Transparency In Business Quotes

When there is transparency, your employees are aware of how their work is contributing to the project which makes them become more committed to the project.

Transparency when things are going well and even when things are going bad, keeps all your employees in the chain which makes them feel connected to the project even more.

Pick a leader who will make their citizens proud. One who will stir the hearts of the people, so that the sons and daughters of a given nation strive to emulate their leader's greatness. Only then will a nation be truly great, when a leader inspires and produces citizens worthy of becoming future leaders, honorable decision makers and peacemakers. And in these times, a great leader must be extremely brave. Their leadership must be steered only by their conscience, not a bribe.

I believe that companies, as major employers, resource managers, technological innovators, and capital allocators, have a unique responsibility to operate with integrity, transparency, and accountability.

Pick a leader who will keep jobs in your country by offering companies incentives to hire only within their borders, not one who allows corporations to outsource jobs for cheaper labor when there is a national employment crisis. Choose a leader who will invest in building bridges, not walls. Books, not weapons. Morality, not corruption. Intellectualism and wisdom, not ignorance. Stability, not fear and terror. Peace, not chaos. Love, not hate. Convergence, not segregation. Tolerance, not discrimination. Fairness, not hypocrisy. Substance, not superficiality. Character, not immaturity. Transparency, not secrecy. Justice, not lawlessness. Environmental improvement and preservation, not destruction. Truth, not lies.

At its core, ethical governance is about doing the right thing, even when it's difficult or costly. It's about prioritizing values like honesty, fairness, transparency, and accountability in all business dealings.

Honesty is very important in business. It's important to customers, it's important to investors and it's important to markets.

Ensuring the company's sustainable success requires a board that ensures the accuracy and transparency of financial reporting.

Transparency is a good quality to have in business. Honesty, integrity and transparency will gain you the right customers and the right investors. And dishonesty always results in long term losses.

A person motivated by love rather than fear will not only obey the letter of the law, but will eagerly seek out new ways to carry out business with transparency and integrity.

Transparency fosters trust. And trust is very valuable in business.

Corporate governance involves its fair share of external scrutiny, but maintaining high standards of transparency fosters public trust.

Honest accounting is a really important part of corporate responsibility. Let's just be honest and transparent with the numbers. No inflating, no exaggerating, no reconfiguring... Just pure numbers that tell the honest truth about the companies financial reality.

Social media is your opportunity to reach a massive number of people with transparency, honesty, and integrity.

Anna had bypassed all the nonessentials and distilled centuries of learning into one sentence: "And God said love me, love them, and love it, and don't forget to love yourself." The whole business of adults going to church filled Anna with suspicion. The ide a of collective worship went against her sense of private conversations with Mister God. As for going to church to meet Mister God, that was preposterous. After all, if Mister God wasn't everywhere, he wasn't anywhere. For her, churchgoing and "Mister God" talks had no necessary connection. For her, the whole thing was transparently simple. You went to church to get the message whenyou were very little. Once you had got it, you went out and did something about it. Keeping on going to church was because you hadn't got the message or didn't understand it or it was "just for swank.

The lack of transparency regarding training data sources and the methods used can be problematic. For example, algorithmic filtering of training data can skew representations in subtle ways. Attempts to remove overt toxicity by keyword filtering can disproportionately exclude positive portrayals of marginalized groups. Responsible data curation requires first acknowledging and then addressing these complex tradeoffs through input from impacted communities.

It's good to be transparent in business. As much as possible, the business should be transparent about it's products and services. And it should be transparent about it's income, expenses and debts. Transparency fosters trust. And trust is very valuable in business.

Data observability systems improve customer loyalty. Its just true that transparency builds trust and trust is integral to healthy relationships of every kind.

Every piece of data ingested by a model plays a role in determining its behavior. The fairness, transparency, and representativeness of the data reflect directly in the LLMs' outputs. Ignoring ethical considerations in data sourcing can inadvertently perpetuate harmful stereotypes, misinformation, or gaps in knowledge. It can also infringe on the rights of data creators.

It's hard being left behind. I wait for Henry, not knowing where he is, wondering if he's okay. It's hard to be the one who stays. I keep myself busy. Time goes faster that way. I go to sleep alone, and wake up alone. I take walks. I work until I'm tired. I watch the wind play with the trash that's been under the snow all winter. Everything seems simple until you think about it. Why is love intensified by absence? Long ago, men went to sea, and women waited for them, standing on the edge of the water, scanning the horizon for the tiny ship. Now I wait for Henry. He vanishes unwillingly, without warning. I wait for him. Each moment that I wait feels like a year, an eternity. Each moment is as slow and transparent as glass. Through each moment I can see infinite moments lined up, waiting. Why has he gone where I cannot follow?

The face of happiness may be someone who is intensely curious and enthusiastic about learning; it may be someone who is engrossed in plans for his next five years; it may be someone who can distinguish between the things that matter and the things that don’t; it may be someone who looks forward each night to reading to her child. Some happy people may appear outwardly cheerful or transparently serene, and others are simply busy. In other words, we all have the potential to be happy, each in our own way.

I am not alone in the conviction that real, lasting national security can best be obtained through complete transparency of government, business, and other facets of society, and this includes open access to all of the many available types of information.

Business leaders should embrace transparency and fairness in all interactions, just as we would with family members.

National interest can also be an excuse to clamp draconian colonial-era rules on those trying to bring in transparency. In

Avoid the temptation to cut corners - accuracy and transparency are essential. Hiring an accountant may cost you money upfront, but could save you a lot of money in the long run.

This transparent system of accounting means that we know which geiko did the most business on any given day. It is always clear who is Number One.

Creative business seminar. Basically a quick, impromptu brainwashing course to educate your typical corporate warriors. They use a training manual instead of sacred scriptures, with promotion and a high salary as their equivalent of enlightenment and paradise. A new religion for a pragmatic age. No transcendent elements like in a religion, though, and everything is theorized and digitalized. Very transparent and easy to grasp. And quite a few people get positive encouragement from this. But the fact remains that it’s nothing more than an infusion of the hypnotic into a system of thought that suits their goal, a conglomeration of only those theories and statistics that line up with their ultimate objectives.

Traditional corporations, particularly large-scale service and manufacturing businesses are organized for efficiency. Or consistency. But not joy. Joy comes from surprise and connection and humanity and transparency and new...If you fear special requests, if you staff with cogs, if you have to put it all in a manual, then the chances of amazing someone are really quite low. These organizations have people who will try to patch problems over after the fact, instead of motivated people eager to delight on the spot. The alternative, it seems, is to organize for joy. These are the companies that give their people the freedom (and the expectation) that they will create, connect and surprise. These are the organizations that embrace someone who make a difference, as opposed to searching the employee handbook for a rule that was violated.

By adopting an agile mindset and providing improved engagement, collaboration, transparency, and adaptability via Scrum's values, roles, events, and artifacts, the results were excellent.

You think of travelers as bold, but our guilty secret is that travel is one of the laziest ways on earth of passing the time. Travel is not merely the business of being bone-idle, but also an elaborate bumming evasion, allowing us to call attention to ourselves with our conspicuous absence while we intrude upon other people’s privacy — being actively offensive as fugitive freeloaders. The traveler is the greediest kind of romantic voyeur, and in some well-hidden part of the traveler’s personality is an unpickable knot of vanity, presumption, and mythomania bordering on the pathological. This is why a traveler’s worst nightmare is not the secret police or the witch doctors or malaria, but rather the prospect of meeting another traveler. Most writing about travel takes the form of jumping to conclusions, and so most travel books are superfluous, the thinnest, most transparent monologuing. Little better than a license to bore, travel writing is the lowest form of literary self-indulgence: dishonest complaining, creative mendacity, pointless heroics, and chronic posturing, much of it distorted with Munchausen syndrome.

Openness and transparency is a great first step, but it is equally as important to take the results of that openness--the feedback and market research--and integrate it into the product itself.

Redundancies are much more predictable and transparent than theoretical opportunities to add value. My focus is always on the downside. Overly optimistic assumptions lead to the graveyard of corporate acquisitions.

Companies should maintain accurate and timely financial records because it serves as the foundation for informed decision-making, ensures compliance with regulatory requirements, and enhances transparency, ultimately bolstering trust among stakeholders and facilitating long-term financial stability and growth. Without good records, businesses may risk financial mismanagement and uncertainty, hindering their ability to thrive in a competitive market.

What is trust? I could give you a dictionary definition, but you know it when you feel it. Trust happens when leaders are transparent, candid, and keep their word. It’s that simple. Your people should always know where they stand in terms of their performance. They have to know how the business is doing. And sometimes the news is not good—such as imminent layoffs—and any normal person would rather avoid delivering it. But you have to fight the impulse to pad or diminish hard messages or you’ll pay with your team’s confidence and energy.

Regardless of your political orientation, if you are reasonably intelligent, you should strongly resent being manipulated. Guileful scoundrels in business, government, and media smugly assume that they are smart, you are not, and that their transparent tricks will inevitably prevail.

Radical Candor is so often misunderstood is that it’s confused with Ray Dalio’s Radical Transparency. While Dalio and I are very much aligned on the importance of challenging directly, there’s not much focus on care personally in his “manage as someone operating a machine to achieve a goal” philosophy.1 Furthermore, relationships require some privacy, so while I am all for transparency when it comes to business results, I don’t believe that Radical Transparency fosters good working relationships, contributes to psychological safety, or results in a productive, happy culture.

The kind of trust that is necessary to build a great team is what I call vulnerability-based trust. This is what happens when members get to a point where they are completely comfortable being transparent, honest, and naked with one another, where they say and genuinely mean things like “I screwed up,” “I need help,” “Your idea is better than mine,” “I wish I could learn to do that as well as you do,” and even, “I’m sorry.” When everyone on a team knows that everyone else is vulnerable enough to say and mean those things, and that no one is going to hide his or her weaknesses or mistakes, they develop a deep and uncommon sense of trust. They speak more freely and fearlessly with one another and don’t waste time and energy putting on airs or pretending to be someone they’re not. Over time, this creates a bond that exceeds what many people ever experience in their lives and,

Corruption would not be the right word to apply to the Trump administration. The term implies deception—it assumes that the public official understands that they should not benefit from the public trust, but, duplicitously, they do it anyway. The opposite of corruption in political discourse is transparency—indeed, the global anticorruption organization calls itself Transparency International. Trump, his family, and his officials are not duplicitous: they appear to act in accordance with the belief that political power should produce personal wealth, and in this, if not in the specifics of their business arrangements, they are transparent.

If you’d just told me you wanted her for yourself, I wouldn’t have opened my mouth. Asshole.” “He doesn’t want me for himself,” Melanie said. “He isn’t looking for a relationship.” “It doesn’t matter if he’s looking,” Richart grumbled. “He’s found one. The two of you can’t take your eyes off each other. And in the rare moments you do, you usually touch.” “What?” Bastien said the same time Melanie did. Was she as appalled that her feelings were so transparent as he was? “Don’t worry.” Richart drew out a handkerchief and wiped his crimson lips. “I doubt anyone else has noticed. Bastien is usually too busy pissing them all off.” “He doesn’t piss you off?” Melanie asked. “Other than just now”— Richart glared at Bastien—“no. I’ve spent enough time in his company that I’ve become immune to his bullshit.

His goal was to ensure that once we had gone public and everyone’s stock had vested, we had a compensation system that was transparent and competitive, benchmarked against our peers. One that would ensure the long-term health of the business. He wanted to reward past and present partners and employees, yet leave enough in the pot for generations to come. It required a lot of analysis, but also a lot of judgment, understanding what people thought and felt and smoothing out any perceived differences.

Some have argued that capitalism promotes democracy, because of common norms of transparency, rule of law, and free competition—for markets, for ideas, for votes. In some idealized world, capitalism may enhance democracy, but in the history of the West, democracy has expanded by limiting the power of capitalists. When that project fails, dark forces are often unleashed. In the twentieth century, capitalism coexisted nicely with dictatorships, which conveniently create friendly business climates and repress independent worker organizations. Western capitalists have enriched and propped up third-world despots who crush local democracy. Hitler had a nice understanding with German corporations and bankers, who thrived until the unfortunate miscalculation of World War II. Communist China works hand in glove with its capitalist business partners to destroy free trade unions and to preserve the political monopoly of the Party. Vladimir Putin presides over a rigged brand of capitalism and governs in harmony with kleptocrats. When push comes to shove, the story that capitalism and democracy are natural complements is a myth. Corporations are happy to make a separate peace with dictators—and short of that, to narrow the domain of civic deliberation even in democracies. After Trump’s election, we saw corporations standing up for immigrants and saluting the happy rainbow of identity politics, but lining up to back Trump’s program of gutting taxes and regulation. Some individual executives belatedly broke with Trump over his racist comments, but not a single large company has resisted the broad right-wing assault on democracy that began long before Trump, and all have been happy with the dismantling of regulation. If democracy is revived, the movement will come from empowered citizens, not from corporations.

More than any USDA rule or regulation, this transparency is their best assurance that the meat they're buying has been humanely and cleanly processed. "You can't regulate integrity," Joel is fond of saying; the only genuine accountability comes from a producer's relationship with his or her customers, and their freedom "to come out to the farm, poke around, sniff around. If after seeing how we do things they want to buy food from us, that should be none of the government's business." Like fresh air and sunshine, Joel believes transparency is a more powerful disinfectant than any regulation or technology.

And to face up to reality we first need to set aside all of these inventions and disguises we’ve been so busy accumulating. We need to take off our masks. And that’s hard, after a lifetime of hiding away, it’s existentially hard, take it from me. But once you do it, the world is transformed. Once you take off your mask, it’s like all the other masks become transparent, and you can see that beneath our individual quirks and weirdnesses, we’re the same. We are the same in being different, in feeling bad about being different. Or to put it another way, we are all different expressions of the same vulnerability and

Noticing the disturbing similarity between the rhetoric surrounding "open government" and new public management, government expert Just Longo speculates that the former might be just a Trojan horse for the latter; in our excitement about the immense potential of new technologies to promote openness and transparency, we may have lost sight of the deeply political nature of the uses to which these technologies are put... In India, recent digitization of land records and their subsequent publication online, while nominally an effort to empower the weak, may have actually empowered the rich and powerful. Once the digitized records were available for the whole world to see, some enterprising businessmen discovered that many poor families had no documents to prove ownership of land. In most cases, this was not the result of some nefarious land grab; local culture, with its predominantly oral ways of doing business, pervasive corruption, and poor literacy, partly explains why no such records exist... The point here, as with most open-government schemes, is not that information shouldn't be collected or distributed; rather, it needs to be collected and distributed in full awareness of the social and cultural complexity of the institutional environment in which it is gathered.

The bottom of the sea was aflame with a vast bloody glow that spread beneath the schooner; the light slid under the keel and illuminated the sails and rigging from below. It was as though we were on a boat in the Drury Lane Theatre, lighted by an invisible row of flares. ‘Phosphorescence?’ I ventured. ‘Look,’ whispered Jellewyn. The water had become as transparent as glass. At an enormous depth, we saw great dark masses with unreal shapes: there were manors with immense towers, gigantic domes, horribly straight streets lined with frenzied houses. We appeared to be flying over a furiously busy city at an incredible height. ‘There seems to be movement,’ I said. ‘Yes.’ We could see a swarming crowd of amorphous beings engaged in some sort of feverish and infernal activity. ‘Get back!’ Jellewyn shouted, pulling me violently by the belt. One of those beings was rising toward us with astounding speed. In less than a second its immense bulk had hidden the undersea city from us; it was as though a flood of ink had instantaneously spread around us. The keel received a tremendous blow. In the crimson light, we saw three enormous tentacles, three times as high as the mainmast, hideously writhing in the air. A formidable face composed of black shadows and two eyes of liquid amber rose above the port side of the ship and gave us a terrifying look.

In 2019, however, there is nothing left from that: the revolution- ary advent of social media has now reached its full swing, and 100 percent of all deeds, thoughts, deals, and acts in our lives are public. Social media’s almightiness has brought about many things, but the main one is transparency. Total transparency everywhere and for everyone. As a result, social media have shaken up the PR industry beyond recognition. In fact, social media have caused the first and only real PR revolution in the industry’s more than 100 years of history. Regardless of how the PR business may have developed over the years, we always used to be a transmission, a sort of bridge, between our clients and their clients.

The fall of 2017, one of our leaders, who unbeknownst to us, struggled with alcohol addiction and fell off the wagon on a business trip. He immediately entered rehab. What should we tell his staff? His boss believed that we should follow the Netflix culture and tell everyone the truth. Human Resources insisted that he should have the right to choose what he shared about his personal challenges. In this case, I agreed with HR. When it comes to personal struggles, an individual’s right to privacy trumps an organization’s desire for transparency. Here we didn’t take the most transparent route. But we didn’t spin either. We told everyone that the guy had taken two weeks off for personal reasons. It was up to him to share more details if he chose.

Improve performance through process improvements introduced with minimal resistance. Deliver with high quality. Deliver a predictable lead time by controlling the quantity of work-in-progress. Give team members a better life through an improved work/life balance. Provide slack in the system by balancing demand against throughput. Provide a simple prioritization mechanism that delays commitment and keeps options open. Provide a transparent scheme for seeing improvement opportunities, thereby enabling change to a more collaborative culture that encourages continuous improvement. Strive for a process that enables predictable results, business agility, good governance, and the development of what the Software Engineering Institute calls a high-maturity organization.

Thus every individual category is subject to contamination, substitution is possible between any sphere and any other: there is a total confusion of types. Sex is no longer located in sex itself, but elsewhere - everywhere else, in fact. Politics is no longer restricted to the political sphere, but infects every sphere economics, science, art, sport ... Sport itself, meanwhile, is no longer located in sport as such, but instead in business, in sex, in politics, in the general style of performance. All these domains are affected by sport's criteria of 'excellence', effort and record-breaking, as by its childish notion of self-transcendence. Each category thus passes through a phase transition during which its essence is diluted in homeopathic doses, infinitesimal relative to the total solution, until it finally disappears, leaving a trace so small as to be indiscernible, like the 'memory of water' .

Citizen participation will reach an all-time high as anyone with a mobile handset and access to the Internet will be able to play a part in promoting accountability and transparency. A shopkeeper in Addis Ababa and a precocious teenager in San Salvador will be able to disseminate information about bribes and corruption, report election irregularities and generally hold their governments to account. Video cameras installed in police cars will help keep the police honest, if the camera phones carried by citizens don’t already. In fact, technology will empower people to police the police in a plethora of creative ways never before possible, including through real-time monitoring systems allowing citizens to publicly rate every police officer in their hometown. Commerce, education, health care and the justice system will all become more efficient, transparent and inclusive as major institutions opt in to the digital age. People who try to perpetuate myths about religion, culture, ethnicity or anything else will

remember one day, in the spring of 1848, that two men, Americans, came into the office and inquired for the governor. I asked their business, and one answered that they had just come down from Captain Sutter on special business, and they wanted to see Governor Mason in person. I took them in to the colonel, and left them together. After some time the colonel came to his door and called to me. I went in, and my attention was directed to a series of papers unfolded on his table, in which lay about half an ounce of placer gold. Mason said to me, “What is that?” I touched it and examined one or two of the larger pieces, and asked, “Is it gold?” Mason asked me if I had ever seen native gold. I answered that, in 1844, I was in Upper Georgia, and there saw some native gold, but it was much finer than this, and that it was in phials, or in transparent quills; but I said that, if this were gold, it could be easily tested, first, by its malleability, and next by acids. I took a piece in my teeth, and the metallic lustre was perfect.

But the real concern is not so much the vulnerability of merchant ships as it is their use by terrorist groups. Osama bin Laden is said to own or control up to twenty aging freighters--a fleet dubbed the 'al Qaeda Navy' by the tabloids. To skeptics who wonder why bin Laden would want to own so many freighters, the explanation quite simply is that he and his associates are in the shipping business. Given his need for anonymity, this makes perfect sense--and it reflects as much on the shipping industry as on al Qaeda that the details remain murky. Such systematic lack of transparency is what worries U.S. officials when they contemplate the sea. The al Qaeda ships are believed to have carried cement and sesame seeds, among other legitimate cargoes. In 1998 one of them delivered the explosives to Africa that were used to bomb the U.S. embassies in Kenya and Tanzania. But immediately before and afterward it was an ordinary merchant ship, going about ordinary business. As a result, that ship has never been found. Nor have any of the others.

Know the Competition I had a wonderful experience purchasing a luxury car. I was looking at three different brands. I have owned all three at different times in my life so I knew each fairly well. I had studied the market and knew most of the features of the competing models. However, this particular sales guy knew every detail about every car I was considering and so served me wonderfully in my purchase. He never once used his knowledge to speak poorly of the competition. On the contrary, he told me where each model was better than the car I was considering. Wow. I found myself starting to trust this guy because he was being honest and transparent. He stood firm that his car was the car I should buy because of its particular features and quality, but he brought great information about his competitors to the discussion. It was a really classy way to handle a sales role. A really sad part of my wonderful car purchase was that I was on a competitor’s lot the next day and the sales guy there knew less about the car he was selling than my guy knew about the same car. In

Sri Lankan Socioeconomics 101 If people stopped chasing after power and connections and realized that they have all the power they need within themselves, to create whatever they want with their lives: there will be more friendships than contacts, less gold-diggers, more marriages based on love, better family lives, stable and enriched childhoods leading to a well endowed, disciplined and better educated workforce. There will be loyalty and ingenuity and better standards of education. Abundance of well educated individuals => pressure to innovate =>increased entrepreneurship, improved economy.High functioning economy attracting more foreign capital => export surplus. Educated workforce + increased involvement in international business => pressure to improve foreign allies and foreign policy => pressure to improve transparency => decrease in corruption. So stop sitting around complaining about corruption and (with all due respect,) get off your ass and do something for yourself. Stop chasing after other people's power and chase after your own dreams and you will have all the power you need.

The Proofs Human society has devised a system of proofs or tests that people must pass before they can participate in many aspects of commercial exchange and social interaction. Until they can prove that they are who they say they are, and until that identity is tied to a record of on-time payments, property ownership, and other forms of trustworthy behavior, they are often excluded—from getting bank accounts, from accessing credit, from being able to vote, from anything other than prepaid telephone or electricity. It’s why one of the biggest opportunities for this technology to address the problem of global financial inclusion is that it might help people come up with these proofs. In a nutshell, the goal can be defined as proving who I am, what I do, and what I own. Companies and institutions habitually ask questions—about identity, about reputation, and about assets—before engaging with someone as an employee or business partner. A business that’s unable to develop a reliable picture of a person’s identity, reputation, and assets faces uncertainty. Would you hire or loan money to a person about whom you knew nothing? It is riskier to deal with such people, which in turn means they must pay marked-up prices to access all sorts of financial services. They pay higher rates on a loan or are forced by a pawnshop to accept a steep discount on their pawned belongings in return for credit. Unable to get bank accounts or credit cards, they cash checks at a steep discount from the face value, pay high fees on money orders, and pay cash for everything while the rest of us enjoy twenty-five days interest free on our credit cards. It’s expensive to be poor, which means it’s a self-perpetuating state of being. Sometimes the service providers’ caution is dictated by regulation or compliance rules more than the unwillingness of the banker or trader to enter a deal—in the United States and other developed countries, banks are required to hold more capital against loans deemed to be of poor quality, for example. But many other times the driving factor is just fear of the unknown. Either way, anything that adds transparency to the multi-faceted picture of people’s lives should help institutions lower the cost of financing and insuring them.

Bob Clearmountain’s Mix This! Studio Equipment List Dynamic processing: UREI 1178 Stereo Compressor—Fantastic, but old and cranky; difficult to recall. Focusrite Red 3 Stereo Compressor—Sounds and looks good but noisy and hard to recall; could use control markings. UREI LA-3A Compressor—Classic and transparent on vocals; modified for low noise. Empirical Labs

Today I address professionals, business leaders and researchers on how they can contribute with innovative ideas to achieve these ten pillars. These are as follows: 1) A nation where the rural and urban divide has reduced to a thin line. 2) A nation where there is equitable distribution and adequate access to energy and quality water. 3) A nation where agriculture, industry and the service sector work together in symphony. 4) A nation where education with value systems is not denied to any meritorious candidates because of societal or economic discrimination. 5) A nation which is the best destination for the most talented scholars, scientists and investors. 6) A nation where the best of healthcare is available to all. 7) A nation where the governance is responsive, transparent and corruption free. 8) A nation where poverty has been totally eradicated, illiteracy removed and crimes against women and children are absent and no one in the society feels alienated. 9) A nation that is prosperous, healthy, secure, peaceful and happy and follows a sustainable growth path. 10) A nation that is one of the best places to live in and is proud of its leadership.

Another way to look at the business case is from a sales headcount perspective. What will deliver more return on investment: another quota-carrying salesperson or using that money to drive an initiative? These are the kinds of open and transparent conversations you want to have when discussing the business case. Make the ROI clear, and communicate it to all stakeholders. There is no reason to be shy about the business impact you expect to see. That is the ultimate tool to gain organizational buy-in for your top sales initiatives.

Price transparency is routine in many other countries and demands for it are growing in the United States.

Be transparent, but use wisdom. Everybody can’t handle the raw and uncut version of who you were and even who you presently are.

As I introduce the concept of trust and transparency, you will become aware that it is a necessary ingredient in business growth and survival. No longer can we afford to determine if we should invest in it. Instead, we have reached a critical point where we must decide when we are going to make the investment.

Patrick Lencioni’s book Getting Naked: A Business Fable About Shedding the Three Fears That Sabotage Client Loyalty. When it comes to client loyalty, Lencioni found that by being completely transparent and vulnerable with customers, service providers like coaches and consultants can build surprisingly resilient levels of trust and loyalty. So what’s stopping you and me from being more vulnerable with our coaching clients? One word. Fear. Lencioni outlines three fears that sabotage client loyalty: fear of losing business, fear of being embarrassed, and fear of feeling inferior. This last fear struck a chord with me. I often coach new coaches. I share ideas for identifying a market niche, marketing to that niche, and finally using their individual strengths to get paying clients in their chosen niche.

In a simple world, blame, as a management technique, made sense. When you are on a one-dimensional production line, for example, mistakes are obvious, transparent, and are often caused by a lack of focus. Management can reduce them by increasing the penalties for noncompliance. They can also send a motivational message by getting heavy once in a while. People rarely lose concentration when their jobs are on the line. But in a complex world this analysis flips on its head. In the worlds of business, politics, aviation, and health care, people often make mistakes for subtle, situational reasons. The problem is often not a lack of focus, it is a consequence of complexity. Increasing punishment, in this context, doesn’t reduce mistakes, it reduces openness. It drives the mistakes underground. The more unfair the culture, the greater the punishment for honest mistakes and the faster the rush to judgment, the deeper this information is buried. This means that lessons are not learned, so the same mistakes are made again and again, leading to more punitive punishment, and even deeper concealment and back-covering.

Transparency. Accountability. Communication. They become more important in times of crisis, not less.

Key learnings You can boost your brand and get more people to trust you by doing interviews with top industry leaders. By spending time with them asking questions, you get associated with their image and people will perceive you as an expert as well. Processes are key. If you want to get people from the top of the ladder on your podcast/interviews you need to start small and then keep leveling up. Communities die, families prosper. Your team will be the most important success factor of your company as you grow. The key source of talented people is actually the people you’ve already hired. Your team reflects your company culture. That’s why they need to be 100% involved. Making people’s lives easier is one of the most underrated skills in business. Transparency leads to trust. Don’t beat around the bush, tell it like it is and people will see they can trust you.

This book is a compilation of interesting ideas that have strongly influenced my thoughts and I want to share them in a compressed form. That ideas can change your worldview and bring inspiration and the excitement of discovering something new. The emphasis is not on the technology because it is constantly changing. It is much more difficult to change the accompanying circumstances that affect the way technological solutions are realized. The chef did not invent salt, pepper and other spices. He just chooses good ingredients and uses them skilfully, so others can enjoy his art. If I’ve been successful, the book creates a new perspective for which the selection of ingredients is important, as well as the way they are smoothly and efficiently arranged together. In the first part of the book, we follow the natural flow needed to create the stimulating environment necessary for the survival of a modern company. It begins with challenges that corporations are facing, changes they are, more or less successfully, trying to make, and the culture they are trying to establish. After that, we discuss how to be creative, as well as what to look for in the innovation process. The book continues with a chapter that talks about importance of inclusion and purpose. This idea of inclusion – across ages, genders, geographies, cultures, sexual orientation, and all the other areas in which new ways of thinking can manifest – is essential for solving new problems as well as integral in finding new solutions to old problems. Purpose motivates people for reaching their full potential. This is The second and third parts of the book describes the areas that are important to support what is expressed in the first part. A flexible organization is based on IT alignment with business strategy. As a result of acceleration in the rate of innovation and technological changes, markets evolve rapidly, products’ life cycles get shorter and innovation becomes the main source of competitive advantage. Business Process Management (BPM) goes from task-based automation, to process-based automation, so automating a number of tasks in a process, and then to functional automation across multiple processes andeven moves towards automation at the business ecosystem level. Analytics brought us information and insight; AI turns that insight into superhuman knowledge and real-time action, unleashing new business models, new ways to build, dream, and experience the world, and new geniuses to advance humanity faster than ever before. Companies and industries are transforming our everyday experiences and the services we depend upon, from self-driving cars, to healthcare, to personal assistants. It is a central tenet for the disruptive changes of the 4th Industrial Revolution; a revolution that will likely challenge our ideas about what it means to be a human and just might be more transformative than any other industrial revolution we have seen yet. Another important disruptor is the blockchain - a distributed decentralized digital ledger of transactions with the promise of liberating information and making the economy more democratic. You no longer need to trust anyone but an algorithm. It brings reliability, transparency, and security to all manner of data exchanges: financial transactions, contractual and legal agreements, changes of ownership, and certifications. A quantum computer can simulate efficiently any physical process that occurs in Nature. Potential (long-term) applications include pharmaceuticals, solar power collection, efficient power transmission, catalysts for nitrogen fixation, carbon capture, etc. Perhaps we can build quantum algorithms for improving computational tasks within artificial intelligence, including sub-fields like machine learning. Perhaps a quantum deep learning network can be trained more efficiently, e.g. using a smaller training set. This is still in conceptual research domain.

While all of this digital chaos will be a nuisance to democratic societies, it will not destroy the democratic system. Institutions and polities will be left intact, if slightly battered. And once democracies determine the appropriate laws to regulate and control new trends, the result may even be an improvement, with a strengthened social contract and greater efficiency and transparency in society. But this will take time, because norms are not quick to change, and each democracy will move at its own pace.

Success in today's competitive marketplace favors leaders who are transparent and forward thinking, those who promote and celebrate diversity, and individuals who maintain a commitment to inclusion.

A common fear for companies is that if they open up a space for customers to share their problems, that it will be really negative and toxic. To that, I always remind them that any negativity that people feel toward your product is already being shared, just not in spaces where you have access and influence. It's much better to be able to own the space where these conversations are happening, to hear what people are saying, and be able to proactively respond. Kobe always recommends taking any heated conversations offline, “Ask the member to chat over email or phone where you can address their concerns one-on-one, or even escalate to a senior customer support agent to address sensitive situations.” Even in the most negative communities, over time you can turn the corner and develop a culture of positivity and optimism by continuing to show up, make your customers feel heard, and address their concerns with honesty and transparency.

From the beginning, Bob and I believed in creating a meritocracy. EGI was entrepreneurial, based on transparency, initiative, creativity, trust, and the alignment of interests. We paid people enough salary to live comfortably, but all of their ups came from participation in the investments. In other words, the real money was in the deal residuals, the percentage of profits each deal earned, not from salary. There was no cherry-picking of projects, and rewards were found in each year’s accomplishments, not in deal-by-deal allocations. Virtually everyone on the team had a piece of everyone else’s deal, so while we always had a healthy level of lighthearted internal rivalry, everyone also went out of their way to make sure the other person’s deal succeeded. That basic principle has never changed over the decades.

Her whole life story is in a book but you are too busy searching for it on social media.

Structure from Content Lesson #1: There must be an individual or, better, a set of individuals with relevant ethical, legal, and business expertise, who determine which, if any, of the mathematical metrics of fairness are appropriate for the particular use case.

low-context, explicit communication as well as direct negative feedback. The natural coherence of these two positions makes communication from people in this quadrant fairly easy to decode. Take any messages they send literally and understand that it is not intended to be offensive but rather as a simple sign of honesty, transparency, and respect for your own professionalism.

Be as transparent, clear, and specific as possible. Explain exactly why you are calling. Assert your opinions transparently. Show all of your cards up front. At the end of the phone call, recap all the key points again, or send an e-mail repeating these points straight afterwards. If you are ever not 100 percent sure what you have been asked to do, don’t read between the lines but state clearly that you don’t understand and ask for clarification. And sometimes it would be better to not be quite so polite, as it gives the impression of vagueness or uncertainty. With a little effort and practice, someone from a higher-context environment can learn to work and communicate in a lower-context way.

In the futures markets, they bought and sold paper contracts. Futures contracts had been around for more than a century and were an integral part of the food system. Corn, pork, and soybean futures were traded on the Chicago Board of Trade. The NYMEX specialized in eggs and butter. The futures market wasn’t big—traders in the market tended to be farmers and big grain millers. They used futures contracts to limit their risk. The owners of the NYMEX weren’t content with their sleepy corner of the financial world, and they decided to expand their business and sell contracts for new kinds of products. The NYMEX introduced the first futures contract for crude oil in 1983. At first, the birth of oil futures contracts looked like a threat to Koch’s business model. Howell and his team spent years figuring out how to be the smartest blind men in the dark cave of the physical oil business and making the best guess as to the real price of oil. Koch Industries had gained an expertise in exploiting the opacity of oil markets and wringing the best price out of its counterparties. The new oil futures contract created something that was anathema to this business model: transparency. When the NYMEX debuted its oil futures contract, it created a very visible price for crude oil that changed by the minute on a public exchange. Again, this wasn’t the price of real crude; it was the price for a futures contract on crude, reflecting the best guess of all market participants as to what a barrel of oil would be worth in the future. Even though the futures price wasn’t the real price, it provided everybody with a common reference point. Now, when Koch called up someone to buy oil from Koch’s tank farm in St. James, that customer could look at a screen and start haggling based on what the markets in New York were saying the price of oil was worth. “It was the first time that there was a common, visible market signal,” Howell said. “It just kind of sucked the oxygen out of the room for that physical trading.

Any judge’s remarks on any person offended by the defamation of a third party are themselves immoral and even defamatory and aspersion; such words and conduct also demonstrate to support the accused party. Everybody knows that the law and justice are blind, but if a judge proves through their remarks of judicial vanity that the law and justice are not blind in their court, consequently, such judges become unqualified to pursue such a matter, they should quit. Be aware that the law is mostly for the public, not the republican authorities; similarly, the rules of the United Nations are only for its methodical members, not the veto holders. Accordingly, the teeth of an elephant define that in a suitable and relevant context since children feel happy and enjoy it in a circus without realizing the reality, even if their parents pay for it. Indeed, it is an authentic fact. Abolishing or violating any law, rule, or constitution is an act of disloyalty to the state and its people; it does not fall under good faith; it is the way of the traitor. Giving legal status to such a traitor for any reason is itself a crime. Apply the law, discipline, attitude, or morality to yourself before you apply it to others. The breaking and breaching of law, rule, or principle for transparent justice to save human rights and the lives of people in danger is not a violation of such juristic and moral terms. The law, the constitution, or the manifesto of political parties is similar to two sets of teeth, like an elephant, one for eating and one for floating. Forget human rights, transparent justice, neutrality, fairness, sincerity, and honesty since they only exist in books, not in practice; it is a bitter reality that the world is a trade chamber, and we live and breathe in it with our interests. Such justice, which one cannot achieve without substantial money, represents not veritable justice but judicial business for rich ones through lawyers and judges. However, real justice only stays in dictionaries and law books for reading since one can see itself in the mirror but cannot draw it out of it.

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Tom Miller and Eric Tabor felt they needed to do something bigger. A lawsuit wasn’t enough. In September 2000, Miller unveiled a new law called the Producer Protection Act. It was by far the most stringent law ever proposed to constrain the power of companies like Tyson and Smithfield. The act banned companies from making their contracts with farmers confidential. Miller wanted to post the contracts on his website, creating a transparent market for the rules of production. The act also banned companies from retaliating against farmers who complained or tried to join an organization like a growers’ union. It protected farmers who talked back, in other words. The act also gave farmers the right to cancel any contract within three days of signing it, giving a lawyer plenty of time to look over the terms.

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GENUINE TRANSPARENCY. Spiritual abuse grows and thrives in church cultures that emphasize silence, secrecy, and self-protection. In contrast, churches that operate with openness and transparency build a culture that resists abuse. Here are a few ways to be more transparent: • It might surprise you that in many denominations, the elders meeting is public and open to any church member. They are free to come and observe. Some churches even allow for questions. In certain circumstances that require confidentiality, an elder meeting might need to go to “executive session.” But in most cases, church business is open business. It would be wise for churches to advertise the openness of their elder meetings and even encourage members to come. Holding the elders meeting in a larger venue like the church sanctuary or chapel is one way to encourage more people to attend. Churches might be surprised how differently their elders operate (in a good way) once other people are in the room watching them.

my flesh was glass, I spoke in little clicks and chinks, and my transparent self went about its business all that day, the usual.

Among the handful of companies that were trying to solve these problems, most embraced a culture of strictly enforced, even CIA-like secrecy. We were in a race, after all, to be the first to make a computer-animated feature film, so many who were pursuing this technology held their discoveries close to their vests. After talking about it, however, Alvy and I decided to do the opposite—to share our work with the outside world. My view was that we were all so far from achieving our goal that to hoard ideas only impeded our ability to get to the finish line. Instead, NYIT engaged with the computer graphics community, publishing everything we discovered, participating in committees to review papers written by all manner of researchers, and taking active roles at all the major academic conferences. The benefit of this transparency was not immediately felt (and, notably, when we decided upon it, we weren’t even counting on a payoff; it just seemed like the right thing to do). But the relationships and connections we formed, over time, proved far more valuable than we could have imagined, fueling our technical innovation and our understanding of creativity in general.

Knowing that organisations are at the core of our society, it then becomes clear that humanity needs these organisations to prosper. There, the creation of a transparent, accessible, dynamic and meritocratic organisation model can generate sustainable organisations and as a result, a sustainable society

Someday we may look back on this era as a time when rational compromises might have enhanced both security and liberty, but those compromises were refused because each side was so busy self-righteously being right.

The thing that we found . . . in our business, and I think for most businesses, you have to have better ideas than other people. That’s basically what it comes down to. We’re competing against everyone in the markets. The market price is a weighted-average view of what’s going to happen in the future. The only way you can know something better is to have a better understanding of what can happen in the future. So, it’s a perfect form of idea meritocracy. And for us the building blocks of that, of creating an idea meritocracy, is having a shared, transparent set of principles, so that everybody understands the roles, the constitution of the place . . . We have this notion about the constitution of the company that these are the principles. So that every decision, we are reflecting on, “What principles are at play? And how do you take this decision with respect to those principles?” . . . When we change our views, we’ll change it there, so that people can keep learning from that compounding understanding and thirty-five years of running this business . . . If you disagree with the principles, you gotta fight like hell. There’s no behind-the-corner talk.

It is hard to find many better examples of values-first leadership than Ventura, California-based outdoor clothing company Patagonia. For more than 30 years, the company has defied conventional wisdom by building its brand as much around environmental responsibility as on quality products and service. How many businesses would run a marketing campaign encouraging customers to not buy new products but repair the old ones instead in order to reduce their environmental footprint? Only companies interested in creating a “lovability economy” would prioritize sustainable growth for themselves and the world and take a long-term perspective. They see themselves as stewards of meaningful relationships and understand that mutually positive interactions and exchanges of value are lasting. Patagonia has even made its supply chain public with an online map showing every farm, textile mill, and factory it uses in sourcing its materials and manufacturing its products. Anyone who wants to can see where their Patagonia products come from and verify that the company is walking the walk — using sustainable materials and producing apparel in facilities that are safe for workers. That is transparency that breeds trust. Founder Yvon Chouinard’s vision has also led to a culture that is not only employee-friendly (the company even encourages employees at its corporate headquarters to quit early when the surf is up) but attracts people whose values align with the company’s. This aggressively anti-profit, pro-values approach has yielded big dividends. The privately-held benefit corporation is tight-lipped about its revenues, but two years after it began its “cause marketing” campaign, sales increased 27 percent, to $575 million in 2013.7

Dreams of personal wealth have given way to the harsh reality that businesses built on hype rarely yield returns. The fundamentals — people, service, relationships, transparency, trust — are becoming sexy again. Why? Because they produce results.

With the increasing speed of business in today’s economy, transparency isn’t just desirable—it’s essential.

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( O1O'2920'8855 )PCASH( O1O'2920'8855 ) Furthermore, the ACRC will also hold briefing sessions on major policies for foreign entrepreneurs in order that their difficulties can be heard and they can become aware of the improvements made by anti-corruption activities in Korea as well as the will and effort to build a transparent society and a business-friendly environment

Friction-Free Economies Why is it necessary to turn to a cultural characteristic like spontaneous sociability to explain the existence of large-scale corporations in an economy, or prosperity more generally? Wasn’t the modern system of contract and commercial law invented precisely to get around the need for business associates to trust one another as family members do? Advanced industrialized societies have created comprehensive legal frameworks for economic organization and a wide variety of juridical forms, from individual proprietorships to large, publicly traded multinational enterprises. Most economists would add rational individual self-interest to this stew to explain how modern organizations arise. Don’t businesses based on strong family ties and unstated moral obligations degenerate into nepotism, cronyism, and generally bad business decision making? Indeed, isn’t the very essence of modern economic life the replacement of informal moral obligations with formal, transparent legal ones?1 The answer to these questions is that although property rights and other modern economic institutions were necessary for the creation of modern businesses, we are often unaware that the latter rest on a bedrock of social and cultural habits that are too often taken for granted. Modern institutions are a necessary but not a sufficient condition for modern prosperity and the social well-being that it undergirds; they have to be combined with certain traditional social and ethical habits if they are to work properly. Contracts allow strangers with no basis for trust to work with one another, but the process works far more efficiently when the trust exists. Legal forms like joint-stock companies may allow unrelated people to collaborate, but how easily they do so depends on their cooperativeness when dealing with nonkin.

This is why it is so fundamental for us right now to grab hold of this idea of power and to democratize it. One of the things that is so profoundly exciting and challenging about this moment is that as a result of this power illiteracy that is so pervasive, there is a concentration of knowledge, of understanding, of clout. I mean, think about it: How does a friendship become a subsidy? Seamlessly, when a senior government official decides to leave government and become a lobbyist for a private interest and convert his or her relationships into capital for their new masters. How does a bias become a policy? Insidiously, just the way that stop-and-frisk, for instance, became over time a bureaucratic numbers game. How does a slogan become a movement? Virally, in the way that the Tea Party, for instance, was able to take the "Don't Tread on Me" flag from the American Revolution, or how, on the other side, a band of activists could take a magazine headline, "Occupy Wall Street," and turn that into a global meme and movement. The thing is, though, most people aren't looking for and don't want to see these realities. So much of this ignorance, this civic illiteracy, is willful. There are some millennials, for instance, who think the whole business is just sordid. They don't want to have anything to do with politics. They'd rather just opt out and engage in volunteerism. There are some techies out there who believe that the cure-all for any power imbalance or power abuse is simply more data, more transparency. There are some on the left who think power resides only with corporations, and some on the right who think power resides only with government, each side blinded by their selective outrage. There are the naive who believe that good things just happen and the cynical who believe that bad things just happen, the fortunate and unfortunate unlike who think that their lot is simply what they deserve rather than the eminently alterable result of a prior arrangement, an inherited allocation, of power.

Repetition, especially for things that require teamwork, creates trust and transparency.

The Code’s purpose is transparent; like international football rules, it aims to make the game fair for everyone – except that infant feeding is not a game, but a matter of life and death.

However, since the Syrian regime is even less transparent than the NGOs, we have no way of knowing that, either.

Whether we are rookies or grizzled veterans, let’s put down our guards, check our pride at the door, and try not to be defensive. Transparency and honesty are healthy first steps on the path to performance improvement.

You may need to seek out women with whom you can be authentic, transparent, and real in order to fight for the win in your life. You may need to be more intentional with the existing relationships you have and move from sharing casual experiences to having deep conversations that evoke accountability and real change. You may need to reject the competitive and petty comparisons that define some of your female relationships and get down to the real business of loving well the women God has placed in your path.

IT has to provide both business and technological insight into how they bring success to the company as a whole transparently, holistically, and continually.

Clients don’t expect perfection from the service providers they hire, but they do expect honesty and transparency. There