Speed And Agility Quotes

Speed will follow when the mechanism of the movements is more assured.

She loved hockey. Loved the speed, the agility. The fights. The men. Brawny, sweaty, messy. They let their hair grown, though no one would ever accuse them of being feminine, not with perpetual five o'clock shadow and bulging muscles. They skated with the grace of ballet dancers and fought at the drop of a glove.

Are you my enemy? Are you strong, with speed and agility and the training of a warrior? It matters naught to me. Run now! Run fast into the forest! I’ll give you a few moments’ start—an hour, if you wish. But you will never be fast enough. I’ll catch and kill you before long.

Then I said to myself, "If the centuries are going by, mine will come too, and will pass, and after a time the last century of all will come, and then I shall understand." And I fixed my eyes on the ages that were coming and passing on; now I was calm and resolute, maybe even happy. Each age brought its share of light and shade, of apathy and struggle, of truth and error, and its parade of systems, of new ideas, of new illusions; in each of them the verdure of spring burst forth, grew yellow with age, and then, young once more, burst forth again. While life thus moved with the regularity of a calendar, history and civilization developed; and man, at first naked and unarmed, clothed and armed himself, built hut and palace, villages and hundred-gated Thebes, created science that scrutinizes and art that elevates, made himself an orator, a mechanic, a philosopher, ran all over the face of the globe, went down into the earth and up to the clouds, performing the mysterious work through which he satisfied the necessities of life and tried to forget his loneliness. My tired eyes finally saw the present age go by end, after it, future ages. The present age, as it approached, was agile, skillful, vibrant, proud, a little verbose, audacious, learned, but in the end it was as miserable as the earlier ones. And so it passed, and so passed the others, with the same speed and monotony.

In an agricultural society, or during a time of exploration and settlement, or hunting and fathering--which is to say, most of mankind's history--energetic boys were particularly prized for their strength, speed, and agility. [...] As recently as the 1950s, most families still had some kind of agricultural connection. Many of these children, girls as well as boys, would have been directing their energy and physicality in constructive ways: doing farm chores, baling hay, splashing in the swimming hole, climbing trees, racing to the sandlot for a game of baseball. Their unregimented play would have been steeped in nature.

I could run if I had to. I’d never been the fastest kid in school, but minions from hell can do wonders for your speed and agility.

The fourth elf was younger than the others. This showed in the perfection of her skin, the agility and speed of her movements, and in the brightness of her dress. Her long silk garment was yellow and gold and green, and she wore a blue silk choker with a trailing silver scarf at her neck matching another at her waist. There was fire in her dark eyes which added to her overpowering beauty.

You’ve good speed and agility, and endurance enough. But you’ve no killer in the blood, and so you’ll always be bested.” Iona rubbed her butt. “I never planned on killing anyone.” “Plans change,” Branna pointed out. “Fix those flowers now, as it’s your rump that crushed them.

In this, humans are similar to other domesticated animals. We have bred docile cows that produce enormous amounts of milk but are otherwise far inferior to their wild ancestors. They are less agile, less curious, and less resourceful.34 We are now creating tame humans that produce enormous amounts of data and function as very efficient chips in a huge data-processing mechanism, but these data-cows hardly maximize the human potential. Indeed, we have no idea what our full human potential is, because we know so little about the human mind. And yet we don’t invest much in exploring the human mind, instead focusing on increasing the speed of our internet connections and the efficiency of our Big Data algorithms. If we are not careful, we will end up with downgraded humans misusing upgraded computers to wreak havoc on themselves and on the world.

High Performance Teams and Execution Speed, has no value, if you are going in the wrong direction!

Know your buyer’s journey so you can align with it.

If you want to be fast and agile, keep things simple. Speed isn't the result of simplicity, but simplicity enables speed.

Business agility is not just about raw speed. It’s about how good you are at detecting and responding to changes in the market and being able to take larger and more calculated risks.

The digital age is Heraclitus on steroids: change is a daily constant. In almost every professional environment, we are expected to use and master tools that did not exist a decade ago, or even last year. For better or worse (and frankly, it is often for worse), organizations have access, essentially, to infinite amounts of data, and what might as well be an infinite variety of ways to sort through and act on that data. At the same time, ideas can be turned into reality at unprecedented speed. The thing Amazon, Facebook, and no less hot firms, including Zara, have in common is they are agile (the new-economy term for fast).

At first Alexander could not believe it was his Tania. He blinked and tried to refocus his eyes. She was walking around the table, gesturing, showing, leaning forward, bending over. At one point she straightened out and wiped her forehead. She was wearing a short-sleeved yellow peasant dress. She was barefoot, and her slender legs were exposed above her knee. Her bare arms were lightly tanned. Her blonde hair looked bleached by the sun and was parted into two shoulder-length braids tucked behind her ears. Even from a distance he could see the summer freckles on her nose. She was achingly beautiful. And alive. Alexander closed his eyes, then opened them again. She was still there, bending over the boy’s work. She said something, everyone laughed loudly, and Alexander watched as the boy’s arm touched Tatiana’s back. Tatiana smiled. Her white teeth sparkled like the rest of her. Alexander didn’t know what to do. She was alive, that was obvious. Then why hadn’t she written him? And where was Dasha? Alexander couldn’t very well continue to stand under a lilac tree. He went back out onto the main road, took a deep breath, stubbed out his cigarette, and walked toward the square, never taking his eyes off her braids. His heart was thundering in his chest, as if he were going into battle. Tatiana looked up, saw him, and covered her face with her hands. Alexander watched everyone get up and rush to her, the old ladies showing unexpected agility and speed. She pushed them all away, pushed the table away, pushed the bench away, and ran to him. Alexander was paralyzed by his emotion. He wanted to smile, but he thought any second he was going to fall to his knees and cry. He dropped all his gear, including his rifle. God, he thought, in a second I’m going to feel her. And that’s when he smiled. Tatiana sprang into his open arms, and Alexander, lifting her off her feet with the force of his embrace, couldn’t hug her tight enough, couldn’t breathe in enough of her. She flung her arms around his neck, burying her face in his bearded cheek. Dry sobs racked her entire body. She was heavier than the last time he felt her in all her clothes as he lifted her into the Lake Ladoga truck. She, with her boots, her clothes, coats, and coverings, had not weighed what she weighed now. She smelled incredible. She smelled of soap and sunshine and caramelized sugar. She felt incredible. Holding her to him, Alexander rubbed his face into her braids, murmuring a few pointless words. “Shh, shh…come on, now, shh, Tatia. Please…” His voice broke. “Oh, Alexander,” Tatiana said softly into his neck. She was clutching the back of his head. “You’re alive. Thank God.” “Oh, Tatiana,” Alexander said, hugging her tighter, if that were possible, his arms swaddling her summer body. “You’re alive. Thank God.” His hands ran up to her neck and down to the small of her back. Her dress was made of very thin cotton. He could almost feel her skin through it. She felt very soft. Finally he let her feet touch the ground. Tatiana looked up at him. His hands remained around her little waist. He wasn’t letting go of her. Was she always this tiny, standing barefoot in front of him? “I like your beard,” Tatiana said, smiling shyly and touching his face. “I love your hair,” Alexander said, pulling on a braid and smiling back. “You’re messy…” He looked her over. “And you’re stunning.” He could not take his eyes off her glorious, eager, vivid lips. They were the color of July tomatoes— He bent to her—

20th Century 21st Century Scale and Scope Speed and Fluidity Predictability Agility Rigid Organization Boundaries Fluid Organization Boundaries Command and Control Creative Empowerment Reactive and Risk Averse Intrapreneur Strategic Intent Profit and Purpose Competitive Advantage Comparative Advantage Data and Analytics Synthesizing Big Data

Anyway, so strength governs how much physical damage you do. The higher your strength, also known as STR, the harder you hit. This stat is extremely important for melee combatants.” “I see,” I said. “Next is endurance. This stat determines how big your stamina pool is and how many heart points you have. Also, endurance acts as a natural booster to defense. So, basically, the higher endurance you have, the more hearts, stamina, and defense you have. This stat is a must for tanks.” “Ooh, that’s the perfect stat for you, Alex, if we were back home,” I whispered. “Yeah, the perfect paladin stat,” she whispered back. “On to dexterity. This stat affects how much damage you do with accuracy weapons or small, quick weapons. Dexterity is the top stat for rogues and archers,” said JD. “Next, we have agility, another favorite of rogues. Agility dictates how fast you run, as well as your attack speed. In some sense, all classes could use agility, but the rogue types benefit the most from it. And finally, we have intelligence. This stat

Before you start spouting off information you’ve been brainwashed with about evolution and the food chain, read on. Yes, humans have a high level of intelligence. Yes, we created weapons for hunting and fire for cooking. Yes, we found a way to mass-produce animals for consumption. However, if you study animals in the wild, you will note that they do not rely on anything other than their natural hunting ability, speed, strength, claws, teeth, and jaws. They have no tools or weapons. Now look at yourself. Look at your flimsy fingernails in comparison to an eagle’s talons. Look at your flat, blunt teeth compared to a lion’s fangs. Compare your speed and agility to that of a tiger. Compare the strength of your jaw to a wolf’s. Imagine yourself trying to run after an animal, catch it, and kill it using your bare hands, fingernails, teeth, and jaws. Not only would you look ridiculous, but you’d probably get your ass kicked, too. And even if you were successful, envision yourself eating the kill without the aid of an oven and silverware.

When I was a squire young as you, I had a friend who was strong and quick and agile, a champion in the yard. We all knew that one day he would be a splendid knight. Then war came to the Stepstones. I saw my friend drive his foeman to his knees and knock the axe from his hand, but when he might have finished he held back for half a heartbeat. In battle half a heartbeat is a lifetime. The man slipped out his dirk and found a chink in my friend’s armor. His strength, his speed, his valor, all his hard-won skill … it was worth less than a mummer’s fart, because he flinched from killing.

We have bred docile cows that produce enormous amounts of milk, but are otherwise far inferior to their wild ancestors. They are less agile, less curious and less resourceful.34 We are now creating tame humans that produce enormous amounts of data and function as very efficient chips in a huge data-processing mechanism, but these data-cows hardly maximise the human potential. Indeed we have no idea what the full human potential is, because we know so little about the human mind. And yet we hardly invest much in exploring the human mind, and instead focus on increasing the speed of our Internet connections and the efficiency of our Big Data algorithms. If we are not careful, we will end up with downgraded humans misusing upgraded computers to wreak havoc on themselves and on the world.

When applied to the prefrontal lobes, TMS has been shown to enhance the speed and agility of cognitive processing. The TMS bursts are like a localized jolt of caffeine, but nobody knows for sure how the magnets actually do their work.” These experiments hint, but by no means prove, that silencing a part of the left frontotemporal region could initiate some enhanced skills. These skills are a far cry from savant abilities, and we should also be careful to point out that other groups have looked into these experiments, and the results have been inconclusive. More experimental work must be done, so it is still too early to render a final judgment one way or the other. TMS probes are the easiest and most convenient instrument to use for this purpose, since they can selectively silence various parts of the brain at will without relying on brain damage and traumatic accidents. But it should also be noted that TMS probes are still crude, silencing millions of neurons at a time. Magnetic fields, unlike electrical probes, are not precise but spread out over several centimeters. We know that the left anterior temporal and orbitofrontal cortices are damaged in savants and likely responsible, at least in some part, for their unique abilities, but perhaps the specific area that must be dampened is an even smaller subregion. So each jolt of TMS might inadvertently deactivate some of the areas that need to remain intact in order to produce savantlike skills. In the future, with TMS probes we might be able to narrow down the region of the brain involved with eliciting savant skills. Once this region is identified, the next step would be to use highly accurate electrical probes, like those used in deep brain stimulation, to dampen these areas even more precisely. Then, with the push of a button, it might be possible to use these probes to silence this tiny portion of the brain in order to bring out savantlike skills. FORGETTING TO FORGET AND PHOTOGRAPHIC MEMORY Although savant skills may be initiated by some sort of injury to the left brain (leading to right brain compensation), this still does not explain precisely how the right brain can perform these miraculous feats of memory. By what neural mechanism does photographic memory emerge? The answer to this question may determine whether we can become savants. Until recently, it was thought that photographic memory was due to the special ability of certain brains to remember. If so, then it might be difficult for the average person to learn these memory skills, since only exceptional brains are capable of them. But in 2012, a new study showed that precisely the opposite may be true. The key to photographic memory may not be the ability of remarkable brains to learn; on the contrary, it may be their inability to forget. If this is true, then perhaps photographic memory is not such a mysterious thing after all.

artists and acrobats, the walls were enough to keep most people in. I don’t get super strength or scary points. But speed is my friend, and I caught her flat-footed because she thought one thing was happening when it was really something else. She thought I was running from her—and I was just trying to get up some speed. I ran for the wall. I don’t know what she thought I was doing, but she chased me hard for most of the distance. But as I approached the giant stone wall that surrounded the grounds, she slowed, anticipating that I would be stopped by it. A few months ago, a bunch of the pack had been at Warren’s house watching a Jackie Chan movie—I don’t remember which one because we were having a marathon—and Jackie just ran up a wall like magic. Warren had a wall around his backyard. Someone stopped the movie, and we’d all gone out and tried it. A lot. The werewolves had gotten moderately proficient, but my light weight and speed had made me the grand champion. The trick is to find a corner and have enough speed to make it to the top. Instead of stopping at the wall, I Jackie-Channed it up the stone surfaces and leaped over. I caught the werewolf totally by surprise. I don’t expect Bonarata and she watched old martial arts movies together. It didn’t seem like that kind of relationship. Her pause meant that the wolf, who could have caught me because as agile as I’d learned to be imitating Jackie Chan, going up was still slower than going forward, had missed her chance. I didn’t intend to give her another. I changed to coyote as I came off the top of the wall. I’m not a were-anything. It takes them time to change from human to wolf. I could do it—well, in this case I could do it in the time it took me to drop off the wall. I landed on four feet, running as fast as I could down a narrow road that was walled on both sides. I had no idea where I was, but out was a good direction, and I didn’t hesitate as I headed one way. Nor did I slow

Let’s take the threshold idea one step further. If intelligence matters only up to a point, then past that point, other things—things that have nothing to do with intelligence—must start to matter more. It’s like basketball again: once someone is tall enough, then we start to care about speed and court sense and agility and ball-handling skills and shooting touch. So, what might some of those other things be? Well, suppose that instead of measuring your IQ, I gave you a totally different kind of test. Write down as many different uses that you can think of for the following objects: a brick a blanket This is an example of what’s called a “divergence test” (as opposed to a test like the Raven’s, which asks you to sort through a list of possibilities and converge on the right answer). It requires you to use your imagination and take your mind in as many different directions as possible. With a divergence test, obviously there isn’t a single right answer. What the test giver is looking for are the number and the uniqueness of your responses. And what the test is measuring isn’t analytical intelligence but something profoundly different—something much closer to creativity. Divergence tests are every bit as challenging as convergence tests, and if you don’t believe that, I encourage you to pause and try the brick-and-blanket test right now. Here, for example, are answers to the “uses of objects” test collected by Liam Hudson from a student named Poole at a top British high school: (Brick). To use in smash-and-grab raids. To help hold a house together. To use in a game of Russian roulette if you want to keep fit at the same time (bricks at ten paces, turn and throw—no evasive action allowed). To hold the eiderdown on a bed tie a brick at each corner. As a breaker of empty Coca-Cola bottles. (Blanket). To use on a bed. As a cover for illicit sex in the woods. As a tent. To make smoke signals with. As a sail for a boat, cart or sled. As a substitute for a towel. As a target for shooting practice for short-sighted people. As a thing to catch people jumping out of burning skyscrapers.

A fit athlete, as Glassman put it, is competent in all general physical skills, meaning that he or she not only has stamina, but is also strong, fast, agile, coordinated, and flexible. With this base, you can add in sport-specific training for anything from running a marathon to fighting in the cage.

Sitting there at the base of the tree Mark had picked out, I spoke silently to the unseen deer. I praised their beauty, agility, and speed. I praised their ability to become nearly invisible, standing still, blending into the forest.

Some of the same forces have come to bear in the business world, where many companies in thriving talent-dependent industries embraced a new workplace ethos in which hierarchies were softened and office floor plans were reengineered to break down the walls that once kept management and talent separated. One emerging school of thought, popular among technology companies in Silicon Valley, is that organizations should adopt “flat” structures, in which management layers are thin or even nonexistent. Star employees are more productive, the theory goes, and more likely to stay, when they are given autonomy and offered a voice in decision-making. Some start-ups have done away with job titles entirely, organizing workers into leaderless “self-managing teams” that report directly to top executives. Proponents of flatness say it increases the speed of the feedback loop between the people at the top of the pyramid and the people who do the frontline work, allowing for a faster, more agile culture of continuous improvement. Whether that’s true or not, it has certainly cleared the way for top executives to communicate directly with star employees without having to muddle through an extra layer of management. As I watched all this happen, I started to wonder if I was really writing a eulogy. Just as I was building a case for the crucial value of quiet, unglamorous, team-oriented, workmanlike captains who inhabit the middle strata of a team, most of the world’s richest sports organizations, and even some of its most forward-thinking companies, seemed to be sprinting headlong in the opposite direction.

Broadly speaking, to acheive DevOps outcomes, we need to reduce the effects of functional orientation ("optimizing for cost") and enable market orientation ("optimizing for speed") so we can have many small teams working safely and independently, quickly delivering value to the customer

Shaping a behaviour takes a bit more time and skill but ultimately dogs learn behaviours more reliably because they have to figure it out on their own. It is like a game of 20 questions. The dog does something and the handler uses some kind of marker (a sound, light or word) to say “yes that is (or close to) what I want!” The dog then learns to offer more behaviours in an attempt to get a reward. Dogs quickly learn that they can speed up the rate of rewards by repeating the last thing they did when they got rewarded. Shaping eliminates the need to first show the dog the reward because the dog has to initiate something to make the reward appear. This method gives you remarkable results in a short period of time but does require some experience with, and knowledge of, operant conditioning.

Once the dog is happily offering the new behaviour, bit by bit start to raise your criteria for speed. Click only the fast pounce down or the quicker look back at you when you stop moving or the faster sit or the more forceful nose touch. The dog needs to learn to discriminate between the mediocre behaviours and the really great behaviours. This is the stage where you will develop drive and intensity for each behaviour. Do not progress from this stage until you have the drive and intensity you like.

Where and how you deliver your reward significantly speeds up or slows down your training session.

Being a fast mover and being decisive—it is very hard to be successful and not have those traits as a founder. Why that is, I’m not perfectly clear on, but I think it is something . . . about the only advantage that start-ups have or the biggest advantage that start-ups have over large companies is agility, speed, willing to make non-consensus, concentrated bets, incredible focus. That’s really how you get to beat a big company.

3) Cross-density optimization - reassignment of trained muscular and tendon growth for strength and speed, allowing for significantly improved levels of physical power and agility.

[Wings of the Malefic Viper (Ancient)] – Refusing to remain earthbound, the Malefic Viper sprang wings to devour the skies. You too refuse to be earthbound. Allows the alchemist to summon two phantasmal wings and take flight. While active, you can burn the blood within the wings and release potent toxic fumes. The toxicity and effect of the poison are based on Blood of the Malefic Viper. Toughness and maneuverability of the wings and speed are based primarily on Agility but receive a bonus from all physical stats. The wings count as part of your body for all relevant skills. Passively provides 1 Agility per level in Prodigious Alchemist of the Malefic Viper. May the sight of your wings be the harbinger of death.

Unfortunately, the same forces of speed and change that demand flexibility conspire to keep us rigid. We have so much information coming at us, and so many decisions to make, that we can quickly default to the first, best guess, which usually involves black-and-white thinking. And with little time to interact, we often reduce our relationships to transactions. With three hundred emails in your in-box demanding a response, we can all too easily default to a quick “reply” to our colleague, never thinking to ask about his child who has cancer.

Momentum: increases movement speed by 5% and stamina by 2. This attribute also governs chaining bonuses. Agility: increases stamina by 2, stealth and movement speed by 2%

By speeding up flow through the technology value stream, we reduce the lead time required to fulfill internal or customer requests, especially the time required to deploy code into the production environment. By doing this, we increase the quality of work as well as our throughput and boost our ability to innovate and out-experiment the competition. The resulting practices include continuous build, integration, test, and deployment processes, creating environments on demand, limiting work in process (WIP), and building systems and organizations that are safe to change.

a species that has been inspired by pushing limits throughout the ages. Olympic games celebrate pushing the limits of strength, speed, agility and endurance. Science celebrates pushing the limits of knowledge and understanding. Literature and art celebrate pushing the limits of creating beautiful or life-enriching experiences. Many people, organizations and nations celebrate increasing resources, territory and longevity.

Agile achieves speed, flexibility and responsiveness by working in small batches

Small batches create speed, flexibility and responsiveness for software projects.

Boyd got the idea for “O-O-D-A” loops (he used dashes indicate that the steps are not distinct, but flow into each other) from observing the effects of jerky, unexpected, and abrupt maneuvers in air-to-air combat. After deciding that it was his quick OODA loops that allowed him to fight this way, Boyd defined “agility” in these terms: A side in a conflict or competition is more agile than its opponent if it can execute its OODA loops more quickly. This generalizes the term agility from air-to-air combat and from warfare in general. It also turns out to be equivalent to the definition floated in chapter II, the ability to rapidly change one’s orientation, since it is orientation locking up under the stress of competition and conflict that causes OODA loops to slow and makes one predictable, rather than abrupt and unpredictable. Speed, that is physical velocity, may provide an important tactical option, but it is not The Way.77 In fact, speed increases momentum, which can make one more predictable.

The ski club was a frugal and intergenerational group. It gave dime-store trophies for speed and agility within categories of gender, age, and experience, and so eventually everyone got a trophy.

Lean UX uses these foundations to break the stalemate between the speed of Agile and the need for design in the product-development lifecycle.

Businesses, industries and corporations will face continuous Darwinian pressures and as such, the philosophy of “always in beta” (always evolving) will become more prevalent. This suggests that the global number of entrepreneurs and intrapreneurs (enterprising company managers) will increase. Small and medium-sized enterprises will have the advantages of speed and the agility needed to deal with disruption and innovation.

is clear that neither countries nor regions can flourish if their cities (innovation ecosystems) are not being continually nourished. Cities have been the engines of economic growth, prosperity and social progress throughout history, and will be essential to the future competitiveness of nations and regions. Today, more than half of the world’s population lives in urban areas, ranging from mid-size cities to megacities, and the number of city dwellers worldwide keeps rising. Many factors that affect the competitiveness of countries and regions – from innovation and education to infrastructure and public administration – are under the purview of cities. The speed and breadth by which cities absorb and deploy technology, supported by agile policy frameworks, will determine their ability to compete in attracting talent. Possessing a superfast broadband, putting into place digital technologies in transportation, energy consumption, waste recycling and so on help make a city more efficient and liveable, and therefore more attractive than others. It is therefore critical that cities and countries around the world focus on ensuring access to and use of the information and communication technologies on which much of the fourth industrial revolution depends. Unfortunately, as the World Economic Forum’s Global Information Technology Report 2015 points out, ICT infrastructures are neither as prevalent nor diffusing as fast as many people believe. “Half of the world’s population does not have mobile phones and 450 million people still live out of reach of a mobile signal. Some 90% of the population of low-income countries and over 60% globally are not online yet. Finally, most mobile phones are of an older generation.”45

Rahab could swim the waters above and below the firmament. It was all her territory. But her special domain was the Abyss. From there, she could access every body of water that ultimately connected to this underwater abode. Her birth waters were Lake Urimiya, where Elohim created her and held her at bay when he established the heavens and the earth. She was in the Lake again at that moment. She had returned to this sacred ground to give birth to her own spawn. The Nephilim paddled on the surface of the water. They were unaware of the nemesis below, a protective mother sea dragon and her very hungry newborn offspring, Leviathan. Leviathan was every bit the armored sea serpent as its parent. Even so young, it was already about half the size of Rahab. But it had something its progenitor did not: seven heads. Seven dragon heads on seven snakelike necks with seven times the predator’s snapping jaws, and seven times the rows of razor teeth. Leviathan’s strike zone was wide and it was more agile and speedier than Rahab. And it had seven times the fury. The Nephilim were oblivious to the shadowy forms approaching them from the darkness below. They filled the waters with their crafts The lead skiffs were only two thirds of the way across. The first casualties came at the front of the line. A huge explosion of water erupted. Pontoons snapped in two, throwing Nephilim into the water. Yahipan screamed, “RAHAB!!” The Nephilim stopped rowing and looked about the water. The huge serpentine armor broke the surface again, crushing a slew of the flatboats and dragging Nephilim into the depths. The spiny back cut through the water and disappeared. The Rephaim yelled orders. The Nephilim rowed for their lives. But it was an easy feast for the monsters of the deep. Rahab simply opened her mouth and scooped up dozens of Nephilim like so many minnows. Leviathan came next, with the seven dragon heads snapping up Nephilim faster than they could get out of the way. Leviathan might be a newborn and smaller than its mother, but already armor covered it. It was even able to launch small pillars of fire from its nostrils. Its youth and speed made up for its size as it darted and dodged around, all of its heads coordinated in a bloodbath of feeding. Inanna wondered where all that food went. Some Nephilim tried to fight back But it was futile and the smart ones made for the shoreline. They hoped they might get lucky and be overlooked by their serpentine predators. That was only the beginning. The sorry paddlers were no match for the worst of all Elohim’s creatures. Another creature came up from the depths. Its body could not be seen, only tentacles bursting from the water and crushing demigods in its grip. Yahipan and Thamaq were in the middle of the mayhem and counted eight of these snakelike appendages grabbing hapless soldiers.

As Pharaoh erred in ancient Egypt, so did the Aryans after him who picked up that same theological tradition and activated it anew. The Hippopotamus was no Horse, and the Unicorn was no Arabian Oryx. Taweret and the Unicorn are mythical; and the Hippopotamus and the Rhinoceros have low agility. The universal keys of symbolism however were given to the Arabs; with Arabian horses bred for speed and one mythical horse that leaped right into the horizon(unlike the Egyptian solar barque symbolizing the time of the sundial).

she was like the merlin in pursuit of its airborne quarry, perhaps the snow bunting or a small meadow pipit; the avian prey is nimble but so is the predatory merlin with its inexhaustible stamina and unparalleled agility – round and round it chases the pipit, and the two flying at speeds almost impossible for the observer to follow.

Interestingly, Agile’s scrum-team approach has its own way of aggregating some execution risk. For example, in a traditional “single task owner” approach, the risk of execution is not aggregated at all, leaving that task owner to add a lot of task-level buffer to self-insure and deliver on his commitment. In contrast, a 5-person scrum team aggregates the risk that any single individual will make slow progress, as the other four team members can often make up the deficit. But why aggregate only up to the scrum-team level? Taking a lesson from the insurance industry, the more that risk can be aggregated, the easier it is to manage. Applied to projects, this will nearly always mean that it’s better to aggregate risk at the project level. As a result, an Agile project can improve speed by avoiding sprint-level commitments.

However, if damaging behavior can be limited through the relationship rather than the contract, all manner of benefits in terms of speed, flexibility, cost, and information exchange can result. Unfortunately, these benefits are counterintuitive

The combination of stride rate (the number of strides per unit of time) and stride length (the distance covered in a single stride) primarily determines linear speed. So, athletes can improve linear speed by increasing stride rate while maintaining stride length, increasing stride length while maintaining stride rate, or doing a combination of both.

Eliminate multitasking to learn faster and think better.

According to a recent survey by Forrester Research, only 15 percent of executives say their meetings with salespeople met their expectations. From that, only 7 percent of execs actually scheduled follow-up conversations.

You know what buyers pick as the differentiator in their decisions? The sales experience* itself—what it’s like working with you during the course of all your interactions. They think this experience as a whole is more important than all the other factors combined.

Here’s what it all boils down to: To become the differentiator, you need to always be learning.

According to research by Korn/Ferry International, “Learning agility is a leading predictor of leadership success today—more reliable than IQ, EQ [emotional intelligence] or even leadership competencies.

Become an expert on your biggest competitor—the status quo.

In Information Overload: We Have Met the Enemy and He Is Us,* the authors state that distractions consume an average of 2.1 hours per day.

Women’s IQ scores dropped an average of 5 percent. For men, multitasking was catastrophic: Their IQ dropped fifteen points.

All the top sellers I know possess a unique balance of positivity and negativity. They’re always optimistic about the ultimate outcomes, but they sometimes seem paranoid about everything that could possibly go wrong. That’s why they succeed.

When you’re deep in study mode, stop every thirty minutes to review what you’ve just learned. Repeat the information you just covered out loud to yourself. This helps cement it in your brain even more when you want to recall it.

To learn faster, chunk, sequence, connect, dump, practice, and prioritize.

The longer a deal stays in your pipeline, the less likely you are to ever close it, even if your prospect claimed that he or she desperately needed your offering. If the sales process does get stalled out, the only person who loses is you.

Keep developing your expertise; it sets you apart.

Eat your pride; ask for help earlier rather than later.

According to sales management expert Lee Salz, it takes a minimum of eight months for new salespeople to perform at the same level as their tenured colleagues—even if they’re experienced sellers.

Create cheat sheets to help new info stick in your brain better.

You’ve probably never heard anyone talk about sales agility before. Sales training programs don’t even mention the word. But every top seller I know is an agile learner who knows what it takes to dive into a new situation and figure it out quickly.

Chunking strategies minimize mental chaos and increase recall.

According to research from the Sales Benchmark Index, 60 percent of all forecasted opportunities are lost to “no decision.

In a study of new hire agents at MetLife, the optimists outsold the pessimists by 31 percent.

Identify stories that pique buyers’ curiosity and move them to action.

Rule No. 2: Pair Customer Development with Agile Development Customer Development is useless unless the product development organization can iterate the product with speed and agility.

Insightful questions build credibility and deepen relationships.

Success is a decision. Dare to choose it.

Never go behind someone’s back. If you need to meet with people other than the person you’re currently working with, make sure you find a valid reason for it and, if possible, engage your current contact in setting it up.

Digital IT is all about speed, agility, and flexibility.

BUYER’S MATRIX Position: Roles/Responsibilities: What are they in charge of or expected to manage? Business Objectives and Metrics: What do they want to achieve? How do they measure success? How are they evaluated? Strategic Initiatives: What likely strategies and initiatives are in place to help them achieve their objectives? Internal Challenges: What likely issues does the organization face that could prevent/hinder goal achievement? External Challenges: What external factors or industry trends might make it more difficult to reach their objectives? Primary Interfaces: Who do they frequently interact with (e.g., peers, subordinates, superiors, and external resources)? Status Quo: What’s their status quo relative to your product or service? Change Drivers: What would cause them to change from what they’re currently doing? Change Inhibitors: What would cause them to stay with the status quo, even if they’re unhappy?

A responsive IT means a lot of things for the digital transformation: Speed, innovation, agility, integration, modernization, intelligence, value creation, and maturity, etc

You have to be strong and agile to ride a bicycle in city traffic. You need excellent balance and vision. (Children and seniors, for example, have worse peripheral vision than fit adults, and more trouble judging the speed of approaching objects.17) Most of all, you must possess a high tolerance for risk.18 Even the blood of adventurous riders gets flooded with beta-endorphins – the euphoria-inducing chemical that has been found in bungee-jumpers and rollercoaster riders – not to mention a stew of cortisol and adrenaline, the stress hormones that are so useful in moments of fight and flight, but toxic if experienced over the long term. The biologist Robert Sapolsky once said that the way to understand the difference between good and bad stress is to remember that a rollercoaster ride lasts for three minutes rather than three days. A super-long roller-coaster would not only be a lot less fun but poisonous. I personally like rollercoasters, and I loved the challenge of riding in the Paris traffic. But what is thrilling to me – a slightly reckless, forty-something male – would be terrifying for my mother, or my brother or a child. So if we really care about freedom for everyone, we need to design for everyone – not just the brave. This means we have got to confront the shared-space movement, which has gradually found favour since the sharing concept known as the woonerf emerged on residential streets in the Dutch city of Delft in the 1970s. In the woonerf, walkers, cyclists and cars are all invited to mingle in the same space, as though they are sharing a living room. Street signs and marked kerbs are replaced with flowerpots and cobblestones and even trees, forcing users to pay more attention as they move. It’s a bit like the vehicular cyclist paradigm, except that in a woonerf, everyone is expected to share the road.fn8

Agile means to progress, with speed and ease.

New entrants have something the incumbents don’t: agility. It is really hard to make decisions when you have seven layers of management. It’s hard for new ideas to percolate up when there are so many people and priorities. That was our M.O. at Nest: Be fast. Make quick decisions. Evolve more quickly than anyone thinks you can.

The team discovered that the brains of young children whose parents read aloud to them often, and who had access to more children’s books, had more robust activation than their peers. In other words, the brains of well-read-to preschoolers seemed more agile and receptive to narrative, suggesting that they had a greater capacity to process more of what they were hearing, and at faster speeds.

Agile teams rely on automation heavily in order to get the speed, repeatability, and consistency that they need to keep moving forward. However automation itself comes with its own risks. The tools themselves can be the target of attack and an attack vector in themselves,

According to a recent survey by Forrester Research, only 15 percent of executives say their meetings with salespeople met their expectations. From that, only 7 percent of execs actually scheduled follow-up conversations. Ouch. That’s not good!

Swordplay is not about strength.  It is about speed and agility, and the ability to read the mind of your opponent so you know what thrust he will make as soon as he knows himself.

1.   Identify your core capabilities as a business. Can you define precisely what gives your company competitive advantage? How easily can it be imitated? How do you deliver value to your customers? Evaluate your business as a set of processes and capabilities. Be clear on the definition, and break down big processes into smaller functions and services. 2.   Identify the services. Think through what the service, and the API for the service, might be. How do you make it a “black box”? In other words, how will you protect it from replication and theft? 3.   Where’s your advantage? How would you offer best-in-class commercial terms? Commercial terms include cost, speed, availability, quality, flexibility, and features. 4.   Can it be profitable? Would these commercial terms and capabilities be viable in the market? Would it be a viable profitable business for you? 5.   Test and evaluate. You have a critical and fact-based understanding of your core capabilities, their gaps, and the potential benefit (or lack thereof) of a platform. Build your agile approach to testing, learning, and building value as you go.

Innovation development, as we originally knew it, has changed fundamentally. It is increasingly a question of bringing new products and services into the market as quickly as possible. To meet changes in the market today means to realize new ideas with astonishing speed. Agile methods, such as design thinking or a focus on minimum viable products (see chapter MVP), help achieve

the way to work in the twenty-first century is to shun management’s control because it denies agility, speed and creativity.

Archetype Other descriptions Achievement Performance, accountability, focus, speed, delivery, meritocracy, discipline, transparency, rigour Customer-Centric External focus, service, responsiveness, reliability, listening One-Team Collaboration, globalisation, internal customer, teamwork, without boundaries Innovative Learning, entrepreneurial, agility, creativity, challenging status quo, continuous improvement, pursuit of excellence People-First Empowerment, delegation, development, safety, care, respect, balance, diversity, relationships, fun Greater-Good Social responsibility, environment, citizenship, meaning, community, making a difference, sustainability

Being able to consider what lies ahead, to anticipate change and make plans emerged as survival mechanisms that made up for what our species might have lacked in strength, speed or agility.18 Four main factors have enabled this seismic cognitive leap: wayfinding, the “grandmother effect,” social cooperation, and tool innovation (see the following). Each of them represents an essential scene in the slow-time psychodrama of human evolution.

CrossFit’s ten attributes of fitness—Endurance, Stamina, Speed, Strength, Balance, Accuracy, Coordination, Agility, Flexibility, Power. And then, in continuous fashion, Courage, Confidence, Perseverance, Virtuosity, Resilience, Service, Faith.

Imagine the world from a bird’s perspective. Sounds that we cannot discern play in slow motion to a bird’s musical ears, enabling it to discriminate messages hidden to us. Most objects loom large to birds’ small bodies, but they can fly through, around, or over large barriers, giving them unique perspective and the ability to explore fine detail. Their speed and agility make the living world seem slow, whether they are hovering to sip nectar, perching to spy a mouse, or sailing on a breeze as they eye a child fumbling with a sandwich.

This model, which Kotter calls a dual operating system, restores the speed and innovation of the entrepreneurial network while leveraging the benefits and stability of the hierarchical system.

agility: the ability to quickly change direction while traveling at a high speed.

Ever seen a great champion boxer like Manny Pacquiao? With his speed, agility and power, he has conquered lots of other great boxers of the twenty first century. In between fights, he keeps his training regime and intensifies it when another fight approaches. 카톡☎ppt33☎ 〓 라인☎pxp32☎ 홈피는 친추로 연락주세요 바오메이파는곳,바오메이가격,바오메이구입방법,바오메이구매방법,팔팔정판매사이트,구구정판매사이트 Just like a boxer, we, too come face to face with many opponents in the arena of life—problems and difficulties. The bad news is, we don’t really know when our bouts with these opponents occur—no posters and promotional TV commercials; no pre-fight Press Conference and weigh in to make sure that we measure up to our opponent; and there is no Pay Per View coverage. Here are several reasons why you should train yourself for success like a champion boxer! You don’t practice in the arena, that’s where your skills and your abilities are evaluated. This also means that you don’t practice solving problems and developing yourself when problems occur, you prepare yourself to face them long before you actually face them. Talent is good but training is even better. Back in college, one of my classmates in Political Science did not bring any textbook or notebook in our classes; he just listened and participated in discussions. What I didn’t understand was how he became a magna cum laude! Apparently, he was gifted with a great memory and analytical skills. In short, he was talented. If you are talented, you probably need less preparation and training time in facing life’s challenges. But for people who are endowed with talent, training and learning becomes even important. Avoid the lazy person’s maxim: “If it isn’t broken, why fix it?” Why wait for your roof to leak in the rainy season when you can fix it right away. Training enables you to gain intuition and reflexes. Malcolm Glad well, in his book Outliers, said those artists, athletes and anyone who wants to be successful, need 10,000 hours of practice to become really great. With constant practice and training, you hone your body, your mind and your heart and gain the intuition and reflexes of a champion. Same thing is true in life. Without training, you will mess up. Without training, you will not be able to anticipate how your enemy will hit you. You will trip at that hurdle. Your knees will buckle before you hit the marathon’s finish line. You will lose control of your race car after the first lap. With training, you lower the likelihood of these accidents Winners train. If you want to win, train yourself for it. You may be a lucky person and you can win a race, or overcome a problem at first try. But if you do not train, your victory may be like a one-time lottery win, which you cannot capitalize on over the long run. And you become fitter and more capable of finishing the race. Keep in mind that training is borne out of discipline and perseverance. Even if you encounter some setbacks in your training regime, if you keep at it and persevere, you will soon see results in your life and when problems come, you will be like the champion boxer who stands tall and fights until the final round is over and you’re proclaimed as the champion!

When Adolf Hitler became chancellor of Germany on January 30, 1933, his conservative allies, headed by Deputy Chancellor Franz von Papen, along with those conservative and nationalist leaders who supported von Papen’s Hitler experiment, expected to manage the untrained new head of government without difficulty. They were confident that their university degrees, experience in public affairs, and worldly polish would give them easy superiority over the uncouth Nazis. Chancellor Hitler would spellbind the crowds, they imagined, while Deputy Chancellor von Papen ran the state. Hitler’s conservative allies were not the only ones to suppose that Nazism was a flash in the pan. The Communist International was certain that the German swing to the Right under Hitler would produce a counterswing to the Left as soon as German workers understood that democracy was an illusion and turned away from the reformist social democrats. “The current calm after the victory of Fascism is only temporary. Inevitably, despite Fascist terrorism, the revolutionary tide in Germany will grow. . . . The establishment of open Fascist dictatorship, which is destroying all democratic illusions among the masses and is freeing them from the influence of the Social Democrats, will speed up Germany’s progress toward the proletarian revolution.” Against the expectations of both Right and Left, Hitler quickly established full personal authority. The first period of Nazi rule saw the Gleichschaltung, the bringing into line, not only of potential enemies but also of conservative colleagues. The keys to Hitler’s success were his superior audacity, drive, and tactical agility; his skillful manipulation (as we saw in the previous chapter) of the idea that imminent communist “terror” justified the suspension of due process and the rule of law; and a willingness to commit murder.

if a cruiser was to be given the armament of a battleship, the qualities of aggression which he so warmly extolled in a naval leader must result in their engaging in a line of battle with their own kind. In fact, the 12-inch gun which, with their high speed, was their raison d’être proved also their undoing. The battle cruiser was like a heavyweight boxer with an eggshell skull; alone in the ring the master of any challenger until the arrival of another heavyweight with equal agility and punch. While her speed was greater than that of any equally powerful foe, it was not an adequate substitute for protection.

Blessed with increased speed and agility, incredible strength and dexterity, abilities no normal human being possessed... And she trips over a mop.

She looked at the guy. Anger seethed inside her. "Give me that dumb ball. This has not been a good day, and I really can't take any more." "Come get it, then." He smirked and ran away from her, kicking the ball lightly with the inside of his feet. He didn't look down, and he never lost control over it. Tianna sighed and shook her head. "Come on." He taunted her, and picked up speed. "You afraid you can't get it back from me?" Something exploded inside her. She felt it like a hot fire flashing up to her face. She dashed after him and caught him in seconds. He seemed surprised by her speed but also delighted. When she reached him, he darted away, changing direction, but it seemed as if her body had anticipated where he was going to go and she ran parallel with him, her feet tipping in and trying to steal the ball. He laughed and shifted his weight in one direction, then took off running in the other, using the inside of his foot to roll the ball. "Wrong thing to do," she shouted angrily. This time her feet went on automatic. She ran alongside him, then swung her leg in front of him and struck the near side of the ball. It popped away from him. Her foot shot out again. He tripped and fell flat on his back. She picked up the ball and sauntered back to him, then held out her hand to help him up. "You don't have to smile so big," he said with a matching grin. He took her hand. His felt warm and strong. She couldn't help but smile. No wonder they put her on the team so quickly. Her feet had talent. She was a master.

slow down decisions and can paralyze execution, allowing the adversary to dance around the methodical, process-driven approach. Skip-echelon will generally work to restore the speed of decisions and agility; if not, removing entire organizations can clear the pipes.