Understand higher headquarters’ mission, Commander’s Intent, and endstate (the goal). —Identify and state your own Commander’s Intent and endstate for the specific mission. • Identify personnel, assets, resources, and time available. • Decentralize the planning process. —Empower key leaders within the team to analyze possible courses of action. • Determine a specific course of action. —Lean toward selecting the simplest course of action. —Focus efforts on the best course of action. • Empower key leaders to develop the plan for the selected course of action. • Plan for likely contingencies through each phase of the operation. • Mitigate risks that can be controlled as much as possible. • Delegate portions of the plan and brief to key junior leaders. —Stand back and be the tactical genius. • Continually check and question the plan against emerging information to ensure it still fits the situation. • Brief the plan to all participants and supporting assets. —Emphasize Commander’s Intent. —Ask questions and engage in discussion and interaction with the team to ensure they understand. • Conduct post-operational debrief after execution. —Analyze lessons learned and implement them in future planning.
Jocko Willink (Extreme Ownership: How U.S. Navy SEALs Lead and Win)
On December 4, 1998, the headline on the President’s Daily Brief, the most secret intelligence document in the government of the United States, read: “Bin Ladin Preparing to Hijack US Aircraft and Other Attacks.” It was a secondhand report picked up by the CIA from the Egyptian intelligence service, but no one ever had seen anything like it. “Bin Ladin might implement plans to hijack US aircraft before the beginning of Ramadan on 20 December,” the warning read. “Two members of the operational team had evaded security checks during a recent trial run at an unidentified New York airport.” The imputed motive was freeing the imprisoned bombers of the World Trade Center
Tim Weiner (Enemies: A History of the FBI)
Most church leaders I know (staff and boards) overthink and underact. If you acted on even a few more of your good ideas, you could possibly be twice as effective in a very short time frame. A B-plus plan brilliantly executed beats an A-plus plan that never gets implemented, every single time.
Carey Nieuwhof (Lasting Impact: 7 Powerful Conversations That Will Help Your Church Grow)
Architecture Building Blocks. Explain the purpose of Architecture Contracts. Explain the purpose of an architecture definition document. Explain the purpose of the Architecture Repository. Explain the purpose of an architecture requirements specification. Explain the purpose of an Architecture Roadmap. Explain the purpose of the Architecture Vision. Explain the purpose of business drivers, business goals and business principles. Explain the purpose of a capability assessment. Explain the purpose of a change request. Explain the purpose of a communications plan. Explain the purpose of a compliance assessment. Explain the purpose of an implementation and migration plan. Explain the purpose of an Implementation Governance Model. Explain the purpose of an organisational model for Enterprise Architecture.
Kevin Lindley (TOGAF 9 Foundation Exam Study Guide)
In chapter 1, I introduced the idea that a design team should expect to move through three overlapping spaces over the course of a project: an inspiration space, in which insights are gathered from every possible source; an ideation space, in which those insights are translated into ideas; and an implementation space, in which the best ideas are developed into a concrete, fully conceived plan of action.
Tim Brown (Change by Design: How Design Thinking Transforms Organizations and Inspires Innovation)
Emmie, have you thought about a trousseau?” he asked gently. “Where you’d like to be married? When?” “No.” Just that, one word. “Are you pregnant?” he asked, bewildered. How could a woman be so set on a plan and be doing so little to implement it? “I don’t know yet,” she said in a small, miserable voice. Well, that must be it. She was on tenterhooks waiting to see if their night of passion had ruined all her plans. “You’ll know soon?” he asked, hesitantly patting her hand only to see her glance down at his fingers with dismay. “A day or two. If I’m not, I will tell you.” “We wait, then,” he said, rising but frowning down at her. “If there is a child, the banns should be cried immediately.” “I doubt Bothwell will want a wife pregnant with another’s child,” Emmie said, rising, as well. “He does have a title to consider.” “Emmaline Farnum, for God’s sake. If you carry my child, you will marry me and no other. How could you think I’d let my child be a cuckoo in Bothwell’s nest?” “I’m sorry.” She glanced down, not meeting his gaze. “I didn’t think that… I just…” “It’s all right,” he said, bringing her hand to his lips. “When we know what our situation is, we’ll go from there. Get some sleep.” She
Grace Burrowes (The Soldier (Duke's Obsession, #2; Windham, #2))
Goals should be broken down into parts, and then think over the plan of their implementation
Sunday Adelaja
At the same time, the front lines were the best place to get a feel for the “becoming” of events, to implement plans, or to adapt plans as circumstances changed. Strategists
Julia Sloan (Learning to Think Strategically)
I never talk to candidates about their CVs," says Dan Olley, EVP of product development and CIO of Elsevier, the global information solutions provider. "They can write and I can read; we know that." Rather than focus on skills and experiences, Olley interviews for two raw capabilities: "Clear thinkers—people who can cut through day-to-day ambiguity to create clarity on how to move forward; and strategic pragmatists—people who are strategic enough to make a plan but pragmatic enough to know that they might not implement all of it.
Martha Heller (Be the Business: CIOs in the New Era of IT)
He argued that conservatives should control the political debate at its source by demanding “balance” in textbooks, television shows, and news coverage. Donors, he argued, should demand a say in university hiring and curriculum and “press vigorously in all political arenas.” The key to victory, he predicted, was “careful long-range planning and implementation,” backed by a “scale of financing available only through joint effort.” Powell
Jane Mayer (Dark Money: The Hidden History of the Billionaires Behind the Rise of the Radical Right)
So what do you want?” St. Just asked quietly. Winnie looked away, reminding him poignantly of Emmie in the midst of difficult discussions. “What do you want, princess?” he asked again. “I want…” Winnie’s little shoulders heaved, and still St. Just waited. “I want Emmie to s-s-stay.” She hurled herself across the mattress, sending her writing implements flying in her haste to throw herself into St. Just’s arms. “Don’t let her go away, please,” Winnie wailed. “I’ll be good, just… Make her stay. You have to make her stay.” He wrapped her in his arms and held her while she cried, producing a handkerchief when the storm seemed to be subsiding. All the while he held her, he thought of Her Grace raising ten children, ten little hearts that potentially broke over every lost stuffed bear, dead pony, and broken toy. Ten stubborn little chins, ten complicated little minds, each as dear and deserving as the last, and all with intense little worlds of their own. Ye Gods. And what to say? Never lie to your men, St. Just admonished himself… “I don’t want her to go, either,” St. Just murmured when Winnie’s tears had quieted to sniffles. “But Emmie has her business to run, Win. She won’t go far, though, just back to the cottage, and we can visit her there a lot.” Like hell. “She isn’t going to the cottage,” Winnie replied with desperate conviction. “She’s going to marry Vicar and his brother will die and she’ll be rich, but far, far away. Cumbria is like another country, farther away than Scotland or France or anywhere.” “Hush,” St. Just soothed, fearing he was about to witness the youngest female crying jag of his experience. “Emmie hasn’t said anything to me, Winnie, and I think she’d let me know if she were going somewhere.” She had, however, told him to find another governess by Christmas at the latest. “She’s going,” Winnie said, heartsick misery in her tone. “I know it, but she’ll listen to you if you tell her to stay.” “I can’t tell her, Win.” St. Just rose to turn back the bedcovers. “I can only ask.” “Then ask her,” Winnie pleaded as she scooted between the sheets. “Please, you have to.” “I will ask her what her plans are, but that doesn’t affect your needing and deserving a governess. Understand?” When Winnie’s chin jutted, he dropped onto the bed and met her eyes. “We haven’t hired anybody yet, we haven’t even interviewed anybody yet, and we won’t expect you to tolerate anybody who isn’t acceptable to both Emmie and me, all right?” “I don’t want a governess,” Winnie said, but her tone was whimpery, miserable, and hopeless. “I understand that, and I only want you to have a governess you’re going to like, Winnie. All I’m asking is that you give somebody a chance to help you learn, whether Emmie’s here, back at the cottage, or married to the Vicar.” “I love Emmie,” Winnie said, reaching for Mrs. Bear. “I love Emmie, and I don’t want her to go, and I don’t want her to marry Vicar.” “Neither do I, princess.” St. Just blew out her candle. “Neither do I.” He
Grace Burrowes (The Soldier (Duke's Obsession, #2; Windham, #2))
we are not talking to one another about what changes we’re planning or implementing. This is not acceptable.
Gene Kim (The Phoenix Project: A Novel About IT, DevOps, and Helping Your Business Win)
if I get the time I need, we can really plan where we want to go. I’m trying to implement something that flies in the face of the culture here. I’m from Santpedor and the players are from Munich, Greifswald, Rosenheim or Gelsenkirchen, so I have to convince them. And there has to be a mix of give and take.
Martí Perarnau Grau (Pep Confidential: The Inside Story of Pep Guardiola's First Season at Bayern Munich)
People employ what economists call “rational ignorance.” That is, we all spend our time learning about things we can actually do something about, not political issues that we can’t really affect. That’s why most of us can’t name our representative in Congress. And why most of us have no clue about how much of the federal budget goes to Medicare, foreign aid, or any other program. As an Alabama businessman told a Washington Post pollster, “Politics doesn’t interest me. I don’t follow it. … Always had to make a living.” Ellen Goodman, a sensitive, good-government liberal columnist, complained about a friend who had spent months researching new cars, and of her own efforts study the sugar, fiber, fat, and price of various cereals. “Would my car-buying friend use the hours he spent comparing fuel-injection systems to compare national health plans?” Goodman asked. “Maybe not. Will the moments I spend studying cereals be devoted to studying the greenhouse effect on grain? Maybe not.” Certainly not —and why should they? Goodman and her friend will get the cars and the cereal they want, but what good would it do to study national health plans? After a great deal of research on medicine, economics, and bureaucracy, her friend may decide which health-care plan he prefers. He then turns to studying the presidential candidates, only to discover that they offer only vague indications of which health-care plan they would implement. But after diligent investigation, our well-informed voter chooses a candidate. Unfortunately, the voter doesn’t like that candidate’s stand on anything else — the package-deal problem — but he decides to vote on the issue of health care. He has a one-in-a-hundred-million chance of influencing the outcome of the presidential election, after which, if his candidate is successful, he faces a Congress with different ideas, and in any case, it turns out the candidate was dissembling in the first place. Instinctively realizing all this, most voters don’t spend much time studying public policy. Give that same man three health insurance plans that he can choose from, though, and chances are that he will spend time studying them. Finally, as noted above, the candidates are likely to be kidding themselves or the voters anyway. One could argue that in most of the presidential elections since 1968, the American people have tried to vote for smaller government, but in that time the federal budget has risen from $178 billion to $4 trillion. George Bush made one promise that every voter noticed in the 1988 campaign: “Read my lips, no new taxes.” Then he raised them. If we are the government, why do we get so many policies we don’t want?
David Boaz
People employ what economists call “rational ignorance.” That is, we all spend our time learning about things we can actually do something about, not political issues that we can’t really affect. That’s why most of us can’t name our representative in Congress. And why most of us have no clue about how much of the federal budget goes to Medicare, foreign aid, or any other program. As an Alabama businessman told a Washington Post pollster, “Politics doesn’t interest me. I don’t follow it. … Always had to make a living.” Ellen Goodman, a sensitive, good-government liberal columnist, complained about a friend who had spent months researching new cars, and of her own efforts study the sugar, fiber, fat, and price of various cereals. “Would my car-buying friend use the hours he spent comparing fuel-injection systems to compare national health plans?” Goodman asked. “Maybe not. Will the moments I spend studying cereals be devoted to studying the greenhouse effect on grain? Maybe not.” Certainly not —and why should they? Goodman and her friend will get the cars and the cereal they want, but what good would it do to study national health plans? After a great deal of research on medicine, economics, and bureaucracy, her friend may decide which health-care plan he prefers. He then turns to studying the presidential candidates, only to discover that they offer only vague indications of which health-care plan they would implement. But after diligent investigation, our well-informed voter chooses a candidate. Unfortunately, the voter doesn’t like that candidate’s stand on anything else — the package-deal problem — but he decides to vote on the issue of health care. He has a one-in-a-hundred-million chance of influencing the outcome of the presidential election, after which, if his candidate is successful, he faces a Congress with different ideas, and in any case, it turns out the candidate was dissembling in the first place. Instinctively realizing all this, most voters don’t spend much time studying public policy. Give that same man three health insurance plans that he can choose from, though, and chances are that he will spend time studying them. Finally, as noted above, the candidates are likely to be kidding themselves or the voters anyway. One could argue that in most of the presidential elections since 1968, the American people have tried to vote for smaller government, but in that time the federal budget has risen from $178 billion to $4 trillion.
David Boaz (The Libertarian Mind: A Manifesto for Freedom)
The Plan Of Redemption Is Being Implemented On Daily Bases
Sunday Adelaja
What will happens to Student Loans Plans in 2017? Questions by Reader?? Will Donald J. Donald J. Trump forgive my student loans? While we can’t know for sure, it seems very likely whatever program he implements will have end of term loan forgiveness as a component. His most recent thinking is forgiveness would be after 15 years of payments, let’s see how he will be going to implement new forgiveness plans or amend the old ones. How do I get student loan forgiveness? Make sure your federal loans are enrolled in the direct loan program, if they are not consolidating them into the direct loan program. If they are Stafford loans you may want to see if you qualify for any of the Stafford forgiveness programs. Will Donald J. Trump lower my student loan payment? You likely don’t need to wait for Donald J. Trump to lower your payment; you may be able to lower your payment today. Look at Income Driven Repayment programs and/or private loan consolidations today. Based on his statements so far it is likely he will continue the Income Driven Repayment program that helps borrowers lower their payment to a manageable size. Will Donald J. Trump lower my student loan interest rate? He has definitely not made any definitive statements, but he has said the DOE shouldn’t profit from student loans. One way to make sure they are not profiting would be to lower the interest rate. Stay tuned with Student Loan Consolidation Expert Mr. Bruce Mesnekoff, as things are almost certainly going to get interesting. You can consult with The Student Loan help Center about your Loan consolidation and Student Loan Consolidation Processing.
The Student Loan Help Center
Unforgiveness is a strategic "design," craftily implemented by you enemy to "outwit" you, to cripple your effectiveness in prayer and your power to stand against him victoriously. Which is why, if I were your enemy, I would do everything possible to keep you from forgiving anyone and everyone who's done you any wrong.
Priscilla Shirer (Fervent: A Woman's Battle Plan to Serious, Specific and Strategic Prayer)
Of course, to properly reward the “doers” you must correctly define what a doer is. This is central to the idea of execution. Simply put, a doer is a person who gets things done. Doing is meeting goals. Some goals are legitimately short-term goals that yield short-term results and are properly compensated on a short-term basis. But other goals are long-term and by definition we will not know if we have achieved those goals for some time. Consequently the people striving to meet those goals should be compensated on a long-term basis, with some portion of that long- term compensation based on achieving critical milestones toward the goal. And there are some goals that are so long- term that compensation should only be awarded when a person retires and his or her contributions to meeting those extremely long-term goals can be assessed. Leaders must take responsibility for setting the right rewards for doers. This is particularly true of boards of directors, many of which made egregiously bad calls in rewarding poor performance by the CEOs of their companies. Linked together as these behaviors are, rewarding the doers must be based on the correct metrics. For too long companies—and this often involved boards of directors— set “shareholder value” as one of the goals to be measured and rewarded in compensation plans. But the directors and CEOs who set shareholder value as a goal missed an essential point. Increasing shareholder value is an outcome, not a goal. If you set the right strategy with the right goals and execute well to implement the strategy and achieve the goals—growth in earnings per share, good cash flow, improved market share, for example—then shareholder value is the result. Get everything else right and shareholder value will take care of itself. EXPAND
Larry Bossidy (Execution: The Discipline of Getting Things Done)