New Benchmark Quotes

Her eyelashes made me hard. That was a new benchmark for me, I had to admit.

Love doesn’t have goals or benchmarks or blueprints, but it does have a purpose. The purpose is not to change the people we love, but to give them what they need to thrive. Love’s purpose is not to shape our beloved’s destiny, but to help them shape their own. It isn’t to show them the way, but to help them find a path for themselves, even if the path they take isn’t one we would choose ourselves, or even one we would choose for them. The

the basic metaphor of prototypes still seems apt to me. There are no answers or magic pills. There is no alternative to learning through experimentation. Benchmarking and studying “best practices” will not suffice—because the prototyping process does not involve just incremental changes in established ways of doing things, but radical new ideas and practices that together create a new way of managing.

No matter what you are dealing with, your goal should be to maximize the resources and capabilities you do have. If you’ve suffered a freak injury or received a diagnosis that changes everything, what does your new maximum effort level look like? A lot of people bide their time and wait to see what happens next, but a year or two later, they find they are still waiting. With every unfortunate turn in life, no matter how heavy the weight, you have to be committed to pushing back against that pressure with effort. No matter your age, abilities, disabilities, or responsibilities, we must all stay committed to finding our new benchmarks. Because not only does that keep your mind engaged and your demons at bay, you actually might achieve things the old you never could have conceived.

A benchmark of new emotional management lies in realizing that our past can no longer be blamed for our actions in the present.

If the benchmark for the changes to which we aspire is not radically different to the one that has guided development solutions so far, humanity will not escape those strong path dependencies.

Oil prices fell from thirty-six dollars a barrel in 1981 to about fifteen dollars by 1986, based on benchmark West Texas Intermediate prices. In 2013 dollars, that’s a decimating fall from over ninety dollars to just over thirty.

How do you know you love me?” “How do I know?” “Yeah. Doesn’t it seem soon? Fast? Unlikely?” “I don’t know that there’s a prescribed length of time it takes, Bailey. There’s not some magical benchmark or test you need to take to see it. sometimes I think you just know.” “You just know.” “My pain disappears when I’m with you. I get to be a new version of myself when I’m with you. I sleep. I laugh. I have something – someone – to look forward to at the end of the day. I feel …. I feel whole again with you.

A crisis of character is nothing new for the United States of America and its long history of abuses of power. When I look at our country today, I see a nation deep in the terror of its own retooling, stuck between a past it can’t outrun and the trajectory of a future it must outgrow. We are a nation that still cannot wrap its head around the overwhelming inequality among genders and races in our society and institutional systems. We are a nation that cannot agree on the definition of misogyny, let alone put a finger on its pervasiveness or manifestation. But there seem to be benchmark eras in our history that have brought great and radical change to fruition—times when we weren’t just living through difficulties, but actively confronting our values and agitating for revolutionary change. I believe we are in one of those eras right now.

The creators of blue oceans, surprisingly, didn’t use the competition as their benchmark.17 Instead, they followed a different strategic logic that we call value innovation. Value innovation is the cornerstone of blue ocean strategy. We call it value innovation because instead of focusing on beating the competition, you focus on making the competition irrelevant by creating a leap in value for buyers and your company, thereby opening up new and uncontested market space.

Listen carefully and you’ll hear that word enough everywhere, especially when it comes to the anxiety, loneliness, exhaustion, and division that plague our moment to such tragic proportions. You’ll hear about people scrambling to be successful enough, happy enough, thin enough, wealthy enough, influential enough, desired enough, charitable enough, woke enough, good enough. We believe instinctively that, were we to reach some benchmark in our minds, then value, vindication, and love would be ours—that if we got enough, we would be enough.

Biological warfare (BW) and chemical warfare (CW) research was run out of Edgeware Arsenal but also involved testing in many other locations including Dugway Proving Ground, Utah. As in the radiation experiments described in an earlier chapter, BW/CW research involved releasing bacteria, fungi and viruses into general population areas. The bacterium Serratia marascens was released in many locations including New York (June 7-10, 1966), San Francisco (September, 1950), and Pennsylvania State Highway #16 westward for one mile from Benchmark #193 (January 7, 1955). Other infectious agents released into civilian populations included Aspergillus fumigatus and Bacillus globigii.

The Manhattan Institute’s Heather Mac Donald is one of the few journalists who has been willing to write about race and crime honestly, despite the unpopularity of doing so. In books, op-eds, and magazine articles she has picked apart the media’s disingenuous coverage of the issue. The New York Times, for example, regularly runs stories about racial disparities in police stops while glossing over the racial disparities in crime rates. “Disclosing crime rates—the proper benchmark against which police behavior must be measured—would demolish a cornerstone of the Times’s worldview: that the New York Police Department, like police departments across America, oppresses the city’s black population with unjustified racial tactics,” wrote Mac Donald.

Here are some of the handicaps mutual-fund managers and other professional investors are saddled with: With billions of dollars under management, they must gravitate toward the biggest stocks—the only ones they can buy in the multimillion-dollar quantities they need to fill their portfolios. Thus many funds end up owning the same few overpriced giants. Investors tend to pour more money into funds as the market rises. The managers use that new cash to buy more of the stocks they already own, driving prices to even more dangerous heights. If fund investors ask for their money back when the market drops, the managers may need to sell stocks to cash them out. Just as the funds are forced to buy stocks at inflated prices in a rising market, they become forced sellers as stocks get cheap again. Many portfolio managers get bonuses for beating the market, so they obsessively measure their returns against benchmarks like the S & P 500 index. If a company gets added to an index, hundreds of funds compulsively buy it. (If they don’t, and that stock then does well, the managers look foolish; on the other hand, if they buy it and it does poorly, no one will blame them.) Increasingly, fund managers are expected to specialize. Just as in medicine the general practitioner has given way to the pediatric allergist and the geriatric otolaryngologist, fund managers must buy only “small growth” stocks, or only “mid-sized value” stocks, or nothing but “large blend” stocks.6 If a company gets too big, or too small, or too cheap, or an itty bit too expensive, the fund has to sell it—even if the manager loves the stock. So

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

An Alternative to Goals A reporter once asked an official from Toyota whether the company achieved “six sigma” quality—a defect rate of around 3 in a million and also the name of a quality improvement methodology that is currently fashionable. His answer typifies the Boyd approach to goals: Basically, I would say that because of our evolutionary concept, whatever we were doing becomes the benchmark for what we do next. We hold onto what we were doing so that it becomes maintainable and it is the new steady state.140 This may seem like a masterwork of obfuscation, but it is entirely consistent with Toyota’s overall guiding concept: The Toyota Production System, quite simply, is about shortening the time it takes to convert customer orders into vehicle deliveries.141 This is one of the best vision / focusing statements in the world of business. Instead of setting arbitrary goals, it tells everybody who works for Toyota that whenever they are in doubt about what to do, take the action that will reduce customer-to-delivery span time. It sets a direction, not a goal, since wherever we are this year, we will be better next year.

Nobody questions the importance of knowing what happens outside, but such knowledge should be preceded by knowing what happens inside. Generally, benchmarking will not help resolve incorrectly formulated questions or questions that are misdirected. Externalism can harm human capital management as much as self-centeredness can. An appropriate balance between looking outside and knowing the inside seems to be the obvious solution to this crisis.

Four effects in this case: that star-wobble is caused by the presence of a planet; that a star's light can be split into spectral lines; that these spectral lines shift if the star moves (wobbles) relative to us; and that light passed through a gas produces fixed absorption lines (that can act as a benchmark for any shift in a star's light spectrum). Captured and organized properly into a working technology, these effects have found 150 new exoplanets.

Applying scientific principles and validated learning to identify and eliminate sources of waste Adapting company vision to reflect customer insight Emphasizing fast iterations to stay ahead of uncertainty Effectively evaluating progress using a new set of benchmarks designed for startups

On a daily basis the venture capitalist was not concerned with historical impact; he worked to create wealth for himself and his limited partners. However, among the Benchmark partners there was awareness that framing one’s professional raison d’être in the language of financial return meant that one was hostage to the vagaries of the market—and even when the market is buoyant, there is little that is soul-quenching about mere numbers. “The really big wins are where all the rewards come from,” Bob Kagle once pointed out, before eBay had gone public. The rewards he was referring to were the emotional ones, not the financial ones, and they were rewards derived not from a game of assuming personal risk—the venture guys had a portfolio across which risk could be spread—but from being backers of entrepreneurs, the ones who commercialized new technology and introduced new products and services—and were the ones who really took on risk. “Nine times out of ten they’re taking on some big, established system of some sort.” He dropped his voice for emphasis: If the individual entrepreneur won, even for the venture guys it produced an “exhilarating feeling”—he groped for the right words—“it’s confirmation that one person with courage can make a difference.” This was the minidrama Kagle and his colleagues had seen play out triumphantly again and again. The work itself did not have any neat demarcations of beginning, middle, and end. The funds seemed to be evergreen, fresh capital materializing as soon as the till was exhausted. The calendars of the partners, revolving as they did around looking at new business plans, meeting new entrepreneurs, considering new deals, gave a feeling of perennially beginning afresh. For them, it was the best place in the cosmos to get the first peek at the future.

less than two months after Ke Jie resigned his last game to AlphaGo, the Chinese central government issued an ambitious plan to build artificial intelligence capabilities. It called for greater funding, policy support, and national coordination for AI development. It set clear benchmarks for progress by 2020 and 2025, and it projected that by 2030 China would become the center of global innovation in artificial intelligence, leading in theory, technology, and application. By 2017, Chinese venture-capital investors had already responded to that call, pouring record sums into artificial intelligence startups and making up 48 percent of all AI venture funding globally, surpassing the United States for the first time.

Redefining the paradigm of business benchmarking in a dynamic technological world, fosters new strategic concepts that will define how businesses will evolve to gain traction.

Amazon’s Leadership Principles6 Customer Obsession. Leaders start with the customer and work backwards. They work vigorously to earn and keep customer trust. Although leaders pay attention to competitors, they obsess over customers. Ownership. Leaders are owners. They think long term and don’t sacrifice long-term value for short-term results. They act on behalf of the entire company, beyond just their own team. They never say, “that’s not my job.” Invent and Simplify. Leaders expect and require innovation and invention from their teams and always find ways to simplify. They are externally aware, look for new ideas from everywhere, and are not limited by “not invented here.” As we do new things, we accept that we may be misunderstood for long periods of time. Are Right, A Lot. Leaders are right a lot. They have strong judgment and good instincts. They seek diverse perspectives and work to disconfirm their beliefs. Learn and Be Curious. Leaders are never done learning and always seek to improve themselves. They are curious about new possibilities and act to explore them. Hire and Develop the Best. Leaders raise the performance bar with every hire and promotion. They recognize exceptional talent, and willingly move them throughout the organization. Leaders develop leaders and take seriously their role in coaching others. We work on behalf of our people to invent mechanisms for development like Career Choice. Insist on the Highest Standards. Leaders have relentlessly high standards—many people may think these standards are unreasonably high. Leaders are continually raising the bar and drive their teams to deliver high-quality products, services, and processes. Leaders ensure that defects do not get sent down the line and that problems are fixed so they stay fixed. Think Big. Thinking small is a self-fulfilling prophecy. Leaders create and communicate a bold direction that inspires results. They think differently and look around corners for ways to serve customers. Bias for Action. Speed matters in business. Many decisions and actions are reversible and do not need extensive study. We value calculated risk-taking. Frugality. Accomplish more with less. Constraints breed resourcefulness, self-sufficiency, and invention. There are no extra points for growing headcount, budget size, or fixed expense. Earn Trust. Leaders listen attentively, speak candidly, and treat others respectfully. They are vocally self-critical, even when doing so is awkward or embarrassing. Leaders do not believe their or their team’s body odor smells of perfume. They benchmark themselves and their teams against the best.

The ASCI Red, the first product of the U.S. government’s Accelerated Strategic Computing Initiative, was the world’s fastest supercomputer when it was introduced in 1996. It cost $55 million to develop and its one hundred cabinets occupied nearly 1,600 square feet of floor space (80 percent of a tennis court) at Sandia National Laboratories in New Mexico.10 Designed for calculation-intensive tasks like simulating nuclear tests, ASCI Red was the first computer to score above one teraflop—one trillion floating point operations* per second—on the standard benchmark test for computer speed. To reach this speed it used eight hundred kilowatts per hour, about as much as eight hundred homes would. By 1997, it had reached 1.8 teraflops.

I am deeply convinced that we can do better. The key to progress is a relentless focus on value creation, not value capture. Fortunately, there is no contradiction. Financial success, as we have seen time and again, will follow true value creation.10 At a policy level, this means that corporate leaders need to pay close attention to benchmarks number four and number five. Undermining markets will surely leave us poorer—and more divided! The most important work, however, takes place in companies. No matter where you sit in your organization, whether you work alone, in a team, or lead a large corporation, can I ask you to never tire of seeking new ways to increase WTP and lower WTS? Can I convince you that your role is both vital and noble? What better way to lead a life than being preoccupied with creating value for others, to touch their lives in ways both big and small?

Be an example of limitless possibilities. You are free to set new benchmarks everyday.

A Maldives holiday gives you the opportunity to walk in the pristine white sands, throw them among your feet and keep your mind on the bustle of the waves of the ocean at an ideal level of relaxation. Is it possible that there is more fun than we do in the Maldives? The charming atmosphere and relaxing aura are combined as a perfect match to the heavenly connection which you share with the love of life which speaks volumes of honeymoon tour packages on the Maldives. The honeymoon packages from India to the Maldives are made to perfectly suit your needs and offer you an excellent vacation. In comparison to the experience that awaits you, the prices of the Maldives online Honeymoon packages are fully justified. It is known that traveling brings people together as we grow on each tour. With our Maldives honeymoon packages, a special tour with your better half can be extra special. The shades of the darkness and dawn of this land are striking like a painting; you can visit the Maldives for an unforgettable holiday with Benchmark holiday online packages. This is a panoramic place to capture new beginnings in perfect strokes of green and blue with all-new aquatic and turquoise shades. The grace of romance easily sweeps into the heart while hunting for the best packages of Maldives honeymoon. To plan your best holiday online, choose a Maldives tour package, at affordable prices too. We give you the ability to recall our legacy and to enjoy it, to explore and celebrate life in the best online packs in the Maldives.

It's okay if our charm gets a little banged up along the way, don't you think? Or a lot banged up. I just—I have to believe we're all good and worthy even when we don't have clear, concise stories where everything we went through makes sense, and our issues are predictable and our quirks are only minorly quirky, never distractingly quirky. Sometimes big, shitty things happen like a serial cheater and it makes us twitchy about new relationships. Other times, we have a slightly chaotic childhood and we're almost paralyzed with anxiety as adults. The hit doesn't have to be hard to leave a dent. And regardless of the size of that dent, I need to believe we're all okay. That it's our rusty, banged up charm calling out and asking for acceptance.

By September 2004, Zuckerberg was referring to Parker as Facebook’s president, and Parker was steering Zuckerberg away from conventional venture capitalists. He told Benchmark and Google to back off, preferring to take a leaf out of Google’s own book; he wanted to raise capital from angels. His first port of call was an entrepreneur named Reid Hoffman, who had coached him through the Plaxo denouement. Hoffman declined to lead an investment in Facebook; he had himself founded a social network called LinkedIn, and there might be some rivalry. So Hoffman put Parker in touch with a Stanford friend named Peter Thiel, the co-founder of an online payments company called PayPal. Pretty soon, Thiel agreed to kick in $500,000 in exchange for 10.2 percent of the firm, with Hoffman providing a further $38,000.[11] A third social-networking entrepreneur named Mark Pincus also wrote a check for $38,000.

Questions About the Past Performance How has this organization performed in the past? How do people in the organization think it has performed? How were goals set? Were they insufficiently or overly ambitious? Were internal or external benchmarks used? What measures were employed? What behaviors did they encourage and discourage? What happened if goals were not met? Root Causes If performance has been good, why has that been the case? What have been the relative contributions of strategy, structure, systems, talent bases, culture, and politics? If performance has been poor, why has that been the case? Do the primary issues reside in the organization’s strategy? Its structure? Its technical capabilities? Its culture? Its politics? History of Change What efforts have been made to change the organization? What happened? Who has been instrumental in shaping this organization? Questions About the Present Vision and Strategy What is the stated vision and strategy? Is the organization really pursuing that strategy? If not, why not? If so, will the strategy take the organization where it needs to go? People Who is capable, and who is not? Who is trustworthy, and who is not? Who has influence, and why? Processes What are the key processes? Are they performing acceptably in quality, reliability, and timeliness? If not, why not? Land Mines What lurking surprises could detonate and push you offtrack? What potentially damaging cultural or political missteps must you avoid? Early Wins In what areas (people, relationships, processes, or products) can you achieve some early wins? Questions About the Future Challenges and Opportunities In what areas is the organization most likely to face stiff challenges in the coming year? What can be done now to prepare for them? What are the most promising unexploited opportunities? What would need to happen to realize their potential? Barriers and Resources What are the most formidable barriers to making needed changes? Are they technical? Cultural? Political? Are there islands of excellence or other high-quality resources that you can leverage? What new capabilities need to be developed or acquired? Culture Which elements of the culture should be preserved? Which elements need to change?

But Adam had another reason to be excited. A deal this large would typically diminish the founders’ control over the company. Miguel wasn’t especially concerned, having already transferred some control to his cofounder. But as part of the deal, Adam engineered a change to WeWork’s charter with the help of Jen Berrent, WeWork’s new general counsel, that gave him ten votes for each share of the company he owned. The arrangement would give him roughly 65 percent of the votes on any company matter. These “supervoting” shares had become popular in Silicon Valley, where founders feared losing control of their companies. Mark Zuckerberg had negotiated a similar deal, as had Travis Kalanick at Uber. Many investors were so eager to get in on the small group of start-ups that could make plausible arguments for world domination that they often believed they had no choice but to accept such founder-friendly terms. But giving so much control of a company to an entrepreneur who had never run a business of this size before was a risk. As the deal was finalized, Bruce Dunlevie, Neumann’s first major investor, tried pushing back on the arrangement. But Benchmark wasn’t eager to lose favor with Neumann, and it didn’t have much standing in the fight, having just given Travis Kalanick similar control at Uber. Dunlevie relented, but not before offering a warning to Berrent and WeWork’s board. “I’ll just leave you with this thought,” Dunlevie said. “Absolute power corrupts absolutely.

A half hour later, with a new schedule and an alarming set of "personal academic benchmarks" to meet, Steve was released back into the wild, feeling a confusing blend of joy and terror, which was often a ticket to a ride on the anxiety roller coaster.

While Washington rejoiced over his legislative victories, the state of Virginia threw him into a profound dilemma by deeding him a gift of fifty shares of Potomac River Company stock and one hundred shares of James River Company stock to recognize his services to the state. Having sacrificed a salary throughout the war, Washington was not about to accept payment now; nor did he want to seem vain or offend his fellow Virginians by brusquely dismissing their kind gesture. He admitted to Governor Harrison that “no circumstance has happened to me since I left the walks of public life, which has so much embarrassed me.” If he spurned the gift, he feared, people would think “an ostentatious display of disinterestedness or public virtue was the source of the refusal.” On the other hand, he wanted to remain free to articulate his views without arousing suspicions that “sinister motives had the smallest influence in the suggestion.”21 He valued his reputation for integrity, calling it “the principal thing which is laudable in my conduct.”22 Noting that such “gratuitous gifts are made in other countries,” Washington wanted to establish a new benchmark for the behavior of public figures in America and eliminate petty or venal motives.

it’s wise to negotiate success. It’s well worth investing time in this critical relationship up front, because your new boss sets your benchmarks, interprets your actions for other key players, and controls access to resources you need.

One technique I learned, actually from Brian Chesky at Airbnb, is to go find the five best people in Silicon Valley that do that role, and just have coffee with them. And just chat. In that dialogue, I think you form an ability to benchmark the differences between an A+ and a B+, so that when you meet new candidates, actual candidates, you can triangulate against the people you’ve met that are clearly stellar.

As things stand, China controls about 80 per cent of the world’s battery production capacity. Indeed, according to Benchmark Mineral Intelligence, one of the chroniclers of this new era of gigafactories, even if all the European and American grand visions for battery production actually materialised, by the beginning of the 2030s China will still be turning out seven out of every ten batteries produced anywhere in the world.

Title: Opening Development: The Job of market research consultant in india In the consistently developing scene of business in India, remaining in front of the opposition requires a profound comprehension of market elements, customer conduct, and arising patterns. This is where statistical surveying specialists assume a significant part. With their ability in information examination, industry bits of knowledge, and vital direction, statistical surveying experts enable organizations to pursue educated choices and explore the intricacies regarding the Indian market. In this article, we dig into the meaning of market research consultant in india and how they drive development and advancement. Exploring Different Business sectors: India is a place that is known for variety, where every district has its own exceptional social, financial, and social elements. Statistical surveying advisors have the aptitude to explore through these assorted business sectors, giving important experiences customized to explicit areas. Whether it's comprehension shopper inclinations in metropolitan communities like Mumbai and Delhi or taking advantage of the thriving business sectors of Level 2 and Level 3 urban areas, statistical surveying advisors offer limited systems that reverberate with the interest group. Uncovering Customer Bits of knowledge: Purchaser conduct is continually developing, affected by elements, for example, financial changes, mechanical progressions, and social movements. Statistical surveying experts utilize a scope of philosophies, including overviews, center gatherings, and information examination, to reveal well established customer experiences. By figuring out the requirements, goals, and trouble spots of the objective segment, organizations can tailor their items, administrations, and promoting methodologies to resound with buyers on a significant level. Recognizing Arising Patterns: In the present quick moving business climate, keeping up to date with arising patterns is vital for keeping an upper hand. Statistical surveying advisors have practical experience in pattern examination, observing business sector developments, contender exercises, and mechanical advancements. By distinguishing arising patterns from the beginning, organizations can gain by new open doors and turn their systems in like manner. Whether it's the ascent of online business, the reception of reasonable practices, or the developing interest for computerized arrangements, market research consultant in india give priceless prescience to direct business choices. Relieving Dangers: Each undertaking involves a specific level of hazard, whether it's entering another market, sending off another item, or extending tasks. Statistical surveying specialists direct careful gamble evaluations, recognizing possible entanglements and moderating elements that could influence business achievement. Through thorough market examination, contender benchmarking, and situation arranging, statistical surveying specialists empower organizations to go with informed risk-the executives choices, limiting vulnerabilities and boosting open doors for development. Driving Advancement: Development is the soul of business achievement, powering development, separation, and supportability. Statistical surveying experts cultivate a culture of development by uncovering neglected needs, distinguishing market holes, and investigating undiscovered open doors. By utilizing market knowledge and shopper experiences, organizations can improve items, administrations, and plans of action that reverberate with the advancing requirements of the market. Whether it's creating state of the art advancements, troublesome plans of action, or advancement showcasing methodologies, statistical surveying experts engage organizations to remain in front of the development bend. All in all, statistical surveying experts assume a basic part in opening development and deve

To succeed as Michael did with a new boss, it’s wise to negotiate success. It’s well worth investing time in this critical relationship up front, because your new boss sets your benchmarks, interprets your actions for other key players, and controls access to resources you need. He will have more impact than any other individual on how quickly you reach the break-even point, and on your eventual success or failure.

Ratan Tata was already well known in the investment community, but it was a new and interesting experience for me. Inevitably perhaps, on the road show we were always being compared and evaluated against Infosys and a lot of complimentary things were said about Infosys. Although we were competitors, to hear good things said in international forums about an Indian company made us very happy. When Ratan Tata returned from the road show he wrote a leter to Infosys’s management saying, ‘I must tell you that I felt so proud that here is an Indian company which is considered a benchmark in governance and transparency.

As a writer, she was struggling. As an accomplice to the wholesale drug trade, she was setting new benchmarks for excellence in felony crime.

I’ve wanted you from the minute I saw you.” I put my hands flat on his chest, getting used to the idea of him as a physical, solid presence. I was going to enjoy this one night. “You made a crack about it being my first time.” “I wanted to bend you over the table.” He kissed me with a pop. “Yank your skirt up.” Another kiss. “And stick my fingers in you to see if you were wet.” “I was.” “Good.” He gave me his tongue, guided me with his lips, possessed me with his mouth. FILE UNDER: Kissing. SUBFOLDER: New benchmark.

Doing this requires massive amounts of relevant data, a strong algorithm, a narrow domain, and a concrete goal. If you’re short any one of these, things fall apart. Too little data? The algorithm doesn’t have enough examples to uncover meaningful correlations. Too broad a goal? The algorithm lacks clear benchmarks to shoot for in optimization.

If there’s one thing I’ve learned from working with all these large manufacturing companies, it’s that this shift can truly drive growth. What happened to the technology sector is going to happen to the manufacturing sector—I’m sure of it. Why? Because IoT allows you to rediscover your customers. It lets you learn what they really want. In fact, I would argue that the only true competitive advantage is your relationship with and knowledge of your customers. Think about it—what’s the first thing your competitor does when you put out a new product? It buys that product on the open market and sends it to the R&D lab, which then proceeds to dismantle it, benchmark it, and reverse-engineer it in a thousand different ways. Your competitors can’t do that with the collective intelligence of your customer base. That’s something that you, and only you, can own. It’s an incredibly powerful advantage.

I should buy Le Monde. It is, after all, the chosen newspaper of les intellos and it remains the benchmark in France for good journalism.

Everyone’s job has different requirements, but the three main folders I use should fit many types of work. Current projects, with a subfolder for each project. (You should try to keep these to no more than ten. After all, how many of us are simultaneously working on more than ten projects? If you are, you’ll learn in the next chapter how to tidy your time.) Records, which contain policies and procedures you regularly access. Usually, these files are provided by others and you typically don’t modify them. Examples include legal contracts and employee files. Saved work, which consists of documents from past projects that you’ll use in the future. Examples include files that can help you with new projects, like a presentation from a previous client that can be a good template for a future one. Other types of saved work can include research you’ve done that could be helpful later, such as benchmarking of competitors or industry research. You may also want to save some projects to have a portfolio to show to prospective clients or new employees for training purposes. If you keep personal files in the same space, add a “Personal” folder so you don’t intermingle personal and work files. Keep digital documents organized. Staying organized is much easier once you have a small set of intuitive, primary folders. If you decide to keep a new file, put it in the most appropriate folder. Otherwise, delete it. The usefulness of your folders will improve as you consistently place similar files in the same place and keep only what you need. When projects are done, decide whether they warrant being moved to your “Saved Work” folder or if you can discard them. There’s no need to store records such as company policies if they’re accessible in other places or won’t be needed again.

A number of European countries are going to be put in trusteeship, with severe austerity programs. Some will go bankrupt and be forced to return to their old national currency. Sooner or later, the United States will no longer be capable of continuing its policies, and will be forced to admit that its debt can never be paid off. The consequence may be a unilateral default, with the nationalization of banks and strategic industries, and the creation of a new dollar backed by some sort of benchmark (such as a precious metal); or it may be hyperinflation, with the euro and the dollar meeting their ends by no longer being accepted in payment.

Investors tend to pour more money into funds as the market rises. The managers use that new cash to buy more of the stocks they already own, driving prices to even more dangerous heights. If fund investors ask for their money back when the market drops, the managers may need to sell stocks to cash them out. Just as the funds are forced to buy stocks at inflated prices in a rising market, they become forced sellers as stocks get cheap again. Many portfolio managers get bonuses for beating the market, so they obsessively measure their returns against benchmarks like the S & P 500 index. If a company gets added to an index, hundreds of funds compulsively buy it. (If they don’t, and that stock then does well, the managers look foolish; on the other hand, if they buy it and it does poorly, no one will blame them.) Increasingly, fund managers are expected to specialize. Just as in medicine the general practitioner has given way to the pediatric allergist and the geriatric otolaryngologist, fund managers must buy only “small growth” stocks, or only “mid-sized value” stocks, or nothing but “large blend” stocks.6 If a company gets too big, or too small, or too cheap, or an itty bit too expensive, the fund has to sell it—even if the manager loves the stock. So there’s no reason you can’t

It’s clear to me that American families increasingly want the option to leave their cars at home once they get back from a day’s work. Accordingly, “walk scores” are an increasingly important benchmark to help evaluate the desirability of new locations. The twenty-first century is likely to result

Once again the Scriptures are a lodestar, a benchmark, the plumb line steadies us and steers us clear of what is happening in the world and gives us a glimpse of history and politics, economics and daily experiences from God's point of view. Going back to this mother lode of wisdom and knowledge, inspired by God, brings grace and further insight not found in other devotional materials.

axis, all of those straight-ish lines would look like the first graph above of Andy’s tribble family—horizontal most of the way, then suddenly close to vertical at the end. And there would really be no way to graph them all together—the numbers involved are just too different. Logarithmic scaling takes care of these issues and allows us to get a clear overall picture of improvement in digital gear. It’s clear that many of the critical building blocks of computing—microchip density, processing speed, storage capacity, energy efficiency, download speed, and so on—have been improving at exponential rates for a long time. To understand the real-world impacts of Moore’s Law, let’s compare the capabilities of computers separated by only a few doubling periods. The ASCI Red, the first product of the U.S. government’s Accelerated Strategic Computing Initiative, was the world’s fastest supercomputer when it was introduced in 1996. It cost $55 million to develop and its one hundred cabinets occupied nearly 1,600 square feet of floor space (80 percent of a tennis court) at Sandia National Laboratories in New Mexico.10 Designed for calculation-intensive tasks like simulating nuclear tests, ASCI Red was the first computer to score above one teraflop—one trillion floating point operations* per second—on the standard benchmark test for computer speed. To reach this speed it used eight hundred kilowatts per hour, about as much as eight hundred homes would. By 1997, it had reached 1.8 teraflops.

Finally, you are ready to launch your church. Begin by developing action steps and goals that can be used as benchmarks to track your progress. In your planning, always be sensitive to God’s sovereignty. What matters is not so much the final detailed plan itself as the actual process of planning. Reality will always alter your plan, but the planning process will equip you to deal with surprises and new realities in a way that is informed by and consistent with your model and vision. Your specific action steps and plans should include these basics: • goals for funding and how to reach them • goals for concrete ministries/programs and how to reach them • goals for leadership development and how to reach them

Guns N’ Roses was no longer a band, but the band—our band. These are my fucking boys—they’re willing to fight through anything. I already knew this trip had set a new benchmark for what we were capable of, what we could and would put ourselves through to achieve our goals as a band. This band became a brotherhood under that oppressive Sacramento sun. Fuck yeah!

As the Model S fever gripped Silicon Valley, I visited Ford’s small research and development lab in Palo Alto. The head of the lab at the time was a ponytailed, sandal-wearing engineer named T. J. Giuli, who felt very jealous of Tesla. Inside of every Ford were dozens of computing systems made by different companies that all had to speak to each other and work as one. It was a mess of complexity that had evolved over time, and simplifying the situation would prove near impossible at this point, especially for a company like Ford, which needed to pump out hundreds of thousands of cars per year and could not afford to stop and reboot. Tesla, by contrast, got to start from scratch and make its own software the focus of the Model S. Giuli would have loved the same opportunity. “Software is in many ways the heart of the new vehicle experience,” he said. “From the powertrain to the warning chimes in the car, you’re using software to create an expressive and pleasing environment. The level of integration that the software has into the rest of the Model S is really impressive. Tesla is a benchmark for what we do here.” Not long after this chat, Giuli left Ford to become an engineer at a stealth start-up. There

I do cry now and then, in case you're wondering. I even cried for Chimp once. I was there for his birth, years before we ever shipped out. I saw the lights come on, listened as he found his voice, watched him learn to tell Sunday from Kai from Ishmael. He was such a fast learner, such an eager one; back then, barely out of my own accelerated adolescence and not yet bound for the stars, I felt sure he'd streak straight into godhood while we stood mired in flesh and blood. He seemed so happy, devoured every benchmark, met every challenge, anticipated each new one with a kind of hardwired enthusiasm I could only describe as voracious.

Before the management of the company just described could become fast innovators, they had to develop and embrace a new philosophy of organizing around time. The new philosophy is embedded in these eleven key principles: Time is the key performance variable to be managed to attain improved cost and quality. Time benchmarks are set by the performance of competitors and, if faster, by what is technologically possible. The support functions necessary to advance the development process are actively managed to be “invisible.” Their need is to be anticipated; they are to be invested in and kept up-to-date. They are never to be allowed to slow the development process. Each program is to be managed and executed by a small, dedicated, decision-empowered, and experienced team. Team members have common goals and are measured and evaluated as part of a team. The development programs are to have four steps, and the company will organize itself around these steps: Planning and preparation Product definition Design development Manufacturing ramp-up Product improvement The objective of planning and preparation is to avoid having to invent in the middle of the development process—make unknowns be knowns. After definition, the product specification is frozen. The definition is committed to and not allowed to be changed. The improvement phase is to be used for costs and feature enhancements. Functional expertise resides in the development program. Manufacturing and design resources are full-time participants in the definition team. Manufacturing resources are full time participants in the design team. Team members are collocated. Senior management reviews are few. The role of senior management is to ensure that the program teams have the appropriate resources, incentives and environment to execute their tasks quickly. New programs are generated continuously, at regular market-driven intervals, and incorporate more incremental advances and fewer “great leaps forward.

But Emmaus was more than a symbol. In effect, Van Meegeren had sneaked into the Archives and substituted a false meter for the real one. With Emmaus as the new benchmark, Van Meegeren no longer had to compete with Vermeer. Now he could churn out forgeries that only had to measure up to his own far more forgiving standard. Even better, each new fake broadened the definition of what counted as a Vermeer, so Van Meegeren’s task grew easier and easier as his “Vermeers” grew worse and worse. The result was an innovation in forgery as impressive as the use of Bakelite—not content to sneak a single, familiar-looking work past the arbiters of the art world, Van Meegeren invented an entirely new and self-contained chapter in Vermeer’s career.

In the 1860s and ’70s, the Victorians trained their talent for productivity and standardization onto the school system. In 1880, education became compulsory for all children aged between five and ten. This made many things possible for the first time: mass literacy was one; the establishment of a benchmark for normal cognitive development was another. Not only possible, but necessary. For efficiency in mass production, you need your employees to work at more or less the same speed. For efficiency in mass education, you need your pupils to learn and develop at more or less the same rate. Hence the emergence of a new problem in need of a solution: the slow or ‘backward’ child.

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