Procurement Transformation Quotes

Ei! Sorria... Mas não se esconda atrás desse sorriso... Mostre aquilo que você é, sem medo. Existem pessoas que sonham com o seu sorriso, assim como eu. Viva! Tente! A vida não passa de uma tentativa. Ei! Ame acima de tudo, ame a tudo e a todos. Não feche os olhos para a sujeira do mundo, não ignore a fome! Esqueça a bomba, mas antes, faça algo para combatê-la, mesmo que se sinta incapaz. Procure o que há de bom em tudo e em todos. Não faça dos defeitos uma distancia, e sim, uma aproximação. Aceite! A vida, as pessoas, faça delas a sua razão de viver. Entenda! Entenda as pessoas que pensam diferente de você, não as reprove. Ei! Olhe... Olhe a sua volta, quantos amigos... Você já tornou alguém feliz hoje? Ou fez alguém sofrer com o seu egoísmo? Ei! Não corra. Para que tanta pressa? Corra apenas para dentro de você. Sonhe! Mas não prejudique ninguém e não transforme seu sonho em fuga. Acredite! Espere! Sempre haverá uma saída, sempre brilhará uma estrela. Chore! Lute! Faça aquilo que gosta, sinta o que há dentro de você. Ei! Ouça... Escute o que as outras pessoas têm a dizer, é importante. Suba... faça dos obstáculos degraus para aquilo que você acha supremo, Mas não esqueça daqueles que não conseguem subir a escada da vida. Ei! Descubra! Descubra aquilo que há de bom dentro de você. Procure acima de tudo ser gente, eu também vou tentar. Ei! Você... não vá embora. Eu preciso dizer-lhe que... te adoro, simplesmente porque você existe.

Against an economism void of values other than those of exchange, protest stood for reuniting the festival and daily life, for transforming daily life into a site of desire and pleasure. The protesters were protesting against the fact, simultaneously obvious and ignored, that delight and joy, pleasure and desire, desert a society that is content with satisfaction—that is to say, catalogued, created needs that procure some particular object and evaporate in it.

Smith and Kemp bought a run-down restaurant on the beach that had formerly served burgers and fried clams, and they transformed it into the Blue Bistro, with seating for over a hundred facing the Atlantic Ocean. The only seats harder to procure than the seats at the blue granite bar are the four tables out in the sand where the Bistro serves its now-famous version of seafood fondue. (Or, as the kitchen fondly refers to it, the all-you-can-eat fried shrimp special.) Many of Ms. Kemp's offerings are twists on old classics, like the fondue. She serves impeccable steak frites, a lobster club sandwich, and a sushi plate, which features a two-inch-thick slab of locally caught bluefin tuna.

moi je suis fâché contre notre cercle patriarcal parce qu’il y vient toujours un homme du type le plus insupportable. Vous tous, messieurs, le connaissez très bien. Son nom est Légion. C’est un homme qui a bon coeur, et n’a rien qu’un bon coeur. Comme si c’était une chose rare à notre époque d’avoir bon coeur ; comme si, enfin, on avait besoin d’avoir bon coeur ; cet éternel bon coeur ! L’homme doué d’une si belle qualité a l’air, dans la vie, tout à fait sûr que son bon coeur lui suffira pour être toujours content et heureux. Il est si sûr du succès qu’il néglige tout autre moyen en venant au monde. Par exemple, il ne connaît ni mesure ni retenue. Tout, chez lui, est débordant, à coeur ouvert. Cet homme est enclin à vous aimer soudain, à se lier d’amitié, et il est convaincu qu’aussitôt, réciproquement, tous l’aimeront, par ce seul fait qu’il s’est mis à aimer tout le monde. Son bon coeur n’a même jamais pensé que c’est peu d’aimer chaudement, qu’il faut posséder l’art de se faire aimer, sans quoi tout est perdu, sans quoi la vie n’est pas la vie, ni pour son coeur aimant ni pour le malheureux que, naïvement, il a choisi comme objet de son attachement profond. Si cet homme se procure un ami, aussitôt celui-ci se transforme pour lui en un meuble d’usage, quelque chose comme un crachoir. Tout ce qu’il a dans le coeur, n’importe quelle saleté, comme dit Gogol, tout s’envole de la langue et tombe dans le coeur de l’ami. L’ami est obligé de tout écouter et de compatir à tout. Si ce monsieur est trompé par sa maîtresse, ou s’il perd aux cartes, aussitôt, comme un ours, il fond, sans y être invité, sur l’âme de l’ami et y déverse tous ses soucis. Souvent il ne remarque même pas que l’ami lui-même a des chagrins par-dessus la tête : ou ses enfants sont morts, ou un malheur est arrivé à sa femme, ou il est excédé par ce monsieur au coeur aimant. Enfin on lui fait délicatement sentir que le temps est splendide et qu’il faut en profiter pour une promenade solitaire. Si cet homme aime une femme, il l’offensera mille fois par son caractère avant que son coeur aimant le remarque, avant de remarquer (si toutefois il en est capable) que cette femme s’étiole de son amour, qu’elle est dégoûtée d’être avec lui, qu’il empoisonne toute son existence. Oui, c’est seulement dans l’isolement, dans un coin, et surtout dans un groupe que se forme cette belle oeuvre de la nature, ce « spécimen de notre matière brute », comme disent les Américains, en qui il n’y a pas une goutte d’art, en qui tout est naturel. Un homme pareil oublie – il ne soupçonne même pas –, dans son inconscience totale, que la vie est un art, que vivre c’est faire oeuvre d’art par soi-même ; que ce n’est que dans le lien des intérêts, dans la sympathie pour toute la société et ses exigences directes, et non dans l’indifférence destructrice de la société, non dans l’isolement, que son capital, son trésor, son bon coeur, peut se transformer en un vrai diamant taillé.

Simple organisational mechanisms, such as the creation of a sub committee of the EXCO body, under the authorisation of the CEO and chaired by the Chief Financial Officer (CFO) or the Chief Operating Officer (COO) — i.e., those who have the necessary organisational authority to resolve issues — should be established. Reporting into this group should be weekly and any variance to plan should be identified for resolution. There may be other organisational solutions but as a minimum, project reporting should be frequent and escalation for issue resolution should be integral to the process.

Procurement, though, cannot move to a high achieving team acting alone, but if the will, desire, drive and commitment are there, it will succeed. It will require passionate and committed leadership. What this book describes and provides readers is how to progress to this aspiration and subscribe to the following value proposition, “Procurement is the key and respected organisation resource that secures goods, services and materials to the organisation aligned with key business performance metrics, strategic objectives, priorities and values. It is the primary commercial team in the business.

It is unlikely that our discussion will tell working scientists anything they do not already know. We would not presume, for example, to reveal hitherto undiscovered facts about the details of scientific work to the subjects of our study. It is clear (as we show) that most members of our laboratory would admit to the kinds of craft activities which we portray. At the same time, however, our description of the way in which such craft activities become transformed into “statements about science” might constitute a new perspective on what working scientists know to be the case. We anticipate that hackles might rise where participants hold an obdurate commitment to descriptions of scientific activity formulated in terms of research reports. Often this commitment stems from the perceived utility of such statements in procuring funds or claiming other privileges.

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in order to attract private actors to carry through their innovation projects and policies, various components of the NSS have to create, and periodically update, a whole system of incentives and organizational arrangements—ranging from the funding and design of technology development to intellectual property and procurement reforms. Over time, this motivating process draws the NSS further and further into promoting commercial technology from which both sectors can draw benefit. But throughout this process of give and take, the NSS continues to set the goals, make the rules (for example, by setting performance standards), and define the problem sets for industry and university researchers to tackle. The outcome is what I characterize as a system of governed interdependence—neither “statist” nor “free-market” in its approach to inducing transformative innovation.

The individual leaders at both Microsoft and Accenture are clearly transformational leaders who have been devoted to this partnership since the beginning. Microsoft partnered with Accenture in 2007. The initial 7-year agreement spanned 90 countries and 450 individual roles. Within 18 months, the partnership designed and implemented a global set of standardized processes across 92 countries, improved internal controls and compliance, improved scalability and reduced costs by 35 per cent. In 2009, the partnership was extended to include more accounts payable and buy centre processes. The contract was worth $330 million in 2012 and was extended until 2018. Five years into the BPO relationship, the partners continue to innovate Microsoft’s financial, accounting and procurement processes. In 2010–2011, for example, the partners moved 25 international subsidiaries from manual invoicing to electronic invoicing. The partners implemented new tools that increased transparency by allowing Microsoft’s business users to see every dollar spent and timely

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During the Southern Song period, the ascendant Neo-Confucian political philosophy stressed moral rejuvenation and community-based reforms under local leadership rather than state-driven institutional transformation. Nonetheless, the turn toward monetization of taxes and procurement of military provisions through market mechanisms continued and even intensified during the Southern Song.

English poet Phillip Larkin’s famous poem,’Toads,’ suggest that two types of toads drive a person to work for the dull business of making money. First, is the influence of society for a person to labor in a conventional manner, and second, the inner pressure people exert upon themselves to procure a secure future by working and saving for their old age. Larkin concludes that a person is doomed if either type of brute toad squats on their life. Some people drive the squatty toad away by living on their wit, or by willingly accepting a lifestyle without fame, fortune, and financial security. Perchance as Philip Larkin suggested in his illustrious poem, I should not continue to allow the toad work to squat on my life by escaping the burdensome exterior pressure to work without spiritual replenishment. Perhaps with thoughtful study, I can eliminate a malignant personal tumor that leaching manifestations drove me to strive for money, fame, and unrequited love.