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WestinWORKOUT® Fitness Studio
On the road shouldn't mean out of shape. Our 1,560 square-foot WestinWORKOUT® Fitness Studio lets you keep up with your normal fitness routine at any hour of the day. Elevate your heart rate on state-of-the-art treadmills, elliptical machines, and stationary bikes, all equipped with personal TVs. Or, target core muscle groups with our free weights and universal machines. Sweeping views of the Toronto Islands will lift your mood as you burn through calories, strengthen your body, and clear your mind.
Once you're finished, grab a complimentary towel and head over to the men's or women's changing rooms to soothe aching muscles in the steam room or sauna.
We currently offer a 45-minute water exercise class called Aqua Fit in our pool for $15. No reservations are necessary. Guests can opt to purchase a gym membership which includes access to the WestinWORKOUT® Fitness Studio, pool, and indoor/outdoor tennis and squash courts.
Channel Your Inner Yogi
Energize and revitalize with our new yoga & pilates fusion classes. Classes are available on a first come, first serve basis. Walk-ins welcome.
Yoga: Every Tuesday at 5:30PM
Pilates/Yoga Fusion: Every Friday at 12:00PM
To reserve your spot please contact our Health & Wellness Manager at 416-896-5871, or email firstname.lastname@example.com.
Westin Workout members pay only $12.50 per class, hotel guests and non-members pay $25.00 per class.
Tennis on the Go
Practice your tennis skills while on the road at our indoor/outdoor courts. Take advantage of our private and group lessons offerings and return home a pro.
Private Lessons: $70/hour
Clinics: $40 each
- For beginners: Mondays from 7-9PM
- For intermediates: Wednesday from 7-9PM
Please contact Marc Irman for more information.
Fitness Center Hours: 24/7
Indoor Pool Hours: 5:00AM - 11:00PM
Aqua Fit Classes: We are pleased to offer 45-minute Aqua Fit water exercise classes in our hotel pool for $15 (no reservations necessary). For more information, please contact 416.361.7494
WestinWORKOUT® Fitness Studio located on the 5th floor. Accessible with guest room keycard.
Keep up with your fitness routine while enjoying the fresh air and sights of Toronto. Stay motivated with our hotel's RunWESTIN™ program, and take advantage of guided group runs, running maps and more. Join our property Run Concierges for guided runs along the waterfront every Tuesday and Thursday at 7:30am.
Download a Toronto Running Map
New Balance Gear Lending
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Simply dial Service Express® and request your shoe and clothing size and they will be conveniently delivered to your guest room. Shoes come with brand-new socks and apparel is provided fresh and clean. Upon departure, simply leave the items in your room in their carryall.


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Author | Swapna Rahul Shah | Tuesday, Jun 17,2008 8:26 AM
There are some changes in the UTV Group. Divya Dixit who was appointed as AVP, Marketing, UTVi, in December 2007, has put in her papers. And Vivek Maholtra has joined UTV News as Vice-president, Marketing.
Maholtra moves from Star News where he was Head-Marketing Services. For about a year, he was actively involved in conceiving and implementing trade engagement and overseeing research function with insights for both editorial and revenue sides. After Yogesh Manwani's exit, Malhotra was also responsible for other marketing related activities and support to special projects for the Star News brand.
Prior to Star News, Malhotra had spent about three years with the Network 18 group where he was instrumental in founding their intelligence unit, 'The Edge'. He also has experience in sales and customising client solutions apart from strategic planning.
Dixit was responsible for marketing in terms of above the line and below the line, tie-ups and alliances, promo planning, acquisitions and so on. During her short stint at UTVi, she used to report to Sumit Gupta, COO, UTVi.
Dixit is tight-lipped about her next assignment. All she said is, "There are a couple of offers in hand, but I am yet to decide where I will go."
Prior to UTVi, Dixit was working with Sony Entertainment channel as AVP, Marketing. Dixit has 11 years of experience, of which nine were in retail. She has handled clients like Reliance, Planet Sports and Barista.
Speaking on the movements, Gupta said, "The opening numbers for UTVi, especially in Mumbai, have already established us as a strong force. With Vivek's joining, we look forward to a lot more action in forming viewer preference and brand loyalties and also evolution of innovative products for the media buyer."

subset: commoncrawl


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Divine Providence - Part 1 (9 of 40) by Stephen Whitney
This content is part of a series.Divine Providence - Part 1 (9 of 40)
Series: Ecclesiastes
Stephen Whitney
Ecclesiastes 3:1-4
On November 2, 2005 Jeffery Schrock was driving south on Highway 395 outside of Spokane in his pickup with his five children when a pickup headed north crossed the grassy median and hit his truck head-on.
Pronounced dead at the scene were Carmen age 12, Jana age 10,
Carinna age 8, Jerryl age 5 and Craig who was 2. The children were wearing their seat belts, but because the crash was so sever
even the seat belts did not save their lives.
The father was in serious condition at Sacred Heart Medical Center in Spokane. The family were members of the small Pine Grove Mennonite community about 45 minutes north of Spokane. The
community gathered to support Carolyn Schrock, the children's mother who was due with their sixth child next month.
Carolyn said she would not sue the driver of the other truck.
She said, "It was God's will . . . God doesn't make mistakes."
A close friend said, "We believe God has control of all things and that people do not always understand why tragedies happen. That fact helps us all to cope with a situation such as here."
Charles Spurgeon (late 1800's) said, "The Sovereignty of God
is the pillow upon which the child of God rests his head at night,
giving perfect peace." We can have peace because we know that
God is in complete control of everything that happens in our lives.
God ordains everything that takes place in our lives and the world.
He is in control of everything so that nothing happens by chance.
The sovereignty of God is the biblical teaching that all things
are under God's control, and that nothing happens without His direction or permission. God works not just some things but all things according to the counsel of His own will and purpose.
Time - Heb. appointed or set time KJB season
Nehemiah 2:6 It pleased the king to send me; so I set a time.
The idea is that some ...
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[quote:Luisport:MV8yMDQ2NTk0XzM0Mzg2OTE2Xzc4NTI0QTZF] Chia: Ancient Super-Seed Secret By Lindsey Duncan, ND, CN Long ago, before the Spanish conquest of Latin America – and well before the Ch-ch-ch-chia Pet was born – chia seeds were a staple food, like corn and beans, in the diets of the Aztecs and Mayans. Chia actually got its name from the Mayan word for "strength." Most evidence shows that humans began using chia seeds around 3500 BC. Aztecs and Mayans consumed chia seeds regularly, grinding them into flour, pressing them for oil and drinking them mixed with water. At this time in history, chia seeds were considered to be almost magical because of their ability to increase stamina and energy over long periods of time. After the Spanish conquest of Latin America, chia seeds and their benefits became somewhat eclipsed, as the Spanish introduced their own foods and prohibited the farming of chia. Now, as modern scientists and nutritionists are recognizing the extreme lack of certain nutrients in the standard American diet, they are looking to history for natural solutions, including chia. Because of this, it is regaining popularity and its benefits are becoming known to modern America. The chia seeds are "super" because, like a superfruit, they deliver the maximum amount of nutrients with minimum calories. They have several of the same benefits as the more well-known "super seed" flax, but unlike flax seed, you don't need to grind them to reap the health benefits. The nutritional benefits of chia include fiber, omega fatty acids, calcium, antioxidants and much more – even protein! While the American Dietetic Association recommends 20 to 35 grams of fiber each day, unfortunately the average American only gets 12 to 15 grams. With nearly 11 grams of fiber per ounce, chia delivers 42% of your recommended daily value of fiber in a single serving. Fiber is vital for all aspects of health, and is especially key for weight loss and digestion. Fiber helps slow digestion and makes you feel fuller by soaking up fluid and expanding in your digestive tract. Chia absorbs up to 12 times its own weight and expands to curb your appetite, so adding just an ounce or so of chia seeds to your diet can reduce caloric intake and help lower the energy density (or calories) of foods, plus double the amount of fiber you receive. My favorite way to eat chia is as a snack or dessert in a weight-loss pudding. To make the pudding, simply mix 3 tbsp of ground chia seeds with a cup of your favorite juice – my favorite is pomegranate and berries with resveratrol, for an extra boost of antioxidants. Click here for the complete recipe. Contributing to its super-seed status, ounce for ounce, chia seeds have more omega-3 fatty acids than salmon! Chia is one of the most concentrated sources of omega-3 in any food. It also contains high amounts of omega-6. Everyone needs to consume high amounts of these essential fatty acids in their diet, because these EFAs build new cells and regulate various processes of the body, but our bodies cannot make them internally. They also support heart health and beautiful skin, hair and nails. Chia also contains calcium; in fact, it delivers 18% of your daily value per ounce, which is three times more than skim milk. Many Americans – especially vegetarians or those who avoid dairy – are not getting enough calcium. Calcium deficiency can lead to osteoporosis, a disorder characterized by porous and fragile bones. Osteoporosis is a serious health problem for more than 10 million US adults, 80% of whom are women. Another 34 million have osteopenia, which is essentially pre-osteoporosis. Overall, this tiny little seed packs a big nutritional punch. http://www.doctoroz.com/blog/lindsey-duncan-nd-cn/chia-ancient-super-secret [/quote]
Original Message
What are the top ten ways you benefit from eating chia seeds?
The top 10 benefits of eating chia seeds seen here are in no particular order. Which one is most important to you? You can expierience all of the following benefits when you order MySeeds Chia.
1. Lose Weight Without Starving
The Chia Seed is a dieter's dream come true. The tiny, healthy seeds can be made to taste like whatever you want, and their unique gelling action keeps you feeling full for hours. Hunger is a main enemy of real weight loss, and you don't want to fight it with jittery expensive pills. When a chia seed
is exposed to water, it forms a coating of gel, increasing its size and weight. Since the gel made of water, it has no calories. It's also difficult to remove from the seed, meaning that it helps your body think it is full, without adding calories!
2. Balance Blood Sugar
Keeping balanced levels of blood sugar is important for both health and energy. Blood sugar may spike after meals, especially if you eat high-starchy foods or sweets. This can lead to 'slumps' in your day where you feel tired and out of energy. By balancing your blood sugar, you not only lower your risk for type 2 diabetes, but you also ensure steady, constant energy throughout your day.
But how does the Chia Seed help with this? Both the gelling action of the seed, and it's unique combination of soluble and insoluble fiber combine to slow down your body's conversion of starches into sugars. If you eat chia with a meal, it will help you turn your food into constant, steady energy rather than a series of ups and downs that wear you out.
3. Help Prevent Diverticulitis / Diverticulosis
With the abundance of over-processed foods and white flour on the market today, rich sources of fiber are harder to come by. These foods of convenience have contributed to the rise of diverticulitis. Irregularity is a
big factor in this risky condition. To help ensure regularity, you need plenty of soluble and insoluble fiber in your diet. If you don't want to eat celery, and whole-grain everything…or piles of bran flakes, the Chia Seed is here to help. Each seed is coated with soluble fibers which aid its gelling action. The exterior of the seed is protected by insoluble fiber. The insoluble fiber is unable to be digested (it does not contribute any calories, or break down) so instead, it helps keep food moving smoothly through the digestive process. Soluble fiber, and the gel coating of the seed keeps the colon hydrated and ensures the easy movement of food.
4. Add healthy omega-3 oil to your diet
Omega-3 oil is usually thought of as "that healthy stuff in fish". But, what if you don't want to eat fish every day? What if you're a vegetarian, or simply worried about pollution adding harmful substances to your fish dinner?
Chia is the richest plant-source of this healthy oil. By weight, chia contains more omega 3 than salmon, and it still tastes like whatever you want! Omega 3 oil is important in heart and cholesterol health. It's also recently been targeted as a weight-loss helper. USA Weekend magazine also reports on a study where overweight dieters who included omega 3s in their eating plan lost 2 more pounds monthly than the control group, who did not.
5. Feel more energized all day long
Don't want to feel like taking an afternoon nap? Your energy levels have a lot to do with what you eat. Chia is one of nature's highest plant-based sources of complete protein. Usually protein from items like peanut butter
and some beans are incomplete, meaning you have to combine them with other foods to get the full benefit. Not Chia though, it's protein is complete to raise your energy levels. The combination of complete protein, vitamins, minerals and blood-sugar balancing gel all work together to make sure you have steady, never jittery energy.
6. Bake with less fat
Do you enjoy making baked goods at home, but hate all the butter and oil that has to go into them? Chia gel can substitute for half the butter in most recipes! The food will bake the same and taste the
same (or better) from the addition of the chia gel. All you need to do is divide the amount of butter or oil in half, and then use the same amount of chia gel to fill in. The anti-oxidants in chia can even help keep the food tasting fresh longer. Everything from cookies to cakes to muffins, pancakes and waffles can be made with chia gel as your butter replacement. Which recipe will become your new favorite?
7. Add age-defying anti-oxidants
Anti-oxidants have been in the news lately due to their super healthy benefits. You know that blueberries and several exotic fruits (that aren't always in season) have them, but did you know that chia is extremely high in anti-oxidants too? These helpful substances are what makes the Chia Seed stay .
fresh for so long. At room temperature, they'll stay fresh and ready to eat for over two whole years! And that's all without a single chemical or preservative. This amazing ability is not found in other seeds like flax or sesame, because those seeds don't have the same rich anti-oxidant content.
Anti-oxidants help prevent free-radical damage in your body. Free radicals lead to problematic conditions such as premature aging of the skin and inflammation of various tissues. Fight free radical damage by staying fresh and healthy with nature's anti-oxidant powerhouse
read more
link to www.mychiaseeds.com
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According to the United States Department of Agriculture, Americans consume 164 million gallons of grapefruit juice every year, a statistic that may be of concern to doctors and pharmacists. In the early 1990s, a research team in Canada discovered a dangerous interaction between grapefruit juice and the heart medication Plendil (felodipine).

During the past 15 years, doctors and pharmacists have learned that more than 50 prescription and over-the-counter drugs are affected by grapefruit juice, including some of the most commonly prescribed medications. This list includes a number of medications used to treat high cholesterol, high blood pressure, depression, pain, erectile dysfunction, and allergies.

How Does Grapefruit Juice Affect Medications?

The cells that line your small intestine contain an enzyme called CYP3A4. This enzyme helps break down dozens of medications. Certain substances in grapefruit juice inhibit CYP3A4 and hence allow more of a medication to enter your blood stream.

Having too much medicine in your blood could result in serious side effects or a drug overdose. For example, if you take a statin (such as Lipitor) to help lower cholesterol, having too much of it in your body could increase your risk for a serious muscle disorder or liver damage.

Which Medications Interact With Grapefruit Juice?

Most medications do not interact with grapefruit juice. However, grapefruit juice does have an effect on more than 50 drugs, including some medications for the treatment of:

Abnormal heart rhythm

Allergies

Anxiety

Asthma and COPD

Blood clots

BPH (enlarged prostate)

Cancer

Cough

Depression

Epilepsy

Erectile dysfunction

Heart disease

High blood pressure

High cholesterol

HIV/AIDS

Hormonal conditions

Infection-viral, bacterial and fungal

Pain

How Do I Know If Grapefruit Juice Is Safe for Me?

Grapefruit juice does not affect all of the medications used to treat the conditions listed above. Check with your healthcare provider or pharmacist to find out about your specific drug.

All new medications are tested for drug interactions, including grapefruit juice, before they are approved by the U.S. Food and Drug Administration (FDA). When you order medications in the mail or pick them up at your local pharmacy, you should receive a patient information sheet, which will let you know if your drug is affected by grapefruit juice. Some pharmacies may also put a warning label on your medication bottle. If you are not sure, ask the pharmacist.

What Can Happen If I Continue to Drink Grapefruit Juice?

It is important to know that grapefruit juice and medication can be a dangerous mix! Your risk of serious side effects depends on how much grapefruit juice you drink, your age, and the type and dose of your medications. Additionally, the amount of the CYP3A4 enzyme in the intestine varies from person to person.

Older adults who drink a lot of grapefruit juice are more likely to have medication side effects. And, certain classes of drugs, such as the statins (used to treat high cholesterol) and calcium-channel blockers (used to treat high blood pressure) are more likely to produce severe side effects when taken with grapefruit juice.

Do Oranges and Other Citrus Fruits Interact with Drugs?

Oranges, lemons and limes are less likely to interact with medications. However, tangelos, related to the grapefruit, and Seville oranges affect the same enzyme as grapefruit juice. Seville oranges are often used to make orange marmalade, and so be mindful when selecting this spread for your toast.

How Can I Avoid Problems With Grapefruit Juice?

Before starting a new medication, talk to your healthcare provider and pharmacist about potential drug interactions.

Carefully read the patient information sheet given to you at the pharmacy. If you do not receive one, then ask for it.

Check the warning labels on your medication bottle before leaving the pharmacy. If grapefruit juice is not mentioned, ask the pharmacist if you can safely drink it.

Make a list of all your medications, including prescription drugs and over-the-counter drugs. Review the list with your healthcare providers and pharmacist to look for possible drug interactions.

If there is a chance that grapefruit juice will interact with your medication, you may want to start your morning with a glass of orange juice or cranberry juice instead.

Content updated by Naveed Saleh, MD, MS, on 4/26/2016. Original article written by a different author.

Sources
Abramowicz M. Drug interactions with grapefruit juice. Medical Letter on Drugs and Therapeutics, 2004;46:2–4.
Kane GC, Lipsky JJ. Drug-grapefruit juice interactions. Mayo Clin Proc. 2000;75:933-942
Saito M, et al. Undesirable effects of citrus juice on the pharmacokinetics of drugs: focus on recent studies. Drug Saf. 2005;28:677-94.


text:
DEERWOOD OPEN CONCEPT RANCH anchored on a wooded, landscaped lot in Timber Ridge! The Great Room - a cheerful center for everyday living is warmed by a gas log fireplace & Dining area for casual entertaining. Cook's kitchen has all the appliances & an abundance of cupboards & counter space including a breakfast bar. Rest & relax on the screen porch! The roomy Master Bedroom Suite features a spa bath with a soaker tub & separate shower, walk-in closet and a 13x11 Den/Office/Nursery - whatever you want it to be. A 2nd Bedroom, Bath, Laundry Room and 9' ceilings throughout! Need more room? There is a full basement ready to be finished. Storage space galore in the 3 car heated, attached garage. Inground sprinkler system. Timber Ridge is a popular community that has a privately owned 18 hole championship golf course, swimming pool & the Bear Skin trail for biking/hiking or snowmobiling. Within minutes of Minocqua and all the amenities.
Features Residential
|Style: 1 Story
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Chennai, Mar. 14: England off-spinner Graeme Swann has apologised for losing his temper over a dew-soaked ball and swearing during England's last match against Bangaldesh, which the latter won by two wickets. He was subsequently fined 10 per cent of his match fee for breaching the ICC's code of conduct.
In an article for a leading English tabloid, Swann said: " I was wrong to swear and lose my temper during England's defeat against Bangladesh and I apologised straightaway to umpire Daryl Harper."
"But I think it was ludicrous to play a day/night match in the World Cup that was so heavily influenced by the dew. The ball was so wet it was like trying to bowl with a bar of soap," he added.
Recalling the loss to Bangladesh, Swann said: "We were bitterly disappointed by our loss, and now, we have a must-win match against West Indies on Thursday if we are to reach the quarter-finals."
"My frustration boiled over on Friday evening and I was trying to get the ball changed. It felt like playing football with both hands tied behind my back. The ball was changed three times in total but it should have been changed every two or three overs," he added.
"I try to spin the ball hard, so I need to be able to grip it. I was getting more and more frustrated because the wicket was such a good one to bowl spin on. To be caught swearing by the stump mic was very disappointing. I don't condone bad language on the field, especially if it is directed near the umpire," Swann said.
Andrew Strauss told me to calm down, which was fair enough. I apologised to Daryl, saying, ''Sorry, that was out of line'', he said.
"My punishment was to be docked 10 per cent of my match fee but I shouldn''t be fined at all," he said.
Oneindia Cricket


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2008 Jeep Wrangler - Consumer Review
Build Quality
Reliability Value
Build Quality
Reliability Value
Not Happy!
By Jeep Girl on
Vehicle2008 Jeep Wrangler X 2dr SUV 4WD (3.8L 6cyl 6M)
ReviewAt first things were going well. I have had my Wrangler just under 6 months. and already had an issue. An ice storm hit my house a branch went through the soft top. Next day had a check from the insurance comp. felling pretty good. Took the jeep to the dealership who sold me my jeep they replied no problem we will order one have it here in 2 days. One week later and shipping my jeep 4 counties away still no jeep. The soft tops do not fit. Before the accident great! Do not ever let anything happen to yours because there is no replacement. At this time I am looking to trade it on a truck or some other 4x4. Love 4x4 hate the jeep!
Best FeaturesMinimal sound, Large tires good ground clearance, Good looking interior
Worst FeaturesMake a soft top replacement before you make the jeep and ship it out to insure good replacement parts. Maybe actually measure twice before you cut.
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Description: NATIONAL BESTSELLER For years, people have been asking Ezekiel "Zeke" Emanuel, the brash, outspoken, and fiercely loyal eldest brother in the Emanuel clan, the same question: What did your mom put in the cereal? Middle brother Rahm is the mayor of Chicago, erstwhile White House chief of staff, and one of the most colorful figures in American politics. Youngest brother Ari is a Hollywood superagent, the real-life model for the character of Ari Gold on the hit series Entourage . And Zeke himself, whom the other brothers consider to be the smartest of them all, is one of the world's leading bioethicists and oncologists, and a former special advisor for health policy in the Obama administration. How did one family of modest means produce three such high-achieving kids? Here, for the first time, Zeke provides the answer. Set amid the tumult of Chicago in the 1960s and 1970s, Brothers Emanuel recounts the intertwined histories of these three rambunctious, hypercompetitive Jewish American boys, each with his own unique and compelling life story. But ultimately, this is the story of the entire Emanuel family: the tough, colorful Old World grandparents; a mischievous, loving father who immigrated to the United States with twenty-five dollars and who enthralled his boys with tales of his adventures in Israel's war for independence; and a proud, politically engaged mother who took the boys with her to rallies and protests-including a civil rights march through the streets of Chicago led by Martin Luther King himself. Even as the Emanuels distinguished themselves as individuals, the bond of brotherhood that tied them together was never broken. Brothers Emanuel is a wry, rollicking, and often poignant narrative of how one American family succeeded in raising three extraordinary children. "This delightful memoir is a deeply personal tale of one family, but it's also about much larger things: America and tribal identity, love and rivalry, and the moral lessons to be learned as you grow up."-Walter Isaacson From the Hardcover edition.
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Christopher Helmrath
Managing Director - SC&H Capital
Chris is the founder of SC&H Capital, and currently leads all aspects of the practice. With more than 30 years of investment banking experience, Chris specializes in assisting public and privately held companies with:
- Corporate divestitures and acquisitions
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- Business valuations
- Financial and transactional advisory
Besides his current experience in investment banking with SC&H Capital and his past experience with several national accounting firms, Chris has served as a corporate strategy professor in two graduate schools of business; Loyola University Maryland's Sellinger School of Business and the Johns Hopkins Carey Business School, where he served as the Director of the Capstone Program for 10 years.
Proven Results
Chris has a track record of helping boards of directors and management teams to increase shareholder value. He has advised organizations on the best methods for achieving goals, provided real-world tools for measuring and evaluating progress, and led sell-side, buy-side, and capital raising transactions.
With experience spanning various industries—including healthcare, real estate, federal government contracting, IT, manufacturing, distribution, consumer products, and business services—Chris' transactional and advisory service engagements have involved over $5 billion, in aggregate.
Awards and Presentations
Chris was named a "Top Advisor" by SmartCEO Magazine, and he received the Johns Hopkins University Alumni Association Excellence in Teaching Award for his work as a professor at the university's business school.
Further, Chris was recognized on the Baltimore Business Journal "40 Under 40" list. He is a regular contributor to the Baltimore Business Journal and Washington Business Journal, as well as several national publications. Chris is also a speaker to national and regional industry groups on issues affecting corporate finance, strategic planning, mergers and acquisitions, capital markets, and business valuation.
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Management and Employee Perceptions of Internal Strategy Communication: A Case Study
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1 Powered by TCPDF (www.tcpdf.org) Management and Employee Perceptions of Internal Strategy Communication: A Case Study International Business Communication Master's thesis Jussi Herlin 2012 Department of Communication Aalto University School of Economics
2 AALTO UNIVERSITY SCHOOL OF ECONOMICS ABSTRACT Master s Thesis in International Business Communication Jussi Herlin Perceptions of Internal Strategy Communication: A Case Study Background and objective of the study The objective of this study was to research internal strategy communication within a case company (KONE Corporation). The aim was to discover what kinds of perceptions the management and the employees held about the strategy process, internal strategy communication and internal strategy communication actors and methods. Furthermore, the study aimed to discover what kind of activities and background factors correlate with a better understanding of strategy and perceived effectiveness of strategy communication. In particular the use of social media tools and their connection with approaches to strategy communication was examined. Theoretical background and methodology The literature reviewed consisted mainly of existing theories in the fields of strategy formation, strategy communication and social media. An analytical framework for modelling internal strategy communication was proposed as a product of the literature review. The data was collected from two primary sources. Three semi-structured interviews with the case company s top management were conducted and analyzed using qualitative methods. One complementary background interview was also performed. Furthermore, an online survey for the case company s employees (N=413) was carried out and analyzed using quantitative and qualitative methods. The qualitative and quantitative results, when of similar topics, were contrasted against one another and compared in order to gain a holistic picture of the phenomena. Findings The findings of the study showed that on a general level strategy communication is perceived to be reasonably effective in the case company. The CEO s role as strategy communicator was seen as important, as were all other forms of superior-subordinate communication. The findings also indicated that vertical dialogue has a positive effect on employees understanding of strategy. The use of social media was not found to have a direct effect on the perceptions of strategy communication. Differences between cultures and the difficulties in reaching all employees were seen as challenges for strategy communication. Also, the role of middle managers as crucial bottlenecks for information flow was highlighted by the study. Keywords strategy; international business communication; internal strategy communication; dialogue; social media; II
3 AALTO-YLIOPISTON KAUPPAKORKEAKOULU TIIVISTELMÄ Kansainvälisen yritysviestinnän pro gradu tutkielma Jussi Herlin Näkökulmia sisäiseen strategiaviestintään: Case-tutkimus Tutkimuksen tausta ja tavoitteet Tämän tutkimuksen tavoitteena oli tutkia sisäistä strategiaviestintää case-yrityksessä (KONE). Tarkoituksena oli selvittää, minkälaisia näkemyksiä yrityksen johdolla ja henkilöstöllä oli strategiaprosessin, sisäisen strategiaviestinnän ja sisäisen strategiaviestinnän metodien suhteen. Lisäksi tutkimuksessa selvitettiin minkälaiset toiminnot ja taustatekijät korreloivat strategian paremman ymmärtämisen sekä strategiaviestinnän koetun tehokkuuden kanssa. Erityisesti sosiaalisen median työkalujen käyttöä ja käytön yhteyttä strategiaviestintään tutkittiin. Teoreettinen tausta ja metodologia Tutkimuksen kirjallisuuskatsaus rakentui pääasiallisesti strategian muotoutumisen, strategiaviestinnän sekä sosiaalisen median käsitteiden aikaisemmille julkaisuille. Kirjallisuuskatsauksen tuloksena esitettiin analyyttinen viitekehys sisäisen strategiaviestinnän mallintamiseksi. Data kerättiin kahdesta pääasiallisesta lähteestä. Tutkimusta varten suoritettiin caseyrityksen ylimmän johdon kanssa kolme puolijäsenneltyä haastattelua, joiden tulokset analysoitiin kvalitatiivisin menetelmin. Myös yksi täydentävä taustahaastattelu suoritettiin Lisäksi laadittiin ja julkaistiin henkilöstökysely (N=413), jonka tuloksien analysointiin käytettiin sekä kvantitatiivisia että kvalitatiivisia metodeja. Näitä eri kautta saatuja tuloksia verrattin toisiinsa tilanteen niin salliessa. Tulokset Tutkimuksen tulokset osoittivat, että yleisellä tasolla case-yrityksen strategiaviestintä koettiin suhteellisen tehokkaaksi. Toimitusjohtajan rooli strategian viestijänä koettiin tärkeäksi, kuten myös muut esimiehen ja alaisen välisen viestinnän muodot. Löydökset myös viittaavat pystysuuntaisen dialogin korreloivan positiivisesti strategian ymmärtämisen kanssa. Sosiaalisen median käytöllä ei havaittu suoraa yhteyttä strategiaviestinnän kokemuksiin. Kulttuurien väliset erot sekä kaikkien työntekijöiden tavoittaminen nähtiin strategiaviestinnän haasteina. Myös keskijohdon tärkeä rooli tiedonsiirron pullonkaulana nousi esiin tutkimuksessa. Avainsanat strategy; international business communication; internal strategy communication; dialogue; social media; III
4 ACKNOWLEDGEMENTS The idea for this Master s Thesis began to form in May 2011, and the process gradually advanced on a conceptual level throughout the following autumn. The first Word document titled something along the lines of GRADU draft was created on December 12 th, Hundreds of versions have popped into existence since, leading to this final version. Many people, places and personal habits have become closely associated with the long and seldom straightforward thesis writing process. I did most of my writing in the Kesko study area of the main building of the Aalto University School of Economics, typing on my reasonably faithful MacBook Pro. I enjoyed most of my lunches and innumerable cups of coffee in the building s main cafeteria, Rafla. But the material things are only a small part of the setting, and nowhere as important as the several people, who have been explicitly or implicitly focal to the advancement and refinement of the thesis. Firstly, I wish to thank my thesis instructor, Dr. Anne Kankaanranta. She has provided me with encouragement when needed, helped me find resolve to pursue a certain line of research when my confidence wavered, and managed to infect me with a certain passion for doing science. I have also received help from other members of the faculty and from fellow students, particularly my thesis seminar group. Juho Leino, Essi Tani And Tero Oikkonen told me what was good and bad in my thesis, and professor Leena Louhiala-Salminen presented me with questions of the best kind: easy to understand, hard to answer. Timo Helosuo from Accenture was my main contact and a formidable discussion partner. He has helped me discover new research avenues and to focus on what s important. Anne Korkiakoski, Christina Poulsen and other members of the KONE communications team helped me locate relevant data and to hone my survey. Nonetheless, the timeliest and most stalwart support came from my wife, Carina. She understood when I needed a hearty kick in the behind and when a gentler kind of encouragement was appropriate. She was always there when I needed help, yet never unduly imposed on my work. Last, but far from least, I wish to thank and dedicate this thesis to Frida. Contributing kicks and bumps every now and then, she was the best conceivable incentive to finish my work, and the best possible reward. Helsinki, June 2012 Jussi Herlin IV
5 TABLE OF CONTENTS LIST OF TABLES... VII LIST OF FIGURES... VIII 1. INTRODUCTION Research problem and research questions Case company: KONE Corporation Structure of the thesis LITERATURE REVIEW Corporate strategy creation and implementation Strategy creation and reformulation Strategy implementation Internal strategy communication Vertical dialogue Six frameworks for receiving strategy messages Social media as a tool Social media as an Emergent Social Software Platform Social media as a matrix The rule in social media contribution Classification of social media and grouping of social media channels Factors in social media acceptance Technology Acceptance Model Generational considerations for social media acceptance Analytical framework METHODS AND DATA Semi-structured interviews Interviewees Structure and details of interviews Employee survey Trustworthiness of the study...58 V
6 4. FINDINGS Perceptions of the strategy process Perceptions of strategy communication actors and methods Perceptions of dialogue in strategy communication Connections between respondent background, social media use and perceptions of strategy and strategy communication Respondent background and perceptions of strategy communication Social media use and perceptions of strategy communication Strategy communication reception frameworks DISCUSSION CONCLUSIONS Research summary Answer to research questions and research problem Practical implications and recommendations Social media is an emerging strategy communication tool Dialogue enhances understanding of the link between strategy and one s own work Middle managers role as strategy communicators is critical Limitations of the study Avenues for future research REFERENCES APPENDICES VI
7 LIST OF TABLES Table 1: The usage rates of social media tools in Finland in Table 2: KONE Corporation key figures for Table 3: Userbase of different social media at KONE 14 Table 4: Four perspectives to strategy 21 Table 5: Social media tools matrix 34 Table 6: Classification of social media by Social presence/media richness and selfpresentation/self-disclosure 35 Table 7: Social media tool groups 39 Table 8: Generational division of employees 44 Table 9: Semi-structured interviews 50 Table 10: Key figures of respondents to employee survey 56 Table 11: Classification of correlation strengths 58 Table 12: Correlation coefficients between questions 3, 4 and 5 77 Table 13: Correlation between use of external social media and internal online media 86 VII
8 LIST OF FIGURES Figure 1: The Big Picture Poster 11 Figure 2: KONE s relevant social media target groups 13 Figure 3: Types of strategies 19 Figure 4: Strategy implementation as a link between planned and realizing strategy 23 Figure 5: Technology Acceptance Model 41 Figure 6: TAM2 42 Figure 7: Analytical framework for internal strategy communication 45, 94 Figure 8: In my opinion the following people are important for strategy communication. 68 Figure 9: "My closest superior encourages feedback and questions about how KONE's strategy affects my work." (GTIN) 76 Figure 10: Positive connection between dialogue and perception of effectiveness of strategy communication 78 Figure 11: "KONE s overall strategy communication is effective" 81 Figure 12: I understand the effect that KONE s Must-Win Battles have on my work. 83 Figure 13: I understand the effect that KONE s Must-Win Battles have on my work. (by age) 84 Figure 14: I understand the effects that KONE s Must-Win Battles have on my work. (by length of employment) 84 Figure 15: Frequency of different age groups following of different social media 87 Figure 16: Frequency of different age groups contribution to different social media 87 VIII
9 1. INTRODUCTION A successful corporate strategy is the most important result of strategic management. An actionable, well-balanced and measurable strategy is of paramount importance to a firm that strives to be successful. The process of strategy creation is the first crucial step in the management process, although final strategies are often considered to be a combination of deliberate strategy creation and emergent strategy (Mintzberg, 1978). Furthermore, strategy creation is not generally perceived as a static, one-time project but rather an on-going process that requires constant reviewing and reassessment (Markides, 1997). Regardless of the perception on strategy creation and review process, the importance of strategy is widely accepted (e.g. Ansoff, 1965; Mintzberg, 1978; Hamel & Prahalad, 1989; Johnson, Scholes & Whittington, 2008). However, in strategy work finding the ideal fit between external threats and opportunities and internal strengths and weaknesses (Kaplan & Norton, 1992) does not suffice: even the best of strategies have no value unless they can be successfully implemented. The implementation ensures that all processes are aligned with and serve long-term goals. Transforming corporate strategy into tangible actions seems to cause difficulties for many organizations, and communication challenges are often viewed as a significant part of the problem (Aaltonen & Ikävalko, 2002). Companies communicate with their various stakeholder groups about their business in different ways (Cornelissen, 2011, p ). Naturally the most important stakeholder group for internal strategy communication is the company s employees. Indeed, for example Cornelissen (2011, p. 163) classifies employees as crucial stakeholder group. The alignment of organizational culture, activities and practices to its strategy e.g. the mission statement depends not only on effective communication but turning communication into activities that put the strategic targets into action. 1
10 Firms, especially large ones, generally have an internal communication function that works as a part of the corporate communication function (Cornelissen, 2011, p. 163). In many instances the internal communication function (IC) becomes an integral part of the strategy communication. They may be part of the strategy creation process and are charged with transforming the strategic choices into comprehensible and easy-tounderstand strategy messages. The implementation of a planned strategy may ultimately be the responsibility of the top management of a company in cooperation with the internal communcation function, but this task cannot be successfully completed without mobilizing the rest of the organization. Employees and particularly middle managers play an important role in putting a strategy into practice. According to Noble (1999) in order to carry off this mission they need to know and understand the content of the strategy and become committed to it. On the other hand, commitment and a joint interpretation of the objectives of the company help create a positive working environment that can contribute to the success of the organization (Hämäläinen & Maula, 2004, p. 31). It is therefore essential to communicate the content of the strategy to the employees in a way that enables the emergence of a strategic consensus. Then again, in order for building ground for employee engagement, the information about strategy content has to be supported by explaining the reasoning behind the content of the strategy and the expected effects of the chosen strategy (Hämäläinen & Maula, 2004, p. 152). In addition, IC has an effect on employee engagement. This dependency was largely left unexplored for a period of time, but has recently been analyzed by, for instance, Welch (2011, p. 340), who argues that the outcomes of IC that take into account the 2
11 engagement aspect include innovation, competitiveness and organizational effectiveness. However, one should not conclude that good strategy communication is only about transmitting the specifics of a management-created strategy to the rest of the organization. First of all, Aaltonen & Ikävalko, (2002) argue that an extensive amount of information does not guarantee understanding; especially not the kind of understanding that would be easily applied in everyday decision-making. In order to truly and deeply understand a strategy an individual has to be able to comment, inquire about and question it, something that can only be achieved through continuous two-way communication. Second, according to Hämäläinen & Maula (2004, p. 42) strategically important ideas and insights can and often do emerge on all levels of the organization. The lack of a convenient channel for employees to express initiatives and feedback means that possibly a large a part of the knowledge potential of the company gets wasted. Allowing a certain amount of diversity of opinions may also help to avoid problems such as group-think and thus produce more effective strategic decisions through constructive criticism (Noble, 1999). In addition, the feeling of being welcome to participate in strategy work can enhance employee motivation (Hämäläinen & Maula, 2004, p. 52). It is worth noting, however, that creating an atmosphere of free self-expression in an organization is not as simple as it may seem, since people instinctively react adversely against critical feedback (Tourish & Tourish, 2010). As a consequence, upward communication from the lower levels of an organization towards the upper echelons tends to be exaggeratedly consenting to the prevalent views of the management, as this is perceived by the employees to be the form of upward communication that creates benefits for them too. As Weick and Ashford (2001, p. 716) put it, Not only do managers often prefer to hear good news but, in fact, subordinates often get promoted up the career ladder because they tell only good news. This indicates that the 3
12 management of vertical communication is a challenge for managers, in particular when it comes to strategy implementation. In practice, the creation of genuinely interactive forms of communication requires more than a mailbox dedicated for feedback and questions. Senior managers need to be physically and mentally present and orchestrate events where people can get together and share ideas (Balogun, 2006). Managers also need to be prepared to participate in more informal, ad hoc communications instead of just relying on the highly planned, official communication activities (Balogun, 2006). To be sure, making room for discussion between superiors and subordinates is likely to be time-consuming, but the effort will most likely pay itself back in increased motivation and commitment (Hämäläinen & Maula, 2004, 152). Managing the vertical flows of communication in the organization, both top-down and bottom-up, is still not the only communicational challenge related to strategy implementation. In fact, Balogun s (2006) study among middle managers shows that the lateral communications between peers are just as important as the official top management communications in shaping people s interpretations of strategy. Instead of assuming senior management perceptions about strategy as such, middle managers use them as starting material in generating their own understandings and shared meanings. Managing these meanings is difficult, as much of the lateral communication happens in informal settings, for example through gossip, everyday discussions and observed actions in daily work. Balogun (2006) suggests that more attention should be paid to the top management having their ears to the ground, i.e. to the careful monitoring of how the understanding of strategy is developing in the organization. In addition to exploring what people think and therefore do regarding strategy, this monitoring should focus on why they do what they do. Only by understanding the root causes behind individuals 4
13 perceptions of strategy the management can align the organizational understandings of the corporate strategy towards a shared vision. Furthermore, over 80% of managers wish to spend more of their time on employee feedback and over 50% desire more leadership and strategic communication (Ruck & Trainor, 2011). These findings underline Truss, Soane, Edwards, Wisdom, Croll and Burnett s (2006) findings, which establish a clear positive correlation between employees feeling well informed and having a voice, and a feeling of engagement. Ruck and Trainor (2011, p. 11) also note that an over-emphasis on leadership communication at the expense of more time spent on employee feedback is likely to lead to employees feeling communicated at rather than with, leading to disengagement. Another potentially decisive factor in strategy communication is the fact that large companies often operate globally, and thus have operations in different countries around the world. This frames their activities in the field of International Business Communication (IBC). Therefore note needs to be taken of, for instance, the variety of ethnic and national cultures that affect the management styles and can help or hinder the creation of unconstrained vertical dialogue. For example Hofstede (1980) presents the widely cited dimensions of culture, which inevitably affect and shape communication styles and habits, potentially overriding any organizational culture. Thus the variety of cultures is one defining factor in IBC and a crucial point for any research in multinational companies. The variety in cultures is naturally not the only divider in approaches and attitudes towards internal communication. It is also worth noting that diversity in the ages of employees often leads to a diverse field of habits and preferences regarding for example organizational communication. The Baby Boomers started to enter working life in the 60s, before widespread adoption of personal computers or the advent of Internet. According to Ulrich & Harris (2003) Generation X were introduced to computers at a 5
14 relatively young age, but learned to use the Internet much later. Junco and Mastrodicasa (2007) posit that Generation Y also sometimes known as Millennials used the Internet and the communication tools it offers since relatively early in their childhood. This leads to the logical conclusion that there is room for divergence in how they perceive these communication methods, be it from an effectiveness standpoint or from a preference of tools. Similarly, according to the widely cited Technology Acceptance Model (Davis 1985; see also Venkatesh & Davis, 2003) an individual s propensity to use a given technological tool is mainly dependent on two factors: the extent to which an individual perceives the tool to help him perform his tasks better and the perceived ease of adopting said tool. The Technology Acceptance Model can then be reflected against generational differences underlined by Junco and Mastrodicasa (2007) in their research on the subject of Generation Y. According to their research Generation Y defined in their study as the generation born between the years 1982 and 1992 use various technological contraptions and solutions to a much higher degree than the preceding generations. The use of social media is one example of this generational discrepancy, as the use of social media is much more common in younger population. Table 1 below displays the percentage of social media users in Finland and their frequency of use, organized by age (Tilastokeskus, 2012). Table 1: The usage rates of social media tools in Finland in 2010 (adapted from Tilastokeskus, 2012) Several times a day Daily Weekly Less frequently No longer a user Age Percent Percent Percent Percent Percent
15 As Table 1 shows, almost half of year-olds use social media daily, whereas of people aged the percentage is less than 20. Table 1 also shows that in all except less than weekly usage older generations are represented less. The umbrella definition of social media includes a variety of communication, networking, broadcasting and collaboration tools. (e.g. Mustonen, 2009b; McAfee, 2009; Kaplan & Haenlein, 2010; Thomas & Barlow, 2011). A number of social media services have seen global adoption of unprecedented rapidity. For example, Facebook had 175 million registerd users in the beginning of 2009, while by end of year 2011 the figure was almost fivefold larger, at 845 million (Securities and Exchange Commission, 2012). The growing number of executive publications about social media can be seen as a logical consequence of the speed with which social media has become an integrated part of internet and, in many cases, everyday life. A vast number of people use different social media applications on a daily basis. Consequently the number of publications that discuss the business potential of social media are still expected to grow. However, as Thomas and Barlow (2011) note, social media emerged into our lives outside the corporate framework. It is in many ways adopted much more widely in private use than as a part of planned and structured corporate communication. According to Wikipedia (2012), Social media is becoming increasingly discussed in the field of Internal communication. However, there is little documented evidence of where it is being used successfully as part of a planned campaign of employee communications and it is often confused with digital media. 7
16 Although there are many executive guides to social media in a corporate context, there is a distinct lack of academic publications about the use of social media in an internal strategy communication context probably due to the slower cycle of the academic publishing process. This gap leaves a research niche that this master s thesis attempts to explore. 1.1 Research problem and research questions This study attempts to identify causalities and correlations within the field of internal strategy communication at the case company. The research attempts to solve one main research problem: How is internal strategy creation and communication at the case company perceived now and in the future? Solving this problem provides insight into the use of different tools in strategy creation, internal strategy communication and their effect on strategy communication. Additionally it will focus on the relationship between the ways social media tools are used, and their effects on the perceived effectiveness of strategy communication. The solution will also contain concrete recommendations for actions that can improve strategy communication within companies. The research problem inquires about dialogue on a rather general level. In order to go deeper and acquire more detailed results, the research problem is divided into four research questions: 1. How is the strategy process perceived by the management of the case company? 8
17 In answering this question, the study attempts to shed light onto the strategy creation, strategy review and strategy implementation processes within the case company, and in particular analyze how upward communication and participation is incorporated into it. Although the implementation of strategy is also touched upon, it is studied in more detail in conjunction with Research Question 2: 2. How are the actors and methods of strategy communication perceived by the management and employees of the case company? Answering this question will provide viewpoints about the process of strategy communication within the case company. Answering the question is hoped to elucidate both positive and negative aspects, as perceived by the management and employees of the case company. Particular attention will be given to how different actors the people in the case company who deal with strategy communication directly or indirectly and methods the various processes and tools of strategy communication are perceived. 3. How is vertical dialogue in strategy communication perceived by the management and employees of the case company? The role of vertical dialogue, as described in Chapter 1, is analyzed as part of the strategy communication process. The study attempts to locate prevalent views on the importance of dialogue and pinpoint factors, which facilitate and hinder dialogue. The connection (or lack thereof) between dialogue and strategy communication will be measured in various ways. The role of different cultures will be analyzed under this research question. 4. How are the case company s employees perceptions of strategy and strategy communication connected with their background and social media use? 9
18 This question tries to locate correlations between the employees age, experience, organizational level, adoption of social media, geographical location and perceived comprehension of strategy messages. These results will be contrasted against each other and against the factors of the perception of strategy communication. Semi-structured interviews and an employee survey are designed to provide comparable and contrastable information on the same issues from both the management side and the employee side. This will facilitate an analysis of the views presented and their possible alignment or misalignment. This data will also be a source for recommendations on how social media can best be used to facilitate communicating strategy, and what the role of social media will be in the future of internal strategy communication. 1.2 Case company: KONE Corporation KONE Corporation is a Finnish, globally active company that manufactures elevators, escalators and autowalks. They also offer maintenance and modernization services to these products as well as automatic doors. It is among the global leading players in its sector. Globally, KONE s main competitors are Otis, Schindler and ThyssenKrupp. In 2011, KONE s turnover was divided between EMEA (Europe, Middle East and Asia, 55%), The Americas (18%) and Asia-Pacific (27%). KONE was founded in 1911 in Helsinki, and since 1924 it has been a family-owned business. The company s B-share has been listed in what is now the OMX Helsinki stock exchange since Table 2 below shows some of KONE s key figures for the end of financial year Table 2: KONE Corporation key figures for 2011 (KONE, 2012a) Variable Amount Growth from previous year 10
19 Sales MEUR 5, % Operating income MEUR % Personnel 37, % Earnings per share EUR % In 2005 Matti Alahuhta who previously worked at Nokia Corporation as an Executive Vice President from 1993 to 2004 was appointed CEO of KONE Corporation. In 2006 his title was changed to President and CEO, to reflect his more active and operational role as the head of management. Since the beginning of Alahuhta s tenure KONE s approach to strategy has been updated. Figure 1 below, known as the Big Picture explains the larger structure of KONE s strategy (KONE, 2012b). Figure 1: The Big Picture Poster (KONE, 2012b) 11
20 As Figure 1 shows, the implementation of strategy is focused through five development programs, also referred to as must-win battles (henceforth also MWB, development program or strategic initiative ). The first MWBs were launched in the beginning of The programs have been reviewed and reformulated in the beginning of years 2008 and The programs published in the beginning of 2011 are as follows (KONE, 2012c): Customer Experience: Using the increased understanding of different customers and markets served by KONE to create best-in-class interactions with customers, across the business system. Employee Engagement: Ensuring a leadership culture that engages, empowers, and inspires employees. Providing personal and professional development and growth opportunities for all people at KONE. Promoting wellbeing and safety in the work environment. Innovative Solutions for People Flow : Providing the best user experience by utilizing our segment understanding and translating this into industry leading technologies, eco-efficient innovations, and appealing visual design. Service Leadership: Ensuring the best life-cycle performance of our customers equipment by extending our technicians capabilities and securing high quality service performance. Delivery Chain Excellence: Securing seamless and cost-competitive deliveries all the way from suppliers to the installation phase, performed to the highest quality and eco-efficiently. These five MWBs constitute the core of KONE s strategic development, and they are in turn split into subprograms and initiatives. The strategy creation process at KONE 12
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text:
Treatment for fibromuscular dysplasia depends on your health, the location of the narrowed artery and other underlying conditions you have, such as high blood pressure. Treatment options include medical procedures, surgery and medications.
For otherwise healthy people with fibromuscular dysplasia, repairing the affected artery is often recommended. The procedures to improve blood flow can include:
Percutaneous transluminal angioplasty (PTA). This procedure is usually preferred over surgery. It is often performed at the same time as a catheter-based angiogram.
Once the dye from the angiogram shows the narrowed area of the artery, a wire is threaded to the artery and a catheter with a balloon is inserted in the narrowed area. The balloon is then inflated to open the narrowed part of the artery.
Unlike the angioplasty procedures performed on people with heart disease, a stent may not be necessary to keep the artery open.
Surgical revascularization. If PTA is not an option, and the narrowing of your arteries is severe, your doctor may recommend more-invasive surgery to repair the narrowed portion of the artery. The type of surgery you'll need depends on the location of the narrowed artery and how damaged the artery is.
The most commonly performed type of revascularization surgery is an aortorenal bypass. This type of procedure involves replacing the artery that leads to the kidney with a vein from the leg.
If your doctor finds serious damage related to fibromuscular dysplasia, such as an aneurysm, he or she may recommend placing a metal mesh tube (stent) inside the weakened part of the artery to help prevent it from rupturing.
Treatment with high blood pressure medications is recommended for most people with fibromuscular dysplasia, even if they also have a procedure to correct the condition. These could include medications from several categories:
Because some of these drugs can affect the way your kidneys work, your doctor may recommend blood tests and a urine test (urinalysis) to make sure your kidneys work normally once these medications have been started.
Your doctor may also suggest you take a daily aspirin to reduce your risk of stroke. But don't start taking an aspirin without discussing it with your doctor first.
If you smoke, another part of your treatment plan is to stop smoking. Smoking may make fibromuscular dysplasia worse.
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