Multinational Company Quotes

The worst illiterate is the political illiterate, he doesn’t hear, doesn’t speak, nor participates in the political events. He doesn’t know the cost of life, the price of the bean, of the fish, of the flour, of the rent, of the shoes and of the medicine, all depends on political decisions. The political illiterate is so stupid that he is proud and swells his chest saying that he hates politics. The imbecile doesn’t know that, from his political ignorance is born the prostitute, the abandoned child, and the worst thieves of all, the bad politician, corrupted and flunky of the national and multinational companies.

The current ruling ontology denies any possibility of a social causation of mental illness. The chemico-biologization of mental illness is of course strictly commensurate with its depoliticization. Considering mental illness an individual chemico-biological problem has enormous benefits for capitalism. First, it reinforces Capital’s drive towards atomistic individualization (you are sick because of your brain chemistry). Second, it provides an enormously lucrative market in which multinational pharmaceutical companies can peddle their pharmaceuticals (we can cure you with our SSRIs). It goes without saying that all mental illnesses are neurologically instantiated, but this says nothing about their causation. If it is true, for instance, that depression is constituted by low serotonin levels, what still needs to be explained is why particular individuals have low levels of serotonin. This requires a social and political explanation; and the task of repoliticizing mental illness is an urgent one if the left wants to challenge capitalist realism.

Pick a leader who will make their citizens proud. One who will stir the hearts of the people, so that the sons and daughters of a given nation strive to emulate their leader's greatness. Only then will a nation be truly great, when a leader inspires and produces citizens worthy of becoming future leaders, honorable decision makers and peacemakers. And in these times, a great leader must be extremely brave. Their leadership must be steered only by their conscience, not a bribe.

A NATION'S GREATNESS DEPENDS ON ITS LEADER To vastly improve your country and truly make it great again, start by choosing a better leader. Do not let the media or the establishment make you pick from the people they choose, but instead choose from those they do not pick. Pick a leader from among the people who is heart-driven, one who identifies with the common man on the street and understands what the country needs on every level. Do not pick a leader who is only money-driven and does not understand or identify with the common man, but only what corporations need on every level. Pick a peacemaker. One who unites, not divides. A cultured leader who supports the arts and true freedom of speech, not censorship. Pick a leader who will not only bail out banks and airlines, but also families from losing their homes -- or jobs due to their companies moving to other countries. Pick a leader who will fund schools, not limit spending on education and allow libraries to close. Pick a leader who chooses diplomacy over war. An honest broker in foreign relations. A leader with integrity, one who says what they mean, keeps their word and does not lie to their people. Pick a leader who is strong and confident, yet humble. Intelligent, but not sly. A leader who encourages diversity, not racism. One who understands the needs of the farmer, the teacher, the doctor, and the environmentalist -- not only the banker, the oil tycoon, the weapons developer, or the insurance and pharmaceutical lobbyist. Pick a leader who will keep jobs in your country by offering companies incentives to hire only within their borders, not one who allows corporations to outsource jobs for cheaper labor when there is a national employment crisis. Choose a leader who will invest in building bridges, not walls. Books, not weapons. Morality, not corruption. Intellectualism and wisdom, not ignorance. Stability, not fear and terror. Peace, not chaos. Love, not hate. Convergence, not segregation. Tolerance, not discrimination. Fairness, not hypocrisy. Substance, not superficiality. Character, not immaturity. Transparency, not secrecy. Justice, not lawlessness. Environmental improvement and preservation, not destruction. Truth, not lies. Most importantly, a great leader must serve the best interests of the people first, not those of multinational corporations. Human life should never be sacrificed for monetary profit. There are no exceptions. In addition, a leader should always be open to criticism, not silencing dissent. Any leader who does not tolerate criticism from the public is afraid of their dirty hands to be revealed under heavy light. And such a leader is dangerous, because they only feel secure in the darkness. Only a leader who is free from corruption welcomes scrutiny; for scrutiny allows a good leader to be an even greater leader. And lastly, pick a leader who will make their citizens proud. One who will stir the hearts of the people, so that the sons and daughters of a given nation strive to emulate their leader's greatness. Only then will a nation be truly great, when a leader inspires and produces citizens worthy of becoming future leaders, honorable decision makers and peacemakers. And in these times, a great leader must be extremely brave. Their leadership must be steered only by their conscience, not a bribe.

The companies are multinational--why should labor still stick to borders?

I believe this is the most powerful idea for each of us: realizing that we’re here to discover and honor our own individual path. It doesn’t matter whether we renounce the material world and meditate on a mountaintop for 20 years or create a billion-dollar multinational company that employs thousands of people, giving them each a livelihood. We can attend a temple or church, sit on the beach, drink a margarita, take in a glorious sunset with a loved one, or walk through the park enjoying an ice cream. Ultimately, whichever path we choose is the right one for us, and none of these options are any more or less spiritual than the others.

Hours are long. Wages are pitiful. But sweatshops are the symptom, not the cause, of shocking global poverty. Workers go there voluntarily, which means—hard as it is to believe—that whatever their alternatives are, they are worse. They stay there, too; turnover rates of multinational-owned factories are low, because conditions and pay, while bad, are better than those in factories run by local firms. And even a local company is likely to pay better than trying to earn money without a job: running an illegal street stall, working as a prostitute, or combing reeking landfills in cities like Manila to find recyclable goods.

Wake up America! The insurance companies took over health care! Wake up America! The pharmaceutical companies took over drug pricing! Wake up America! The speculators took over Wall Street! Wake up America! They want your Social Security! Wake up America! Multinational corporations took over our trade policies! Wake up America! We went into Iraq for oil! WAKE UP AMERICA!

...while the IMF certainly failed the people of Asia, it did not fail Wall Street - far from it. The hot money may have been spooked by the IMF's drastic measures, but the large investment houses and multinational firms were emboldened...These fun-seeking firms understood that as a result of the IMF's "adjustments," pretty much everything in Asia was now up for sale - and the more the market panicked, the more desperate Asian companies would be to sell, pushing their prices through the floor.

Part of the debtor mentality is a constant, frantically suppressed undercurrent of terror. We have one of the highest debt-to-income ratios in the world, and apparently most of us are two paychecks from the street. Those in power -- governments, employers -- exploit this, to great effect. Frightened people are obedient -- not just physically, but intellectually and emotionally. If your employer tells you to work overtime, and you know that refusing could jeopardize everything you have, then not only do you work the overtime, but you convince yourself that you're doing it voluntarily, out of loyalty to the company; because the alternative is to acknowledge that you are living in terror. Before you know it, you've persuaded yourself that you have a profound emotional attachment to some vast multinational corporation: you've indentured not just your working hours, but your entire thought process.

Large multinational companies—including ExxonMobil, BP, and Chevron—produce only 10 percent of the world’s oil and gas.

As we’ve seen, the Chinese are everywhere, they mean business and they are now every bit as involved across the continent as the Europeans and Americans. About a third of China’s oil imports come from Africa, which – along with the precious metals to be found in many African countries – means they have arrived, and will stay. European and American oil companies and big multinationals are still far more heavily involved in Africa, but China is quickly catching up.

Perhaps you think that better-educated people would do better? Or people who are more interested in the issues? I certainly thought that once, but I was wrong. I have tested audiences from all around the world and from all walks of life: medical students, teachers, university lecturers, eminent scientists, investment bankers, executives in multinational companies, journalists, activists, and even senior political decision makers. These are highly educated people who take an interest in the world. But most of them—a stunning majority of them—get most of the answers wrong. Some of these groups even score worse than the general public; some of the most appalling results came from a group of Nobel laureates and medical researchers. It is not a question of intelligence. Everyone seems to get the world devastatingly wrong. Not only devastatingly wrong, but systematically wrong. By which I mean that these test results are not random. They are worse than random: they are worse than the results I would get if the people answering my questions had no knowledge at all.

I realised I got anxious because my true aspiration wasn't to become the chief of a multi-billion dollar, multi-national company that created widgets or some shit.

Simply remembering that corporations were invented should alone empower us to reinvent them to our liking.

Consider Steve Jobs. One biographer said, “Was he smart? No, not exceptionally. Instead he was a genius.” Jobs dropped out of college, went to find himself in India, and at one point was forced out of Apple, the company he co-founded, when sales were slow in 1985. Few would have predicted the level of his success by his death. “Think different” became the slogan of a multinational monolith that fused art and technology under his guidance. Jobs may have been average or unexceptional in many domains, but his vision and ability to think differently made him a genius.

As these contrasts show, capitalism has undergone enormous changes in the last two and a half centuries. While some of Smith’s basic principles remain valid, they do so only at very general levels. For example, competition among profit-seeking firms may still be the key driving force of capitalism, as in Smith’s scheme. But it is not between small, anonymous firms which, accepting consumer tastes, fight it out by increasing the efficiency in the use of given technology. Today, competition is among huge multinational companies, with the ability not only to influence prices but to redefine technologies in a short span of time (think about the battle between Apple and Samsung) and to manipulate consumer tastes through brand-image building and advertising.

In 1770, the British East India Company – the world’s first multinational corporation – increased the taxes it forcibly collected on crops, and ten million people, a third of Bengal, starved to death.

Apple raised $17 billion in a bond offering in 2013. Not to invest in new products or business lines, but to pay a dividend to stockholders. The company is awash with cash, but much of that money is overseas, and there would be a tax charge if it were repatriated to the USA. For many other companies, the tax-favoured status of debt relative to equity encourages financial engineering. Most large multinational companies have corporate and financial structures of mind-blowing complexity. The mechanics of these arrangements, which are mainly directed at tax avoidance or regulatory arbitrage, are understood by only a handful of specialists. Much of the securities issuance undertaken by Goldman Sachs was not ‘helping companies to grow’ but represented financial engineering of the kind undertaken at Apple. What

According to a 2006 study, 90 percent of China’s billionaires (calculated in Chinese yuan) are the children of Communist Party officials. Roughly twenty-nine hundred of these party scions—known as “the princelings”—control $260 billion.54 It is a mirror of the corporatist state first pioneered in Chile under Pinochet: a revolving door between corporate and political elites who combine their power to eliminate workers as an organized political force. Today, this collaborative arrangement can be seen in the way that foreign multinational media and technology companies help the Chinese state to spy on its citizens, and to make sure that when students do Web searches on phrases like “Tiananmen Square Massacre,” or even “democracy,” no documents turn up. “The creation of today’s market society was not the result of a sequence of spontaneous events,” writes Wang Hui, “but rather of state interference and violence.

These multinational companies are really good at selling us fake food, produced in giant factories from a long list of already highly processed ingredients. They sell us these products because they are highly profitable, even if it means we’re consuming dangerous chemicals, additives, and toxic ingredients. And it gets worse than that. It’s intentional. Food companies have big R&D departments for this very reason—to make their food addictive.5 If it wasn’t, they’d have a much harder time staying in business.

When World War II was over, and the communists were still very much alive, THE SAME CORPORATIONS AND MULTINATIONAL COMPANIES THAT ARMED GERMANY AFTER WWI sent the Nazis and war criminals with their loot, counterfeit or otherwise, to the USA, Middle East, Asia, Africa and South America. Allen Dulles, Wall Street attorney, made arrangements for the Nazis’ exit. He became the first director of the CIA in 1947. The divisions and decoys we fall into, all the categories of conflict, never follow history or documents day-by-day to understand why we have so many assassinations and cover-ups. Over 600 Nazis were brought to our defense industries, universities and hospitals from 1945-1952 under Project Paperclip.

There is an uncomfortable willingness among privacy campaigners to discriminate against mass surveillance conducted by the state to the exclusion of similar surveillance conducted for profit by large corporations. Partially, this is a vestigial ethic from the Californian libertarian origins of online pro-privacy campaigning. Partially, it is a symptom of the superior public relations enjoyed by Silicon Valley technology corporations, and the fact that those corporations also provide the bulk of private funding for the flagship digital privacy advocacy groups, leading to a conflict of interest. At the individual level, many of even the most committed privacy campaigners have an unacknowledged addiction to easy-to-use, privacy-destroying amenities like Gmail, Facebook, and Apple products. As a result, privacy campaigners frequently overlook corporate surveillance abuses. When they do address the abuses of companies like Google, campaigners tend to appeal to the logic of the market, urging companies to make small concessions to user privacy in order to repair their approval ratings. There is the false assumption that market forces ensure that Silicon Valley is a natural government antagonist, and that it wants to be on the public’s side—that profit-driven multinational corporations partake more of the spirit of democracy than government agencies. Many privacy advocates justify a predominant focus on abuses by the state on the basis that the state enjoys a monopoly on coercive force. For example, Edward Snowden was reported to have said that tech companies do not “put warheads on foreheads.” This view downplays the fact that powerful corporations are part of the nexus of power around the state, and that they enjoy the ability to deploy its coercive power, just as the state often exerts its influence through the agency of powerful corporations. The movement to abolish privacy is twin-horned. Privacy advocates who focus exclusively on one of those horns will find themselves gored on the other.

JFK asked his brother, Attorney General Robert Kennedy, to break up organized crime. Nobody high-up in government has tangled the Mafia. J. E. Hoover, the hired hands of FBI and CIA, ran the assassination teams. They have been used since World War II. JFK was attempting to end the oil-tax depletion rip-offs, to get tax money from oil companies. JFK instituted the nuclear test ban treaty, often called “the kiss of death,” to oppose the Pentagon. JFK called off the Invasion of Cuba. He allowed Castro to live, antagonized narcotics and gambling, oil and sugar interests, formerly in Cuba. JFK asked his brother, Attorney General Robert Kennedy, to break up the CIA, the “hidden government behind my back.” Allen Dulles was fired. Dulles, the attorney for international multinationals, was angry. JFK planned to withdraw troops from Vietnam after the 1964 elections. Nov. 24, 1963, two days after JFK’s burial, the Pentagon escalated the Vietnam war … with no known provocations, after JFK was gone. There was no chance Kennedy could survive antagonizing the CIA, oil companies, Pentagon, organized crime. He was not their man. The assassination of JFK employed people from the Texas-Southwest. It was not a Southern plot. Upstarts could not have controlled the northern CIA, FBI, Kennedy family connections. This was a more detailed, sophisticated conspiracy that was to set the pattern for future murders to take place. The murder was funded by Permindex, with headquarters in Montreal and Switzerland. Their stated purpose was to encourage trade between nations in the Western world. Their actual purpose was fourfold: 1) To fund and direct assassinations of European, Mid-East and world leaders considered threats to the western world, and to Petroleum Interests of their backers. 2) Provide couriers, agents for transporting and depositing funds through Swiss Banks for Vegas, Miami and the international gambling syndicate. 3) Coordinate the espionage activities of White Russian Solidarists and Division V of the FBI, headed by William Sullivan. 4) Build, acquire and operate hotels and gambling casinos. See: Nomenclature of an Assassination Cabal, by William Torbitt.

The multinational is in the position of the bank robber in the old West; all he has to do is ride straight and hard to be safe, because the posse can’t cross the border. We have taken over the roles that nations recently held; we wage war, collect taxes through debt service, protect our areas of property and the worker/citizens within those areas, and we distribute power as we see fit.” Think of it this way. I am the baron. Templar international and Margrave Corporation and Avalon State Bank and so on are the castles I have built in different parts of my territory, for defense and expansion. The subsidiary companies we’ve bought or merged with owe their allegiance not to America but to Margrave. We reward loyalty and punish disloyalty. When necessary, we can protect our most important people from the laws of the state, just as the earlier barons could protect their most important vassal knights from the laws of the Catholic Church. The work force is tied to us by profit-sharing and pension plans. I don’t expect national governments to disappear, any more than the British or Dutch royal families have disappeared, but they will become increasingly irrelevant pageants. More and more, actors will play the parts of politicians and statesmen, while the real work goes on elsewhere.

It’s time to recognize that a broad, multidisciplinary, multi-institutional, multinational initiative, guided by a broader, more integrated and unified perspective, should be playing a central role in guiding our scientific agenda in addressing this issue and informing policy. We need a broad and more integrated scientific framework that encompasses a quantitative, predictive, mechanistic theory for understanding the relationship between human-engineered systems, both social and physical, and the “natural” environment—a framework I call a grand unified theory of sustainability. It’s time to initiate a massive international Manhattan-style project or Apollo-style program dedicated to addressing global sustainability in an integrated, systemic sense.1

The Names, in fact, is a study in American ignorance; then as now, few Americans knew the difference between Sunni and Shiite, or how to pronounce Iran (“E-ron”). DeLillo’s protagonist, Axton, is a risk analyst for an insurance company that counsels multinational corporations on pressing questions about the world. Which country is risky? Where will the next bomb go off? Who creates the risk? Axton is also, as my Turkish friends liked to imagine I was, an unwitting agent for the CIA, the spy who doesn’t know he’s a spy. “Are they killing Americans?” is his main question. Axton and the Americans abroad can’t make sense of the world, can’t grab onto anything. They are not so much arrogant as confused. They perceive their vulnerability, their noses wrinkling at smells in the air: “Wasn’t there a sense, we Americans felt, in which we had it coming?” A Greek man named Eliades, with the aspect of a grumpy sage, says to the Americans: I think it’s only in a crisis that Americans see other people. It has to be an American crisis, of course. If two countries fight that do not supply the Americans with some precious commodity, then the education of the public does not take place. But when the dictator falls, when the oil is threatened, then you turn on the television and they tell you where the country is, what the language is, how to pronounce the names of the leaders, what the religion is all about, and maybe you can cut out recipes in the newspaper of Persian dishes. I will tell you. The whole world takes an interest in this curious way Americans educate themselves.

According to Yale’s Cultural Cognition Project, for example, one’s “cultural worldview”—that would be political leanings or ideological outlook to the rest of us—explains “individuals’ beliefs about global warming more powerfully than any other individual characteristic.”16 More powerfully, that is, than age, ethnicity, education, or party affiliation. The Yale researchers explain that people with strong “egalitarian” and “communitarian” worldviews (marked by an inclination toward collective action and social justice, concern about inequality, and suspicion of corporate power) overwhelmingly accept the scientific consensus on climate change. Conversely, those with strong “hierarchical” and “individualistic” worldviews (marked by opposition to government assistance for the poor and minorities, strong support for industry, and a belief that we all pretty much get what we deserve) overwhelmingly reject the scientific consensus.17 The evidence is striking. Among the segment of the U.S. population that displays the strongest “hierarchical” views, only 11 percent rate climate change as a “high risk,” compared with 69 percent of the segment displaying the strongest “egalitarian” views.18 Yale law professor Dan Kahan, the lead author on this study, attributes the tight correlation between “worldview” and acceptance of climate science to “cultural cognition,” the process by which all of us—regardless of political leanings—filter new information in ways that will protect our “preferred vision of the good society.” If new information seems to confirm that vision, we welcome it and integrate it easily. If it poses a threat to our belief system, then our brain immediately gets to work producing intellectual antibodies designed to repel the unwelcome invasion.19 As Kahan explained in Nature, “People find it disconcerting to believe that behavior that they find noble is nevertheless detrimental to society, and behavior that they find base is beneficial to it. Because accepting such a claim could drive a wedge between them and their peers, they have a strong emotional predisposition to reject it.” In other words, it is always easier to deny reality than to allow our worldview to be shattered, a fact that was as true of die-hard Stalinists at the height of the purges as it is of libertarian climate change deniers today. Furthermore, leftists are equally capable of denying inconvenient scientific evidence. If conservatives are inherent system justifiers, and therefore bridle before facts that call the dominant economic system into question, then most leftists are inherent system questioners, and therefore prone to skepticism about facts that come from corporations and government. This can lapse into the kind of fact resistance we see among those who are convinced that multinational drug companies have covered up the link between childhood vaccines and autism. No matter what evidence is marshaled to disprove their theories, it doesn’t matter to these crusaders—it’s just the system covering up for itself.20 This kind of defensive reasoning helps explain the rise of emotional intensity that surrounds the climate issue today. As

Part of the debtor mentality is a constant, frantically suppressed undercurrent of terror. We have one of the highest debt-to-income ratios in the world, and apparently most of us are two paychecks from the street. Those in power—governments, employers—exploit this, to great effect. Frightened people are obedient—not just physically, but intellectually and emotionally. If your employer tells you to work overtime, and you know that refusing could jeopardize everything you have, then not only do you work the overtime, but you convince yourself that you’re doing it voluntarily, out of loyalty to the company; because the alternative is to acknowledge that you are living in terror. Before you know it, you’ve persuaded yourself that you have a profound emotional attachment to some vast multinational corporation: you’ve indentured not just your working hours, but your entire thought process. The only people who are capable of either unfettered action or unfettered thought are those who—either because they’re heroically brave, or because they’re insane, or because they know themselves to be safe—are free from fear.

According to the corporate media, which allows all shades of opinion from the far right to the middle-of-the-road, America has vicious enemies on all continents (except maybe Antarctica). These Evildoers, driven by Satan, want to destroy us and take all we own. Hence, by this analysis, our president must have no compunction about spilling blood; in short, like it or not, he must have the soul--or soullessness--of a serial killer. A rival "leftish" view, banned from the corporate media but widely available on Internet, holds that the world does not consist entirely of endless enemies, but does contain many, many peoples who want to get out from under the heel of the IMF, the World Bank and the multi-nationals. "Our" government, in this view, actually belongs not to us but to these giant money-cows, who finance the two major parties and ensure that no third party ever gets decent coverage in their media. The government then acts as Company Cop for the rich, suppressing all attempts at rebellion or national liberation, etc. Thus, once again, via a dissenting ideology, we arrive at the conclusion that the president must think, feel and act like a serial killer.

THE SK8 MAKER VS. GLOBAL INDUSTRIALIZATION This new era of global industrialization is where my personal analogy with the history of the skateboard maker diverges. It’s no longer cost-effective to run a small skateboard company in the U.S., and the handful of startups that pull it off are few and far between. The mega manufacturers who can churn out millions of decks at low cost and record speed each year in Chinese factories employ proprietary equipment and techniques that you and I can barely imagine. Drills that can cut all eight truck holes in a stack of skateboard decks in a single pull. CNC machinery to create CAD-perfect molds used by giant two-sided hydraulic presses that can press dozens of boards in a few hours. Computer-operated cutting bits that can stamp out a deck to within 1⁄64 in. of its specified shape. And industrial grade machines that apply multicolored heat-transfer graphics in minutes. In a way, this factory automation has propelled skateboarding to become a multinational, multi-billion dollar industry. The best skateboarders require this level of precision in each deck. Otherwise, they could end up on their tails after a failed trick. Or much worse. As the commercial deck relies more and more on a process that is out of reach for mere mortals, there is great value in the handmade and one of a kind. Making things from scratch is a dying art on the brink of extinction. It was pushed to the edge when public schools dismissed woodworking classes and turned the school woodshop into a computer lab. And when you separate society from how things are made—even a skateboard—you lose touch with the labor and the materials and processes that contributed to its existence in the first place. It’s not long before you take for granted the value of an object. The result is a world where cheap labor produces cheap goods consumed by careless customers who don’t even value the things they own.

Tim Tigner began his career in Soviet Counterintelligence with the US Army Special Forces, the Green Berets. That was back in the Cold War days when, “We learned Russian so you didn't have to,” something he did at the Presidio of Monterey alongside Recon Marines and Navy SEALs. With the fall of the Berlin Wall, Tim switched from espionage to arbitrage. Armed with a Wharton MBA rather than a Colt M16, he moved to Moscow in the midst of Perestroika. There, he led prominent multinational medical companies, worked with cosmonauts on the MIR Space Station (from Earth, alas), chaired the Association of International Pharmaceutical Manufacturers, and helped write Russia’s first law on healthcare. Moving to Brussels during the formation of the EU, Tim ran Europe, Middle East, and Africa for a Johnson & Johnson company and traveled like a character in a Robert Ludlum novel. He eventually landed in Silicon Valley, where he launched new medical technologies as a startup CEO. In his free time, Tim has climbed the peaks of Mount Olympus, hang glided from the cliffs of Rio de Janeiro, and ballooned over Belgium. He earned scuba certification in Turkey, learned to ski in Slovenia, and ran the Serengeti with a Maasai warrior. He acted on stage in Portugal, taught negotiations in Germany, and chaired a healthcare conference in Holland. Tim studied psychology in France, radiology in England, and philosophy in Greece. He has enjoyed ballet at the Bolshoi, the opera on Lake Como, and the symphony in Vienna. He’s been a marathoner, paratrooper, triathlete, and yogi.  Intent on combining his creativity with his experience, Tim began writing thrillers in 1996 from an apartment overlooking Moscow’s Gorky Park. Decades later, his passion for creative writing continues to grow every day. His home office now overlooks a vineyard in Northern California, where he lives with his wife Elena and their two daughters. Tim grew up in the Midwest, and graduated from Hanover College with a BA in Philosophy and Mathematics. After military service and work as a financial analyst and foreign-exchange trader, he earned an MBA in Finance and an MA in International Studies from the University of Pennsylvania’s Wharton and Lauder Schools.  Thank you for taking the time to read about the author. Tim is most grateful for his loyal fans, and loves to correspond with readers like you. You are welcome to reach him directly at tim@timtigner.com.

What is happening in Egypt now, and in the countries of the Arab Spring, confirms a global phenomenon that the human became in the service of things, but while he is in the service of multinational companies, media, and political parties in some countries, he is in the service of the state, political alliances, military, political movements, armed militias.. and so on, in the Arab countries. Which may confirm - with much of regret - the words of Michel Foucault that "Modernity has evolved against its essence" and "this world began without human and will end without him"!

PROFITS AT THE BOTTOM OF THE PYRAMID | Idea in Brief 105 words THE PROBLEM Multinational firms’ socially beneficial ventures in low-income markets need to earn profits if they’re to command corporate resources, but operating in the black is harder than it looks. THE SOLUTION Companies can use the authors’ “opportunity map” to design and undertake ventures at the bottom of the pyramid that match their capabilities and financial expectations. THE DETAILS The map sorts ventures according to cost and complexity by analyzing two key challenges in selling to the poor: changing consumers’ behavior and changing the way products are made and delivered. The map can encourage companies to forgo overly ambitious, unsustainable projects and start with smaller ones that generate steady profits.

In fact, it’s not about money at all. Back in the eighties, Steve and his late wife, Helen, built up a successful bakery business which they subsequently sold for millions to a multinational company, meaning Will and his dad are mega-wealthy. So, the bistro has always been more of a passion, a hobby, than a business. It was Will’s brainchild – something to keep his dad busy, stop him missing his wife so much. And it was a great idea. They both love it, and normally so do I.

Yet it is capitalism that has truly lost its patriotic element, preferring instead the global marketplace in which cultural sameness is mistaken for genuine diversity. It is odd in a way that anger at the slow erosion of British culture should be directed so overwhelmingly at migrants rather than at the companies whose identikit stores plaster a bland façade of monotonous homogeneity upon every high street throughout the world. But it is a question of proximity, I suppose: the immigrant, or the drinker next door who you suspect of robbing the social to pay for his beer, is a lot more solid – a lot more real – than the shadowy multinational that serves up trash under a slice and anodyne fascia.

The Dutch East India Company, formed in 1602, was one of the first multi-national companies.

Developing nations take American jobs by attracting multinational companies with easily exploitable workers who, conditioned by years of native poverty, demand less money and expect fewer benefits than American workers. What few Americans realize, however, is that for decades one of the most predatory and destructive of these “foreign” countries has been the South.

Thorpe thinks he is the luckiest person alive. After being “let go” from the best job he’d ever had—as the Chief Financial Officer of the multinational food and beverage company MonaVie—he and his wife ended up living in China for a year where he wrote Your Mark On The World and embarked on the career he’d always wanted and hadn’t dared dream. Now, as an author and blogger for Forbes Devin writes about the things

ran—at separate times—a boutique investment banking firm and a small mortgage company. He served as the Treasurer for the multinational vitamin manufacturer USANA Health Sciences years before becoming CFO for MonaVie. Devin squeezed in two brief stints in government, including two years working for Jake Garn on the U.S. Senate Banking Committee Staff and another year working for an independent state agency called USTAR, where he helped foster technology entrepreneurship during Governor Jon Huntsman’s administration. Devin is proud to be a Ute, having graduated from the University of Utah David Eccles School of Business, which recognized him as a Distinguished Alum in 2006. He also earned an MBA at Cornell University where he ran the student newspaper, Cornell Business.

One could only hope that this country, which had always been poor – not through a lack of resources, but because Portugal had decided that this was to be the country’s fate- would finally develop to its full potential. I just hope that it would not go the way of other independent black nations, which had allowed their resources to plundered by large foreign multinational companies and leaders hungry for wealth and power. [281]

The first is that the conservative cause has been polluted by the ideology of big business, by the global ambitions of the multinational companies, and by the ascendancy of economics in the thinking of modern politicians. Those factors have led conservatives to enter into alliance with people who regard the effort to conserve things as both futile and quaint. The second reason is that the truth in environmentalism has been obscured by the agitated propaganda of the environmentalists and by the immensity of the problems that they put before us. When

It seems no one is guaranteed a job anywhere anymore. These are troubled times for workers. The creeping sense that no one’s job is safe, even as the companies they work for are thriving, means the spread of fear, apprehension, and confusion. One sign of this growing unease: An American headhunting firm reported that more than half of callers making inquiries about jobs were still employed—but were so fearful of losing those jobs that they had already started to look for another.5 The day that AT&T began notifying the first of forty thousand workers to be laid off—in a year when its profits were a record $4.7 billion—a poll reported that a third of Americans feared that someone in their household would soon lose a job. Such fears persist at a time when the American economy is creating more jobs than it is losing. The churning of jobs—what economists euphemistically call “labor market flexibility”—is now a troubling fact of work life. And it is part of a global tidal wave sweeping through all the leading economies of the developed world, whether in Europe, Asia, or the Americas. Prosperity is no guarantee of jobs; layoffs continue even amidst a booming economy. This paradox, as Paul Krugman, an MIT economist, puts it, is “the unfortunate price we have to pay for having as dynamic an economy as we do.”6 There is now a palpable bleakness about the new landscape of work. “We work in what amounts to a quiet war zone” is the way one midlevel executive at a multinational firm put it to me. “There’s no way to give your loyalty to a company and expect it to be returned anymore. So each person is becoming their own little shop within the company—you have to be able to be part of a team, but also ready to move on and be self-sufficient.” For many older workers—children of the meritocracy, who were taught that education and technical skills were a permanent ticket to success—this new way of thinking may come as a shock. People are beginning to realize that success takes more than intellectual excellence or technical prowess, and that we need another sort of skill just to survive—and certainly to thrive—in the increasingly turbulent job market of the future. Internal qualities such as resilience, initiative, optimism, and adaptability are taking on a new valuation. A

Page 61-2 ... Rome expanded rapidly ... and became master over the entire Mediterranean Basin. It then had unlimited resources in terms of land, money, and slaves. It collected taxes or tribute throughout its empire and was able to transfer to the central capital massive quantities of foodstuffs and manufactured items. The peasants and the artisans of Italy saw their economic base disappear as this Mediterranean economy was "globalized" by the political domination of Rome. The society was polarized between, on the one hand, a mass of economically useless plebeians and, on the other, a predatory plutocracy. A minority gorged with wealth oversaw the remaining proletarianized population. The middle-classes collapsed, a process that brought about the end of the republic and the beginning of the political form known as "empire" in conformity with the observations made by Aristotle about the importance of intermediate social classes for the stability of political systems. Since one could not eliminate the plebeians, intractable but geographically central as they were, they came to be nourished and distracted at the empire's expense with "bread and circuses." Page 64-5: The positive American trade balance, when only "advanced technology" is counted, dropped from 35 billion dollars in 1990 to 5 billion in 2001 and had disappeared entirely to become one more element in the overall trade deficit in January 2002. This fall in economic strength is not compensated for by the activities of American-based multinationals. Since 1998 the profits that they bring back into the country amount to less than what foreign companies that have set up shop in the United States are taking back to their own countries. Page 68: In conformity with classical economic theory, the general opening up of commercial exchange has brought about an increase in inequality throughout the world. This general exchange tends to introduce into each country the same disparities in revenue that exist at the level of the whole planet. ... The compression of worker revenues caused by free trade revives the traditional dilemma of capitalism that has now spread across the globe: low salaries do not allow for the absorption of increases in production. Page 17: In developed countries a new class is emerging that comprises roughly 20 percent of the population in terms of sheer numbers but controls about half of each nation's wealth. This new class has more and more trouble putting up with the constraint of universal suffrage.

Blackrock, the world’s largest manager and custodian of Index ETFs, is now the most important owner of multinational companies. Bizarrely, our capital market system, based on wide ownership of joint stock companies, has evolved to confer ownership on a group of fund managers with no intention, incentive or mandate to act in a responsible manner.

Rami Cassis is an international dealmaker and investor with a background in operations. He has a history of leading and managing companies ranging from multinational corporates to lower mid-market firms.

Arguments for reshoring many kinds of manufacturing in order to gain greater resilience and reduce unexpected disruptions are not new. The progress of globalization and the actions of multinational companies have been questioned and criticized since the 1990s and, more recently, these sentiments became part of electoral discontent in some countries, most notably in the UK and the US.[98] But as the COVID-19 pandemic unfolded, a remarkable lineup of institutions began to publish analyses and appeals for the reorganization of global supply chains. The OECD looked at the policy options to build more resilient production networks that would rely less on imports from distant places and that could better withstand global trade interruptions

Bryan's accomplishments and promotion to VP at a large multi-national oil/gas company. Bryan vigorously steers clear of conversations with his mother about more grandkids and eligible Black women because Bryan has been secretly dating Nadia, a white transgender woman.

they woke up to realize that many of these corporations, multinational American giants, were no longer paying taxes on their overseas income. Wonder of wonders! To cap it off, these selfsame leaders couldn’t agree on a feasible method to encourage or force these companies to bring the money home. To the contrary they passed tax laws that actually discouraged this.

market research consultant in india: AMT Market Research Having accurate and insightful market research is essential for making informed decisions in today's dynamic business environment. AMT Market Research, a prominent Indian market research consultant, specializes in providing custom solutions to assist businesses in navigating the Indian market's complexities. AMT Market Research aids businesses in a variety of industries in locating growth opportunities, mitigating risks, and remaining competitive by having a thorough comprehension of local consumer behavior, economic trends, and industry shifts. Services and Expertise AMT Market Research offers a wide range of services tailored to each client's specific requirements. These are some: Market Analysis By conducting a thorough market analysis, AMT assists businesses in comprehending market share, size, and trends. AMT ensures that businesses have the data they need to make strategic decisions by evaluating key industry drivers, competitive landscapes, and potential growth areas. Customer Insights Any business that wants to succeed in India's vast and varied market must have a solid understanding of consumer behavior. Businesses can use AMT's consumer insights services to create targeted products and marketing strategies by delving deeply into buying patterns, preferences, and motivations. By analyzing competitors' strategies, strengths, weaknesses, and market positioning, competitor analysis from AMT aids businesses in benchmarking. By taking advantage of their distinct value propositions and comprehending the dynamics of the competition, this service enables businesses to maintain their lead. AMT's feasibility studies provide a comprehensive analysis of potential outcomes prior to launching a new product, entering a new market, or expanding operations, assisting clients in assessing risks and profitability. Data Collection and Analysis AMT uses surveys, interviews, and focus groups to collect both qualitative and quantitative data. Advanced analytics are used by the company to transform unstructured data into useful insights, giving businesses a clear path forward. What Attracts You to AMT Market Research? AMT Market Research stands out because it is able to provide individualized solutions that address the particular difficulties that the Indian market faces. AMT provides insights that are accurate, timely, and applicable thanks to a team of seasoned professionals. Clients will be able to anticipate and prepare for changes thanks to their data-driven approach. AMT is a dependable partner for businesses looking to expand in India or strengthen their market position because of its extensive network across various industries and unparalleled access to market information. market research consultant in india can help you stay ahead of the competition, whether you're a local business or a multinational corporation. In conclusion, businesses aiming for success in India need AMT Market Research as a crucial partner. AMT helps its customers make well-informed decisions that drive growth and profitability by providing individualized research solutions, consumer insights, and strategic analysis. AMT Market Research is the preferred consulting firm for businesses attempting to navigate the Indian market's complexities.

The real legacy of the Internet is not the birth of thousands of new online companies but the transformation of existing businesses. We can see its signature on everything from mom-and-pop stores to large multinational agglomerates.

According to International Diabetes Foundation, diabetes had long moved from being “a rich man’s disease”. With diabetes now affecting all the segments of Indian population, India stands on the verge of becoming “the diabetes capital of the world” with around 61 million people affected by the disease and expecting to cross 100 million people by 2030. Given the scale of diabetes epidemic, the NPPA justified its price control orders. On hearing the above, all hell broke loose in the Indian Pharma. The Indian pharma industry reacted very aggressively to this decision. Both Indian and multinationals raised concerns that “India’s investment image” had gone to the dogs and that the industry would have to shut down if the same trend continues. The Indian pharma lobbies also filed in the Delhi and Bombay High Courts, and prayed for a stay order which they were not granted, as many Supreme Court judgments had earlier justified price controls on medicines in public interest Modi’s Government rescues India’s Investment Image Given the relentless Industry demands, the Modi government decided to clip the wings of NPPA which was supposedly an expert body of regulators and withdrew their powers to pass such orders in the future. The decision of Modi government to withdraw the powers of the National Pharmaceutical Pricing Authority (NPPA) to set price caps on drugs raises serious questions on the state’s commitment to the welfare of the poor. As a result, over 108 essential drugs will now lie outside the ambit of NPPA and its internal guidelines on regulation and control of drugs would cease to apply to them. According to the government, the reasoning for withdrawal of powers of NPPA and clipping of its wings was because “it lacked legality”. Interestingly, the Modi government has found that NPPA was not legally competent to pass price control orders after over 17 years of its creation and immediately after it passed orders that would restrain pharma companies from making super normal profits.

Hewlett-Packard (HP) was founded by Bill Hewlett and Dave Packard in 1939 in a garage. Over the years, HP grew to be become a multinational information technology company, with revenues and assets of well over $100 billion. HP has often grown in recent years by acquiring other companies. Just as an individual is making an investment when he or she buys shares of stock, a corporation is

Dave Packard in 1939 in a garage. Over the years, HP grew to be become a multinational information technology company, with revenues and assets of well over $100 billion. HP has often grown in recent years by acquiring other companies. Just as an individual is making an investment when he or she buys shares of stock, a corporation is making a much larger investment when it buys an entire company. And, just as reliable financial information is critical to individuals when making investment decisions, it is equally important when one company is considering

So the first thing to do is make sure you are close enough to the outside that you do not have to depend on reports. The best example I know: Many years ago a man built one of the world’s major businesses, the first business that really took advantage of the great change in medicine when the practice shifted from the individual practitioner to the hospital. (That happened after the Second World War in the developed countries.) And he had a simple rule: Every executive in that company, from the time it was very small to when it became a huge multinational, spent four weeks a year outside the company. Whenever a salesman went on vacation, an executive took his or her place for two weeks, twice a year, and called on customers and sold to customers and introduced new products into the hospital market. As a result, that company understood the rapidly changing market.

He made his job descriptions sound like a steady upward spiral toward success. Of his days as movie usher and popcornmaker he said, “I was in Los Angeles working in the theater business for about a year. . . . I was working for the National General Corporation, which was a multinational conglomerate. They both own theaters and motion production companies. My long-range interest at the time was hopefully to get into screenwriting, so I worked for the theater in the corporation with the hope of getting into screenwriting. The theater I worked at was within about a mile’s drive of Universal Studios, where National General did a lot of their filming. So I was close to where I was trying to break into it.

Interestingly, Jockey’s first attempt to enter India wasn’t with the Genomals. It was with Associated Apparels in 1962. Through the 1960s, many foreign innerwear brands were launched in India. Associated Apparels introduced the then world-famous Maidenform bras (owned today by Hanes) and tied up with Jockey to launch Jockey underwear in 1962. The international brand, Lovable, entered India in 1966 through a licensing deal and became a huge success. Along with it entered the brand Daisy Dee, through a subsidiary of Lovable, followed by Feelings. In 1971, Maxwell Industries launched VIP-branded innerwear for men in the economy segment, catching the attention of the discerning public with an advertisement featuring a Bollywood actor. In 1973, however, Jockey decided to leave India after the Indian government used the Foreign Exchange Regulation Act (FERA) to force multinational companies to dilute their ownership in their Indian ventures to 40 per cent. After Jockey exited India, its competitors flourished. Associated Apparels continued to focus on mid-premium innerwear during the 1980s and was successful in establishing themselves as a dominant player in the mid-premium innerwear segment through Liberty (men) and Libertina (women). Maxwell Industries, during the 1980s, launched the brand, Frenchie, to cater to the mid-premium innerwear segment. In 1985, Rupa & Co. emerged in the innerwear market, offering products across categories, including men, women and kids, and became one of the biggest manufacturers and sellers of innerwear in India. The success of Rupa was followed by many other domestic brands in the 1980s and ’90s, including Amul, Lux Cozi and Dollar in the men’s category, while Neva, Bodycare, Softy, Lady Care, Little Lacy, Red Rose, Sonari, Feather Line, etc., were the key players in the lingerie market. Then came the liberalization of 1991. With the regulatory hurdles to enter India removed, Jockey decided to return to India. And this time, it chose the right partners.

Friction-Free Economies Why is it necessary to turn to a cultural characteristic like spontaneous sociability to explain the existence of large-scale corporations in an economy, or prosperity more generally? Wasn’t the modern system of contract and commercial law invented precisely to get around the need for business associates to trust one another as family members do? Advanced industrialized societies have created comprehensive legal frameworks for economic organization and a wide variety of juridical forms, from individual proprietorships to large, publicly traded multinational enterprises. Most economists would add rational individual self-interest to this stew to explain how modern organizations arise. Don’t businesses based on strong family ties and unstated moral obligations degenerate into nepotism, cronyism, and generally bad business decision making? Indeed, isn’t the very essence of modern economic life the replacement of informal moral obligations with formal, transparent legal ones?1 The answer to these questions is that although property rights and other modern economic institutions were necessary for the creation of modern businesses, we are often unaware that the latter rest on a bedrock of social and cultural habits that are too often taken for granted. Modern institutions are a necessary but not a sufficient condition for modern prosperity and the social well-being that it undergirds; they have to be combined with certain traditional social and ethical habits if they are to work properly. Contracts allow strangers with no basis for trust to work with one another, but the process works far more efficiently when the trust exists. Legal forms like joint-stock companies may allow unrelated people to collaborate, but how easily they do so depends on their cooperativeness when dealing with nonkin.

Chinese family businesses instinctively thought of ways of hiding income from the tax collector. The situation is quite different in Japan, where the family is weaker and individuals are pulled in different directions by the various vertical authority structures standing above them. The entire Japanese nation, with the emperor at the top, is, in a sense, the ie of all ies, and calls forth a degree of moral obligation and emotional attachment that the Chinese emperor never enjoyed. Unlike the Japanese, the Chinese have had less of a we-against-them attitude toward outsiders and are much more likely to identify with family, lineage, or region as with nation. The dark side to the Japanese sense of nationalism and proclivity to trust one another is their lack of trust for people who are not Japanese. The problems faced by non-Japanese living in Japan, such as the sizable Korean community, have been widely noted. Distrust of non-Japanese is also evident in the practices of many Japanese multinationals operating in other countries. While aspects of the Japanese lean manufacturing system have been imported with great success into the United States, Japanese transplants have been much less successful integrating into local American supplier networks. Japanese auto companies building assembly plants in the United States, for example, have tended to bring over with them the suppliers in their network organizations from Japan. According to one study, some ninety percent of the parts for Japanese cars assembled in America come from Japan or from subsidiaries of Japanese companies in America.43 This is perhaps predictable given the cultural differences between the Japanese assembler and the American subcontractor but has understandably led to hard feelings between the two. To take another example, while Japanese multinationals have hired a great number of native executives to run their overseas businesses, these people are seldom treated like executives at the same level in Japan. An American working for a subdivision of a Japanese company in the United States might aspire to rise within that organization but is very unlikely to be asked to move to Tokyo or even to a higher post outside the United States.44 There are exceptions. Sony America, for example, with its largely American staff, is highly autonomous and often influences its parent in Japan. But by and large, the Japanese radius of trust can be fully extended only to other Japanese.

Managers who feel inadequate in their jobs are often unreceptive to employees’ ideas and denigrate subordinates who speak up, according to research at a multinational energy company and a subsequent experiment. In such cases underlings might consider voicing their ideas in private so that bosses feel less threatened. “MANAGING TO STAY IN THE DARK: MANAGERIAL SELF-EFFICACY, EGO DEFENSIVENESS, AND THE AVERSION TO EMPLOYEE VOICE,” BY NATHANAEL J. FAST, ETHAN R. BURRIS, AND CAROLINE A. BARTEL

IN BRAZIL, where the state collects a hefty 36% of GDP in taxes and offers mediocre public services in return, tax-dodging is a national sport. The latest scam unearthed by police, treasury and finance-ministry sleuths sets a record. On March 26th they revealed that over the past ten years the government had been cheated of at least 5.7 billion reais ($1.8 billion) in back taxes and fines from firms, and perhaps as much as 19 billion reais. That would be enough to pay three-quarters of the bill for last year’s football World Cup. It is nearly twice the suspicious payments in a separate corruption scheme involving Petrobras, a state-controlled oil company. Unlike the petrolão, the tax imbroglio does not implicate top politicians. It centres instead on the Administrative Council of Fiscal Resources (CARF), part of the finance ministry, which hears appeals by firms that feel wronged by the tax collectors. Some of its 216 councillors, who decide cases in teams of six, allegedly promised to slash companies’ bills for various taxes, including sales and industrial tax, or make them disappear altogether. In exchange they apparently received 1-10% of the value of the forgone revenue. The bribes were paid in the form of bogus consulting contracts with law firms. To deflect suspicion, the conspirators used firms that do not specialise in tax law. The identity of the suspects remains secret for now. But leaks published in the press suggest that some of Brazil’s biggest firms, in industries ranging from banking to manufacturing, are involved. So, apparently, are a handful of multinationals. There is also much speculation that the dimensions of the scandal will grow: CARF has 105,000 cases pending, with a total value of 520 billion reais.

Last year’s Boeing contract in Washington State saw members of the International Association of Machinists vote down a contract that would transfer their pensions to a 401k plan and increase their healthcare costs with minimal raises over eight years. “Because of the massive takeaways,” Local 751 President Thomas Wroblewski told his members, “the union is adamantly recommending members reject this offer.” After the members voted down the contract by 67 percent, Washington State found $8.5 billion in tax breaks for the company and International President Thomas Buffenbarger stepped in to carry this corporate sweetheart deal through the last mile. With Boeing threatening to move the assembly of the new 777X passenger jet to another state, the International demanded a re-vote and the intimidated membership agreed to the same deal they previously rejected. The collusion of a multinational corporation and the state in transferring billions of dollars of wealth from working-class people into the hands of the rich could hardly have been possible in this case without the assistance of the International leadership. Boeing workers got to keep their jobs—but the fight that they may have been prepared to have with their employer was swiftly shut down.

On paper, Chinese workers are afforded generous rights and protections, but since the introduction of market reforms in the 1980s, factory owners, many of them multinational companies from Taiwan, Japan and Hong Kong, have often set the terms of employment.

If the authorities under various false pretenses, continue curtailing the rights of citizens, so that they merely become serfs to a handful of multinational companies, a global rebellion of ordinary people against super capitalism is certainly not inconceivable.

He says that Khodorkovsky made two mistakes. The first was to ignore Putin’s warning not to meddle in Russian politics. The second was his talks to sell Yukos to a US oil company. ‘You can imagine the anger. These guys got this for free. They didn’t pay for this: they got it. And they’re now going to sell it to an American multinational?

Is this because any serious investigation into the sources of the chronic disease epidemic would certainly implicate the powerful pharmaceutical companies and the chemical, agricultural, and processed food multinationals that Dr. Fauci and his twenty-year business partner, Bill Gates, have devoted their careers to promoting?

The current ruling ontology denies any possibility of a social causation of mental illness. The chemico-biologization of mental illness is of course strictly commensurate with its depoliticization. Considering mental illness an individual chemico-biological problem has enormous benefits for capitalism. First, it reinforces Capital’s drive towards atomistic individualization (you are sick because of your brain chemistry). Second, it provides an enormously lucrative market in which multinational pharmaceutical companies can peddle their pharmaceuticals (we can cure you with our SSRIs). It goes without saying that all mental illnesses are neurologically instantiated, but this says nothing about their causation. If it is true, for instance, that depression is constituted by low serotonin levels, what still needs to be explained is why particular individuals have low levels of serotonin. This requires a social and political explanation; and the task of repoliticizing mental illness is an urgent one if the left wants to challenge capitalist realism. It does not seem fanciful to see parallels between the rising incidence of mental distress and new patterns of assessing workers’ performance.

During the Cold War, the US military and intelligence agencies largely replaced Europe’s colonial armies in those regions, supporting virtually any tinhorn dictator who proved his “anti-Communist” bona fides by rolling out red carpets for US multinationals. When the Berlin Wall fell, the United States already had 655 military bases (now 800)80 across the developing world, and US companies had blank checks in host nations to extract agricultural, mineral, petroleum, and lumber resources, and large markets for finished goods including, notably, pharmaceuticals

IRCC Updates Guidance on Intra-Company Transferees Amid Canadian Immigration Changes: ESSE India Insights On October 3, Immigration, Citizenship, and Refugees Canada (IRCC) introduced updated guidelines concerning Intra-Company Transferees (ICTs) under Canada's International Mobility Program. These updates are especially relevant for foreign nationals looking to transfer within multinational corporations to Canadian branches, as they clarify the criteria for eligibility and the assessment of specialized knowledge. For individuals pursuing, including those engaging in work programs like the Global Talent Stream Canada, these changes have significant implications. These updates align with IRCC’s broader objective to decrease the proportion of temporary residents in Canada over the next three years. This is particularly important for those seeking assistance from Canada immigration consultants, especially those based in India, who are providing services for Canada PR consultancy. Key Changes to the Intra-Company Transferee Program The IRCC has refined the ICT program under section R205(a) of Canadian Interests – Significant Benefit. Transfers must now originate from an established foreign enterprise of a multinational corporation (MNC). The updates also clarify the definition of “specialized knowledge,” which is crucial for foreign workers applying for such roles. Furthermore, all ICT instructions have been consolidated onto a single page, streamlining the process for applicants and immigration consultants alike. These changes don’t just affect ICT applicants but also extend to broader implications for those navigating the Canada PR process, including individuals using Canada immigration consultants in India or from other locations. Those applying through programs such as bcpnp, provincial nomination, or even looking to work and study in Canada for free should take these updates into consideration. Free Trade Agreements and the International Mobility Program The updates also encompass free trade agreements related to ICTs, including the Canada–United States–Mexico Agreement, Canada–Korea Free Trade Agreement, and Canada–European Union: Comprehensive Economic and Trade Agreement. These agreements simplify the Canada PR procedure for skilled workers, often allowing them to bypass the requirement for a Labour Market Impact Assessment (LMIA), which can be time-consuming. This simplification is beneficial for businesses and foreign nationals navigating the Canadian immigration system. For those considering PR in Australia or Germany through the Global Talent Stream Australia or Global Talent Stream Germany, understanding the differences in immigration policies between countries is vital. As Canada refines its ICT program, both Australia PR and Germany PR processes have their own unique requirements, which can be managed with the help of Australia immigration consultants or Germany immigration consultants. Impacts on Temporary Resident Programs and the Canadian Labour Market In conjunction with the ICT updates, Canada's Temporary Foreign Worker Program (TFWP), which involves LMIA-based work permits, is undergoing significant reforms. IRCC’s new measures aim to reduce temporary residents in Canada from 6.5% to 5% of the total population by 2026. These changes will be especially relevant for foreign nationals seeking permanent residency in Canada and for those applying for Canada Visa Consultancy Services, such as spouse visa consultants or tourist visa ETA applications. Long-Term Outlook for Canadian Immigration Looking ahead, IRCC’s reforms signify a strategic shift in Canada’s immigration framework. Key programs such as the Provincial Nominee Program (PNP), study permits, and post-graduation work permits (PGWPs) will be affected by these changes. For immigrants relying on Canada immigration consultants, staying informed about these updates is essential for making well-informed decisions.

According to William Bolt's celebrated account, 'various and innumerable' were the 'methods of oppressing the poor weavers, such as fines, imprisonments, floggings, forcing bonds on them, etc.' ... the Company's practices led to a shocking form of self-mutilation, stating that 'instances have been known of their cutting off their thumbs to prevent their being forced to wind silk.

this transnational ultranationalist movement are the forces of capital. Tech giants and media benefit from the dramatic clash of friend and enemy. Fear and anger get people to the polls, but they also keep people online and glued to the media. Oil companies benefit when ultranationalist movements represent international climate change agreements, such as the Paris Agreement, as threats to national sovereignty. The weaker individual states and international agreements are, the stronger the power of multinational corporations becomes. India, the United States, and Brazil are now run by far-right parties, with demagogic leaders implementing ultranationalist agendas. In the bastions of democracy in Western Europe, far-right parties are ascendant. All around the world, liberal democracy is in retreat. Not since the middle of the twentieth century has liberal democracy been in such peril.

Oil companies benefit when ultranationalist movements represent international climate change agreements, such as the Paris Agreement, as threats to national sovereignty. The weaker individual states and international agreements are, the stronger the power of multinational corporations becomes.

Bryan's mother is prideful, domineering, homophobic, and loves bragging to her high-society girlfriends about Bryan's accomplishments and promotion to VP at a large multi-national oil/gas company. Bryan vigorously steers clear of conversations with his mother about more grandkids and eligible Black women because Bryan has been secretly dating Nadia, a white transgender woman.

According to analysts, 666 Fifth Avenue had about a 30 percent vacancy rate and only generated about half of its annual mortgage. It was rumored that the largest tenant was planning to move out. A Canadian company named Brookfield Property Partners took a ninety-nine-year lease on 666 Fifth Avenue. Brookfield paid the rent for the entire century-long lease, upfront, which amounted to about $1.1 billion—removing Kushner’s biggest financial headache (a $1.4 billion mortgage on the office portion of the tower due in February 2019). Brookfield got its financing for this deal from a $750 million mortgage from ING Group, a Dutch multinational and financial services corporation, and a $300 million mezzanine loan from Apollo Global Management.9 However, the Qatar Investment Authority, the government-run agency that made decisions about the nations’ financial investments, bought a $1.8 billion stake in Brookfield Property Partners. As the second largest shareholder, they had a lot to say about what should be purchased; in this instance, they apparently used Brookfield to bail out 666 Fifth Ave. This investment was a godsend to Kushner, who was now out of debt just as Qatar was suddenly no longer blockaded by Mohammad bin Salman bin Abdulaziz Al Saud, crown prince of Saudi Arabia (known colloquially as MBS), and his allies.

Exact figures are impossible to obtain, since the state never releases them, but today there are over three hundred multinational companies and six thousand start-ups that employ hundreds of thousands of people. Sales are booming, with defense exports reaching an all-time high in 2021 of US$11.3 billion, having risen 55 percent in two years. Israel’s cybersecurity firms are also soaring, with US$8.8 billion raised in one hundred deals in 2021. In the same year, Israeli cyber companies took in 40 percent of the world’s funding in the sector.

If Karl Lewin knew anything, it was how to manage in times of crisis. In fact, he’d recently overseen a quick and successful turnaround of European manufacturing operations at Global Foods, a multinational consumer products company. He was less sure, however, that the same sort of approach would be effective in his new role at the firm

I kept up with my work for the legal firm, continuing the transcription of the audio notes of one of the firm’s partners, presently engaged by a multinational oil and gas corporation to pursue every possible course of action against a certain individual, who happened also to be a member of the legal profession, and who had sought to prove, indeed had proven in law in certain countries though not his own, gross malfeasance on the part of the multinational’s leaders that had resulted in the poisoning of a number of water courses, the destruction of ancient woodland, the decimation of at least two protected species of birds, the kidnapping of activists and the corruption of public officials, as well as tax fraud, racketeering, stock-market manipulation and other crimes besides. The firm for which I worked, in representing this multinational oil and gas corporation, had already succeeded in having the attorney in question disbarred in several states, provinces, unincorporated territories and crown dependencies; in some but not in all places he could no longer practice law, the only profession he had ever dreamed of pursuing, he explained in a podcast interview from his home, where he was at present under house arrest.

What’s Slipping Under Your Radar? Word Count: 1096 Summary: Ben, a high-level leader in a multi-national firm, recently confessed that he felt like a bad father. That weekend he had messed up his Saturday daddy duties. When he took his son to soccer practice, Ben stayed for a while to support him. In the process, though, he forgot to take his daughter to her piano lesson. By the time they got to the piano teacher’s house, the next student was already playing. This extremely successful businessman felt like a failure. Keywords: Dr. Karen Otazo, Global Executive Coaching, Leadership Article Body: Ben, a high-level leader in a multi-national firm, recently confessed that he felt like a bad father. That weekend he had messed up his Saturday daddy duties. When he took his son to soccer practice, Ben stayed for a while to support him. In the process, though, he forgot to take his daughter to her piano lesson. By the time they got to the piano teacher’s house, the next student was already playing. This extremely successful businessman felt like a failure. At work, one of Ben’s greatest strengths is keeping his focus no matter what. As a strategic visionary, he keeps his eyes on the ongoing strategy, the high-profile projects and the high-level commitments of his group. Even on weekends Ben spends time on email, reading and writing so he can attend the many meetings in his busy work schedule. Since he is so good at multi-processing in his work environment, he assumed he could do that at home too. But when we talked, Ben was surprised to realize that he is missing a crucial skill: keeping people on his radar. Ben is great at holding tasks and strategies in the forefront of his mind, but he has trouble thinking of people and their priorities in the same way. To succeed at home, Ben needs to keep track of his family members’ needs in the same way he tracks key business commitments. He also needs to consider what’s on their radar screens. In my field of executive coaching, I keep every client on my radar screen by holding them in my thinking on a daily and weekly basis. That way, I can ask the right questions and remind them of what matters in their work lives. No matter what your field is, though, keeping people on your radar is essential. Consider Roger, who led a team of gung-ho sales people. His guys and gals loved working with him because his gut instincts were superb. He could look at most situations and immediately know how to make them work. His gut was great, almost a sixth sense. But when Sidney, one of his team of sales managers, wanted to move quickly to hire a new salesperson, Roger was busy. He was managing a new sales campaign and wrangling with marketing and headquarters bigwigs on how to position the company’s consumer products. Those projects were the only things on his radar screen. He didn’t realize that Sidney was counting on hiring someone fast. Roger reviewed the paperwork for the new hire. It was apparent to Roger that the prospective recruit didn’t have the right background for the role. He was too green in his experience with the senior people he’d be exposed to in the job. Roger saw that there would be political hassles down the road which would stymie someone without enough political savvy or experience with other parts of the organization. He wanted an insider or a seasoned outside hire with great political skills. To get the issue off his radar screen quickly, Roger told Human Resources to give the potential recruit a rejection letter. In his haste, he didn’t consult with Sidney first. It seemed obvious from the resume that this was the wrong person. Roger rushed off to deal with the top tasks on his radar screen. In the process, Sidney was hurt and became angry. Roger was taken by surprise since he thought he had done the right thing, but he could have seen this coming.

In a marketplace often characterized by multinational conglomerates and mass-produced goods, QYK Brands emerges as a refreshing beacon of American innovation and values. Founded in 2017, this Proud American Manufacturing Company has a mission that extends far beyond profits: to create a happier, healthier society through the production of high-quality products that resonate with their core values of "do good and feel good.

Where languages are seen as productive tools, rather than social symbols, the policies are very different. A Japanese-owned multinational company has decreed that English will be the sole language of the enterprise, wherever the company’s branches are located around the world.13 In other words, they recognized that English is the lingua franca of international commerce, as it is the language of international airline pilots communicating with airports around the world. Their decision was not based on the qualities of the English or Japanese languages, or their symbolic value, but on hard facts about the economics of doing business around the world.

Anybody who criticizes the corporate takeover of Adivasi land is called an antinational “sympathizer” of the banned Maoists. Sympathy is a crime, too. In television studios, guests who try to bring a semblance of intelligence into the debate are shouted down and compelled to demonstrate their loyalty to the nation. This is a war against people who have barely enough to eat one square meal a day. What particular brand of nationalism does this come under? What exactly are we supposed to be proud of? Our lumpen nationalists don’t seem to understand that the more they insist on this hollow sloganeering, the more they force people to say “Bharat Mata ki Jai!” and to declare that “Kashmir is an integral part of India,” the less sure of themselves they sound. The nationalism that is being rammed down our throats is more about hating another country—Pakistan—than loving our own. It’s more about securing territory than loving the land and its people. Paradoxically, those who are branded antinational are the ones who speak about the deaths of rivers and the desecration of forests. They are the ones who worry about the poisoning of the land and the falling of water tables. The “nationalists,” on the other hand, go about speaking of mining, damming, clear-felling, blasting, and selling. In their rule book, hawking minerals to multinational companies is patriotic activity. They have privatized the flag and wrested the microphone.

The VOC is largely considered as being the first company to leverage the power of a joint-stock company with its interests being multi-national.

worked at the multinational company for excruciatingly dull things,

Naming the KCC as the agent of the message, as if it were some entity disconnected from Glencore, is another example of how companies at the top of the chain eschew full accountability for the artisanal miners at the bottom. Consumer-facing tech and EV companies, mining companies, and other stakeholders in the cobalt chain invariably point their fingers downstream, even at their own subsidiaries, as if doing so somehow severes their responsibility for what is happening in the cobalt mine of the Congo. Although these companies consistently proclaim their commitments to international human rights norms, the implementation of these commitments seems to be nonexistent in the DRC. Everyone from the FARDC soldiers to the Chinese mineral traders, the Congolese government, multinational mining companies, and mega-cap tech and EV companies plays their part in preying upon those who dig for cobalt out of every crater, pit wall, and tunnel at KCC, Mashamba East, and other mines near Kapata. The global economy presses like a dead weight on the artisanal miners, crushing them into the very earth upon which they scrounge.

The East India Company has, thankfully, no exact modern equivalent. Walmart, which is the world’s largest corporation in revenue terms, does not number among its assets a fleet of nuclear submarines; neither Facebook nor Shell possesses regiments of infantry. Yet the East India Company – the first great multinational corporation, and the first to run amok – was the ultimate model and prototype for many of today’s joint stock corporations. The most powerful among them do not need their own armies: they can rely on governments to protect their interests and bail them out.

for the first time a writer grappled, for example, with the question of how to deal with a multinational whose tentacles extended well beyond

Google was a company that’d made more money off advertisements than any other company in the history of the world, but it had been founded by people who were embarrassed by a business model dependent upon advertising lawn chairs, car insurance, and Viagra. To deflect the embarrassment, the company cloaked itself in an aura of innovation and some old bullshit about the expansion of human knowledge. Google maintained this façade by providing web and mobile services to the masses. The most beloved of these services was the near daily alteration of the company’s logo as it appeared on the company’s website. Almost every day, the Google logo transformed into cutesy, diminutive cartoons of people who’d done something with their lives other than sell advertisements. These cartoons were called Google Doodles. They encompassed the whole spectrum of achievement, with a special focus on scientific achievement and the lives of minorities. In its own way, this was a perfect distillation of politics in the San Francisco Bay Area. Whenever they appeared, the Google Doodles were beloved and celebrated in meaningless little articles on meaningless little websites. They were not met with the obvious emotion, which would be total fucking outrage at a massive multinational corporation co-opting a wide range of human experience into an advertisement for that very same corporation. Here was the perversity of Twenty-First-Century AD life: Native-American women had a statistically better chance of being caricatured in a Google Doodle than they did of being hired into a leadership position at Google. And no one cared. People were delighted! They were being honored! By a corporation!

Multinational pharmaceutical companies spend many billions of dollars a year on research, and often have very little to show for it.

In an age of extreme automation and globalization, how can the 90 percent for whom income is stagnant or falling respond? For the Tea Party, the answer is to circle the wagons around family and church, and to get on bended knee to multinational companies to lure them to you from wherever they are. This is the strategy Southern governors have used to lure textile firms from New England or car manufacturers from New Jersey and California, offering lower wages, anti-union legislation, low corporate taxes, and big financial incentives. For the liberal left, the best approach is to nurture new business through a world-class public infrastructure and excellent schools. An example is what many describe as the epicenter of a new industrial age: Silicon Valley—with Google, Twitter, Apple, and Facebook—and its environs, as well as the electric car and solar industries. The reds might be the Louisiana model, and to some degree, the blues are the California one.

Today is better than yesterday, but not as good as tomorrow. Progress is never-ending; each day being a little better than the one before.

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Faulty argument #1: You don’t need international stocks, because American multinational companies have a large percentage of their operations overseas. This gives you enough international exposure. To see the flaw in this logic is easy. During the five years between 2003 and 2007, the U.S. stock market earned a handsome 91

Not only did Americans tend to be skeptical of oil companies, but BP’s CEO, Tony Hayward, was a walking PR disaster—stating in the media that the spill involved a “relatively tiny” amount of oil in “a very big ocean”; arguing in another interview that no one wanted to see the hole plugged more than him because “I’d like my life back”; and generally living up to every stereotype of the arrogant, out-of-touch multinational executive.

The government granted the VOC a monopoly on all Dutch trade in Asia. The English had done something similar two years before, creating their own East India Company. But the Dutch East India Company would evolve in a way that would make it the first modern multinational corporation—the predecessor of Coca-Cola and Google and ExxonMobil.

In one of his first exploits, he called into Nokia from his own mobile phone and pretended to be a senior executive at the company. By studying the organizational chart and learning some detailed facts about the company, he was able to persuade someone in the IT department of his falsified identity. Mitnick claimed that he lost his copy of Nokia’s top mobile phone’s source code and needed it sent right away or he would be in big trouble. With this ruse, he was able to trick his mark into action. The loyal and unsuspecting employee complied, and within 15 minutes, Mitnick had the most important and confidential intellectual property of a multinational conglomerate.

...there's a concrete difference between how we treat an individual who commits fraud within the structure of a giant multinational company with a lot of settlement money lying around, and how we treat, say, an ordinary broke person who commits welfare or unemployment fraud.

Translated, this means that I persuade buyers of large multinational companies to sign annual contracts for the supply of their toilet rolls. Don’t laugh. There’s a future in toilet rolls.

ABOUT THE AUTHOR Tim Tigner began his career in Soviet Counterintelligence with the US Army Special Forces, the Green Berets. That was back in the Cold War days when, “We learned Russian so you didn't have to,” something he did at the Presidio of Monterey alongside Recon Marines and Navy SEALs. With the fall of the Berlin Wall, Tim switched from espionage to arbitrage. Armed with a Wharton MBA rather than a Colt M16, he moved to Moscow in the midst of Perestroika. There, he led prominent multinational medical companies, worked with cosmonauts on the MIR Space Station (from Earth, alas), chaired the Association of International Pharmaceutical Manufacturers, and helped write Russia’s first law on healthcare. Moving to Brussels during the formation of the EU, Tim ran Europe, Middle East and Africa for a Johnson & Johnson company and traveled like a character in a Robert Ludlum novel. He eventually landed in Silicon Valley, where he launched new medical technologies as a startup CEO. In his free time, Tim has climbed the peaks of Mount Olympus, hang glided from the cliffs of Rio de Janeiro, and ballooned over Belgium. He earned scuba certification in Turkey, learned to ski in Slovenia, and ran the Serengeti with a Maasai warrior. He acted on stage in Portugal, taught negotiations in Germany, and chaired a healthcare conference in Holland. Tim studied psychology in France, radiology in England, and philosophy in Greece. He has enjoyed ballet at the Bolshoi, the opera on Lake Como, and the symphony in Vienna. He’s been a marathoner, paratrooper, triathlete, and yogi.

Realizing that solar had become essential to oil production, petroleum firms set up their own photovoltaic subsidiaries. Exxon became, in 1973, the first commercial manufacturer of solar panels; the second, a year later, was a joint venture with the oil giant Mobil. (Exxon and Mobil merged in 1999.) The Atlantic Richfield Company (ARCO), another oil colossus, ran the world’s biggest solar company until it was acquired by Royal Dutch Shell, the oil and gas multinational. Later the title of world’s biggest solar company passed to British Petroleum (now known as BP). By 1980 petroleum firms owned six of the ten biggest U.S. solar firms, representing most of the world’s photovoltaic manufacturing capacity.

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