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Iron-Rich Diet Might Ease PMS Misery
Plant-based foods with iron, zinc may help stave off monthly symptoms, study found
URL of this page: http://www.nlm.nih.gov/medlineplus/news/fullstory_134382.html (*this news item will not be available after 05/27/2013) Tuesday, February 26, 2013 Women who ate in this way were about one-third less likely to develop PMS than women who consumed less iron, the researchers found. Non-meat sources of iron include dried beans and green leafy vegetables.
Another mineral makes a difference, the study found. Higher levels of zinc were also associated with less PMS over the 10-year study period. Zinc occurs in many fresh fruits and vegetables.
"It does look like a range of minerals are important for menstrual cycle health and for PMS. Women should consume a balanced diet, and if they're not getting enough nutrients from their diet, they should take a multivitamin," recommended senior study author Elizabeth Bertone-Johnson, an associate professor at the University of Massachusetts Amherst.
Bertone-Johnson said the researchers don't know exactly why iron might be associated with less PMS, because iron is involved in many processes in the body. They think higher levels of iron might reduce the pain and emotional symptoms of PMS by boosting levels of a brain chemical called serotonin. Low serotonin levels play a role in clinical depression, and Bertone-Johnson said that serotonin has been linked to PMS symptoms in other research.
As with iron, Bertone-Johnson said it wasn't clear how higher levels of zinc might protect against PMS.
Results of the study were published online Feb. 26 in the American Journal of Epidemiology.
PMS affects between 8 percent and 15 percent of women in their reproductive years, according to study background information. Symptoms can be physical or emotional, and may include breast tenderness, abdominal bloating, appetite changes, depression and anxiety.
The current research followed about 3,000 women enrolled in the U.S. Nurses' Health Study II. None of the women reported having PMS at the start of the study.
Over 10 years, the women completed three food-intake questionnaires. At the end of the study, 1,057 women reported PMS, and the remaining 1,968 women did not.
After adjusting the data for calcium intake and other factors, the researchers found that the women who consumed the most non-heme iron had up to a 40 percent lower PMS risk compared to the women who consumed the least non-heme iron. Non-heme iron is iron that comes from plant-based sources or supplements, rather than from meat.
The risk of developing PMS dropped significantly for women who consumed more than 20 milligrams (mg) of iron daily. The lowest risk was seen in women consuming nearly 50 mg of iron daily. However, the recommended daily intake for premenopausal women is 18 mg per day, according to Bertone-Johnson.
As for zinc, a slightly protective effect for women consuming more than 10 mg daily was also seen.
But, Bertone-Johnson cautioned, both of these minerals can be harmful if taken at above average levels.
The researchers found that higher potassium levels were linked to higher levels of PMS, although Bertone-Johnson said these and other findings from this research need to be confirmed in other studies. Interestingly, the researchers didn't find a connection between sodium, which can make you retain water, and PMS.
"PMS is probably multifactorial, and it's probably way more complicated than one or two supplements or mineral deficiencies might cause," said Dr. Fredric Moon, medical director of general obstetrics and gynecology at Winthrop University Hospital in Mineola, N.Y.
Moon advised women to check with their doctors before starting any type of supplements. Iron levels can be checked with a simple blood test, he said.
Clinical nutritionist Samantha Heller, at the NYU Center for Musculoskeletal Care, agreed. "It's important to speak with your physician before supplementing with any minerals," she said. "Too much iron can cause serious problems, and supplementing with something like zinc can knock your copper balance off. There's a delicate balance in the body, and women need to be very thoughtful before they start using supplements."
Heller explained that it's difficult to tease out the effect of any one particular nutrient. But, she added, "If a woman wants to shift to a more plant-based diet, it may contribute overall to reduced oxidative stress and inflammation, which may help reduce the symptoms of PMS, and heart disease and other conditions."
While the study found an association between dietary iron and zinc and decreased PMS symptoms, it did not prove a cause-and-effect relationship.
Health News Copyright (c) 2013 HealthDay. All rights reserved.
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FOSS A General Introduction/Linux
What is Linux?
editLinux is the most frequently heard FOSS buzzword in the mass media today. However, because of its common usage, the term Linux has been used to refer to broader and broader definitions. It is important to understand the different definitions of Linux to be able to follow the discussions on FOSS.
Linux as the kernel
editLinux was originally the name of the kernel, initially, created by Linus Torvalds. A kernel is the critical center point of an operating system that controls CPU usage, memory management and hardware devices. It also mediates communication between the different programs running within the operating system. There are other FOSS kernels, including the Mach kernel that is the core of some of the BSD distributions.
Kernels are to a certain extent interchangeable. Most FOSS applications will run on a Mach kernel, Linux kernel or even the experimental GNU Hurd kernel, without too much difficulty. However, the kernel type greatly influences performance and the hardware platforms that the FOSS system can run on. For instance, the less mature GNU Hurd kernel can run only on the x86 (PC) architecture. The Linux kernel has been ported to run on almost any computing architecture, including the PlayStation 2,[1] mainframes and embedded devices.
Linux as a distribution
editThe more common usage of Linux today refers to a Linux distribution, which includes far more than the kernel. The Linux distribution (sometimes referred to as the GNU/Linux distribution in recognition of the GNU Project's significant contribution) contains the Linux kernel at its heart and all the FOSS components required to produce full operating system functionality. This includes the system libraries, GUI, various databases, web servers, email utilities, and others. These same components are also often found on other FOSS and even on proprietary operating systems. For instance, XFree86 is the default GUI foundation in Linux and BSD. XFree86 is also used on proprietary Unix systems such as Solaris, HP-UX and IBM's AIX system.
Reports that say "Munich May Opt for Linux After All"[2] refer to the Linux distribution, including word processing, printing and email software. Even though the Linux kernel forms less than 0.25 percent (binary file size) of a Linux distribution, its functionality is critical enough to allow the entire distribution to be called Linux.
There is no single Linux distribution. While all distributions contain the Linux kernel at its heart, the FOSS applications included and the configurations supported vary. There are multiple commercial distributions, several freely available, and numerous customized distributions that are targeted to the unique needs of different users. While the FOSS contents of different Linux distributions are mostly identical, they are optimized for different uses such as for high-end servers, user-friendly desktops or even embedded systems. Localized distributions at a minimum include the fonts, input methods and menu translations necessary to use the software in the regional language.
Is Linux FOSS?
editThe Linux kernel is FOSS, licensed under the GNU General Public License. However, different distributions of Linux contain different components, some of which are not FOSS. For example, the German SuSE Linux distribution includes the non-FOSS YaST (Yet another Setup Tool) installation program.
The Debian GNU/Linux [3] distribution is one of the few distributions that are committed to including only FOSS components (as defined by the Open Source Initiative) in its core distribution.
Where can one obtain Linux?
editFOSS, in binary and source code format, is free and downloadable from the Internet. The Linux kernel itself can be downloaded from http://www.kernel.org and other applications from their respective websites. However, most users tend to obtain distributions of Linux. The following is a table of some of the most popular distributors of Linux:
The advantages of going with distributions of Linux are many. The single most important advantage of vendor Linux over "stock" Linux is that it saves users time:
- Download time: The Linux operating system and complementary software involve large files and long download times. A standard 56kbps modem would take at least 45 days to download a standard 3 CD distribution. Vendors also provide bundled software—browsers, server applications, office suite, etc.—that saves the users from the tedious work of hunting and downloading individual software packages.
- Installation and compiling time: Many FOSS packages are downloadable only as source code. Users are required to compile and install the software themselves, assuming they are competent enough to do so. On a slow computer, compilation of source code may take days or even weeks. Vendor distributions of Linux often come precompiled and packaged with an easy installation system that takes less than an hour to install on most modern systems.
- Quality assurance: Vendors typically perform extensive testing to ensure that all of the components work well together. Since FOSS projects are developed independently, there is always the chance that changes in one package have outdated another package. Vendors resolve these dependencies for the user, supplying an integrated package that works "out of the box".
- Learning time: Vendors provide manuals and publish reference material (for sale) for their products, making Linux much easier for the average user to learn.
edit- ↑ "Linux for Playstation 2 Community" [home page online]; available from http://playstation2-linux.com/; Internet; accessed on November 9, 2003.
- ↑ Proffitt, Brian, "Munich May Opt for Linux After All", 26 May 2003, Linuxtoday.com [home page online]; available from http://linuxtoday.com/infrastructure/2003052600126NWSWPB; Internet; accessed on November 9, 2003.
- ↑ "Debian GNU/Linux -- The Universal Operating System" [home page online]; available from http://www.debian.org; Internet; accessed on November 9, 2003.

subset: commoncrawl


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For over a decade, we were the backbone for hundreds of free serialized audiobooks from some amazing authors, giving you content you couldn't get anyplace else. Good news: that hasn't changed!
But our name has. Podiobooks.com has merged with Scribl. All of the old books from Podiobooks.com are now here and still available on iTunes, Google Play, and just about everywhere else you find podcasts. Our commitment to providing you with great, free audiobook content in podcast form is going strong. Now it's just part of a larger strategy that better fits modern publishing needs. Speaking of that...
You may notice some changes on new titles that go beyond just making a free podcast available. They'll also be available as one-click downloadable audiobooks at a higher quality, no intros/outros on every episode, and without any of the ads.
Look for these icons to know which format the title includes:
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New titles will also be part of Scribl's unique CrowdPricing system where we set the price for every title based on how your fellow fans rate the work. Less popular titles are lower priced, so you can give those new titles a chance and save some money. The most popular titles have earned their way to higher prices, indicating quality with pricing you can trust. They're worth the higher price. While there is a full range in prices, all of them are reasonable and better than what you'll find most anyplace else.
So now you choose – free podcasts with some advertising or support your favorite authors by buying the ad-free audiobook.
Plus, at Scribl, every audiobook you buy, includes the ebook edition at no additional cost.
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Good morning hope you are well and enjoying the school holidays.I have scheduled this post as I am off to the hospital for some tests on my eyes which will take most of the morning. So fingers crossed the schedule works.
So as it is Friday that can only mean I am back with another DT card for our new challenge at CRAFTY CATZ and this week with have Everyones fave
for those that like a challenge set with have a option for fun for you to follow as we the team have
Use diecut or punch
We are sponsored by Di Digi Stamps
For my card I have a 11th Birthday Card which i made for my nephew who is Football Mad.
I have used 2 images from KennyK and layered them.
Images coloured with Promarkers
The DP is from the Paper Shelter
Sentiment is from Digi Doodles Fun with Birthday set
Dies used are My Favorite Things Numbers
As he was 11 I thought I would used the number in the score.
Well I hope you like it as much as he did. Now it is your turn head on over and checkout the teams creations. Lots of variety and inspiration.
I look forward to seeing what you make so please link your card in Mr linky and we can pop along and have a peep.
Thanks for popping by leave a comment if you have time.
bye for now
- Crafting With An Attitude M,1st Thurs,3E Always Anything Goes
- Digital Delights By Louby Lou M,4th Thurs,1E,SIO must used stamped/digi image Always Anything Goes
- DRS Designs W,1E,SIO #250 Who's Behind The Mask- 2 images
- Little Miss Muffet Challenges 2W,1E,SIO Always Anything Goes
A Bit More Time to Craft (2W, P1/15, E3) Always Anything Goes- Crafts and Me (M, P1, SIO) October - Anything Goes, optional World Cardmaking Day
- World Wide Open Design Team Challenge (M, P15, E3, F, must be on DT) Always Anything Goes
- Inspiration Destination - W, F - Always Anything Goes
Simon Says Stamp - W, 5E - Anything Goes- Crafty Sentiment Designs W, 1E, SIO - Anything Goes
- Sunny Day Crafting - W - #20 Anything Goes
- Passion For Promarkers Challenge W - must use promarkers - #369 Inspiration/Color Challenge* WON & TOP SPOT
Crafting from the Heart - W, E3, F - Always Anything GoesCraft Your Passion - W, E3 - Always Anything GoesLove to Scrap - 2W, 3E, F, digi or real stamping - (Week 2) Anything Goes- Brown Sugar – W, E2 - No. 222 - Birthday


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Sometimes it's just to hot to cook at home, so last night I decided to let the Wolfgang Puck team at the Nasher Sculpture Center do it for me. They have a wonderful series titled 'Til Midnight at the Nasher, and as part of that you can order an amazing picnic basket of goodies and then enjoy it under the stars and amazing works of art. This was my second time to attend, and it's quickly a must attend event that I'm looking forward to every month. If you aren't a member of the Nasher you should be - besides getting invitations to special events it also gives you access to the members tent where this month they hosted an organic wine tasting that was wonderful.
Being a Lifestylist® is all about helping people live their lives with style, and I can't think of a better place to do that than here!
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Donald Sterling lost what would appear to be his final move to block the sale of the Los Angeles Clippers.
Sterling's appeal of Tuesday's decision that closed the sale of the Clippers was denied Wednesday.
The appeal, a writ of supersedeas and request for an immediate stay, was Sterling's last-ditch maneuver to block the sale of the franchise to former Microsoft CEO Steve Ballmer.
"The evidence before this court indicates the sale of the Los Angeles Clippers to Steven Ballmer has closed," the Court of Appeal said in its ruling. "Thus, there is nothing for this court to stay."
In addition, the court ruled that Donald Sterling "has failed to show that the balancing of the relative harms favors granting a temporary stay or supersedeas."
"We who represent Donald Sterling are deeply disappointed that he has been deprived from ownership of the Clippers after 33 years without being accorded appellate review of this harsh result," Max Blecher and Bobby Samini, attorneys for Donald Sterling, issued a statement Wednesday night. "Nevertheless, we are confident Donald will be completely vindicated in his federal case against the NBA. More importantly, we believe that the "popular" ruling in the Probate matter is a serious blow to the Privacy rights for all Americans."
Ballmer is now the Clippers' primary owner after bidding a record $2 billion to purchase the franchise.
Ballmer's lawyer, Adam Streisand, issued a statement on Wednesday in light of Sterling's appeal denial.
"While we have no doubt Donald Sterling will appeal to the Supreme Court, we are beyond thrilled and gratified and supremely confident that this is now over and done and Steve Ballmer is the undisputed owner of the Los Angeles Clippers," Streisand said.
The lawyer for Shelly Sterling, Donald's wife and the person approved to sell the franchise, also issued a statement on Wednesday.
"Shelly is thrilled that her decision to sell the Clippers to Steve Ballmer has been upheld by the Court of Appeal," said Pierce O'Donnell, lead counsel for Shelly Sterling. "It is time for Donald to accept that the game is over and he has run out of courts. For the Clippers, it is a new era under a new owner whose commitment to excellence and passion will take the team to an NBA championship."


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Exclusive BioShock Infinite Screens
Now that our October cover has been unveiled, it's time to get a better look at BioShock Infinite with these three exclusive screenshots. The images showcase the outdoor environments of Columbia, from the war-torn streets to a park with an idyllic gazebo.
Columbia's visual style is a departure from the underwater corridors of Rapture, and this is an intentional shift in direction. If the original BioShock's artistic vibe could be summed up as "New Year's Eve, 1959," the phrase that the team at Irrational uses to describe Infinite is "Fourth of July, 1912."
You don't need to take my word for it, though. Judge for yourself by clicking on the images below to see the full-sized screens.
Be sure to pick up a copy of the latest issue to see even more exclusive images, including an in-game shot of the 30-foot behemoth chasing after Elizabeth and Booker. Also, don't forget to check out our BioShock Infinite hub all month for even more in-depth info!


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Last month we gave you a glimpse into how we were taking in initial feedback on the game, and ideas for some potential system changes we could make. Today we wanted to follow up and provide concrete info on some of the changes we've been working on, and give everyone a heads up before the 1.0.3 patch hits later this month.
The ilvl (item level) of an item determines the statistical budget for its power. The way the game is currently set up in Inferno, Act I drops ilvl 61 gear and below, Act II drops ilvl 62 gear and below, and Act III and IV drop ilvl 63 and below.
Unfortunately this has caused two main issues. The first is players who find an Act too difficult feel compelled to use the auction house in order to progress. The second is that certain classes, skills, and play styles are less gear dependent than others, so although great items are making their way into the game economy, people feel pigeonholed into a handful of viable strategies. For a lot of people they would rather do something frustrating or boring in Inferno Act IV (such as having Tyrael fight for them or breaking vases) for a chance at a "top-tier" upgrade, rather than fight hordes of monsters in Inferno Act I.
We're shifting to a philosophy where the best items in the game can drop from many different places, so a wider variety of play styles are viable. If you would rather chain-pull elite packs in Act I than 3 minute cat-and-mouse in Act IV, we'd like you to be able to do that and know you can still find the best items in the game.
Nothing would explain it as well as just sharing the intended drop rates coming in the next patch, so here they are. Note that the drop rates vary slightly by item type; the table below represents an approximate aggregated rate of all item types:
New drop rates for 1.0.3
Item | Hell Act III/IV | Inferno Act I | Inferno Act II | Inferno Act III/IV |
iLvl 61 | 9 % | 18% | 19% | 24% |
iLvl 62 | 2% | 8% | 12% | 16% |
iLvl 63 | 0% | 2% | 4% | 8% |
As you can see, players who would rather murder monsters 4x as fast in Inferno Act I can do so knowing they have a chance at amazing items, and players who want a challenge can kill in Acts III and IV in Inferno and be rewarded with a higher drop rate.
You Keep Using That Word
As previously mentioned, we're going to be reviewing Legendary items in a future patch. Legendaries won't change in 1.0.3, but it's still something we're actively working on. When we're done, high level Legendaries should be flat out better than blue items, they'll carry a good amount of power with them, and they should also be distinctive or memorable in the benefits they provide. We'll be able to share more information on the specific changes we're making after 1.0.3 launches.
The Nephalem Difference
It's no secret that our goal for the end-game item hunt is players hunting monsters packs, building to five stacks of Nephalem Valor, and then killing a boss. While we're seeing a lot of that occurring, what we're missing is people feeling like it's worthwhile to continue onward after killing a boss.
To help hit that goal we're lowering the number of guaranteed Rare items on bosses when you have your full five stacks of Nephalem Valor from two guaranteed Rares to one guaranteed Rare (you still have a very good chance at multiple rares, it's just no longer guaranteed). In exchange, all champion and rare packs will now drop a bonus guaranteed Rare item when you have your full five stacks of Nephalem Valor. The change benefits players with more overall drops, and a reason to push to continue progressing.
You Into the Group Thing?
We're removing the bonus monster damage per additional player in a coop game. Our design goal is for players who prefer to play solo to be able to play solo, and players who prefer to play in groups to be able to play in a group. We feel the bonus monster damage per additional player is one of the biggest inhibitors to wanting to play with your friends.
In a perfect world, single player and co-op would be absolutely equal, but that's not attainable when you consider item properties such as "Life on Kill" or skills such as Archon which simply scale better when you are solo. Since the variety and breadth of game mechanics essentially dictate that solo vs. group play will never be 100% equal, our goal is to make them as close as possible but err on the side of coop in cases where we need to make adjustments. The inherent logistical requirements when forming up with other players and attempting to work together effectively warrants some added benefits.
Oh Yeah!
Inferno balance right now has a difficulty gap in which Act I feels about right, but Act II feels like trying to bust through a brick wall. In patch 1.0.3 we're going to be lowering that wall by adjusting the damage and health of monsters in Inferno Act II, III and IV. We feel like Act I Inferno is in a pretty good place.
Our design goal with Acts II, III and IV is to keep them challenging, but smooth the difficulty ramp out a bit. If a monk or barbarian is geared well enough that they can use a heavily offensive build and murder everything in Act I, they should be able to swap to a more defensive build and do okay in Act II. As they gear up they can begin adjusting back to becoming offensive in Act II, at which point they can jump into Act III with a focus on defense, and so on. Difficulty certainly ties into itemization, encounter and enemy tuning, and class balance, and all of these things together are going to paint a more reasonable difficulty curve as you hit Inferno in 1.0.3.
Paying for Your Mistakes
Current repair costs at level 60 are barely noticeable, and because of that we see a lot of people wonder if "graveyard zerging" tough enemies or "chain rezzing allies on a boss" is intended gameplay – it definitely is not. To help solve the issue we evaluated a number of new death mechanics, such as just allowing the resurrection timer to increase even higher, disallowing resurrection during boss fights, or putting a debuff on you when you resurrect (such as reduced combat effectiveness).
Ultimately we felt that increasing repair costs was the best solution that preserves the fast paced style of the game. Repair costs on level 60 items are going to go up a lot. Our goal is the next time a player is graveyard zerging a boss, it should occur to them that "this is probably not an efficient way to go about things". We're currently evaluating repair costs between 4x and 6x their current values.
In the face of increasing costs, we recommend listening to the Hardcore players out there as they probably have some helpful advice on how to minimize repair costs. Following this change zerging a boss will still be possible, but our intent is that it won't be optimal, and players who are seeking to be as efficient as possible will adjust their item hunting routes accordingly.
Whoa, Whoa, Nice Shootin' Tex
We're fixing a number of bugs with Attack Speed, mainly related to the stat not working on some items, but we've also decided we need to reduce the effectiveness of Increased Attack Speed overall. Many players have commented that Increased Attack Speed is such a dominant stat they feel it's required. While we don't have an issue with there being important stats, Increased Attack Speed in particular has secondary effects on mobility in combat, resource generation and resource consumption. We want there to be options and considerations for how you gear up, and one uber trump-everything stat can really work against choice and options.
There are two different solutions we're considering to reduce the effectiveness of Increased Attack Speed. The first is to simply reduce the value on all the items to their desired values. In general our desire is to never change items as that makes them feel less concrete, but the upside is you would still be able to look at an item and know exactly what you are getting. The other approach is to change the formula used for attack speed aggregation so that stacking attack speed from multiple slots suffers from diminishing returns. The downside of that approach is that it introduces yet another hidden modifier on an item property (and many people dislike hidden modifiers), and complicates the already difficult decision of item gearing.
We're currently leaning toward the first solution, to simply reduce the value on items, but we'd be interested to read people's thoughts on the problem.
Just Three Two Easy Payments
We previously hinted that Blacksmith and Jeweler costs are coming down, and overall it will be far more reasonable to train them up and craft items. The most dramatic reduction is on the combine costs for tier 2-8 gems.
Quality | Previous Cost | New Cost |
Flawed | 3 Chipped + 500 gold | 2 Chipped + 10 gold |
Normal | 3 Flawed + 750 gold | 2 Flawed + 25 gold |
Flawless | 3 Normal + 1250 gold | 2 Normal + 40 gold |
Perfect | 3 Flawless + 2000 gold + 1 Page | 2 Flawless + 55 gold + 1 Page |
Radiant | 3 Perfect + 3500 gold + 2 Pages | 2 Perfect + 70 gold + 2 Pages |
Square | 3 Radiant + 7500 gold + 1 Tome | 2 Radiant + 85 gold + 1 Tome |
Flawless Square | 3 Square + 20,000 gold + 2 Tomes | 2 square + 100 gold + 2 Tomes |
The gem combine costs for Perfect Square and above will remain unchanged.
Nerf Them, Buff Me
Class tuning is not a major focus for 1.0.3. There will be a small number of skills changes, but for the most part we want people to continue experimenting and enjoy their skills for a while. Our goal was and continues to be build diversity, and though we see quite a bit of build diversity, we think we can do much better. Class tuning will be an ongoing process, and we're targeting the 1.1 patch for most class tweaks, with a focus on punching build diversity up a few more notches.
But What About…
While these are a few of the larger systems adjustments we're making, the 1.0.3 patch will include many fixes, quality of life enhancements, Auction House improvements, and other changes. We hope you look forward to the patch as much as we do getting it out there, and again we appreciate your continued feedback. See you in-game!
Wyatt Cheng is a Senior Technical Game Designer for Diablo III. He kindly requests that if you see him in Development Hell you spare his life and move on.


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The following is a list of trainings available for registration. Some trainings may be offered more than once-this is indicated by multiple sessions. The training title is in the left hand column, the date, time, and location of each session is in the right hand column. ONLINE indicates the training will be conducted over the internet.
Don't see the training or event you're looking for? Try clicking on the "Calendar" link on the menu to see a list of trainings in chronological order, or click on the "Events" option to view events like the CaITAP Fair or Funding Fair. Or try searching for trainings by category using the drop-down menu under "Trainings".
To view information about a training, click on the title in the list below. To register for trainings, click on the appropriate session, then click on the "Register" link. If you are a returning user, enter your login information. If you are a new user, follow the "New Attendee Login" instructions at the bottom of the page. For help on setting up a new profile or other registration questions, click here.
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text: You are the PROTOTYPE, Alex Mercer, hiding in human form. You step out onto the streets of New York with no memory, but limitless power. As a terrifying viral epidemic sweeps across Manhattan, top-secret Black Watch Special Forces move in, transforming it into a war zone. Delve into the mysteries of your origin, the true nature of your power and your part in a conspiracy 40 years in the making.


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Executive Summary
- Our research conducted in collaboration with the World Economic Forum has identified the 10 big trends that will define consumption in China in the next 10 years and the steps that companies can take now toget out ahead of them.
- Consumption will be shaped by a booming middle class, older consumers, digital natives, a rapidly expanding sharing economy, technology advances and the growing importance of data, among other trends.
- Companies selling to Chinese consumers will need to improve their ability to create data-driven personalized offerings, establish agility and a readiness for frequent transformations, hone their digital strategy, develop the right talent, and take sustainability and other forms of corporate social responsibility seriously.
China's economy will undergo massive changes in the coming decade that will transform how people consume goods and services. With significant government support, the country will continue to migrate from an investment- driven model to a consumption- and services-driven model. It will shift from a relatively younger to a relatively older population. China will advance from being a manufacturing powerhouse to an active leader in digital innovation—a path it has already started down. And consumer attitudes will continue to evolve from a price-sensitive mindset, even as distinctions between Chinese and Western lifestyles remain. It all will have huge implications for multinational and domestic businesses alike.
Indeed, China's economy will rely on consumption to grow, and the consumers spurring that growth will be richer, older and more heterogeneous than they are today. Based on our research conducted in collaboration with the World Economic Forum, we see 10 big trends that will define consumption in China in the next 10 years. We also have identified the steps that companies can take now to get out ahead of them. Let's start by taking a closer look at each trend.
Trend 1: A booming middle class reshapes consumption. Here, the numbers say it all. In the coming decade, household consumption will grow by an average 6% annually to reach RMB 56 trillion ($8.2 trillion), powered by a middle class that will expand to represent an estimated 65% of households. By 2027, household income will have increased by around 5% annually, with a massive number of industrial jobs redeployed to service sector jobs, and population movement from rural to urban areas, where incomes are higher. That income growth will elevate about 180 million low- and lower-middle-income households to a higher income bracket, with more spending advancing from necessities to discretionary product categories. As China's government supports the transition to a consumption- and services-driven economy, with direct spending intended to fill some of the demand gap left by investment, it will also implement policies to encourage spending in such areas as health and pensions, discouraging saving.
Trend 2: The "graying of China" creates new demands. Like many other countries, China has an aging population. But the scale is unique. By 2027, an estimated 324 million people, or roughly 22% of the country's population, will be over 60 years of age. This will create economic challenges, as the percentage of working-age labor will decrease while the pressure on social benefits will increase. However, China's growing population of senior citizens will also expand opportunities for products and services tailored to this demographic. Across all income groups, elderly consumers will spend more on health-related expenses such as dietary supplements, disease treatments and senior care. They will spend more on insurance but less on clothing, housing and education. China's seniors will favor products for their ease of use, especially goods that support health and are optimally priced.
Unlike their predecessors, many of the new elderly will not be able to rely on their children for care, creating a strong demand for senior housing. This is a byproduct of China's one-child policy, which was in effect for 35 years and unbalanced the ratio of adult children to parents and grandparents. Meanwhile, 35 years of urbanization and rising housing costs will make it harder for multiple generations to live under one roof, further increasing the demand for senior care.
Trend 3: Digital "little emperors" raise standards. This is another significant demographic development. Those born in the 1990s will make up 15% of the population, and those born in the 2000s will represent 21% of China's population, in 2027. These younger generations are different from their predecessors in two major ways: They received meaningful financial support from their parents or grandparents, and they grew up in a period of rapid improvements in quality of life empowered by technology and digitalization. They'll continue to depend on technology and digitalization as they begin to enter the workforce and start families. They will consume at a higher rate than their predecessors did, seeking instant gratification and maintaining higher standards for convenience, quality and variety. This group is also comparatively less price conscious than previous generations. Companies will need to develop premium and personalized products and services to meet these higher standards that will increasingly influence purchases.
These young and digitally savvy consumers are more open to new things than older consumers are, and they prefer to express their difference in perspectives and share their experiences openly. These traits create opportunities for new business models to attract them. Also, more two-child families will form in the coming decade, leading to an increase in the demand for specific products and services for growing families, especially in housing, health and education.
Trend 4: Urbanization takes a new direction. China's urbanization rate will continue to increase over the next decade, from 57% in 2016 to around 70% in 2027. However, we expect urbanization to occur differently than in the past, with the Chinese government spurring urbanization away from megacity centers toward newly established economic clusters, such as Xiong'an New Area and the Yangtze River Delta city cluster. The population movement will be possible because of a drastic decline in the costs usually associated with distance, thanks to three major technological advances. High-speed trains and drones will make transportation and logistics cheaper and faster. High-speed Internet connectivity will enable a range of new possibilities—with e-learning becoming an attractive alternative to traveling to classrooms, and working from home becoming more commonplace. Meanwhile, 3-D printing will enable low-cost, small-scale production anywhere, cutting transport costs and allowing for instant delivery.
As people move to lower-tier cities or satellite suburbs of megacities, many of the advantages of big urban hubs will become available. That means more people will be able to enjoy a lower cost of living, more recreational space and less pollution without giving up the benefits of a major city.
Trend 5: The sharing economy spreads to many more categories. The sharing economy, which took hold so easily in China, was estimated to be worth about RMB 3.45 trillion ($520 billion) domestically in 2016, a sum that included spending both by consumers and businesses. Chinese consumers are already accustomed to paying for access rather than ownership, and by 2027, this model of consumption will become an even more routine part of their lives. Indeed, the segment could grow at a rate of 40% annually, accounting for 20% of China's GDP by as early as 2025, according to the State Information Centre.
Many Chinese consumers have embraced the sharing model of consumption in such areas as taxi transportation and bicycle sharing, enjoying the advantages of greater access and lower cost. Now, the sharing economy has further potential to benefit both environmental and economic development. Boosting the sharing economy through institutional innovations is one of the government's clearly stated goals. In fact, China is home to more sharing economy start-ups than any other country in the world. Propelled by technology and rapid urbanization, these companies are inventing new ways of sharing and are expanding sharing opportunities to new consumption categories. Technology is shrinking the convenience gap between sharing and owning. For example, the Internet of Things (IoT) can track the location and utilization of assets, while artificial intelligence (AI) can predict where and when to deploy resources. In addition, China's urbanization is increasing tensions between the growing demand for resources and their limited supply, a situation that creates a greater need for sharing. In the years ahead, the sharing economy will expand from its current offerings, such as cars and vacation rentals, to categories such as appliances and apparel, as well as to knowledge work.
Trend 6: "Widgets to digits" transforms retail on a much wider scale. By 2027, technology will dramatically reshape the retail industry in China—most notably, as the IoT and AI digitalize real-world actions (widgets to digits), autonomous vehicles and drones improve logistics, and augmented reality transforms the shopping experience. Overall, the retail sector will benefit from the seamless integration of data and the customer's journey between offline and online shopping, which will deliver an upgraded experience.
Technology will resolve some of the barriers to online shopping. For example, autonomous vehicles such as drones will help tackle the vexing problem of last-mile delivery. Augmented reality (e.g., new glasses) will help overcome the lack of sensory experiences, and AI will help with the challenges of product replenishment (e.g., smart fridges that restock items for consumers).
Physical stores will take on a new role. Most small-format offline channels, especially mom-and-pop stores, will be digitalized and linked to online platforms, thus overcoming the barriers related to economies of scale. Retailers will seamlessly integrate offline and online sales, either by owning multiple channels or through partnerships. The most successful retailers will engage with customers via online or offline channels throughout the entire customer journey. Cashless transactions and ubiquitous traceability of consumption will become the norm.
Consider that Chinese third-party mobile payments total in the trillions of dollars—compared with billions in the United States. According to research conducted in 2017 by Ipsos, an independent worldwide research group, and based on Tencent WeChat Pay data, fully 52% of Chinese consumers use cash for only 20% or less of their monthly consumption. By 2027, almost all daily transactions will be on mobile devices, which also means that almost all transactions will be digitally traceable, enabling companies to generate invaluable consumer insights that will help them develop better-tailored products, services and delivery options.
Trend 7: Personalization becomes the new mass market. Over the last decade, many industries in China offered personalized content in niche media or personalized marketing. By 2027, the personalization of products and services and the customer journey itself will become the norm, changing not only what people buy but also how they buy. As such, personalization will no longer be an option for businesses but a requirement. AI, robotics, 3-D printing and other emerging technologies will significantly reduce the cost of personalizing product design, manufacturing and consumer communications. Customized products and services will be offered by current mass brands as well as by niche brands targeting small consumer segments. As personalization becomes pervasive, the platforms that own consumer data will have an edge over brands that charge a price premium to compensate for their investments to determine what consumers like and need.
Trend 8: Data will be the new oil. These advanced consumption models will not be possible without data, and the companies that control data will gain influence and a substantial competitive advantage. In many ways, data will become the new oil. By 2027, China may have fewer than five companies controlling most consumer data. They will extract, process, refine, value, sell and buy this key resource.
There is a big difference between owning data, and sharing and integrating that data across platforms. Today, companies capture terabytes of data, but their analytical capabilities and the insights generated by the data are still lagging. Emerging technology that makes data more usable, such as machine learning, will resolve this challenge.
Trend 9: Technology's risks intensify. In addition to providing opportunities, rapid technological development is creating risks for consumers and society. The first risk involves the mounting tension between digitalization and privacy. With the ability to track and trace almost all personal data back to a specific individual, privacy infringement will become a huge concern in China, especially if a small group of companies owns billions of consumer data points. Potential government access to the data could be a valuable tool against economic crimes and tax evasion by businesses, but citizens, too, will be open to total surveillance—and that may pose a serious problem unless a regulatory framework protecting Chinese consumers' privacy is put in place.
The second big risk: the inequality of inclusive growth. As technology innovation advances, the digital gap between those who have access to technology and its benefits and those who do not will widen. Fostering inclusion and equality requires understanding and serving the different needs and aspirations of urban vs. rural dwellers, the young vs. the elderly, and low-income vs. high-income earners.
Finally, there's the rising toll technology takes on the environment and sustainability. Consider that during the November 2017 Singles' Day online sale in China, overall orders from major e-commerce platforms totaled 850 million, according to China's State Post Bureau, requiring at least 331 million packages to be shipped from one day's purchases. The abundance of packaging material and additional vehicles for delivery create major environmental and infrastructure challenges that will only worsen as the retail industry becomes more digitalized and the number of deliveries rises dramatically.
Trend 10: Consumption takes two paths, Western and Chinese. In the past decade, two forces have emerged to shape Chinese consumers' attitudes toward culture and lifestyle. First, consumers are more affluent and have greater access to Western culture and lifestyle, thanks to China's open policy and technological development. Second, the government encourages strengthening China's cultural heritage, promoting activities that popularize traditional culture and incorporating it into national education.
For example, within the same income level and generation, consumers living a Western lifestyle will save at a lower rate than those who prefer a Chinese lifestyle, according to our survey of 2,300 Chinese consumers. Among respondents of the same age group (the 1980s generation) and income (lower middle), those who self-identify as preferring a Western lifestyle spend 4% more than Chinese lifestyle respondents. This division of lifestyle preference will have a greater impact on some consumption categories than on others. It will have the biggest effect on food and beverage, health and wellness activities, and recreation, and less influence on categories such as apparel. According to our survey, incremental spending among those preferring a Western lifestyle is mainly on premium food and dining out, sports and fitness, and overseas travel. For those leaning toward a Chinese lifestyle, incremental spending is mostly for organic and healthy food, disease treatment and such offline recreations as hiking or attending the cinema.
The roughly even split in consumers' lifestyle preference cuts across income groups, generations and geography, according to our survey. Also, we see it reflected in consumers' chosen sources of trusted information. For example, those oriented toward a Chinese lifestyle tend to rely more on word of mouth from friends and family than do their counterparts who favor a Western lifestyle. Those leaning toward a Western lifestyle tend to rely more on the media when forming attitudes about consumption.
Even as more options become available over the next decade, consumers will continue taking these separate paths, resulting in distinct divisions in spending behavior.
Alternative scenarios
A word of caution: Overall, these trends reflect our basic view of the direction China is most likely to take. Yet, uncertainties definitely exist. One possible scenario is a "middle-income trap" that could occur if such risks as a widened skills gap and intensifying automation contribute to significantly uneven income growth. For example, displaced workers may have great difficulty finding comparable jobs without new training or education, which would result in much slower middle-class growth. Among the effects: Consumers would refocus on functional needs. The other possible uncertainty is a "turning inward" scenario that could happen if governments' policies around the world favor protectionism, leading to a rise in nationalism. Overall, more protectionist and nationalistic policies would reduce consumption and shift Chinese consumers' attitudes away from a Western lifestyle, contributing to a higher household savings rate. The effect would be biggest for foreign brands, especially in food and beverage as well as alcohol and tobacco. A slowdown in innovation could be a serious long-term consequence.
How to capture this future
To thrive amid China's big changes over the next decade, businesses serving consumers will need to rapidly develop five critical capabilities. We believe that companies will be required to:
Become more consumer centric, improving their ability to create data-driven personalized offerings. In 2027, consumer advocacy will be more important, with word-of-mouth recommendations spreading faster than ever and exerting more influence over buying decisions. Consumer centricity is all about designing experiences from the consumer's point of view and orienting the organization around the consumer.
A consumer-first mindset starts at the executive suite and flows to all levels and areas in the organization. With access to data never before available, the best businesses will generate data-driven personalized offerings. They will integrate all consumer data and translate that data into insights, then convert insights into personalized products and services and targeted methods of engagement. Already, leading brands no longer view people only as consumers. The most forward-thinking companies also see them in the role of coproducers. In the past, with relatively limited consumer insights, it was sufficient for a brand to identify target consumers and determine their needs. Now, armed with a comprehensive—and dynamic—profile, brands have new missions, such as finding ways to stimulate consumer needs, identifying look-alike consumers and turning consumers into brand ambassadors who effectively cocreate the brand.
Also, products are advancing from commodities to become part of an integrated consumer experience. As the old business-to-consumer model evolves from the simple goal of meeting mass demand to a world of consumer- data-inspired personalized products and delivery, the best brands are determining how to integrate products into the overall customer experience—which includes not only shopping but learning about a product, using it and recommending it. To keep themselves on track and earn loyalty, winners will measure consumer outcomes through the Net Promoter System®, a common gauge of customer advocacy that starts by asking one fundamental question: "How likely would you be to recommend us to a friend?"
Establish agility and a readiness for frequent transformations. The next 10 years will be a period of rapid change across almost all consumption categories in China, mostly spurred by digital and technological innovations. To succeed, businesses will need to make agility in innovation a core competency. Agility will allow them to ride the wave of winning trends without being the first movers. They will need to be just as quick to exit losing trends, avoiding the long-drawn-out processes typically associated with incumbents. Developing rapid responsiveness means migrating to Agile ways of working, establishing faster decision making and taking more risks (see the Bain Brief "Agile Innovation" and the accompanying video). This requires companies to focus on specific assets within the operating model related to both processes (e.g., customer feedback cycle, time to market) and people (e.g., organizational structure, culture).
The magnitude of this digital challenge can seem overwhelming. However, it becomes manageable when leaders understand that a digital transition is not a linear journey from A to B; it is a voyage toward a target that will shift over time (see Figure 1 and the Bain Brief "Leading a 360-Degree Digital Transition"). In this environment, the goal is to create an organization that is close enough to the market to detect when change is essential and agile enough to respond fast with the most competitive solution. While every industry and every company feels the effects of this digital challenge differently, we have found that an agile organization has the best chance of finding its correct path and adapting as necessary. In general, a digital transition combines managerial practices that leadership teams have examined for years but have rarely implemented in full: frontline empowerment, organizational flexibility, cross-functional collaboration and decision making based on quantitative analysis, linking strategy to execution and adapting continually. In a digital world, these capabilities form the composite set of must-have skills. Developing those skills is a journey involving everyone in the organization.
Build a digital strategy for major elements of the value chain. China's advances in high-speed connectivity and digital technologies will transform a range of capabilities, including R&D, manufacturing, logistics and warehousing, marketing, sales and customer service. Businesses will be required to think about the strategic fit of the different technologies, either to generate value individually or in combination with one or more other technologies. Businesses also will need to think in terms of their ecosystem (including collaborators, partners and vendors) as opposed to just their own assets and investments. They should start mapping their ecosystem by activity, assessing the strength of their capabilities in each activity within that ecosystem. Because they are often constrained by complexity, incumbents will have more difficulty with this transformation than technology giants and new technology-focused businesses. Many incumbents will radically simplify their operations in tandem with their digitalization.
Companies need to create new flexibility and efficiency in their R&D operations and supply chains. Leading brands use real, comprehensive and timely consumer information to optimize those capabilities. They view consumers as an integral part of the R&D process, taking an interactive approach to R&D that allows for timely changes in design and planning based on consumer feedback. They make their supply chains flexible enough to adjust to real-time frontline sales results and more accurate sales forecasts enabled by new technology such as AI.
The best companies also rely on technology and data to reimagine marketing and consumer management and to modernize their routes to market. The online channel becomes a closed loop for interacting with consumers, collecting data, and gaining the insights that can help brands develop and deliver personalized marketing messages at the appropriate touchpoints, constantly refining what they learn and how they market. Similarly, old distribution networks are being replaced or enabled by digital technology. The upgraded networks provide instant access to point-of-sale data and allow greater efficiency in managing product portfolios, inventory, pricing and promotions.
Develop the right talent in the right organization. Fast and frequent transformation of the consumer market in China over the next decade will pose a great challenge to companies' talent strategies. Businesses will need to find talent with the appropriate hard skills, such as data science. However, that may be the easiest challenge. The harder task will be finding talent with the fundamental soft skills of self-motivation, entrepreneurship and creativity and an eagerness for lifelong learning. Even harder will be the challenges of retaining talent, reskilling workers as required and keeping them motivated. Winning companies will rethink their talent strategies through the entire process, from requirement definition to recruiting, and from role allocation to talent retention.
Also, the organization will need to change: The new structure must allow for seamless coordination among functions, which is something that traditional organizations rarely accommodate. Today, many companies are organized around function-specific key performance indicators, and their reporting lines do not support the cross-functional work required by digital advances in marketing, sales, consumer services, R&D and the supply chain.
Properly designing and resourcing mission-critical roles will change the rest of the organization. Budgeting and planning will need to be revamped. Most firms won't need as many professional managers as they have today. Managerial spans will widen considerably as more information flows become peer-to-peer rather than hub-and-spoke. The definition of leadership will change, with multiple tracks available. Some tracks will recognize and reward the efficient management of routine processes, while others, just as highly prized, will value the coaching and development of apprentices as they migrate from one role to another.
Take sustainability and other forms of corporate social responsibility seriously. Environmental and sustainability challenges introduced by new technologies and business models will be widely acknowledged among connected and empowered consumers in China. Consumers will care more about sustainability in the years ahead, motivated by the increasingly serious effects of pollution and the government's determination to mitigate environmental deterioration. Consumers will increasingly look for sustainable brands. Potential employees will seek out companies with broader missions that value society and the environment.
As a result, socially responsible companies will earn more respect and enjoy a competitive advantage. In addition, a focus on sustainability can bring potential cost reductions from reduced resource usage or waste.
Businesses should start incorporating social responsibility into their strategies by setting clear targets and launching initiatives to deliver against those targets. However, many companies are finding it harder than anticipated to reach their goals. For example, while 7 of the 10 largest global consumer goods companies have set carbon emissions reduction goals that include indirect supply chain emissions, only 2 of those companies reported reductions from purchased goods and services in 2016, with an average reduction of just 1%, according to the global environmental platform CDP (excluding methodology changes). Although they may have adapted their own production and logistics to lower resource requirements, they have discovered that they cannot reach higher sustainability objectives without deep collaboration with their agricultural suppliers, who have often set less aggressive goals. The key reason is that suppliers fully understand the on-the-ground challenges. They are much closer to where system-wide operating practice changes must actually happen. Furthermore, even as they address climate-related concerns, companies are tackling multiple issues. For example, even those with reputations for leading progress on sustainability still struggle with child and forced labor issues.
In our experience and analysis, making a meaningful difference upstream in the supply chain typically requires a three-step approach: mapping out the specific issues that need to be addressed (and by whom), developing a portfolio of actions at the system level and building on successes. Furthermore, companies do not need to wait until they have a 100% sustainable supply chain to begin offering sustainable products. Some pioneering companies outside of China already are benefiting. For example, in the UK, ethical food and beverage sales grew by 9.7% in 2015 compared with 2.1% for the rest of the market. Unilever's "Sustainable Living" brands are growing 50% faster than the rest of the company's portfolio.
The road ahead
Building these five critical capabilities essentially means creating a "firm of the future" that will be organized and operated much differently (see the Bain Brief "The Firm of the Future"). Scale and customer intimacy will no longer be mutually exclusive, and both will be must-haves. Companies will need to manage talent differently, with the best talent deployed in mission-critical roles. Partnerships among brands, platforms and outsourcers will no longer be optional. Businesses will need to excel at both growing the core business and innovating to spur future growth. Agility and flexibility will be core competencies. Only after assessing a business's life stage and need for change will leaders be in a position to determine where and how to make the best use of these capabilities.
Indeed, as China marches forward, many stakeholders have the potential to shape the country's consumption future: the government with its supportive policies, businesses that exist today and emerging entrepreneurs with their innovative business models, and academic institutions with their progressive education models. Working together, these stakeholders can help deliver an ecosystem that benefits not only consumers but also society. By moving beyond the societal challenges in a collaborative way, China can build a consumption landscape that serves as a model for other fast-growth consumer markets.
Bruno Lannes and Weiwen Han are Bain & Company partners based in Shanghai. Richard Hatherall and Jason Ding are partners in Hong Kong and Beijing, respectively. Mike Booker, who leads Bain's Consumer Products practice in Asia-Pacific, is a partner in the firm's Singapore office.
Net Promoter®, Net Promoter System®, Net Promoter Score® and NPS® are registered trademarks of Bain & Company, Inc., Fred Reichheld and Satmetrix Systems, Inc.


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Hello friends,
We have recently been getting asked a lot by the public players and as well as some of the remaining clans within Spearhead if we will ever look to re-host the moh:league tournament seeing as the previous two back in 2012 and in 2013 were well organized and notably successful.
Supported gametypes in the league are: Objective, Freeze-Tag(Objective) with Rifle only or All weapons.
Beside that, we will host a knockout fun cup! In this cup you will be playing with rifles only and steal the enemy their beers!
We will also hand out prizes to the top team(s). (Prizes will be announced soon!)
Twitch livestreams will done to support this old game and show the rest of the world that this community is still active!
For more information, please visit the league guidelines page: https://gun-clan.com/moh-league-guidelines/
Please share this tournament with all of your MOH friends!
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If we take a closer look at the origin of the word "agile," the Latin word "agilis" means nimble, active, or mobile. In the complex world of IT, it is important to create a very agile IT in order to respond better and faster to predictable and, more importantly, unpredictable events.
How to Bring Agility in Your Service Management and Why at All?
As I already announced in the article on the bimodal working method, we are diving a little deeper into the topic of agile service management here. Brief reminder: DevOps as a philosophy with its 5 principles of CALMS
C – Culture
A – Automation
L – Lean
M – Measurement
S – Sharing
endeavors to ensure the smoothest possible connection between the development and operation of IT solutions. This is supported by numerous approaches, but mainly by the development, further development and application of agile methods (such as SCRUM).
4 Reasons Why It Is so Important to Bring Agility in Your Service Management
It is important to note here that when we talk about agility, we are not speaking of speed exclusively. If we take a closer look at the origin of the word "agile," the Latin word "agilis" translates to nimble, active or mobile. In the complex world of IT with its drastic increase in changes and the accompanying uncertainties—which some may know as the VUCA world (volatility, uncertainty, complexity, ambiguity)—it is important to create a very nimble IT in order to be able to react better and more quickly to predictable and, far more importantly, to unpredictable events.
However, we are now facing the challenge of adopting and maintaining the agile methods, practiced in development, in our normal operation. How can we achieve that?
The DevOps Institute has placed its focus in agile service management on the application of agile methods to the design of IT service management processes and their continuous improvement.
But, let's take a step back first: What do we expect from the use of agile practices? What do we need agility for in IT and in the company?
- Quick Start to Added Business Value
Minor changes, for example functional extensions in SAP, can be integrated in operations considerably more quickly and thereby reduce the time-to-market as compared to large releases significantly (Fig. 1).
- The Ability to Change
The advantage of implementing changes in incremental steps is that you can counteract early on in the event of deviations from the main target (kaizen principle). This way, the ability to change and, with that, the agility is retained over time (Fig. 2).
- Creation of Visibility
Implementing changes in small steps paired with quick feedback to the stakeholders, both internal and external, increases the visibility of changes drastically (kaizen principle). Major, drastic changes are counteracted by implementing them gradually. This creates transparency throughout the entire service lifecycle and builds trust among all persons involved. Changes become comprehensible, and the level of acceptance rises (Fig. 3).
- Minimization of Risks
At the start, the risk is very high, for example when changing IT services. However, when using iterative steps, the risks involved in a fallback are usually far smaller. Failing fast is even desired here. The sooner we encounter a risk, the quicker we can learn from it and improve. Opportunities to counteract are used at an earlier stage.
Now that we are familiar with the general advantages of using agile methods, let's take a look at service management with this knowledge as a basis. To do this, we will transfer agility to the familiar ITIL which, in its current state, has been around for quite some time (Fig. 4).
KAIZEN and KAIKAKU
Kaizen is Japanese and stands for continuous improvement by means of small, incremental changes. It roughly translates to change [kai] for the better [zen].
Kaikaku is the Japanese word for radical change. It is a business concept that makes fundamental, transforming and radical changes in contrast to kaizen, which focuses on minor changes.
(Source: Lean IT Association (LITA))
Let's Move along the Three Pillars of ITIL V3: Functions, Processes and Roles…
- The purpose of functions is to form various different teams, including "one-man shows," that bring structure and stability to an organization.
- Processes describe how activities are structured and implemented.
- The purpose of roles is to define responsibilities within as well as outside of processes.
Example of Functions: Agile Service Management and the Service Desk
Our beloved service desk will serve as the example function. Due to its strategically important position as a single point of contact (SPOC), it is instrumental to the success of a healthy IT company. It is up to the managers of the service desk in particular to ensure agility here. They should be able to literally "let go."
A service desk team that works independently and decides which tasks are to be performed next, thereby initiating improvement measures for its work independently, accelerates all flows of information between customers, internal departments and the service desk team.
ITIL®4 – the Service Desk as a General Management Practice
The service desk is also included in the new best practice framework, but this time in a new category.
The service desk, which is no longer "just" a function but will be declared a General Management Practice in ITIL®4 in the future, is still a central component of service management. The main purpose of the service desk practice has not really changed as compared to ITIL®V3. It still involves recording the demand for incident solutions and service requests.
The service desk is still the single and central point of contact for the service provider and all its users.
Example of Processes: Agile Service Management and Continual Service Improvement
What about processes that are already established? How can we inject agility into them? First off, I have to say that I will probably disappoint you here. The processes themselves will not become agile. But, the process design and process improvement will. The character of a process ("how do I get from A to B?") would not be the same otherwise.
What would be more obvious than to pick out the process that already visually resembles the familiar circles of evolutionary development, known to many as sprints, of agility and which carries improvement at its core: the continual service improvement process with the Shewhart circle (wrongly referred to as the Deming circle and familiar to many as the PDCA circle) (Illustration 1).
Perhaps you have noticed that the word "continuous" is used frequently in connection with the agile methods and philosophies, for example in continuous integration, continuous delivery, continuous deployment or continuous improvement. Now we have the continual service improvement process. How do continual and continuous go together?
Continual on the Way to Continuous
First, let's try to work out what the difference is between these two very similar words. These days, "continual" and "continuous" are often not distinguished from one another and used as synonyms. The primary definition of "continual" is "occurring frequently." The primary definition of "continuous" is "uninterrupted" or "incessant." It's simple, isn't it? Let's clarify the difference with two simple examples.
Things that are incessant or exist without interruption are "continuous." For example, the flow of a river and the movement of the planets around the sun are continuous, because they never halt. Things that occur frequently or recur periodically are "continual." They are not incessant but occur regularly. For example, telephone calls to a busy office and departures from a bus station are continual because they occur regularly but not in an uninterrupted flow.
"Continuous" and "continual" in agile service management: Illustration 2 is to clarify that we are no longer waiting for the one major change in the IT service process to pass through all committees and offices. Instead, we are creating an incessant flow of changes and learning from them.
This does not rule out that processes that have already matured in the sense that they have become established—you are probably familiar with the phrase "This is how we have always done it"—are thrown overboard and the maturing process starts all over again. Quite the opposite: This is what rings in agility. Because the processes undergo agile continuous improvement, we continually adapt the process to the current prevalent conditions time and again, which makes the process agile.
Example of Roles: From IT Service Manager to Agile Service Manager
"Service manager" is usually a generic term for a manager within a service provider. It is often used to refer to a business relationship manager, a process manager and a senior manager who is responsible for IT services. Service managers address the processes of business relationship management, service level management and continual service improvement, for example. (ITIL 2011 Edition – Service Operation). They have a clear understanding of the services that are required in order to provide goodwill.
Agile service managers add agile values and practices to the classic service manager role described. Being experts in business relationship management and service level management, they know how services must be operated in order to meet the business requirements of their internal and external customers.
By applying their agile mindset, agile service managers expand the perceptions of customers and process owners when it comes to understanding the interaction between goodwill and processes. According to the DevOps Institute (DOI), they are frequently referred to as the operational equivalent to the scrum master, who is usually found in software development.
Experience in the area of organizational change management is also important, as many of the tasks this role performs facilitate the cultural change. They are mediator, coach, protector and a real servant leader all in one. A servant leader focuses on identifying the needs of others at an early stage and fulfilling them. This is what drives and motivates them to exert influence and lead.
As I already described in my previous article, communication and cooperation take center stage here. They constitute the link between development and operations management.
As one of the world's leading IT consulting companies with broad expertise in application management services, NTT DATA Business Solutions understood right from the start that it is important to take agile ways of behaving and thinking into account early on and anchored the principle of servant leadership in its people values.
You, dear customer, and we here at NTT DATA Business Solutions are a strong alliance when it comes to agility. Let's join hands and generate more ideas for an agile future!
Are you interested in further details? Don't hesitate – contact us today!
-by Dirk Fuhrmann, Service Delivery Manager Managed Services, NTT DATA Business Solutions AG-
E-mail: [email protected]


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Advanced Search
Patches for Adobe Reader, Acrobat; multiple Apple products updated, including OS X, iTunes, and iPhones
Adobe and Apple rolled out security updates on Tuesday on top of Microsoft's lone patch for PowerPoint.
Adobe identified two "critical vulnerabilities" in Adobe Reader 9.1 and Acrobat 9.1, as well as in earlier versions of those applications. The first vulnerability could crash both applications and potentially allow control of a system by an attacker. The second vulnerability only applies to Adobe Reader running on UNIX.
Adobe describes the details in its patch advisory, but the fixes may seem like déjà vu for some IT pros.
"For the second time this year, users have been left holding the bag for security issues in Adobe products," said Andrew Storms, director of security at nCircle. "In February and again in April of this year, enterprises were trying to mitigate threats from zero-day exploits in the popular Adobe PDF products. The PDF document, once viewed as a safer alternative to the Microsoft Word format, has dropped a few rungs in security credibility."
"While this advice seems plausible for the small office, for the enterprise this task is daunting and comes at the price of reduced functionality," he said.
Meanwhile, Apple Inc. got in the spotlight with a massive patch release. Nearly every popular component seems to be on the slate. The patch includes fixes for Mac OS X, iTunes, iPods, iPhones, QuickTime and the Safari browser. (Safari was hacked in less than five minutes at a recent security conference.)
A fair number of the updates are for open source applications bundled with the Mac operating system. Attackers likely have been using public disclosures of vulnerabilities in open source applications for both OS X and the iPhone to find holes in Apple products, according to Storms.
"This is a real wake up call for everyone that has been touting the Mac OS as more secure than Windows," Storms said. "Who would have thought that OS X was so insecure? Now that Apple has let the security cat out of the bag, users are encouraged to update as soon as possible because exploits will be written very quickly."
About the Author
Jabulani Leffall is an award-winning journalist whose work has appeared in the Financial Times of London, Investor's Business Daily, The Economist and CFO Magazine, among others.


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Architectures de bolomètres pour des Télescopes à grand champ de vue dans le domaine sub-Millimétrique au Sol
Since 2013, ArTéMiS has been part of the suite of instruments of installed at the Atacama Pathfinder Experiment (APEX), a telescope designed to study the "cold Universe", areas of space where the temperatures are only a few degrees above absolute zero.
These regions emit far-infrared (or submillimetre) light that is detected by ArTéMiS between wavelengths of 350 and 450 microns. "By mapping these regions with ArTéMiS, astronomers study the very early phases of star formation in our own galaxy and try to understand the physical parameters involved in these phases," says Vincent Reveret, astronomer of the Commissariat à l'énergie atomique (CEA)-Saclay and part of the team behind ArTéMiS.
Technically speaking, ArTéMiS is a large bolometer camera working in the submillimeter range. This camera can be described as a large array of ultra-sensitive thermometers that measure tiny temperature variations caused by the incoming radiation emitted by cold material (gas and dust) in the Universe.
"Light detectors, like optical CCDs, photodiodes or photoconductors do not work in the submillimetre range. In this domain, we use thermal detectors — or bolometers — in which the absorbed submillimetre light heats up a material inside the pixel of the camera," explains Reveret.
ArTéMiS contains more than 2000 of such bolometers cooled down to just -272.85℃ (0.3 degrees above absolute zero). The great sensitivity of ArTéMiS combined with the large number of pixels makes the mapping speed more than five times better than previous instruments working in the same wavelengths, and provides astronomers with a great tool to understand the Universe.
ArTéMiS uses the same technology that was developed for the Herschel Space Observatory detectors. In 2016, ArTeMiS was upgraded to allow simultaneous observations at two wavelengths (350 and 450 microns). The result of this upgrade according to the team was successful, and now the instrument can acquire data with angular resolution more than three times better than the Herschel Space Observatory at the same wavelengths.
Data collected by ArTéMiS perfectly complements Atacama Large Millimeter/submillimeter Array (ALMA) by taking initial observations of the submillimetre universe. "ALMA sees better details, but is not able to make big maps — or at least it takes long long time! When ArTéMiS makes large maps of big molecular clouds, for example, ALMA can perform follow-up observations of some sources detected by ArTéMiS," concludes Reveret.
ArTéMiSThe authoritative technical specifications as offered for astronomical observations are available from the Science Operation page.


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You've Got to See Carrie Underwood Rocking Out to Ozzy Osborne at the 2019 AMAs
When mentioning the names "Post Malone," "Travis Scott" and, perhaps most particularly, "Ozzy Osbourne," it probably doesn't stand to reason that "Carrie Underwood" will fit into that particular narrative. However, when the former three musicians got together to perform at the 2019 American Music Awards Sunday night (Nov. 24), all came together in symmetry.
The aforementioned three delivered an impassioned version of Malone's "Take What You Want" (which features Osbourne and Scott on the recording), complete with a gothy dark backdrop and flames worthy of Osbourne's blackest Sabbath. The 70-year-old Osbourne himself gave a particularly fiery performance, and the audience was loving it—including Underwood, who was spotted rocking out in the audience shouting out the lyrics along with the Prince of Darkness (check her out at the 1:00 mark above). Who knew Carrie was such a rock chick?
It's good Underwood was able to let loose and blow off a little steam at the awards show, as she had a particularly emotional evening overall. While accepting her award for Favorite Country Album (Cry Pretty), she was unexpectedly presented with another award right on top of that, Favorite Female Artist — Country. The dual honor had her overcome and in tears, thanking her fans and two sons: "Mommy loves you!"
We Think Carrie Underwood Fans Will Love Caylee Hammack:
See the Best Country Looks on the 2019 AMAs Red Carpet:


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Optometry warnings about the damaging effects of ultraviolet radiation on our eyes have not yet reached the degree of public awareness of that of skin damage. Yet, the sun can be just as damaging upon our eyes with unprotected exposure. Short-term exposure to very bright sunlight can result in a type
Read more


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Selecting the Correct Ammunition
The way a projectile performs when shot from a firearm depends on the bullet weight or shot size, the design of the projectile, the materials used to manufacture the projectile, and the type and amount of gunpowder. When selecting the ammunition for your firearm, remember the following.
- It is critical that you use the correct cartridge or shotshell for your rifle, handgun, or shotgun.
- You should also consider the species being hunted, the hunting environment, and the hunting regulations.


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Convert To
Convert content in your worksheet to one of 2-D Math Nonexecutable, 2-D Math Input, 1-D Math Input (also called Maple Input), Hyperlink, Plain Text, Label Reference, Inert Form, or Atomic Variable.
Select the content to be converted.
From the Format menu, select Convert To, and then select a format.
If you select Hyperlink, complete the information in the Hyperlink Properties dialog box. See Insert a Hyperlink.
For details on using Convert To > Label Reference, see Label Reference.
Converting to 2-D Math
Inert Form
Atomic Variable
The Format > Convert To > 2-D Math Nonexecutable menu selection is useful for converting text or executable standard math notation to a nonexecutable math expression.
The Format > Convert To > 2-D Math Input menu selection is useful for converting text or Maple Input to executable standard math notation.
For more information, see Executable and Nonexecutable Math.
The Format > Convert To > Inert Form menu selection is useful for converting sum, product, differentiation and partial differentiation, integrals, limits, and the evaluation symbol (vertical bar) entered using palettes to standard yet non-executable notation. You can use this feature in Document mode, or at a Maple prompt in Worksheet mode.
The check box Atomic Variable will turn a Maple expression into an atomic object. For more information on the uses of atomic objects, see Atomic Variables.
See Also
2-D Math
Atomic Variables
Executable and Nonexecutable Math
Insert 1-D Math Input
Insert 2-D Math
Insert a Hyperlink
Label Reference
Overview of Palettes
Download Help Document


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New Musicals Directory
Members-Only Features
This page contains content or features only available to NAMT members. Please log in for full access. Not a member? Apply now!
Log In Learn MoreHere's a taste of what members can find in our database of New Musicals:
Come From Away
Number of Acts: 2
Number of Principals (Male): 5
Number of Principals (Female): 5
Total Cast Size: 10
Orchestra Breakdown:
1. Acoustic guitar 2. Bodhran/low whistle/mandolin/drums 3. Violin/viola/cello 4. Bass/accordion 5. piano
Casting Notes:
Principal Male and Female: 5-7
Come From Away tells the true story of when seven thousand people landed on the doorstep of Gander, Newfoundland… and the people of Gander "put the kettle on." A rocking musical about when 38 planes from around the world were diverted to a small, Canadian community on September 11, 2001—doubling its population in an instant. While the world witnessed the worst acts of humankind, the stranded passengers had their faith in humanity restored by the spirited people who comforted those who had come from away.
Production & Development History
In 2011, David Hein and Irene Sankoff received a Canada Council for the Arts grant to travel to Newfoundland for the tenth anniversary of September 11, 2001, where they met, interviewed, and were "screeched-in" with returning passengers, pilots and local townsfolk. With an additional grant from the Ontario Arts Council, they first workshopped Come From Away at the inaugural season of The Canadian Music Theatre Project (CMTP), presenting at Sheridan College and the Panasonic Theatre in Toronto. In January, 2013, they developed the show further at Goodspeed Musicals' Festival of New Artists and again in March at CMTP/Sheridan.
Festival Successes
Commercial option picked up by Junkyard Dog Productions. Production at Ford's Theatre in 2013. Production at Royal Alexandria Theatre. Workshop at the 5th Avenue Theatre (WA) in 2014; full productions at La Jolla Playhouse (CA) and Seattle Rep (WA) in 2015; full productions at Ford's Theatre (D.C.) and the Mirvish Theatre (Toronto) in 2016; opened on Broadway March 2017; nominated for 7 Tony ® Awards including Best Musical, Best Book and Best Original Score. 2018 productions at Center Theatre Group and 5th Avenue Theatre. West End production opened February 2019, won Olivier Award for Best Musical. Curve Theater producing first UK tour scheduled for 2024, and weeklong run in March 2024.


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Weaponz Online is a small veteran owned business which was started
in July of 2014. We primarily work with other businesses on custom
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products such as challenge coins and other memorabilia related to the Aircraft Armament Systems (Weapons) career field within the USAF. Our primary goals with our products is to give private organizations (snackbars!) the resources they need to be able to raise funds for their unit based events, as well as give those who do not have access to weapons memorabilia and easy avenue to get items that they'll love.
We are most popular for our series of aircraft specific Remove Before Flight tags, aircraft shaped challenge coins, or AFSC specific Duty Identifier Tabs!
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The BOOM Duty Identifier Tab is an embroidered patch for the USAF OCP uniform, it is spice brown and bagby green and intended for those assigned to the In-Flight Refueling career field. It is worn on the top of the left sleeve of the operational camouflage pattern uniform. These duty identifier patches are currently used in the United States Air Force (USAF) and/or the United States Space Force (USSF), each career field is authorized to have these patches, pending the acronym approval from their career field manager.
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Our commitment to safety
We want you to move freely, make the most of your time, and be connected to the people and places that matter most to you. That's why we are committed to safety, from the creation of new standards to the development of technology with the aim of reducing incidents.
Helping to keep each other safe during COVID-19
We're actively monitoring the coronavirus (COVID-19) situation and are continually working to help keep those who rely on our platform healthy and safe.
How safety is built into your experience
Safety features in the app
Share your trip details with loved ones. Track your trip during your ride. Our technology helps put peace of mind at your fingertips.
An inclusive community
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Support at every turn
A specially trained team is available 24/7. Reach them in the app, day or night, with any questions or safety concerns.
Building safer journeys for everyone
Driver safety
Count on 24/7 support and emergency assistance. Share your trip with loved ones. Our focus is on your safety, so you can focus on the opportunity.
Rider safety
Millions of rides are requested every day. Every rider has access to safety features built into the app. And every ride has a support team if you need them.
The future of safety
More than 200 Uber employees, from researchers and scientists to designers and engineers, are focused on building technology that puts safety at the heart of your experience. Find out what they're up to.
"Every day, our technology puts millions of people together in cars in cities around the world. Helping keep people safe is a huge responsibility and one we do not take lightly."
Dara Khosrowshahi, Uber CEO
Partnering to make a difference
Our commitment to safety goes beyond your ride. We have teamed up with leading experts—from public safety officials to anti-violence organizations—to help make roads and cities safer for all.
*Certain requirements and features vary by region and may be unavailable.


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Berlin supermarkets discover banana boxes stuffed with cocaine
Boxes filled with bananas and cocaine have been delivered to five Berlin supermarkets in what police have called a "logistical error" by drug smugglers.
Supermarket staff discovered the containers with a total of 140 kilograms of cocaine on Monday shortly before the fruit went on sale to the public, police and customs investigators said.
It was the largest discovery of cocaine in Germany's capital in about 15 years and has an estimated black market value of 6 million euros ($9.1 million), according to police.
"We were of course surprised," senior police officer Olaf Schremm, who heads the local drug investigation department, said.
"I don't know where the mistake was in the perpetrators' delivery chain."
The banana cartons, part of a consignment of 1,134 boxes, were brought by ship from Colombia to Hamburg and delivered to a fruit wholesaler in Berlin.
Cocaine was found in seven of them, Mr Schremm said.
The boxes were eventually delivered to five supermarkets in the Berlin area, but investigators said the intended destination of the cocaine was unclear.
Masked officers in bulletproof vests showed the seized boxes to media. The cocaine will be stored and eventually destroyed.
Drugs are often smuggled in container ships from South America to Europe, the police said, adding that it is very difficult to keep track of thousands of containers which are stored in the port of Hamburg for only a short time.
"At the end of the day, it's beyond one's control," Mr Schremm said.
German authorities say drug smugglers use air mail or couriers to import cocaine more often than ships.
In 2012, investigators seized a total of 1.26 tonnes of cocaine.


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Sarah Ellis Director of Digital Development, RSC / Royal Shakespeare Company (UK)
Sarah Ellis is an award winning producer currently working as Head of Digital Development for the Royal Shakespeare Company to explore new artistic initiatives and partnerships.
In 2016 she was awarded The Hospital Club and Creatives Industries award for cross industry collaboration for her work on The Tempest in collaboration with Intel and in association with The Imaginarium Studios. In 2013 she was listed in the top 100 most influential people working in Gaming and Technology by The Hospital Club and Guardian Culture Professionals.
In partnership with Google's Creative Lab, she recently produced Midsummer Night's Dreaming which won two Lovie Awards for Innovation and Experimentation. In 2012, she produced myShakespeare an online artistic commissioning platform for the World Shakespeare Festival. In 2011, she was the producer of the RSC's new work Adelaide Road, which mixed live performance with an app and website map.
As a theatre and spoken word producer, she has worked with the Old Vic Tunnels, Battersea Arts Centre, Birmingham REP, Contact, Freeword, Improbable, Southbank Centre, Soho Theatre, and Shunt.
She has been Head of Creative Programmes at the Albany Theatre and Programme Manager for Apples & Snakes, England's leading performance poetry organisation. She is a regular speaker and commentator on digital arts practice.


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Baylor won its first ever NCAA Men's Basketball Tournament, easily cruising past Gonzaga 86-70 en route to the program's first national title.
The Bears took a double-digit lead in the opening minutes of Monday's game and never looked back.
The Zags' quest for perfection came one game short, finishing the season 31-1. The 1976 Indiana Hoosiers remain the most recent unbeaten national champion in men's basketball.
Gonzaga and Baylor were slated to meet early in the season, but coronavirus cases prevented the two teams from playing.
Baylor overwhelmed the competition in this year's tournament, winning all six games by double figures.
Gonzaga, on the other hand, came in battle tested after narrowly defeating UCLA on Saturday, with a buzzer-beating shot from 35 feet to win in overtime to advance to the title game.