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Nagumo was suddenly on his own. At this crucial time, the cost of his failure to learn the complicated factors that played into carrier operations suddenly exploded. Now, when every minute counted, it was too late to learn the complexities involved in loading different munitions on different types of planes on the hangar deck, too late to learn how the planes were organized and spotted on the flight decks, too late to learn the flight capabilities of his different types of planes, and far too late to know how to integrate all those factors into a fast-moving and efficient operation with the planes and ordnance available at that moment. Commander Genda, his brilliant operations officer, couldn’t make the decisions for him now. It was all up to Nagumo. At 0730 on June 4, 1942, years of shipbuilding, training, and strategic planning had all come to this moment. Teams of highly trained pilots, flight deck personnel, mechanics, and hundreds of other sailors were ready and awaiting his command. The entire course of the battle, of the Combined Fleet, and even perhaps of Japan were going to bear the results of his decisions, then and there.
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Dale A. Jenkins (Diplomats & Admirals: From Failed Negotiations and Tragic Misjudgments to Powerful Leaders and Heroic Deeds, the Untold Story of the Pacific War from Pearl Harbor to Midway)
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Hiring is not as simple as you think. You have to make sure you are hiring somebody who is going to be a great fit in the kind of employee tribe you’re building.
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Pooja Agnihotri (17 Reasons Why Businesses Fail :Unscrew Yourself From Business Failure)
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Your employees shouldn’t be scared of being let go but you should be scared of them leaving you.
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Pooja Agnihotri (17 Reasons Why Businesses Fail :Unscrew Yourself From Business Failure)
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One competent go-getter is worth One Hundred incompetent do-nothings. - Kailin Gow, On Hiring a Winning Team
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Kailin Gow
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The crew’s attachment to procedure instead of purpose offers a clear example of the dangers of prizing efficiency over adaptability.
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Stanley McChrystal (Team of Teams: New Rules of Engagement for a Complex World)
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You need to plan the way a fire department plans: It cannot anticipate where the next fire will be, so it has to shape an energetic and efficient team that is capable of responding to the unanticipated as well as to any ordinary event.
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Andrew S. Grove (Only the Paranoid Survive)
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Efficiency is doing things right; effectiveness is doing the right thing.
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Stanley McChrystal (Team of Teams: New Rules of Engagement for a Complex World)
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Efficiency remains important, but the ability to adapt to complexity and continual change has become an imperative.
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Stanley McChrystal (Team of Teams: New Rules of Engagement for a Complex World)
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If you have a team of five stunning employees and two adequate ones, the adequate ones will sap managers’ energy, so they have less time for the top performers, reduce the quality of group discussions, lowering the team’s overall IQ, force others to develop ways to work around them, reducing efficiency, drive staff who seek excellence to quit, and show the team you accept mediocrity, thus multiplying the problem.
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Reed Hastings (No Rules Rules: Netflix and the Culture of Reinvention)
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We must recognize that no amount of formal planning can anticipate changes such as globalization and the information revolution we’ve referred to above. Does that mean that you shouldn’t plan? Not at all. You need to plan the way a fire department plans. It cannot anticipate where the next fire will be, so it has to shape an energetic and efficient team that is capable of responding to the unanticipated as well as to any ordinary event.
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”
Andrew S. Grove (High Output Management)
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In professional networks that acted as fertile soil for successful groups, individuals moved easily among teams, crossing organizational and disciplinary boundaries and finding new collaborators. Networks that spawned unsuccessful teams, conversely, were broken into small, isolated clusters in which the same people collaborated over and over. Efficient and comfortable, perhaps, but apparently not a creative engine.
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David Epstein (Range: Why Generalists Triumph in a Specialized World)
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The key insight behind Radical Candor is that command and control can hinder innovation and harm a team’s ability to improve the efficiency of routine work. Bosses and companies get better results when they voluntarily lay down unilateral power and encourage their teams and peers to hold them accountable, when they quit trying to control employees and focus instead on encouraging agency. The idea is that collaboration and innovation flourish when human relationships replace bullying and bureaucracy.
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Kim Malone Scott (Radical Candor: Be a Kick-Ass Boss Without Losing Your Humanity)
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It's one of the Archchancellor's Big Ideas. He says that if the faculty gets to know one another better, they'll be a happier, more efficient team.'
'But they do know one another! They've known one another for ages! That's why they don't like one another very much! They won't stand for being turned into a happy and efficent team!
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Terry Pratchett (The Globe (The Science of Discworld, #2))
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Peter Drucker had a catchy statement: “Efficiency is doing things right; effectiveness is doing the right thing.
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Stanley McChrystal (Team of Teams: New Rules of Engagement for a Complex World)
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The art of lateral thinking in a team is key, in order to gain a competitive advantage.
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Wayne Chirisa
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Drucker had a catchy statement: “Efficiency is doing things right; effectiveness is doing the right thing.
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General S McChrystal (Team of Teams: New Rules of Engagement for a Complex World)
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It is ironic that so many people avoid conflict in the name of efficiency, because healthy conflict is actually a time saver.
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Patrick Lencioni (The Five Dysfunctions of a Team)
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All the efficiency in the world has no value if it remains static in a volatile world
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Stanley McChrystal (Team of Teams: New Rules of Engagement for a Complex World)
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Have you noticed how some project teams are efficient, with everyone knowing what to do and contributing fully, while the members of other teams are constantly bickering and don't seem able to get out of each other's way? Often this is an orthogonality issue. When teams are organized with lots of overlap, members are confused about responsibilities. Every change needs a meeting of the entire team, because any one of them might be affected.
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Andrew Hunt (The Pragmatic Programmer: From Journeyman to Master)
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The proprietary advantage once enjoyed by companies who assembled teams under their own roofs and used them only on their own products has been surrendered in the rush to attain some semblance of “lean, efficient” flexibility.
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Cory Doctorow (Information Doesn't Want to Be Free: Laws for the Internet Age)
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any leader who did not or could not understand the fundamentals of what their teams did should not be leading those teams in the first place. He insisted it made for better decision making and created a more efficiently run department
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Michael C. Grumley (Breakthrough (Breakthrough, #1))
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Cycle after cycle, the team is working hard, but the business is not seeing results. Managers trained in a traditional model draw the logical conclusion: our team is not working hard, not working effectively, or not working efficiently.
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Eric Ries (The Lean Startup: How Today's Entrepreneurs Use Continuous Innovation to Create Radically Successful Businesses)
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Leaders with high emotional intelligence create a culture of trust, respect, and collaboration, where everyone feels valued and heard. They build teams that are not just efficient, but also empowered and fulfilled. Emotional intelligence is not just a nice-to-have for leaders, it's a must-have.
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Farshad Asl
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Define the outcomes you want from your team and its members, and then look for each person’s strength signs to figure out how each person can reach those outcomes most efficiently, most amazingly, most creatively, and most joyfully. The moment you realize you’re in the outcomes business is the moment you turn each person’s uniqueness from a bug into a feature.
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Marcus Buckingham (Nine Lies About Work: A Freethinking Leader’s Guide to the Real World)
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In 2002, a team of researchers at the University of Washington decided to take the defenses of the drug war seriously, by subjecting the arguments to empirical testing in a major study of drug-law enforcement in a racially mixed city—Seattle.88 The study found that, contrary to the prevailing “common sense,” the high arrest rates of African Americans in drug-law enforcement could not be explained by rates of offending; nor could they be explained by other standard excuses, such as the ease and efficiency of policing open-air drug markets, citizen complaints, crime rates, or drug-related violence. The study also debunked the assumption that white drug dealers deal indoors, making their criminal activity more difficult to detect.
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Michelle Alexander (The New Jim Crow: Mass Incarceration in the Age of Colorblindness)
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Each cooperative in Mondragon has its own workplace structure, though there are similarities and tendencies that most of them share. The firm called Irizar, which manufactures products for trans-portation, from luxury coaches to city buses, exemplifies these tendencies. To encourage innovation and the diffusion of knowledge, there are no bosses or departments in Irizar. Rather, it has a flat organizational structure based on work teams with a high degree of autonomy. (One study remarks that they “set their own targets, establish their own work schedules, [and] organize the work process as they see fit.”) The teams also work with each other, so that knowledge is transmitted efficiently. Participation occurs also in the general assembly, which meets three times a year rather than the single annual meeting common in other Mondragon firms. Its subsidiaries in other countries have at least two general assemblies a year, where they approve the company’s strategic plan, investments, etc. These participatory structures have enabled Irizar to surpass its competitors in profitability and market share.69
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Chris Wright (Worker Cooperatives and Revolution: History and Possibilities in the United States)
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How Do I Contact Robinhood Support's Phone number?
To contact Robinhood support, call the phone number 1-888-(636)-8199 or1-888-(636)-8199. Their team is available to assist you with any wallet-related issues, including troubleshooting, setup guidance, or resolving security concerns. Be sure to have your device details on hand when you call for a quicker, more efficient support experience.
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Markus Zusak (The Book Thief)
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Avoid heavy equipment whenever possible; big machinery often fakes efficiency. Rain gardens are commonly dug out by backhoes and fine grading is done by skid loaders. Inappropriate or oversized equipment does more damage than good, and it takes years for a site to recover from the compaction and unnecessary disturbance. In the time spent waiting for machinery to be delivered to a site, a team of five could have prepared a planting area with three rakes, two shovels, and no compaction.
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Thomas Rainer (Planting in a Post-Wild World: Designing Plant Communities for Resilient Landscapes)
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According to Jeff Fisher, Nvidia’s approach involves “no magic.” It’s just hard work and ruthless efficiency, all in the service of maintaining competitive advantage. And everyone who works with Nvidia must embrace it, not just its internal teams.4 Everything the tiger teams did was expensive and resulted in a drag on the bottom line. Yet Nvidia has always been willing to use its financial resources to invest in critical parts of the business—even when that has meant other companies’ business.
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Tae Kim (The Nvidia Way: Jensen Huang and the Making of a Tech Giant)
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In a company known for its inventiveness, separable, single-threaded leadership has been one of Amazon’s most useful inventions. We discuss it in chapter three. This is the organizational strategy that minimizes the drag on efficiency created by intra-organizational dependencies. The basic premise is, for each initiative or project, there is a single leader whose focus is that project and that project alone, and that leader oversees teams of people whose attention is similarly focused on that one project.
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Colin Bryar (Working Backwards: Insights, Stories, and Secrets from Inside Amazon)
“
To ensure quality, I believed, any person on any team needed to be able to identify a problem and, in effect, pull the cord to stop the line. To create a culture in which this was possible, you needed more than a cord within easy reach. You needed to show your people that you meant it when you said that while efficiency was a goal, quality was the goal. More and more, I saw that by putting people first—not just saying that we did, but proving that we did by the actions we took—we were protecting that culture. On
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Ed Catmull (Creativity, Inc.: Overcoming the Unseen Forces That Stand in the Way of True Inspiration)
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The weird thing is that while persuasional leadership takes longer and takes more restraint at the time, it is much more efficient over the long haul. When you teach team members or teens the why, they are more equipped to make the same decision next time without you. You don’t have to watch their every move, you don’t have to put in a time clock, and you don’t have to implant a GPS chip in their hide when they learn how to think for themselves. Positional leadership doesn’t take as long in the exchange, but you have to do it over and over and over and over. You never get to enjoy your team or your kids because they become a source of frustration rather than a source of pride.
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”
Dave Ramsey (EntreLeadership: 20 Years of Practical Business Wisdom from the Trenches)
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Bezos had seemingly made up his mind that he was no longer going to indulge in financial maneuvering as a way to escape the rather large hole Amazon had dug for itself, and it wasn’t just through borrowing Sinegal’s business plan. At a two-day management and board offsite later that year, Amazon invited business thinker Jim Collins to present the findings from his soon-to-be-published book Good to Great. Collins had studied the company and led a series of intense discussions at the offsite. “You’ve got to decide what you’re great at,” he told the Amazon executives. Drawing on Collins’s concept of a flywheel, or self-reinforcing loop, Bezos and his lieutenants sketched their own virtuous cycle, which they believed powered their business. It went something like this: Lower prices led to more customer visits. More customers increased the volume of sales and attracted more commission-paying third-party sellers to the site. That allowed Amazon to get more out of fixed costs like the fulfillment centers and the servers needed to run the website. This greater efficiency then enabled it to lower prices further. Feed any part of this flywheel, they reasoned, and it should accelerate the loop. Amazon executives were elated; according to several members of the S Team at the time, they felt that, after five years, they finally understood their own business. But when Warren Jenson asked Bezos if he should put the flywheel in his presentations to analysts, Bezos asked him not to. For now, he considered it the secret sauce.
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”
Brad Stone (The Everything Store: Jeff Bezos and the Age of Amazon)
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One of the most closely guarded secrets of advanced capitalist societies involves the possibility—the real possibility—of radically transforming the nature of housework. A substantial portion of the housewife’s domestic tasks can actually be incorporated into the industrial economy. In other words, housework need no longer be considered necessarily and unalterably private in character. Teams of trained and well-paid workers, moving from dwelling to dwelling, engineering technologically advanced cleaning machinery, could swiftly and efficiently accomplish what the present-day housewife does so arduously and primitively. Why the shroud of silence surrounding this potential of radically redefining the nature of domestic labor? Because the capitalist economy is structurally hostile to the industrialization of housework.
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”
Angela Y. Davis (Women, Race, & Class)
“
I knew the kind of culture we needed to create and I defined it for the team. The seven responsibilities everyone had were to: Have fun, work hard, and enjoy the journey. Show respect for every person you have contact with in the organization. Put the team first. Successful teams have teammates that are unselfish and willing to put their individual goals behind the team's goals. Do your job. It is defined, but you must always be prepared for it to change (especially if you're a player). Appropriately handle victory and defeat, adulation and humiliation. Do not get too high in victory or too low in defeat. Be the same person every day. Understand that all organizational decisions aim to make the team better, stronger, and more efficient. Have a positive attitude. Use positive language (both verbal and body language).
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”
Jon Gordon (You Win in the Locker Room First: The 7 C's to Build a Winning Team in Business, Sports, and Life (Jon Gordon))
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A classic LBO works this way: An investor decides to buy a company by putting up equity, similar to the down payment on a house, and borrowing the rest, the leverage. Once acquired, the company, if public, is delisted, and its shares are taken private, the “private” in the term “private equity.” The company pays the interest on its debt from its own cash flow while the investor improves various areas of a business’s operations in an attempt to grow the company. The investor collects a management fee and eventually a share of the profits earned whenever the investment in monetized. The operational improvements that are implemented can range from greater efficiencies in manufacturing, energy utilization, and procurement; to new product lines and expansion into new markets; to upgraded technology; and even leadership development of the company’s management team.
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Stephen A. Schwarzman (What It Takes: Lessons in the Pursuit of Excellence)
“
It truly is a team sport, and we have the best team in town. But it’s my relationship with Ilana that I cherish most. We have such a strong partnership and have learned how we work most efficiently: I need coffee, she needs tea. When we’re stressed, I pace around and use a weird neck massager I bought online that everyone makes fun of me for, and she knits. When we’re writing together she types, because she’s faster and better at grammar. We actually FaceTime when we’re not in the same city and are constantly texting each other ideas for jokes or observations to potentially use (I recently texted her from Asheville: girl with flip-flops tucked into one strap of tank top). Looking back now at over ten years of doing comedy and running a business with her I can see how our collaboration has expanded and contracted. But it’s the problem-solving aspect of this industry, the producing, the strategy, the realizing that we could put our heads together and figure out the best solution, that has made our relationship and friendship what it is. Because that spills into everything. We both have individual careers now, but those other projects have only been motivating and inspiring to each other and the show. We bring back what we’ve learned on the other sets, in the other negotiations, in the other writers’ rooms or press situations. I’m very lucky to have jumped into this with Ilana Rose Glazer, the ballsy, curly-haired, openhearted, nineteen-year-old girl that cracked me up that night at the corner of the bar at McManus. So many wonderful things have happened since we began working together, but there are a lot of confusing, life-altering things in there too, and it’s such a relief to have someone who completely understands the good and the bad.
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Abbi Jacobson (I Might Regret This: Essays, Drawings, Vulnerabilities, and Other Stuff)
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we had to unlearn a great deal of what we thought we knew about how war—and the world—worked. We had to tear down familiar organizational structures and rebuild them along completely different lines, swapping our sturdy architecture for organic fluidity, because it was the only way to confront a rising tide of complex threats. Specifically, we restructured our force from the ground up on principles of extremely transparent information sharing (what we call “shared consciousness”) and decentralized decision-making authority (“empowered execution”). We dissolved the barriers—the walls of our silos and the floors of our hierarchies—that had once made us efficient. We looked at the behaviors of our smallest units and found ways to extend them to an organization of thousands, spread across three continents. We became what we called “a team of teams”: a large command that captured at scale the traits of agility normally limited to small teams.
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”
General S McChrystal (Team of Teams: New Rules of Engagement for a Complex World)
“
One of the patterns from domain-driven design is called bounded context. Bounded contexts are used to set the logical boundaries of a domain’s solution space for better managing complexity. It’s important that teams understand which aspects, including data, they can change on their own and which are shared dependencies for which they need to coordinate with other teams to avoid breaking things. Setting boundaries helps teams and developers manage the dependencies more efficiently.
The logical boundaries are typically explicit and enforced on areas with clear and higher cohesion. These domain dependencies can sit on different levels, such as specific parts of the application, processes, associated database designs, etc. The bounded context, we can conclude, is polymorphic and can be applied to many different viewpoints. Polymorphic means that the bounded context size and shape can vary based on viewpoint and surroundings. This also means you need to be explicit when using a bounded context; otherwise it remains pretty vague.
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Piethein Strengholt (Data Management at Scale: Best Practices for Enterprise Architecture)
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How Do I Contact toll-free Robinhood Support Phone number??
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Markus Zusak (The Book Thief)
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[There is] no direct relationship between IQ and economic opportunity. In the supposed interests of fairness and “social justice”, the natural relationship has been all but obliterated.
Consider the first necessity of employment, filling out a job application. A generic job application does not ask for information on IQ. If such information is volunteered, this is likely to be interpreted as boastful exaggeration, narcissism, excessive entitlement, exceptionalism [...] and/or a lack of team spirit. None of these interpretations is likely to get you hired.
Instead, the application contains questions about job experience and educational background, neither of which necessarily has anything to do with IQ. Universities are in business for profit; they are run like companies, seek as many paying clients as they can get, and therefore routinely accept people with lukewarm IQ’s, especially if they fill a slot in some quota system (in which case they will often be allowed to stay despite substandard performance). Regarding the quotas themselves, these may in fact turn the tables, advantaging members of groups with lower mean IQ’s than other groups [...] sometimes, people with lower IQ’s are expressly advantaged in more ways than one.
These days, most decent jobs require a college education. Academia has worked relentlessly to bring this about, as it gains money and power by monopolizing the employment market across the spectrum. Because there is a glut of college-educated applicants for high-paying jobs, there is usually no need for an employer to deviate from general policy and hire an applicant with no degree. What about the civil service? While the civil service was once mostly open to people without college educations, this is no longer the case, and quotas make a very big difference in who gets hired. Back when I was in the New York job market, “minorities” (actually, worldwide majorities) were being spotted 30 (thirty) points on the civil service exam; for example, a Black person with a score as low as 70 was hired ahead of a White person with a score of 100. Obviously, any prior positive correlation between IQ and civil service employment has been reversed.
Add to this the fact that many people, including employers, resent or feel threatened by intelligent people [...] and the IQ-parameterized employment function is no longer what it was once cracked up to be. If you doubt it, just look at the people running things these days. They may run a little above average, but you’d better not be expecting to find any Aristotles or Newtons among them. Intelligence has been replaced in the job market with an increasingly poor substitute, possession of a college degree, and given that education has steadily given way to indoctrination and socialization as academic priorities, it would be naive to suppose that this is not dragging down the overall efficiency of society.
In short, there are presently many highly intelligent people working very “dumb” jobs, and conversely, many less intelligent people working jobs that would once have been filled by their intellectual superiors. Those sad stories about physics PhD’s flipping burgers at McDonald's are no longer so exceptional.
Sorry, folks, but this is not your grandfather’s meritocracy any more.
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Christopher Michael Langan
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Markus Zusak (The Book Thief)
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A Buy Verified Skrill Account is a secure digital wallet that allows you to make online payments and transfer money with ease. It offers added layers of security by verifying your identity through documents such as ID cards, passports, or utility bills. This verification process helps protect your account from fraud and unauthorized access.
When you purchase a verified Skrill account, you are essentially acquiring an account that has already gone through the verification steps required by Skrill. This saves you time and effort in getting your account verified while ensuring that you can enjoy all the benefits of a fully authenticated account right away.
Having a buy verified Skrill account gives you peace of mind knowing that your transactions are protected and secure. It enables you to send and receive money globally without restrictions, making it convenient for personal and business use.
How Do I Open Buy Verified Skrill Accounts?
Are you looking to open buy verified Skrill accounts? It’s a straightforward process that can be done in just a few steps. To start, you’ll need to find a reputable seller who offers verified Skrill accounts with all the necessary documents.
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After completing these steps, you should receive your verified Skrill account details promptly. Make sure to double-check all the information provided to ensure accuracy.
With your newly acquired verified Skrill account, you can enjoy seamless online transactions and access to various financial services offered by Skrill. It’s a convenient way to manage your funds securely and efficiently in today’s digital world.
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When it comes to online transactions, having a Skrill account can offer you convenience and security. Purchasing a Skrill account can provide you with immediate access to its features without the hassle of going through the verification process yourself. By buying a verified Skrill account, you can save time and effort while enjoying the benefits of a fully functional account right away.
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Margaret Mitchell
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Buy USA-Verified PayPal Accounts
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Experience the benefits of having a verified PayPal account designed specifically for the US market by exploring reputable sellers offering top-notch services tailored to your needs.
Introduction to Paypal Accounts
PayPal accounts have become an essential tool for online transactions in today’s digital world. Whether you’re a buyer or a seller, having a PayPal account makes sending and receiving money easy and secure.
Introduced in the late 1990s, PayPal revolutionized the way people engage in e-commerce by providing a safe platform for financial transactions. It allows users to link their bank accounts or credit cards to make payments with just a few clicks.
By creating a PayPal account, users can enjoy added security features such as Purchase Protection and Seller Protection that safeguard against fraudulent activities. This gives both buyers and sellers peace of mind when conducting business online.
With millions of users worldwide, PayPal is accepted by numerous online retailers and businesses across various industries. Its user-friendly interface and efficient payment processing make it a popular choice for individuals and businesses alike.
In conclusion…
Is it legal to buy verified PayPal accounts?
Many people wonder about the legality of purchasing verified PayPal accounts. It’s important to understand that while buying and selling PayPal accounts is not illegal, it does go against PayPal’s terms of service. This means that if you are caught using a purchased account, you risk having it suspended or even permanently banned by PayPal.
Buy Verified Paypal Accounts
When you buy a verified PayPal account, you are essentially taking on someone else’s identity in the eyes of the platform. This can lead to issues with security and fraud prevention measures put in place by PayPal.
It’s always best to create and verify your own PayPal account to ensure compliance with their policies and avoid any potential risks associated with buying an account from a third-party seller.
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Markus Zusak
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When you decide to buy a Google Ads account, ensuring it’s 100% verified is crucial. Verified accounts provide peace of mind, knowing they comply with Google’s standards and policies.
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Investing in a reliable source for Google Ads accounts means prioritizing quality over shortcuts. It enhances your chances of success in the competitive digital marketing landscape while saving valuable time and resources.
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Mark Haddon
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Managers handle parallel projects all the time. They juggle with people, work tasks, and goals to ensure the success of every project process. However, managing projects, by design, is not an easy task. Since there are plenty of moving parts, it can easily become disorganized and chaotic.
It is vital to use an efficient project management system to stay organized at work while designing and executing projects. Project Management Online Master's Programs From XLRI offers unique insights into project management software tools and make teams more efficient in meeting deadlines.
How can project management software help you?
Project management tools are equipped with core features that streamline different processes including managing available resources, responding to problems, and keeping all the stakeholders involved. Having the best project management software can make a significant influence on the operational and strategic aspects of the company.
Here is a list of 5 key benefits to project professionals and organizations in using project management software:
1. Enhanced planning and scheduling
Project planning and scheduling is an important component of project management. With project management systems, the previous performance of the team relevant to the present project can be accessed easily.
Project managers can enroll in an online project management course to develop a consistent management plan and prioritize tasks. Critical tasks like resource allocation, identification of dependencies, and project deliverables can be completed comfortably using project management software.
2. Better collaboration
Project teams sometimes have to handle cross-functional projects along with their day to day responsibilities. Communication between different team members is critical to avoid expensive delays and precludes the waste of precious resources.
A key upside of project management software is that it makes effectual collaboration extremely simple. All project communication is stored in a universally accessible place. The project management online master's program offers unique insights to project managers on timeline and status updates which leads to a synergy between the team’s functions and project outcomes.
3. Effective task delegation
Assigning tasks to team members in a fair way is a challenging proposition for most project managers. With a project management program, the delegation of project tasks can be easily done. In most instances, these programs send out automatic reminders when deadlines are approaching to ensure a smooth and efficient project workflow.
4. Easier File access and sharing
Important documents should be safely accessed and shared among team members. Project management tools provide cloud-based storage which enables users to make changes, leave feedback and annotate easily. PM software logs any user changes to ensure project transparency within the team.
5. Easier integration of new members
Project managers are responsible to get new members up to speed on the important project parameters within a short time. Project management online master's programs from XLRI Jamshedpuroffer vital learning to management professionals in maintaining a project log and in simplistically visualizing the complete project.
Takeaway
Choosing the perfect PM software for your organization helps you to effectively collaborate to achieve project success. Simple and intuitive PM tools are useful to enhance productivity in remote-working employees.
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Talentedge
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In general, an SRE team is responsible for the availability, latency, performance, efficiency, change management, monitoring, emergency response, and capacity planning of their service(s). We
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Betsy Beyer (Site Reliability Engineering: How Google Runs Production Systems)
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You are the organization. You alone. You with others. It all begins with you. You are the keystone, the nucleus and intersecting point in the web. You must plan, act and believe that it all now depends upon you. You alone can triumph. You alone can endure and survive.… Five kinsmen can be a highly efficient and effective intelligence team.31
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Kathleen Belew (Bring the War Home: The White Power Movement and Paramilitary America)
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And the management team is not really a team. A team is a group of people who have joint responsibility for—and joint ownership of—one or more work products. People who own nothing in common may be called a team, but they aren’t. This is not to say that companies never form real management teams, only that they do so rarely. Most of what are called management teams are a mockery of the team concept.
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Tom DeMarco (Slack: Getting Past Burnout, Busywork, and the Myth of Total Efficiency)
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● Developing your first-ever leadership strategy and don't know where to start?
● Are you stuck with a particular phase of leadership strategy?
● Having a tough time achieving corporational milestones with your robust strategy?
If you're facing these questions and confused regarding canvassing a robust leadership strategy, this article can help you solve these queries. Several factors affect the development of a leadership strategy, such as the influence of decision-making processes for leadership/management, the personnel brought on board for strategy development and the resources involved.
There are specific "keys" to effective leadership that help in efficient development and deployment of strategies. Professionals who want to develop robust strategies and move up in their leadership career can opt for online strategy courses. These courses aim to build concepts from the grass-root level, such as what defines a strategy leadership and others.
What is a Leadership Strategy?
Leadership is required for leading organisational growth by optimising the resources and making the company's procedures more efficient.
A leadership strategy explicitly enlists the number of leaders required, the tasks they need to perform, the number of employees, team members and other stakeholders required, and the deadlines for achieving each task.
Young leaders who have recently joined the work-force can take help of programs offered by reputable institutes for deepening their knowledge about leadership and convocating successful strategies. Various XLRI leadership and management courses aim to equip new leaders with a guided step-by-step pedagogy to canvass robust leadership strategies.
What it Takes to Build a Robust Leadership Strategy: Guided Step-By-Step Pedagogy
The following steps go into developing an effective and thriving leadership strategy:-
● Step 1 = Identify Key Business Drivers
The first step involves meeting with the senior leaders and executives and identifying the business's critical drivers. Determining business carriers is essential for influencing the outcome of strategies.
● Step 2 = Identifying the Different Leadership Phases Required
This step revolves around determining the various leadership processes and phases. Choosing the right techniques from hiring and selection, succession planning, training patterns and others is key for putting together a robust strategy.
● Step 3 = Perform Analysis and Research
Researching about the company's different leadership strategies and analysing them with the past and present plans is vital for implementing future strategies.
● Step 4 = Reviewing and Updating Leadership Strategic Plan
Fourth step includes reviewing and updating the strategic plan in accordance with recent developments and requirements. Furthermore, performing an environmental scan to analyse the practices that can make strategies long-lasting and render a competitive advantage.
All it Takes for Building a Robust Leadership Strategy
The above-mentioned step by step approach helps in auguring a leadership strategy model that is sustainable and helps businesses maximise their profits. Therefore, upcoming leaders need to understand the core concepts of strategic leadership through online strategy courses. Moreover, receiving sound knowledge about developing strategies from XLRI leadership and management courses can help aspiring leaders in their careers.
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Talentedge
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When you come down to it, alignment is about helping people understand what you want them to do. Most contributors will be motivated to ladder up to the top-line OKRs—assuming they know where to set the ladder. As our team got larger and more layered, we confronted new issues. One product manager was working on Premium, the enhanced subscription version of our app. Another focused on our API platform, to enable third parties like Fitbit to connect to MyFitnessPal and write data to it or applications on top of it. The third addressed our core login experience. All three had individual OKRs for what they hoped to accomplish—so far, so good. The problem was our shared engineering team, which got caught in the middle. The engineers weren’t aligned with the product managers’ objectives. They had their own infrastructure OKRs, to keep the plumbing going and the lights on. We assumed they could do it all—a big mistake. They got confused about what they should be working on, which could change without notice. (Sometimes it boiled down to which product manager yelled loudest.) As the engineers switched between projects from week to week, their efficiency dragged.
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John Doerr (Measure What Matters: How Google, Bono, and the Gates Foundation Rock the World with OKRs)
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A MANAGER’S JOB IS TO . . . build a team that works well together, support members in reaching their career goals, and create processes to get work done smoothly and efficiently.
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Julie Zhuo (The Making of a Manager: What to Do When Everyone Looks to You)
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ellen crichton
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Based in Greater Manchester and covering surrounding areas, here at J S Services Stump Grinding, we are on hand to help with all of your stump grinding and stump removal needs. With all the necessary skills, tools and experience, no job is too big or too small for our team of experts. From standard tree to much larger projects such as stump grinding and removal, we strive for only the best results and pride ourselves on our professional and efficient service.
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J S Services Stump Grinding
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Teams were involved in creating new technologies, processes, and systems. • Cross-functional teams were formed around new great ideas. • Customers were involved from the inception of each feature concept. It’s important to understand that the old approach did not lack customer feedback or customer involvement in the planning process. In the true spirit of genchi gembutsu, Intuit product managers (PMs) would do “follow-me-homes” with customers to identify problems to solve in the next release. However, the PMs were responsible for all the customer research. They would bring it back to the team and say, “This is the problem we want to solve, and here are ideas for how we could solve it.” Changing to a cross-functional way of working was not smooth sailing. Some team members were skeptical. For example, some product managers felt that it was a waste of time for engineers to spend time in front of customers. The PMs thought that their job was to figure out the customer issue and define what needed to be built. Thus, the reaction of some PMs to the change was: “What’s my job? What am I supposed to be doing?” Similarly, some on the engineering side just wanted to be told what to do; they didn’t want to talk to customers. As is typically the case in large-batch development, both groups had been willing to sacrifice the team’s ability to learn in order to work more “efficiently.
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Eric Ries (The Lean Startup: How Today's Entrepreneurs Use Continuous Innovation to Create Radically Successful Businesses)
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NASA’s success illustrated a number of profound organizational insights. Most important, it showed that in a domain characterized by interdependence and unknowns, contextual understanding is key; whatever efficiency is gained through silos is outweighed by the costs of “interface failures.
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Stanley McChrystal (Team of Teams: New Rules of Engagement for a Complex World)
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The investigation after the Challenger disaster had especially harsh words for NASA’s organizational practices, but the subsequent, efficiency-focused program ushered in during the 1990s, called “Faster, Better, Cheaper” (FBC), took NASA further down the path of carelessness, reducing the “inefficient” ties that had defined the Apollo approach.
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Stanley McChrystal (Team of Teams: New Rules of Engagement for a Complex World)
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shree sivabalaaji steels
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The company even drew unlikely customers. From rural Arkansas, operating just five comically cheap-looking stores—a rounding error compared with the largest retailers—Sam Walton made his way to an IBM conference for retailers. While he shied away from investing anything in any emotional aspect of retailing, delivering the lowest prices meant mastering logistics and information. To one speaker at the conference, Abe Marks, modern retailing meant knowing exactly “how much merchandise is in the store? What’s selling and what’s not? What is to be ordered, marked down or replaced? . . . The more you turn your inventory, the less capital is required.” Altering his first impression, Marks found that Walton’s simpleton comportment masked his genius as a retailer, eventually calling him the “best utilizer of information that there’s ever been.” A little over two decades later, Sam Walton would become the richest man in America; he would attribute his competitive advantage to his investment in computing systems in his early days. The small-town merchant who expected that knowing his customers’ names or sponsoring the local Little League team would give him some enduring advantage simply didn’t understand the sport. American consumers, technocrats at heart, rewarded efficiency as reflected by the prices on the shelves, not the quaint sentiments of a friendly proprietor. To gain this efficiency, information systems were seen as vital.
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Bhu Srinivasan (Americana: A 400-Year History of American Capitalism)
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By improving communication—especially by getting team members acquainted with each other’s names and roles—checklists foster teamwork, increase efficiency, and reduce complications outside the scope of the checklist.
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FastReads (Summary of The Checklist Manifesto: Includes Key Takeaways & Analysis)
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Standard accounting practices might not factor the value of communities into the value of a firm, but stock markets do. Little by little, the accountants are catching up. A team of experts collaborating with the consulting and accounting firm of Deloitte published research that sorts companies into four broad categories based on their chief economic activity: asset builders, service providers, technology creators, and network orchestrators. Asset builders develop physical assets that they use to deliver physical goods; companies like Ford and Walmart are examples. Service providers employ workers who provide services to customers; companies like UnitedHealthcare and Accenture are examples. Technology creators develop and sell forms of intellectual property, such as software and biotechnology; Microsoft and Amgen are examples. And network orchestrators develop networks in which people and companies create value together—in effect, platform businesses. The research suggests that, of the four, network orchestrators are by far the most efficient value creators. On average, they enjoy a market multiplier (based on the relationship between a firm’s market valuation and its price-to-earnings ratio) of 8.2, as compared with 4.8 for technology creators, 2.6 for service providers, and 2.0 for asset builders.16 It’s only a slight simplification to say that that quantitative difference represents the value produced by network effects.
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Geoffrey G. Parker (Platform Revolution: How Networked Markets Are Transforming the Economy and How to Make Them Work for You: How Networked Markets Are Transforming the Economy―and How to Make Them Work for You)
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I know that you can buy talents with money, but it will not buy people’s hearts, but when you show respect when you pay, they will serve you faithfully. This is where I can build an efficient management team.
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G. Ng (The 38 Letters from J.D. Rockefeller to His Son: Perspectives, Ideology, and Wisdom)
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After considering what gets covered, you will need to turn your attention to who is involved in the performance management cycle. Traditional performance management models are typically formal and hierarchical—and often involve only the senior management or leadership team. When you're setting up performance management for the ecosystem economy, you need a less hierarchical, more project-oriented, more results-oriented model. You need to involve not just senior management, but also people from all levels within your agile model (e.g., tribes, chapters, and squads). Involving more of the team not only creates a more streamlined and efficient process, but also facilitates an unfiltered flow of information. Management gets an opportunity to hear an unfiltered report straight from the team members who will be best equipped to give it. And the team members get an opportunity to receive feedback and instruction straight from management, without anything getting lost in translation as the information passed through two or three levels of hierarchy and bureaucracy.
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Venkat Atluri (The Ecosystem Economy: How to Lead in the New Age of Sectors Without Borders)
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First, on a multicultural team, you can save time by having as few people in the group work across cultures as possible. For example, if you are building a global team that includes small groups of participants from four countries, choose one or two people from each country—the most internationally experienced of the bunch—to do most of the cross-cultural collaborating. Meanwhile, you can leave the others to work in the local way that is most natural to them. That way, you can have the innovation from the combination of cultures, while avoiding the inefficiency that comes with the clash of cultures. Second, think carefully about your larger objectives before you mix cultures up. If your goal is innovation or creativity, the more cultural diversity the better, as long as the process is managed carefully. But if your goal is simple speed and efficiency, then monocultural is probably better than multicultural. Sometimes, it is simply better to leave Rome to the Romans.
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Erin Meyer (The Culture Map: Breaking Through the Invisible Boundaries of Global Business)
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Professional, experienced, fully qualified and eco-conscious in yorkshire and surrounding areas. JD Forestry offer a complete tree care and environmental service to commercial and residential customers throughout Yorkshire. Qualified, licensed and insured Arboricultural Contractors, the team work effectively and efficiently to complete projects to schedule with minimum disruption.
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JD Forestry
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More than anything else, cohesive teams are efficient. They arrive at decisions more quickly and with greater buy-in than non-cohesive teams do.
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Patrick Lencioni (The Four Obsessions of an Extraordinary Executive: A Leadership Fable)
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When it comes to vehicle MOTs and servicing, we understand the importance of high-quality service at a great value for money. Providing our customers both in and around Barrow with a professional and reliable service, we guarantee to be a name you can trust. Our team of experienced, highly trained technicians always aim to work as quickly and efficiently as possible, promising to get you back on the road in no time at all.
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Car Servicing MOTs
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An intelligent and industrious crofter was proud to show our commissioner a cart of his own particular invention, and which, though furnished with what is proverbially regarded as a superfluity in the shape of of a 'third wheel', seemed exceedingly well adapted to its purpose. It was in use at the time for the purpose of driving home turnips from the field, the team consisting of the owner's two cows; and a more tractable or docile team it would have been difficult to imagine, indeed the assurance was given by a neighbour that not only did they obey their owner readily and efficiently in the draught, but that one of them, in particular, would come from the most distant part of the holding whenever he chose to call and wave his hat as a signal that her presence was wanted for business!
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William Alexander (Rural life in Victorian Aberdeenshire)
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He created a flow-to-the-work model whereby most of his organization had project-based rather than permanent assignments. This structure enabled his massive IT team to be nimble and innovative, efficient and effective.
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A.G. Lafley (Playing to win: How strategy really works)