Strategic Sourcing Quotes

But, the source explained, this fit Putin’s larger strategic vision: “to destroy NATO, destroy the European Union, and seriously harm the United States.

Throughout my life, I have never stopped to strategize about my next steps. I often just keep walking along, through whichever door opens. I have been on a journey and this journey has never stopped. When the journey is acknowledged and sustained by those I work with, they are a source of inspiration, energy and encouragement. They are the reasons I kept walking, and will keep walking, as long as my knees hold out.

A borrowed signature story can also come from news accounts, historical events, biographies, novels, fables, TV shows or movies. Whatever the source, the stories must communicate the strategic message in an intriguing, involving and authentic way.

The lesson is that thriving is not actually about the leader, it’s about the whole flock. Everyone has the potential to lead, and leadership is about listening and being attuned to everyone else. It’s about flexibility. It’s about humility. It’s about trust. It’s about having fun along the way. It is more about holding space for others’ brilliance than being the sole source of answers, more about flexible shape-shifting to meet the oncoming challenges than holding fast to a five-year strategic plan.

where creativity doesn't drive a company's strategic vision, most often the lowest price will be the winning formula. Success, abundance, a rising standard of living-for individuals, companies, communities, nations-will depend on a capacity to create, invent, and innovate.

You have a filter, a characteristic way of responding to the world around you. We all do. Your filter tells you which stimuli to notice and which to ignore; which to love and which to hate. It creates your innate motivations — are you competitive, altruistic, or ego driven? It defines how you think — are you disciplined or laissez-faire, practical or strategic? It forges your prevailing attitudes — are you optimistic or cynical, calm or anxious, empathetic or cold? It creates in you all of your distinct patterns of thought, feeling, and behavior. In effect, your filter is the source of your talents.

Desire dopamine makes us want things. It is the source of raw desire: give me more. But we’re not at the ungoverned mercy of our desire. We also have a complementary dopamine circuit that calculates what sort of more is worth having. It gives us the ability to construct plans—to strategize and dominate the world around us to get the things we want.

To weigh the future of future thoughts requires some powerfully visionary thinking about how the life of the mind can operate in a moral context increasingly dangerous to its health. It will require thinking about the generations to come as life forms at least as important as cathedral-like forests and glistening seals. It will require thinking about generations to come as more than a century or so of one’s own family line, group stability, gender, sex, race, religion. Thinking about how we might respond if certain that our own line would last two thousand, twelve thousand more earthly years. It will require thinking about the quality of human life, not just its length. The quality of intelligent life, not just its strategizing abilities. The obligations of moral life, not just its ad hoc capacity for pity.

People who create successful strategic relationships demonstrate 10 essential character traits:    1. Authentic. They are genuine, honest, and transparent. They are cognizant of (and willing to admit to) their strengths and weaknesses.    2. Trustworthy. They build relationships on mutual trust. They have a good reputation based on real results. They have integrity: their word is their bond. People must know, like, and trust you before sharing their valuable social capital.    3. Respectful. They are appreciative of the time and efforts of others. They treat subordinates with the same level of respect as they do supervisors.    4. Caring. They like to help others succeed. They’re a source of mutual support and encouragement. They pay attention to the feelings of others and have good hearts.    5. Listening. They ask good questions, and they are eager to learn about others—what’s important to them, what they’re working on, what they’re looking for, and what they need—so they can be of help.    6. Engaged. They are active participants in life. They are interesting and passionate about what they do. They are solution minded, and they have great “gut” instincts.    7. Patient. They recognize that relationships need to be cultivated over time. They invest time in maintaining their relationships with others.    8. Intelligent. They are intelligent in the help they offer. They pass along opportunities at every chance possible, and they make thoughtful, useful introductions. They’re not ego driven. They don’t criticize others or burn bridges in relationships.    9. Sociable. They are nice, likeable, and helpful. They enjoy being with people, and they are happy to connect with others from all walks of life, social strata, political persuasions, religions, and diverse backgrounds. They are sources of positive energy.   10. Connected. They are part of their own network of excellent strategic relationships.

All in all, according to UN sources, Israel expelled nearly 180,000 Palestinians in those early days.40 In summing up this period in Palestine’s ethnic cleansing, I want to return to some of the plans that were not executed, or at least to one that might, unfortunately, still be relevant in the future should Israel ever have the power, the will or the need to massively depopulate the occupied population in order to satisfy what it would deem its strategic and existential requirements. This is the idea of moving the people of the Gaza Strip, or at least the refugees there, into the West Bank.

The principles of war are the same as those of a siege. Fire must be concentrated on one point, and as soon as the breach is made, the equilibrium is broken and the rest is nothing.' Subsequent military theory has put the accent on the first clause instead of on the last: in particular, on the words 'one point' instead of on the word 'equilibrium'. The former is but a physical metaphor, whereas the latter expresses the actual psychological result which ensures 'that the rest is nothing'. His own emphasis can be traced in the strategic course of his campaigns. The word 'point' even, has been the source of much confusion, and more controversy. One school has argued that Napoleon meant that the concentrated blow must be aimed at the enemy's strongest point, on the ground that this, and this only, ensures decisive results. For if the enemy's main resistance be broken, its rupture will involve that of any lesser opposition. This argument ignores the factor of cost, and the fact that the victor may be too exhausted to exploit his success-so that even a weaker opponent may acquire a relatively higher resisting power than the original. The other school-better imbued with the idea of economy of force, but only in the limited sense of first costs-has contended that the offensive should be aimed at the enemy's weakest point. But where a point is obviously weak this is usually because it is remote from any vital artery or nerve centre, or because it is deliberately weak to draw the assailant into a trap. Here, again illumination comes from the actual campaign in which Bonaparte put this maxim into execution. It clearly suggests that what he really meant was not 'point', but 'joint'-and that at this stage of his career he was too firmly imbued with the idea of economy of force to waste his limited strength in battering at the enemy's strong point. A joint, however, is both vital and vulnerable. It was at this time too, that Bonaparte used another phrase that has subsequently been quoted to justify the most foolhardy concentrations of effort against the main armed forces of the enemy. 'Austria is our most determined enemy....Austria overthrown, Spain and Italy fall of themselves. We must not disperse our attacks but concentrate them.' But the full text of the memorandum containing this phrase shows that he was arguing, not in support of the direct attack upon Austria, but for using the army on the frontier of Piedmont for an indirect approach to Austria.

Conflicts within and between societies have occurred since the dawn of civilization. The causes of these conflicts have not been limited to an absence of information or an insufficient ability to share it. They have arisen not only between societies that do not understand each other but between those that understand each other only too well. Even with the same source material to examine, individuals have disagreed about its meaning or the subjective value of what it depicts. Where values, ideals, or strategic objectives are in fundamental contradiction, exposure and connectivity may on occasion fuel confrontations as much as assuage them.

From Bourcet he learnt the principle of calculated dispersion to induce the enemy to disperse their own concentration preparatory to the swift reuniting of his own forces. Also, the value of a 'plan with several branches', and of operating in a line which threatened alternative objectives. Moreover, the very plan which Napoleon executed in his first campaign was based on one that Bourcet had designed half a century earlier. Form Guibert he acquired an idea of the supreme value of mobility and fluidity of force, and of the potentialities inherent in the new distribution of an army in self-contained divisions. Guibert had defined the Napoleonic method when he wrote, a generation earlier: 'The art is to extend forces without exposing them, to embrace the enemy without being disunited, to link up the moves or the attacks to take the enemy in flank without exposing one's own flank.' And Guibert's prescription for the rear attack, as the means of upsetting the enemy's balance, became Napoleon's practice. To the same source can be traced Napoleon's method of concentrating his mobile artillery to shatter, and make a breach at, a key point in the enemy's front. Moreover, it was the practical reforms achieved by Guibert in the French army shortly before the Revolution which fashioned the instrument that Napoleon applied. Above all, it was Guibert's vision of a coming revolution in warfare, carried out by a man who would arise from a revolutionary state, that kindled the youthful Napoleon's imagination and ambition. While Napoleon added little to the ideas he had imbibed, he gave them fulfilment. Without his dynamic application the new mobility might have remained merely a theory. Because his education coincided with his instincts, and because these in turn were given scope by his circumstances, he was able to exploit the full possibilities of the new 'divisional' system. In developing the wider range of strategic combinations thus possible Napoleon made his chief contribution to strategy.

Keeping a new church outwardly focused from the beginning is much easier than trying to refocus an inwardly concerned church. In order to plant a successful church, you have to know that you know that you are undeniably called by God. The call to start a new church plant is not the same as the call to serve in an existing church or work in a ministry-related organization. You may be the greatest preacher this side of Billy Graham but still not be called to start a church. If you think you may have allowed an improper reason, voice or emotion to lead you to the idea of starting a new church, back away now. Spend some more time with God. You don’t want to move forward on a hunch or because you feel “pretty sure” that you should be planting a church. You have to be completely certain. “You’re afraid? So what. Everybody’s afraid. Fear is the common ground of humanity. The question you must wrestle to the ground is, ‘Will I allow my fear to bind me to mediocrity?’” When you think of a people group that you might be called to reach, does your heart break for them? If so, you may want to consider whether God is specifically calling you to reach that group for His kingdom. Is your calling clear? Has your calling been confirmed by others? Are you humbled by the call? Have you acted on your call? Do you know for certain that God has called you to start a new church? Nail it down. When exactly were you called? What were the circumstances surrounding your call? How did it match up with the sources of proper calling? Do you recognize the four specific calls in your calling? How? How does your call measure up to biblical characteristics? What is the emerging vision that God is giving you with this call? As your dependence on God grows, so will your church. One of the most common mistakes that enthusiastic and well-meaning church starters make is to move to a new location and start trying to reach people without thinking through even a short-term strategy. Don’t begin until you count the cost. why would you even consider starting a church (the only institution Jesus left behind and the only one that will last forever) without first developing a God-infused, specific, winning strategy? There are two types of pain: the pain of front-end discipline and the pain of back-end regret. With the question of strategy development, you get to choose which pain you’d rather live with. Basically, a purpose, mission and vision statement provides guiding principles that describe what God has called you to do (mission), how you will do it (purpose) and what it will look like when you get it done (vision). Keep your statement simple. Be as precise as possible. Core values are the filter through which you fulfill your strategy. These are important, because your entire strategy will be created and implemented in such a way as to bring your core values to life. Your strategic aim will serve as the beacon that guides the rest of your strategy. It is the initial purpose for which you are writing your strategy. He will not send more people to you than you are ready to receive. So what can you do? The same thing Dr. Graham does. Prepare in a way that enables God to open the floodgates into your church. If you are truly ready, He will send people your way. If you do the work we’ve described in this chapter, you’ll be able to build your new church on a strong base of God-breathed preparation. You’ll know where you are, where you’re going and how you are going to get there. You’ll be standing in the rain with a huge bucket, ready to take in the deluge. However, if you don’t think through your strategy, write it down and then implement it, you’ll be like the man who stands in the rainstorm with a Dixie cup. You’ll be completely unprepared to capture what God is pouring out. The choice is yours!

Situation awareness means possessing an explorer mentality A general never knows anything with certainty, never sees his enemy clearly, and never knows positively where he is. When armies are face to face, the least accident in the ground, the smallest wood, may conceal part of the enemy army. The most experienced eye cannot be sure whether it sees the whole of the enemy’s army or only three-fourths. It is by the mind’s eye, by the integration of all reasoning, by a kind of inspiration that the general sees, knows, and judges. ~Napoleon 5   In order to effectively gather the appropriate information as it’s unfolding we must possess the explorer mentality.  We must be able to recognize patterns of behavior. Then we must recognize that which is outside that normal pattern. Then, you take the initiative so we maintain control. Every call, every incident we respond to possesses novelty. Car stops, domestic violence calls, robberies, suspicious persons etc.  These individual types of incidents show similar patterns in many ways. For example, a car stopped normally pulls over to the side of the road when signaled to do so.  The officer when ready, approaches the operator, a conversation ensues, paperwork exchanges, and the pulled over car drives away. A domestic violence call has its own normal patterns; police arrive, separate involved parties, take statements and arrest aggressor and advise the victim of abuse prevention rights. We could go on like this for all the types of calls we handle as each type of incident on its own merits, does possess very similar patterns. Yet they always, and I mean always possess something different be it the location, the time of day, the person you are dealing with. Even if it’s the same person, location, time and day, the person you’re dealing who may now be in a different emotional state and his/her motives and intent may be very different. This breaks that normal expected pattern.  Hence, there is a need to always be open-minded, alert and aware, exploring for the signs and signals of positive or negative change in conditions. In his Small Wars journal article “Thinking and Acting like an Early Explorer” Brigadier General Huba Wass de Czege (US Army Ret.) describes the explorer mentality:   While tactical and strategic thinking are fundamentally different, both kinds of thinking must take place in the explorer’s brain, but in separate compartments. To appreciate this, think of the metaphor of an early American explorer trying to cross a large expanse of unknown terrain long before the days of the modern conveniences. The explorer knows that somewhere to the west lies an ocean he wants to reach. He has only a sketch-map of a narrow corridor drawn by a previously unsuccessful explorer. He also knows that highly variable weather and frequent geologic activity can block mountain passes, flood rivers, and dry up desert water sources. He also knows that some native tribes are hostile to all strangers, some are friendly and others are fickle, but that warring and peace-making among them makes estimating their whereabouts and attitudes difficult.6

Thoughts for the 2001 Quadrennial Defense Review If you had been a security policy-maker in the world’s greatest power in 1900, you would have been a Brit, looking warily at your age-old enemy, France. By 1910, you would be allied with France and your enemy would be Germany. By 1920, World War I would have been fought and won, and you’d be engaged in a naval arms race with your erstwhile allies, the U.S. and Japan. By 1930, naval arms limitation treaties were in effect, the Great Depression was underway, and the defense planning standard said ‘no war for ten years.’ Nine years later World War II had begun. By 1950, Britain no longer was the world’s greatest power, the Atomic Age had dawned, and a ‘police action’ was underway in Korea. Ten years later the political focus was on the ‘missile gap,’ the strategic paradigm was shifting from massive retaliation to flexible response, and few people had heard of Vietnam. By 1970, the peak of our involvement in Vietnam had come and gone, we were beginning détente with the Soviets, and we were anointing the Shah as our protégé in the Gulf region. By 1980, the Soviets were in Afghanistan, Iran was in the throes of revolution, there was talk of our ‘hollow forces’ and a ‘window of vulnerability,’ and the U.S. was the greatest creditor nation the world had ever seen. By 1990, the Soviet Union was within a year of dissolution, American forces in the Desert were on the verge of showing they were anything but hollow, the U.S. had become the greatest debtor nation the world had ever known, and almost no one had heard of the internet. Ten years later, Warsaw was the capital of a NATO nation, asymmetric threats transcended geography, and the parallel revolutions of information, biotechnology, robotics, nanotechnology, and high density energy sources foreshadowed changes almost beyond forecasting. All of which is to say that I’m not sure what 2010 will look like, but I’m sure that it will be very little like we expect, so we should plan accordingly. Lin Wells

Unqualified Champions Consider these individuals from the Bible. Each person was aware of a personal shortcoming which should have rendered him disqualified for service. God, however, saw champion potential … Moses struggled with a speech impediment: “Then Moses said to the LORD, ‘Please, Lord, I have never been eloquent, neither recently nor in time past, nor since You have spoken to Your servant; for I am slow of speech and slow of tongue’” (Exodus 4:10). Yet God served as Moses’ source of strength. God used him to deliver the Israelites from bondage. Jeremiah considered himself too young to deliver a prophetic message to an adult population: “Then I said, ‘Alas, Lord GOD! Behold, I do not know how to speak, because I am a youth’” (Jeremiah 1:6). God’s reply: “Do not be afraid of them, for I am with you to deliver you,” (Jeremiah 1:8). Isaiah, whose encouragement I quoted earlier, had reservations of his own. Perhaps his vocabulary reflected my own—especially my vocabulary as a teenager: “I am a man of unclean lips” (Isaiah 6:5). Despite Isaiah’s flaws, God saw him as a man He could use to provide guidance to the nation of Judah. Paul the Apostle had, in his past, persecuted the very people to whom God would send him later. To most of us, Paul’s track record would disqualify him for use. But God brought change to Paul’s heart and redemption to his fervency. Samson squandered his potential through poor life choices. As I read about him, I can’t help but think, “The guy acted like a spoiled brat.” But God had placed a call on his life. Though Samson sank to life’s darkest depths—captors blinded him and placed him in slavery—at the end of his life, he turned his heart toward God and asked to be used for God’s purposes. God used Samson to bring deliverance to the Israelites. Do you feel like the least qualified, the least important, the least regarded? Perhaps your reward is yet to come. God has high regard for those who are the least. Jesus said, “For the one who is least among all of you, this is the one who is great” (Luke 9:48) and “But many who are first will be last; and the last, first” (Matthew 19:30). If heaven includes strategic positioning among God’s people, which I believe it will, that positioning will be ego-free and based on a humble heart. Those of high position in God’s eyes don’t focus on position. They focus on hearts: their own hearts before God, and the hearts of others loved by God. When we get to heaven, I believe many people’s positions of responsibility will surprise us. What if, in heaven, the some of today’s most accomplished individuals end up reporting to someone who cried herself to sleep at night—yet kept her heart pure before God? According to Jesus in Matthew 6:5, some rewards are given in full before we reach heaven. When He spoke those words, He referred to hypocritical religious leaders as an example. Could we be in for a heavenly surprise? I believe many who are last today—the ultimate servants—will be first in heaven. God sees things differently than we do.

Recently, brain scans of schizophrenics taken while they were having auditory hallucinations have helped explain this ancient disorder. For example, when we silently talk to ourselves, certain parts of the brain light up on an MRI scan, especially in the temporal lobe (such as in Wernicke’s area). When a schizophrenic hears voices, the very same areas of the brain light up. The brain works hard to construct a consistent narrative, so schizophrenics try to make sense of these unauthorized voices, believing they originate from strange sources, such as Martians secretly beaming thoughts into their brains. Dr. Michael Sweeney of Ohio State writes, “Neurons wired for the sensation of sound fire on their own, like gas-soaked rags igniting spontaneously in a hot, dark garage. In the absence of sights and sounds in the surrounding environment, the schizophrenic’s brain creates a powerful illusion of reality.” Notably, these voices seem to be coming from a third party, who often gives the subject commands, which are mostly mundane but sometimes violent. Meanwhile, the simulation centers in the prefrontal cortex seem to be on automatic pilot, so in a way it’s as though the consciousness of a schizophrenic is running the same sort of simulations we all do, except they’re done without his permission. The person is literally talking to himself without his knowledge. HALLUCINATIONS The mind constantly generates hallucinations of its own, but for the most part they are easily controlled. We see images that don’t exist or hear spurious sounds, for example, so the anterior cingulate cortex is vital to distinguish the real from the manufactured. This part of the brain helps us distinguish between stimuli that are external and those that are internally generated by the mind itself. However, in schizophrenics, it is believed that this system is damaged, so that the person cannot distinguish real from imaginary voices. (The anterior cingulate cortex is vital because it lies in a strategic place, between the prefrontal cortex and the limbic system. The link between these two areas is one of the most important in the brain, since one area governs rational thinking, and the other emotions.) Hallucinations, to some extent, can be created on demand. Hallucinations occur naturally if you place someone in a pitch-black room, an isolation chamber, or a creepy environment with strange noises. These are examples of “our eyes playing tricks on us.” Actually, the brain is tricking itself, internally creating false images, trying to make sense of the world and identify threats. This effect is called “pareidolia.” Every time we look at clouds in the sky, we see images of animals, people, or our favorite cartoon characters. We have no choice. It is hardwired into our brains. In a sense, all images we see, both real and virtual, are hallucinations, because the brain is constantly creating false images to “fill in the gaps.” As we’ve seen, even real images are partly manufactured. But in the mentally ill, regions of the brain such as the anterior cingulate cortex are perhaps damaged, so the brain confuses reality and fantasy.

Google and Apple offer the image of a pseudo-commons to Internet users. That image recalls Nick Dyer-Whiteford's claim that, in light of the structural failures of neoliberal policies, capital could "turn to a 'Plan B', in which limited versions of commons, pollution trading schemes, community development and open-source and file-sharing practices are introduced as subordinate aspects of a capitalist economy, where voluntary cooperation subsidizes profit. One can think here of how Web 2.0 re-appropriates many of the innovations of radical digital activists, and converts them into a source of rent." Indeed, with the rise of the trademarked Digital Commons software platform and with the proliferation of university-based digital and media commons (which are typically limited to fee-paying and/or employed university community members), the very concept of the digital commons appears to be one of these reappropriations. But if, as part of what James Boyle describes as the "Second Closure Movement," this very rhetorical move signals the temporary defeats of the after-globalization and radical hacker movements that claimed the language of the commons, perhaps the advocacy for ownership of digital wares (or at least a form of unalienable, absolute possession, whether individual or communal) would provide a strategic ballast against the proprietary control of large swathes of information by apparently benevolent corporations and institutions. While still dangling in mid-air, the information commodity's consumption might thereby be placed more solidly on common ground.

In the past, the states best able to manage events beyond their borders have been those best able to avoid the temptation to overreach. Great powers remain great in large measure because they posses wisdom to temper active involvement in foreign interventions - to remain within the limits of a national strategy that balances ambition with military resources. The first principle of the strategic art states simply that the greatest weight of resources be devoted to safeguarding the most vital interests of the state. If a vital interest is threatened, the survival of the state is threatened. Generally, the most vital interest of a liberal democracy include, first and foremost, preservation of the territorial integrity of the state. The example of the attacks on New York and Washington should send a message to those of similar ambitions that the surest way to focus the wrath of the American people against them would be to strike this country within its borders again. The second strategic priority is the protection of the national economic welfare by ensuring free and open access to markets for vital materials and finished goods. Other important but less vital interests should be defended by the threat of force only as military resources permit. Outside the limits of U.S. territory, the strategic problem defining the geographic limits of U.S. vital interests becomes complex. While the United States may have some interests in every corner of the world, there are certain regions where its strategic interests, both economic and cultural, are concentrated and potentially threatened. These vital strategic "centers of gravity" encompass in the first instance those geographic areas essential to maintaining access to open markets and sources of raw material, principally oil. Fortunately, many of these economically vital centers are secure from serious threat. But a few happen to be located astride regions that have witnessed generations of cultural and ethnic strife. Four regions overshadow all others in being both vital to continued domestic prosperity and continually under the threat of state-supported violence. These regions are defined generally by an arc of territories along the periphery of Eurasia: Europe, the Middle East, South Asia, and north East Asia. For the past several centuries, these regions have been the areanas of the world's most serious and intractable conflicts. Points of collision begin with the intersection of Western and Eastern Christianity and continue southward to mark Islam's incursion into southeastern Europe in the Balkans. The cultural divide countries without interruption across the Levant in an unbroken line of unrest and warring states from the crescent of the Middle East to the subcontinent of South Asia. The fault-line concludes with the divide between China and all the traditional cultural competitors along its land and sea borders. Other countries outside the periphery of Eurasia might, in extreme cases, demand the presence of U.S. forces for peacekeeping or humanitarian operations. But it is unlikely that in the years to come the United States will risk a major conflict that will involve the calculated commitment of forces in a shooting war in regions outside this "periphery of Eurasia," which circumscribes and defines America's global security.

The essence of business consulting Business consulting is becoming a well-liked hit everywhere in the world. Consultation providers are important to business folks since they help them in making informative choices. That is solely potential after serving to them understand the workforce within the enterprise world. Managers who analyze the functionality of their businesses are bound to make higher earnings than those that don’t consult an expert for surveillance. They should perceive the risks concerned, weaknesses and strengths in order for their businesses to survive competition. It is with enterprise consulting that companies are capable of analyze as well as improve upon their strategic operations. This turns into attainable because of the experience across assorted fields translating into a spectrum of new ideas. Any effective enterprise consulting will allow you to faucet into their varied sources, capabilities as well as services. Your online business will take pleasure in proven approaches, ideas and even methods. Because of this you would not have to reinvent the wheel again. You make use of confirmed strategies and construct upon them. In spite of everything, this can ultimately translate into increased productiveness in addition to more sales for your online business. As a Richmond Business Help way to grow to be more productive in addition to worthwhile, the companies of a enterprise consulting cannot be ignored. Simply just remember to are on the same page as them. It's highly vital for a business to be on the identical wavelength as their enterprise consulting team. The enterprise states its wishes whereas the enterprise consultants rework it into an achievable aim. The business states its desires and the enterprise consultants define whether or not it's practical and the simplest method to turn dreams into reality. Involving a professional guide will information you in making crucial choices. They usually present you with different scenarios that are more likely to happen in the market in the present day. Additionally they explain how your decisions are prone to impression on what you are promoting in the future. In addition they present strategies on find out how to diversify the product line rather than relying on a single product. They are going to guide you to ensure that there's utmost progress and competition is at per. Enterprise consultants enhance the information stage of a business. Their data is effective. They've been involved in varied tasks earlier than and understand all of the facets involved in the planning process. Additionally they have a clear understanding of the dangers concerned in each enterprise growth step. You possibly can due to this fact depend upon them for the event of your enterprise.

Amman’s own file on the state sponsorship of al-Zarqawi’s terrorist activities during the lead-up to the Iraq War stood in marked contrast to what Powell had presented earlier. It wasn’t Baghdad America should have been looking at, the Jordanians said; it was Tehran. A high-level GID source told the Atlantic magazine in 2006: “We know Zarqawi better than he knows himself. And I can assure you that he never had any links to Saddam. Iran is quite a different matter. The Iranians have a policy: they want to control Iraq. And part of this policy has been to support Zarqawi, tactically but not strategically. . . .In the beginning they gave him automatic weapons, uniforms, military equipment, when he was with the army of Ansar al-Islam. Now they essentially just turn a blind eye to his activities, and to those of al-Qaeda generally. The Iranians see Iraq as a fight against the Americans, and overall, they’ll get rid of Zarqawi and all of his people once the Americans are out.

The Indivo system resolves the Problem of Mutual Accommodation of Interdependent Systems summarized earlier by inserting a layer of virtualization between two interdependent structures. It makes the data open, modular, and conformable, so that the applications using the data can be optimized. By being modular (open source), the data in PHRs are commoditized—it is no longer a strategic asset, nor where money can be made. Instead, profit in the industry will be made by firms that build applications that use the data. Some

What resulted from this approach was a complicated flowchart enabling the Kochs to use their fortune to influence public policy from an astounding number of different directions at once. At the top, the funds all came from the same source—the Kochs. And in the end, the contributions all served the same pro-business, limited-government goals. But they funneled the money simultaneously through three different kinds of channels. They made political contributions to party committees and candidates, such as Dole. Their business made contributions through its political action committee and exerted influence by lobbying. And they founded numerous nonprofit groups, which they filled with tax-deductible contributions from their private foundations. Other wealthy activists made political contributions, and other companies lobbied. But the Kochs’ strategic and largely covert philanthropic spending became their great force magnifier.

So I want to be clear: Andy Card and I have known each other since the 1980s, though age separated us, and most of my time was spent with his younger brother. What’s more, Andy’s a good political player. Come election time, what with my mother’s growing media empire in the wilds of Alaska—and her ties to the good and honorable Senator Stevens—it just made sense that Andy Card would make a special nod to our family in Alaska. Perceptions to the contrary would be grossly inaccurate. After I warned about the 1993 World Trade Center attack, and started working as an Asset, I had to distance myself from Andy, who had national political aspirations after all. Our need for distance ended overnight when President-elect George Bush, Jr. named Andy to serve as White House Chief of Staff. At that point, my background was fully revealed, all cards on the table, when I approached him in December, 2000 about our back channel talks to resume the weapons inspections in Iraq. I expected Andy to be surprised. But I was at the top of my game. I had accomplished many good things involving Libya and Iraq, with special regards to anti-terrorism, through a decade of perseverance and creative strategizing. I expected a man like Andy Card to be proud of my actions. A man who brags to his friends about his outstanding devotion to my field of work should be fiercely proud that one of his own family has been on the cutting edge of it for a decade. When you do the work I have done, you don’t apologize for communicating with the Chief of Staff to the President of the United States of America. At the end of the conversation, you expect him to say thank you. Think about it. I was a primary source of raw intelligence on Iraq and Middle Eastern anti-terrorism overall. I enjoyed high level access to officials in Baghdad and Libya. It was extremely valuable for the White House Chief of Staff to have first-hand access to major new developments inside Iraq. Given my status as an Asset—and his— it was entirely appropriate for him to receive these debriefings. That was part of his job. No doubt that’s why Andy Card never suggested I should break off communications with Iraq— or that I should stop providing him with my insider’s analysis of breaking developments in Baghdad. All of which makes our end so galling.

Furthermore, the number of such forms submitted to the I.R.S. is a useful indicator of public consent, an important factor in strategic decision making. Other data sources are given in the Short List of Inputs.

The idea that coordination, by itself, can be a source of advantage is a very deep principle. It is often underappreciated because people tend to think of coordination in terms of continuing mutual adjustments among agents. Strategic coordination, or coherence, is not ad hoc mutual adjustment. It is coherence imposed on a system by policy and design. More specifically, design is the engineering of fit among parts, specifying how actions and resources will be combined.

Here’s a short list of things that strong strategic thinkers do habitually. → Systems thinking: Construct—and constantly tinker with—mental models about how their business works to solve problems and spot new opportunities. → Scanning and pattern recognition: Perpetually scan for new data points and insights from a wide range of sources—including those beyond their industry. → Challenge own assumptions: Invite other people to challenge their thinking as well as their underlying thought processes. → Balance future and present orientation: Consider the future and the present needs of their business at the same time, without conflict.

Successful impact investors in social enterprise know how to structure their investment into a stack of capital from a range of funders. They often arrange loan guarantees from government programs, concessionary investment capital from government-sponsored development finance institutions, and grant money from foundations. They also help investees negotiate contracts from government, strategic investors, and other capital sources.

resistant fiber Resistant fiber is the new kid on the block. It is a unique type of starch that is digested, but only many hours later and only by the good bacteria. Also known as resistant starch, this fiber contains calories, but the majority of its calories are not usable and therefore cannot cause weight gain. Resistant fiber is remarkable since it creates little or no insulin response, unlike any other carbohydrate. In fact, it can even produce less of an insulin response than many non-carbohydrate foods like meat, poultry, and eggs. For this reason, many of the low-carb breakfasts on the Adrenal Reset Diet include foods high in resistant fiber. BEST SOURCES: Boiled potatoes, cannellini beans, navy beans, great northern beans, and unripe bananas.

Boyd suggests to the audience that he suspects that this insight is in some way related to orientation, for: Orientation, seen as a result, represents images, views, or impressions of the world shaped by genetic heritage, cultural tradition, previous experiences, and unfolding circumstances. Thus, in a few words, Boyd brings together synonyms for mental modules, schemata, memes, and tacit knowledge in a dynamic relation with the environment. He explains the sources of images, views or impressions, i.e. the conceptual lenses for observation. And the following step brings together interaction and this description of the result of orientation:12 Orientation is an interactive process of many sided implicit cross-referencing projections, empathies, correlations, and rejections that is shaped by and shapes the interplay of genetic heritage, cultural tradition, previous experiences and unfolding circumstances.

The paper cited 101 sources and so appeared to be scientific. Willie Soon had authored other discredited, industry-funded climate-denial papers in the past, including with Legates. He is not a climate scientist or a polar-bear expert. He is an aerospace engineer, and was one of the “new faces” the GCSCP public-relations plan had identified would be strategic in a disinformation campaign that created “uncertainties” about climate science.

Contrast the “maximize shareholder value” idea with John F. Kennedy’s famous 1961 call to “put a man on the moon and return him safely by the end of the decade.” Simple? Yes. Unexpected? Yes. Concrete? Amazingly so. Credible? The goal seemed like science fiction, but the source was credible. Emotional? Yes. Story? In miniature. Had John F. Kennedy been a CEO, he would have said, “Our mission is to become the international leader in the space industry through maximum team-centered innovation and strategically targeted aerospace initiatives.

Port investments are viewed as vehicles with which China can cultivate political influence to constrain recipient countries and build dual-use infrastructure to facilitate Beijing’s long-range naval operations.’139 The shift in strategic landscape is most advanced in the Indo-Pacific, but good progress is being made in the Mediterranean. In Chinese-language sources, PLA Navy experts put the strategy this way: ‘meticulously select locations, deploy discreetly, prioritise cooperation, and slowly infiltrate’.

significantly—in the United States and Canada, for example, from two-thirds to one-half of the population since 2008.4 FIGURE 1.1 The global wealth pyramid, 2019. SOURCE: James Davies, Rodrigo Lluberas, and Anthony Shorrocks. Credit Suisse global wealth databook 2019.

Whoever the author or authors, Putin’s thesis lifted almost verbatim more than sixteen pages of text and six charts from an American textbook written by two professors at the University of Pittsburgh, which was translated into Russian in 1982—almost certainly at the behest of or with the approval of the KGB, which under Andropov was eager to find a way out of the Soviet Union’s economic stagnation. The thesis’s bibliography includes the textbook—Strategic Planning and Policy, by William R. King and David I. Cleland—as one of forty-seven sources, including papers and lectures by Putin at the institute, but in the text itself the work is neither credited explicitly nor are the lengthy passages lifted from its Russian translation acknowledged.

In other words, under normal circumstances the rider takes its cue from the elephant, just as a lawyer takes instructions from a client. But if you force the two to sit around and chat for a few minutes, the elephant actually opens up to advice from the rider and arguments from outside sources. Intuitions come first, and under normal circumstances they cause us to engage in socially strategic reasoning, but there are ways to make the relationship more of a two-way street.

Emergent strategy has become the battle cry of many technology firms and start-ups, which do indeed face a rapidly changing marketplace. Unfortunately, such an approach places a company in a reactive mode, making it easy prey for more-strategic rivals. Not only is strategy possible in times of tumultuous change, but it can be a competitive advantage and a source of significant value creation. Is Apple disinclined to think about strategy? Is Google? Is Microsoft?

... The patriarchal family is one ideal that fascist politicians intend to create in society—or return to, as they claim. The patriarchal family is always represented as a central part of the nation’s traditions, diminished, even recently, by the advent of liberalism and cosmopolitanism. But why is patriarchy so strategically central to fascist politics? In a fascist society, the leader of the nation is analogous to the father in the traditional patriarchal family. The leader is the father of his nation, and his strength and power are the source of his legal authority, just as the strength and power of the father of the family in patriarchy are supposed to be the source of his ultimate moral authority over his children and wife. The leader provides for his nation, just as in the traditional family the father is the provider. The patriarchal father’s authority derives from his strength, and strength is the chief authoritarian value. By representing the nation’s past as one with a patriarchal family structure, fascist politics connects nostalgia to a central organizing hierarchal authoritarian structure, one that finds its purest representation in these norms.

What remains difficult to fathom is how White, a president of the American Historical Association, justified to himself his grotesquely unhistorical (mis) use of sources—from resorting to the romanticized fictions of Washington Irving for “facts” about Columbus to the strategic truncation of a quotation from St. Augustine to make the African Doctor appear to say something exactly opposite to what he meant.

[F]orgetting takes multiple guises and sometimes infuses life in the most subtle and taken-for-granted ways. Therefore, forgetting consists not only of markers that indicate the erasure of knowledge, but also the habits, routines, and physical movements that lead one to present and practice detachment and hiding. It includes hiding the outward indicators of one’s religion. It is taking care when choosing one’s words in public, or even when speaking among family, so that the children will not learn what is supposed to be forgotten. Practicing these habits until they become ingrained and no longer require conscious attention makes forgetting a part of everyday life… In Ulaanbaatar (and the next-biggest city, Darkhan) the state built wedding palaces, thus making marriages and the establishment of families matters that came under state control. The alphabet, personal names, food, hairstyles, consumer goods, clothing, and fashions also changed due to the revolution. All this meant that the younger generations had little reference in everyday life from which to inquire about the past. When the memories of those belonging to an older generation contradicted the national narrative, there was little chance they would be heard by succeeding generations, whose ideological training and values conflicted with those of the past. “The erasure of socio-political context . . . allowed for the absorption of the particular (memories) into the general” (Steedly 1993:131), and furthered the homogenization of history and the nation. In a homogenizing society, to be a misfit, a reactionary, was not only a source of shame and public alienation, but also invited the threat of state intervention… Those of the next generation were born in the 1940s and 1950s, after most of the political massacres had been carried out. They grew up with socialist propaganda and were removed from the past, owing to the silencing of their parents’ memories and the dominance of the state’s narrative. The past seeped through to them accidentally, against the will of their parents… Often silences are a sign of powerlessness, not of the lack of a story to tell. As Tsing (1990:122) argues, power consists, at least in part, of the ability to convene an audience. According to Steedly (1993:198), this ability requires telling a compelling story that is strategically designed to meet the interests of the listeners.

The value chain is another Porter framework that managers refer to all the time. Most, I believe, know what a value chain is—the metaphor of a series of linked activities is intuitive. But many miss the “so what.” Why does it matter? The answer: The value chain is a powerful tool for disaggregating a company into its strategically relevant activities in order to focus on the sources of competitive advantage, that is, the specific activities that result in higher prices or lower costs

Perhaps the biggest source of controversy and confusion in the world of nutrition is the carbohydrate.

In 2012, Google Maps had become the premier provider of mapping services and location data for mobile phone users. It was a popular feature on Apple’s iPhone. However, with more consumer activity moving to mobile devices and becoming increasingly integrated with location data, Apple realized that Google Maps was becoming a significant threat to the long-term profitability of its mobile platform. There was a real possibility that Google could make its mapping technology into a separate platform, offering valuable customer connections and geographic data to merchants, and siphoning this potential revenue source away from Apple. Apple’s decision to create its own mapping app to compete with Google Maps made sound strategic sense—despite the fact that the initial service was so poorly designed that it caused Apple significant public embarrassment. The new app misclassified nurseries as airports and cities as hospitals, suggested driving routes that passed over open water (your car had better float!), and even stranded unwary travelers in an Australian desert a full seventy kilometers from the town they expected to find there. iPhone users erupted in howls of protest, the media had a field day lampooning Apple’s misstep, and CEO Tim Cook had to issue a public apology.19 Apple accepted the bad publicity, likely reasoning that it could quickly improve its mapping service to an acceptable quality level—and this is essentially what has happened. The iPhone platform is no longer dependent on Google for mapping technology, and Apple has control over the mapping application as a source of significant value.

I have been selected to design and administer these unique initiatives because of my prior experience and effectiveness. Past success breeds repeat performances. … What is important are the personality and character traits needed to stand up to criticism and stress, and to labor effectively in a very emotional vineyard—empathy and sensitivity to the plight of those singled out for special consideration; confidence and firmness towards critics. I turn the other cheek when face-to-face with distraught victims or a businessman challenging my pay decisions. Life's unfairness is usually the real source of their anger. The nature of the compensation received is secondary. But a strategic retreat is not an option when critics attack. Self-confidence and firmness become virtues. You cannot allow yourself to be bullied when you are trying to administer a complex policy experiment. The public is usually supportive, appreciative of the difficulty of the task.

One Chinese source records that even on his deathbed, Genghis still strategized,

New Agers are typically monists who hold that the earth is a living being called Gaia. The monist believes that everything is derived from an ultimate and single source.

And still my research continued. Foreign diplomatic sources informed me that, in spite of his stated rejection of any containment of an Iranian bomb, Obama would settle for capping Iran’s ability to make a bomb within one year—the so-called threshold capacity. Other analysts claimed the president regarded Iran as an ascendant and logical power—unlike the feckless, disunited Arabs and those troublemaking Israelis—that could assist in resolving other regional conflicts. I first heard this theory at Georgetown back in 2008, in conversations with think tankers and former State Department officials. They also believed that Iran’s radical Islam was merely an expression of interests and fears that the United States could, with sufficient goodwill, meet and allay. Such ideas initially struck me as absurd. After all, even irrational regimes such as Nazi Germany could take rational steps to reach fanatical goals. But Obama, himself, now began describing Iran’s behavior as “strategic” and “not impulsive.” The ayatollahs, he told Jeffrey Goldberg, “have their worldview, and they see their interests, and they respond to costs and benefits….[They] are not North Korea.” Suddenly, it seemed plausible that an America freed of its dependence on Middle Eastern oil and anxious to retreat from the region could view Iran as a dependable ally. The only hurdle remained that pesky nuclear program.

One American political figure saw Russia for the growing menace that it was and was willing to call Putin out for his transgressions. During President Obama’s reelection campaign, Mitt Romney warned of a growing Russian strategic threat, highlighting their role as “our number one geopolitical foe.”[208] The response from President Obama, Secretary Clinton, and other Democrats was not to echo his sentiment, but actually to ridicule Romney and support the Russian government. President Obama hurled insults, saying Romney was “stuck in a Cold War mind warp” [209] and in a nationally televised debate mocked the former governor, saying “the 1980s are now calling to ask for their foreign policy back…” [210] When asked to respond to Romney’s comment, Secretary Clinton refused to rebuke the over-the-top and false Obama campaign attacks. Instead, she delivered a message that echoed campaign talking points arguing that skepticism of Russia was outdated: “I think it’s somewhat dated to be looking backwards,” she said, adding, “In many of the areas where we are working to solve problems, Russia has been an ally.”[211] A month after Secretary Clinton’s statement on Romney, Putin rejected Obama’s calls for a landmark summit.[212] He didn’t seem to share the secretary’s view that the two countries were working together. It was ironic that while Obama and Clinton were saying Romney was in a “Cold War mind warp,”[213] the Russian leader was waging a virulent, anti-America “election campaign” (that’s if you can call what they did in Russia an “election”). In fact, if anyone was in a Cold War mind warp, it was Putin, and his behavior demonstrated just how right Romney was about Russia’s intentions. “Putin has helped stoke anti-Americanism as part of his campaign emphasizing a strong Russia,” Reuters reported. “He has warned the West not to interfere in Syria or Iran, and accused the United States of ‘political engineering’ around the world.”[214] And his invective was aimed not just at the United States. He singled out Secretary Clinton for verbal assault. Putin unleashed the assault Nov. 27 [2011] in a nationally televised address as he accepted the presidential nomination, suggesting that the independent election monitor Golos, which gets financing from the United States and Europe, was a U.S. vehicle for influencing the elections here. Since then, Golos has been turned out of its Moscow office and its Samara branch has come under tax investigation. Duma deputies are considering banning all foreign grants to Russian organizations. Then Putin accused U.S. Secretary of State Hillary Rodham Clinton of sending a signal to demonstrators to begin protesting the fairness of the Dec. 4 parliamentary elections.[215] [Emphasis added.] Despite all the evidence that the Russians had no interest in working with the U.S., President Obama and Secretary Clinton seemed to believe that we were just a Putin and Obama election victory away from making progress. In March 2012, President Obama was caught on a live microphone making a private pledge of flexibility on missile defense “after my election” to Dmitry Medvedev.[216] The episode lent credence to the notion that while the administration’s public unilateral concessions were bad enough, it might have been giving away even more in private. So it shouldn’t have been a surprise that Putin didn’t abandon his anti-American attitudes after he won the presidential “election.” In the last few weeks of Clinton’s tenure as Secretary of State, Putin signed a law banning American adoption of Russian children,[217] in a move that could be seen as nothing less than a slap in the face to the United States. Russia had been one of the leading sources of children for U.S. adoptions.[218] This disservice to Russian orphans in need of a home was the final offensive act in a long trail of human rights abuses for which Secretary Clinton failed to hold Russia accountable.

[...] identify influential writers and news sources (including those with strong biases) and monitor what they are saying. This can help you understand how groups talk about events and issues.

Only 10 percent of most companies’ actions arise out of their strategic planning (i.e., realized strategy).4 The source of the other 90 percent of what companies do, Mintzberg calls “emergent strategy.” This is the accumulation of day-to-day decisions, disjointed initiatives, and actions taken by managers in response to everyday work demands, without any master plan or comprehensive strategic concept to guide them. When everything

There’s an official hierarchy. And an operational hierarchy. The official hierarchy decides on personnel, strategic initiatives and resources. The official hierarchy decides which case officers to hire. Where to place them. Who to promote into management. The operational hierarchy decides on operational issues. Which sources to trust. How to work with them. Which moment-by-moment risks make sense. At the top of the official hierarchy is who you would think it would be: the agency director. At the top of the operational hierarchy are the guys on the street: the case officers. Different hierarchies for different decisions. Different hierarchies for organizational decisions and operational decisions.22 Sometimes, there’s a conflict.

A VMO’s all-encompassing purpose is to aggressively lead and guide strategic sourcing initiatives while engaging vendors to meet cost, quality, and delivery performance goals.

VMO should strive to enable more efficient transactional purchasing for its customers.

Unveiling London E-commerce Triumph: Decoding Data with WooCommerce Analytics In the bustling realm of London e-commerce, navigating the digital landscape requires not just intuition but informed decision-making backed by data. This is where the marriage of WooCommerce and analytics becomes a game-changer. In this exploration, we delve into the nuances of leveraging WooCommerce Analytics for e-commerce success in London. As we embark on this journey, the expertise of a dedicated woocommerce development in london adds a unique perspective, unraveling the potential of data decoding in the heart of the e-commerce landscape. Understanding the London E-commerce Scene This section emphasizes the importance of understanding the unique characteristics of the London e-commerce landscape. It underscores the need for businesses to be attuned to local market trends, consumer preferences, and the digital sophistication of the London audience to effectively leverage WooCommerce Analytics. The Role of WooCommerce Agency in London E-commerce Analytics 1. Proactive Data Strategy: Setting the Foundation This point explains the proactive role of a WooCommerce agency in London in establishing a robust data strategy. It involves setting up analytics tools, defining KPIs, and aligning data collection with the specific goals of London e-commerce businesses. 2. Tailoring Analytics to London Market Trends Here, the focus is on tailoring analytics solutions to capture and interpret data that is directly relevant to the ever-evolving market trends of London. A WooCommerce agency in London customizes analytics approaches to provide actionable insights for businesses in the local market. Key Metrics and KPIs for London E-commerce Success 3. Conversion Rate Optimization (CRO): Turning Clicks into Transactions This point explores the pivotal role of Conversion Rate Optimization (CRO) in London e-commerce. It delves into how a WooCommerce agency in London optimizes the conversion rate by refining the checkout process, analyzing user journeys, and enhancing the overall user experience to maximize sales. 4. Customer Lifetime Value (CLV): Fostering Long-Term Relationships The focus here is on the importance of Customer Lifetime Value (CLV) analytics. It explains how a WooCommerce agency in London helps businesses identify high-value customers, tailor marketing strategies, and foster long-term relationships for sustained success. WooCommerce Analytics Tools and Implementations 5. Google Analytics Integration for Comprehensive Insights This point delves into the integration of Google Analytics with WooCommerce. It explains how a WooCommerce agency in London guides businesses through the integration process, utilizing Google Analytics to gain comprehensive insights into user behavior, traffic sources, and website performance. 6. Custom Reports and Dashboards: Tailoring Insights for London Businesses Here, the emphasis is on the creation of custom reports and dashboards by a WooCommerce agency in London. These tailored insights provide businesses with specific information relevant to their products, target audience, and market trends, enhancing decision-making accuracy. Analyzing User Behavior for Enhanced User Experience 7. Heatmaps and User Flow Analysis: Optimizing the Customer Journey This point explores the use of heatmaps and user flow analysis to optimize the customer journey in London e-commerce. A WooCommerce agency in London employs these tools to uncover patterns, identify bottlenecks, and make strategic adjustments for a seamless user experience. 8. Abandoned Cart Analysis: Recovering Lost Opportunities This section discusses the significance of abandoned cart analysis. It explains how a WooCommerce agency in London utilizes analytics to understand the reasons behind cart abandonment and implements targeted strategies to recover potentially lost sales through personalized retargeting campaigns.

Your supply chain should be a source of competitive advantage. Let Eagabriz help you turn it into a strategic asset