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Performance Ecosystems A decision framework to take performance to the next level
No company is an island—each operates within ecosystems. Yet most companies lack a robust decision framework to choose those ecosystems and understand the implications of their choice. This report defines ecosystems and assesses the value ecosystems create, as well as the social software and other technology that can be used to manage and deploy them. What are the potential risks associated with different types of ecosystems, and how might those risks be mitigated?
Introduction—Ecosystems defined
In the quest for growth, cost reduction, or innovation, today's business leaders often realize that it is increasingly difficult to "go it alone." The growing need to connect to talent, wherever it resides, has significantly changed the path to success, moving it outside the four walls of the company and into a broader array of performance ecosystems.
The word "ecosystem" is one of the most overused terms in the business lexicon today, resulting in confusion and inconsistency in usage. To address the confusion, this paper takes this broad topic and narrows it down into specific choices available to business executives. To start with, we use the following definition:
A performance ecosystem consists of multiple (three or more) independent organizations and/or individuals interacting with one another to pursue shared goals.
Three important assumptions help to further differentiate this definition:
- The goal of an ecosystem is to improve some form of performance
- Ecosystems can consist of both organizations and individuals
- Ecosystems do not need to be limited to one specific purpose (e.g., innovation)
This paper offers a clearly defined taxonomy that provides options and guidance to executives around the available opportunities and how they can use ecosystems to support their business objectives.
How did a group of obscure motorcycle assemblers in China challenge the best corporate giants of Japan?
The answer lies in their ability to tap into a high-performing ecosystem.
Breaking out of today's limited ecosystems
While the discussion of ecosystems may be a recent phenomenon, ecosystems are nothing new at all. Every business is involved in many different ecosystems, alongside its suppliers and customers. Organizations today operate in only a few limited ecosystem types, primarily with the focus of aggregating and coordinating existing resources. However, these "static" ecosystems do not drive the greatest value. The greatest value comes from tapping into ecosystems where all participants in the ecosystem get better faster by working together across enterprises—what we refer to as accelerated participant performance improvement. While traditional forms of aggregating and coordinating ecosystems should not be ignored, dynamic ecosystems that drive accelerated performance improvement are becoming more and more central to value creation, presenting new opportunities for executives.
These dynamic ecosystems do not need to be built "from scratch" in order to achieve performance goals. Evolving from an existing static ecosystem to a dynamic ecosystem may present a significant untapped opportunity to achieve accelerated participant performance improvement. Many companies will likely need to extensively transform their existing business ecosystems to maximize value; however, they may be able to make the necessary changes by pursuing a pragmatic migration path.
While there are inherent risks and tradeoffs in pursuing an ecosystem strategy, executives tend to emphasize the wrong forms of risk. Many executives shy away from fully participating in ecosystems due to fears of losing control of intellectual property or being tainted by one bad apple in the group. These risks are real, but they can be mitigated by carefully choosing the appropriate ecosystem to pursue, understanding the management implications of these choices, and then slowly and systematically evolving the ecosystem. Furthermore, these risks can be outweighed by the benefits obtained from dynamic ecosystems. Perhaps the greater risk is not being able to participate in the rapid performance improvement that can best be achieved within dynamic ecosystems. In a world of mounting performance pressure, companies that do not fully tap into the potential of dynamic ecosystems are likely to be increasingly sidelined in global markets.
Ecosystems taxonomy—Helping to make sense of the choices
Based on research covering more than 50 case studies, ecosystems can be grouped under four broad categories: Centralized, Sequenced, Facilitated, and Self-Organized. These categories emerge from observable characteristics of the ecosystem such as basic structure, presence or absence of a central organizer, and the connections between participants.
A few caveats are warranted. First, ecosystems are often evolving; thus, the categorization of any ecosystem is based on a snapshot at a certain point in time. Second, ecosystems are often "nested" within other ecosystems; categorization starts with the highest possible level, after which nested levels can be identified as well. Lastly, the types are not differentiated by business objective; a single ecosystem type might be applicable for many different business situations.
Centralized ecosystems
Centralized ecosystems have a clear organizer, who may not control the way participants work individually, but drives the interactions required to achieve the ecosystem's objectives. Participants generally do not interact with each other, only with the organizer.
An example is the core ecosystem developed by InnoCentive, which a growing number of companies use to supplement internal R&D efforts.1 With InnoCentive, companies post difficult problems, which can then be solved by a field of innovators, experts, and creative thinkers. InnoCentive is evolving to foster more team interaction, but it was originally set up in such a way that all the participants were independent and engaged in short-term transactions facilitated by InnoCentive, as cited by Karim R. Lakhani in his business case on InnoCentive for the Harvard Business Review.
There are three distinct types of centralized ecosystems:
- Collection ecosystems gather or distribute information in a typical hub-and-spoke manner. An iconic example is Procter & Gamble's "Connect and Develop" program, which supplements internal R&D efforts by extensively scanning for external ideas.2 Once these ideas come in, P&G utilizes internal resources to develop them, without any additional external input.
- Contest ecosystems invite companies or individuals to solve a problem. As mentioned previously, InnoCentive is an example of a contest ecosystem. Another example would be the Goldcorp Challenge, where mining company Goldcorp released massive geological data to outsiders and invited participants to enter a contest identifying the best excavation sites at an Ontario mine.
- Matchmaker ecosystems, like the name suggests, connect participants to fulfill a purpose. An example is TutorVista, an on-line service that connects students located anywhere in the world with tutors in India for virtual tutoring sessions.3 Once a student and tutor are matched, the two communicate directly, but always via the TutorVista website.
Sequenced ecosystems
Sequenced ecosystems are most commonly represented today by a traditional supply chain. These include a series of activities that must be coordinated in a sequential fashion by a central organizer. We have further classified this category into three distinct types:
- Chain ecosystems have a central organizer who coordinates activities on an ongoing basis, typically specifying with a high level of detail the activities that must be performed in a tightly integrated fashion. Participants may interact with additional upstream or downstream participants. Any supply or distribution chain, such as General Motors, is a good example of a chain ecosystem.
- Project ecosystems are structured to execute complex transactions within a specific time period with a defined end-result. Basic construction projects are an example of this type of ecosystem.
- Process network ecosystems support extended end-to-end business processes involving many participants in a modular, loosely coupled management approach. Rather than specifying individual activities in great detail, the central orchestrator of these ecosystems focuses on defining modules of activities to be performed by individual participants and ensures that the interfaces across these modules conform to mutually agreed standards so that one participant can be brought in or swapped out quickly, depending upon changing needs or circumstances. Chinese company Li & Fung, which operates a global network of more than 10,000 business partners in the apparel industry, provides an interesting example of this type of ecosystem.4 Li & Fung configures customized supply networks for apparel designers, identifying the appropriate participants from its vast network, assigning them specific modules of activity, and then coordinating to make sure that performance standards are met at each hand-off from sourcing of raw materials to ultimate delivery of the finished goods to specific retail distribution centers.
Facilitated ecosystems
Facilitated ecosystems have mesh-like connections, with complex patterns of interactions evolving among participants. While behavior is primarily participant-driven, an orchestrator gently shapes the interactions through governance and interaction protocols. American Express Open Forum for small business owners is an example of a facilitated ecosystem.5 This is an online forum for AMEX cardholders where small business owners can interact, ask questions, offer advice to each other, and tout their wares or services. There are four main types of facilitated ecosystems:
- Resource network ecosystems are formed when an organizer wishes to facilitate access to many diverse resources for a large number of people, such as American Express Open Forum.
- Web ecosystems emerge when organizers want to scale distributed innovation around a core platform and participants are attracted to adopt the platform and develop products or services on top of it, driven by incentives of market success. Microsoft DOS is the classic web ecosystem example. Microsoft developed the operating system platform and promoted it to attract a vast ecosystem of participants. Anyone who wanted to could license the operating system, and in most cases Microsoft had no direct contact with individual members of the ecosystem. Yet, the entire ecosystem benefited from the distributed innovation that flourished on this platform as it became a de facto standard.6
- Open development ecosystems are formed when participants join together with the goal of jointly developing and evolving a product, inviting open participation from anyone who wants to join. While everyone is invited to contribute, governance protocols determine whose contributions will actually be integrated into each new release of the product. Open source software development initiatives are classic examples of this type of ecosystem. The Apache Foundation and all its contributors provide one example of an open development ecosystem.7
- Community ecosystems are formed when an organizer wishes to develop and scale trust-based relationships among a large number of participants. These ecosystems are defined by sustained and frequent interactions that accumulate over time and weave together all the participants to the point that they begin to identify themselves with the community. These ecosystems range from loosely defined Communities of Interest like discussion forums for music lovers or sports fans to more action-oriented Communities of Practice like the tightly knit guilds within World of Warcraft.8
Self-organized ecosystems
Self-organized ecosystems are purely participant-driven, with numerous routes of interconnectivity between participants who all come together in pursuit of a common objective. Extreme sports like big wave surfing on a global scale provide examples of self-organized ecosystems, embracing large numbers of participants with no central organizing body.
- Grassroots ecosystems are short-lived ecosystems with no defined standards, forums, barriers to entry, or rules for participation. They come together for a specific purpose, and then dissipate. An example is users of Stressed Skin Panels in the construction industry.9 These panels are used to construct building walls but require adaptation for a variety of uses. As individual contractors experimented and found the best techniques for altering the panels, these contractors shared ideas in informal ways, by word-of-mouth and via industry publications or bulletin boards. Eventually, many of these innovations were adopted by the panel manufacturers. Ultimately, the ecosystem dissolved as the product became more mature and well-defined in all of its variants, and since there was no longer a need for the ecosystem, it disbanded.
- Pack ecosystems include loosely organized participants who join an ecosystem with a specific "big picture" objective in mind for ongoing, sustained activity. With big wave surfing, the ecosystem developed as surfers came together on a global scale to share new surfboard designs and surfing techniques to improve performance and address more and more challenging waves.4
Dynamic ecosystems
Most ecosystems today focus on aggregating and coordinating something, be it suppliers, customers, or ideas. The introduction of newer technologies and the rapid evolution of the Internet have helped to create a wider range of ecosystem options, presenting a significant opportunity for accelerating participant performance improvement—whereby all participants get better faster by working together on a larger and larger scale. As shown in Figure 1, only specific ecosystem types have the potential to accelerate participant performance improvement: process network, web, open development, community, and pack. These ecosystem types are highly scalable and enable a high degree of interaction among participants. In addition, they have the potential to foster deeper trust-based relationships, and/or create the incentives necessary to attract a wide and diverse group of participants. Companies now have increasing opportunities to evolve from more traditional static ecosystems toward higher-performance dynamic ecosystems.
Figure 1: Ecosystem taxonomy
Thanks for the taxonomy—but where do I go from here?
Using key management practices and evolving to higher-performing ecosystem types can create greater value for organizations, but what approach can an organization use to select the right ecosystem? Figure 2 demonstrates three key steps to address the question:
#1. Assessing your current capabilities and existing ecosystems
The starting point should be an assessment of the current state of the organization, where key questions include:
- What are the existing capabilities, culture, and risk appetite of the organization?
- What ecosystems is the organization involved in today?
- Are these the appropriate ecosystems to meet performance objectives?
In our experience, the first question, where do I go from here?, is often the hardest for executives to answer—primarily because "ecosystems" are seen as a silver bullet, but the basic building blocks to participate in those ecosystems are absent from within the organization. For example, it may be advantageous for technology firms to operate within an open development ecosystem but the way that their talent competes within organizational silos and is motivated to perform may make them constantly default back to a project ecosystem.
Figure 2: A practical approach to selecting ecosystems hinges on defined business objectives
#2. Assessing your ecosystem options going forward
In assessing an organization's options, two key questions include:
- Which ecosystem type(s) should be selected?
- Should the organization create, enhance, or join an ecosystem?
Once the ideal ecosystem type has been identified, how do you get there from here? In general, you can choose to either enhance your existing ecosystem, or participate in a new one.
In enhancing an existing ecosystem, there are two options:
- Optimize: Maintain the integrity of the ecosystem type; however, improve the management practices within. For example, Toyota has continued to operate a chain ecosystem with its suppliers, but has created tremendous value through the trust it has developed with its suppliers.
- Evolve: Change from one ecosystem type to another (e.g., chain to process network), or "nest" new ecosystems within an existing one. Nesting is when an ecosystem becomes fully contained within another higher-level ecosystem, often resulting in layers of ecosystems. For example, within the broader matchmaker ecosystem of eBay (with its matching of buyers and sellers), eBay has created various online merchant networks, where its merchants can connect with each other in a community-like fashion to share learning and best practices.11
Selection of ecosystem type ties directly to the organization's objective. Figure 3 serves as a tool to guide the selection process. At the highest level, our ecosystem types fall into two buckets—those that are focused on aggregation and coordination, and those that are focused on accelerating performance improvement of all the participants involved, or helping everyone to get better faster. Beyond this broader categorization, specific questions help to answer which ecosystem type is most suited for the organization's objective.
In choosing to participate in an entirely new ecosystem, there are two options:
- Create: Organize an ecosystem from scratch. P&G did this with its Connect and Develop program and connected with a whole new set of industry participants.2
- Join: Participate in someone else's existing ecosystem to extract value from it. For example, a company can participate as a "seeker" in InnoCentive's network, to obtain the best solution among numerous solvers.1
Figure 3: An organization's objectives guide the selection of the resulting ecosystem subtypes
Value can be created from any of these four options; however, the biggest "bang-for-your-buck" generally comes from evolution, especially from a static ecosystem to a dynamic ecosystem. This option usually creates greater value than "optimizing" or "joining", while not requiring a company to start from scratch and make significant investments as would be required in the "create" option. With companies already heavily invested in their existing static ecosystems, evolution to higher-performing dynamic ecosystem types can expand the opportunity for value creation.
#3. Using key management practices to continually improve your ecosystems
Most companies today are generally not maximizing their ecosystem performance through existing management practices.
Executives have the opportunity to increase ecosystem performance by understanding the key management practices relevant to effectively designing and managing ecosystems. In other words, there is generally an opportunity to increase value simply by refining management practices within an existing ecosystem type.
These management practices are:
- Loose coupling: Enabling participants to be easily reconfigured to meet changing demands, resulting in greater flexibility and scalability
- Access management: Expanding the number of participants that can join, given the appropriate scope and objective of the ecosystem
- Behavior management: Enhancing the potential for effective interactions through behavioral norms, enforced rules, and participant performance feedback loops
- Incentives: Using the right combination of extrinsic- and intrinsic-based incentives (including reputation and intellectual challenge) to foster cumulative learning and capability building
- Action points: Embedding integration or decision milestones in which differences need to be resolved and agreement reached on the best approach for achieving a shared outcome—incorporating multiple action points creates opportunities for productive friction—it sharpens and forces choices
- Interaction archive: Recording rich content regarding participant interactions as a by-product of their actions, enabling a longer-term view toward the ecosystem's opportunities
Figure 4: Evolving an ecosystem can create tremendous value without having to "start from scratch"
As illustrated in Figure 5, from our reading and interviews we found that most companies tend to cluster on the left side of each range, and are not taking full advantage of the value that can be achieved through each management practice. For example, ecosystems are often tightly coupled with respect to their supply chains, meaning that they are tightly integrated and have a low ability to adapt to meet changing demands. Increased value could be achieved by adopting greater loose coupling and modularity, allowing participants to quickly reconfigure when required.
Figure 5: An opportunity exists to increase performance in existing ecosystems by understanding key management practices
Vignette #1: Performance improvement at Toyota
Toyota provides an example of a chain ecosystem in its supply chain operations, (see Figure 6). It has been able to increase performance by "moving the needle" on some of the key management practices. Especially in the areas of behavior management, incentives, and action points, Toyota's management of its supplier network has led to higher performance of the ecosystem as a whole.
Incentives: Toyota manages its business to benefit suppliers, and also allows suppliers to determine what percentage of their cost savings goes to Toyota.10 This drives longer-term incentives for both Toyota and their suppliers, helps strengthen relationships, and helps ensure that the quest for short-term gains does not undermine the potential for long-term benefits.
Figure 6: Case study - Performance improvement at Toyota
Action points: Toyota defines aggressive performance objectives and creates explicit milestones to focus the efforts of its partners on finding creative ways to meet these objectives.10 These action points drive active learning within the supply chain.
Vignette #2: Management practices matter -– A contrast of ecosystems
In practice, the design of ecosystems can dramatically vary based on the choices made across the key management practices. Figure 7 demonstrates how management practices differ between the cases of P&G Connect and Develop2 (a collection ecosystem) and Lego Mindstorms12 (a community), both focused on improving product development.
Figure 7: Management practices can vary considerably
Accelerating participant performance improvement
Examples such as Li & Fung (see below) bring to the forefront a very different model of ecosystems, enabling a second level of performance improvement in which significantly greater value can be created.
Li & Fung, a Chinese company in the apparel industry, oversees facilitation and coordination of a global network of more than 10,000 business partners, selecting the most appropriate participants in configuring customized supply networks for its customers.4
Rather than suing a user who reverse-engineered and published the software behind the Lego Mindstorms product, Lego "opened up" its system to the public and harnessed its customer base in designing future product improvements.12
Dusty and his friends became some of the most accomplished big wave surfers, through learning and critiquing one another as a tight-knit team, and interacting with surfers across the world to master their techniques.4
Beyond strictly aggregating and coordinating existing resources, what distinguishes these ecosystems is that they are highly scalable and can accommodate an extremely high degree of participant interaction. As a result, these ecosystems can accelerate participant learning and/or performance improvement over time, enabling all participants to get better faster as more participants join the ecosystem.
Key characteristics of accelerated participant performance improvement
Ecosystems benefit from network effects. These network effects are generally limited if there is minimal interaction among participants, as in highly centralized (hub-and-spoke) structures. Because of the minimal interaction of the participants, each additional participant just increases the value of the ecosystem by "one"—that participant. As interaction increases among participants, stronger network effects can be achieved even though participant capabilities remain stable or unchanged over time. As an analogy, think of a network of fax machines. One fax machine by itself is useless—it actually has negative value. It costs money to buy but cannot be used for anything. As more fax machines are added to a network, the value of each fax machine increases. The value of the network increases exponentially as more and more fax machines are added, yet the functionality of each fax machine remains static.
Now let's say each fax machine improves and builds its capabilities over time and that its rate of improvement accelerates with the addition of each new fax machine—this is what we mean by accelerated participant performance improvement. In this case, we get a second order of increasing returns, amplifying the basic network effects that occur with a simple increase of the number of participants. This second order of increasing returns comes from the opportunity in some ecosystems to develop complex meshes of interactions with all the other participants in ways that help accelerate the learning and performance improvement of each participant. In ecosystems that foster long-term, trust-based relationships among participants, there is more incentive to work together to learn from each other. The increasing diversity of participants tackling specific performance improvement initiatives can generate more creative solutions, further amplifying the learning opportunity.
Companies have an opportunity to evolve their existing static ecosystems to these newer, higher-performing dynamic ecosystems. Figure 8 lists the unique characteristics that distinguish static ecosystems that simply aggregate and coordinate existing resources from dynamic ecosystems that accelerate participant performance improvement.
Rapidly scaling dynamic ecosystems that accelerate participant performance improvement pose a unique paradox: "How can you have a highly scalable ecosystem and still maintain deep, trust-based relationships among participants?"
These dynamic ecosystems typically resolve the paradox by providing rich environments for both individual-based interactions and team-based interactions. While individual teams cannot scale beyond a certain size without eroding the trust-based relationships that sustain team performance, the ecosystem overall can scale by accommodating more and more teams. These teams are not just self-contained entities—members of the teams usually interact in a broader network that fosters learning and performance improvement across teams. By bringing together diverse participants within individual teams, fostering trust-based relationships, and focusing these teams on challenging performance improvement initiatives, these ecosystems can encourage productive friction at the individual team level, which in turn can lead to major new advances in performance. Much of this learning can then get further disseminated as team members engage with members of other teams in broader discussion forums and problem-solving venues.
Figure 8: Evolution presents a significant opportunity to achieve accelerated participant performance improvement
Trust building in ecosystems
Trust within teams is not something that just builds by chance in ecosystems; instead, key practices encourage trust-building. The starting point is an individual's trust in the ecosystem (or organizer), which in turn provides an environment for deeper trust- building within teams.
Trust in the ecosystem can be nurtured from the time an individual begins to participate in the ecosystem; therefore, first impressions (including the organizer's brand) can be critical to trust development. At this level, the rules of the ecosystem also influence the ability to build trust. Most successful ecosystems have minimally restrictive rules, providing an opportunity for participants to evolve their own norms and rules and to develop a sense of "ownership" of the ecosystem. Where rules are required, fairness, transparency, and buy-in of participants help to build trust.
Trust among participants becomes more significant over time, as a participant's involvement in the ecosystem leads to greater interaction with others. Here, creating opportunities for broader participant interaction is crucial. Mechanisms to build reputation among participants can help participants to find each other and to develop trust more rapidly based on demonstrated performance in the past. For example, many online communities have reputation systems that allow participants to rate the quality and quantity of other participant contributions.
Trust within teams helps to foster even deeper levels of trust within smaller groups of participants over time. Providing the functionality for participants to form their own "teams," "groups," or "rooms" and engage in sustained interactions to address performance challenges will help enable concentrated team-based interactions. This can be further enhanced by tools to record objectives, milestones, and group interactions; share documents; and conduct other necessary tasks for group creation and interaction.
Sharing of economic benefits
Because of the learning and performance improvement resulting from these trust-based relationships, these dynamic ecosystems tend to have an advantage when it comes to sharing economic benefits, or profits, among participants.
In static ecosystems that aggregate and coordinate existing resources, the rewards that can be distributed to participants by the organizer tend to be more limited. As a result, disputes can arise over how to more "fairly" distribute these limited rewards. A "win/lose" mindset can often develop—if one participant gains more rewards, it means the rewards for the rest become even more limited. This perception can erode trust and increase competition at the expense of collaboration. For example, in a contest ecosystem, there is a limited pool of "prize" money awarded to the winner, and the losers get nothing. The greater the number of problem solvers, the less likely the opportunity to win. In a chain ecosystem, participants at each level in the chain are tempted to try to squeeze participants in other levels in order to keep more of the rewards for themselves.
In dynamic ecosystems that accelerate participant performance improvement, the focus shifts from "splitting the pie," to "expanding the pie." In this case, learning, performance improvement, and reputation building in the short-term offer the promise of expanding rewards for all in the longer term. While there will still be disputes over the allocation of the rewards, these tend to be significantly dampened by the growing awareness of the potential to participate in a rapidly expanding reward pool. For example, in open development ecosystems like open source software, participants are often motivated by the growing sense that they are deepening their skills and that their reputation as contributors of creative code will help to make them more marketable, leading to substantial monetary rewards at a personal level.
Figure 9: Key practices create system-level trust and an ecosystem scales, which in turn enables participant-level trust
Figure 10: Higher-performing ecosystems avoid the stresses associated with "sharing the pie" of economic benefits
Figure 11: Case study - Evolution of InnoCentive
Vignette #3: Evolution at InnoCentive
Over the last 10 years, InnoCentive has taken some major steps in advancing its services and offerings, including formalizing four distinct types of challenges in 2008, adding a consulting services arm in 2009, and most recently, introducing Team Project Rooms, where solvers can privately collaborate on their combined solution.13
These changes have had key implications for the evolution of InnoCentive's underlying ecosystem (see Figure 11):
- 2001: Contest ecosystem with a number of independent, transactional challenges taking place over time.
- 2008: Established specialized types of transactions—eRFP in particular allows companies to request for a partner or supplier to provide materials or expertise, thereby introducing a nested matchmaker ecosystem with a subset of participants. This platform matches participants not only for a single transaction, but for ongoing business purposes(supporting longer-term relationship building within the network).
- 2010: Introduced Team Project Rooms to increase quality and quantity of solutions. This helped to encourage something that was already happening informally offline—groups of participants were coming together to jointly solve some of the problems posted. Now, InnoCentive more actively encourages teams to form and provides them with environments to engage in sustained and collaborative problem-solving.
While InnoCentive is still a contest ecosystem (hub-and-spoke structure) at the highest level, this case study demonstrates how an organization can begin accelerating participant performance improvement by evolving its static ecosystem through the nesting of dynamic ecosystem types.
Ecosystem risks and mitigation
While there are inherent risks and tradeoffs in adopting newer forms of ecosystems, executives tend to under-emphasize the considerable risks of remaining committed to lower-performing static ecosystems. In a world of intensifying competition and more rapid innovations, organizations in static ecosystems risk being left behind. Static ecosystems that simply aggregate and coordinate resources without focusing explicitly and aggressively on accelerated participant performance improvement typically only tap into a small portion of the potential value that can come from more dynamic ecosystems.
Risks from accelerated participant performance improvement
Disclosed IP: Sharing intellectual property (IP) has its risks, but these risks should be balanced against potential rewards. By releasing IP to a broader range of participants, companies can often stimulate more creative problem-solving and distributed innovation that exceeds the capability of individual companies. IBM provides an example of a company that has contributed significant amounts of IP to open development ecosystems, allowing it to focus on areas where it has a more distinct competitive advantage while motivating rapid enhancement of the contributed IP by third parties. Modular architectures can increase flexibility in deciding to contribute certain modules of IP to broader ecosystems while retaining other modules of IP inside the company. A staged approach to releasing IP can also help to manage risk. By beginning with less critical IP, a company can learn how to stimulate broader ecosystem development and accelerate enhancement of the IP before it decides to release more valuable IP.
Figure 12: Risks from existing ecosystems and accelerated participant performance improvement
Culture clash: A second risk is a culture clash between the employees of an organization who have the task of orchestrating broader ecosystems and the rest of the employees in the organization. Note that the culture of static ecosystems that aggregate and coordinate resources is not too different from most business cultures today. However, much different management styles are required to move to to higher-performing dynamic ecosystems. The potential for a culture clash can be mitigated by recruiting and developing "gateway" managers who have the ability to bridge across markedly different business cultures. Staged growth of ecosystems can also help managers to learn as they go, adapting to evolving ecosystem cultures as they observe what works and what does not.
Viral unfavorable opinions: In an increasingly competitive and unforgiving market, negative opinions are inevitable and a genuine risk, whether in an ecosystem the company organizes or in social media like third-party blogs and broader social networks. Encountering those negative opinions from customers or third parties in a company-organized ecosystem may be discomfiting; however, early visibility into the issues can help to mobilize resources to respond in a prompt and positive way. This is far better than having unfavorable opinions expressed in online forums that marketing scans may not detect, especially in early stages of discontent
Over-engineering: A fourth risk is more procedural. Being too prescriptive and comprehensive (i.e., over-engineering) in the early stages of building an ecosystem may block participants from interacting in ways that are more productive. Far better to begin simply with modest functionality and as few rules as possible and evolve the ecosystem by observing where and how participants engage. Seeding modest new initiatives, feeding the ones that engage participants the most, and weeding the ones that turn people off can be a far better approach than trying to anticipate every possible contingency at the outset.
In order to succeed in today's fast-changing business world, harnessing the power of ecosystems is crtical. Businesses are already in ecosystems today—whether by design or not. Through a more systematic development of a set of ecosystem management practices and by evolving to higher-performing dynamic ecosystems, executives can accelerate participant performance improvement and generate greater value for the individual company and the ecosystem as a whole.


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By Sam Youngman
WASHINGTON (Reuters) - Young Republicans still stung by Mitt Romney's defeat in November are looking for a White House candidate with a message they can run with. For some, that means going back to basics - and leaving divisive social issues behind.
Fed up with a Republican Party strongly associated with anti-abortion, anti-gay and anti-environment stances many younger voters do not share, some young Republican groups are shaping their own message.
Concord 51, a new political action committee, bills itself as "the voice of the young, fiscally conservative professional" with a focus on the "three core issues of fiscal responsibility, a strong national defense, and energy advancement."
Matthew Swift, chairman of the New York City-based PAC, believes an economic message will win young converts.
"I think it's about embracing the fights we're already in," Swift said. "We're not afraid to disappoint some people and frankly we're not afraid to tick some people off."
There's nothing left to lose - except the White House again.
In the last two presidential elections, Republican candidates lost the youth vote, and the race. As many as 23 million voters under age 30 turned out in 2012, analyses show, and Democratic President Barack Obama could not have been re-elected without them.
The so-called millennial voters, aged 18 to 29, represent an important segment that Republican leaders know they need to cultivate if they hope to ensure victory in 2016.
"The Republican establishment isn't going to win anymore if they keep writing off the youth vote," said Celia Bigelow, a 23-year-old conservative columnist from Detroit.
Looking toward 2016, young Republicans are excited about the possibility of a younger nominee like Marco Rubio, 41, the U.S. senator from Florida who loves hip-hop and recently quoted rappers Wiz Khalifa and Jay-Z on the Senate floor.
Many showed up Thursday for a meeting of the Conservative Political Action Committee in Maryland to scope out possible candidates like Rubio, Kentucky Senator Rand Paul, 50, and U.S. Representative Paul Ryan, 43, of Wisconsin, the party's unsuccessful vice presidential candidate in 2012.
As young Republicans analyzed how to fix their party's problems, they often said national party leaders need to do more to win their vote.
"It's not quoting Jay-Z on the Senate floor that gets it done," said Swift.
In interviews, many pointed to the party's emphasis in recent years on divisive social issues such as abortion rights and gay marriage.
Miranda Onnen, vice chairwoman of the Ohio State University College Republicans, said her group avoided those topics.
"I know our club, and probably other collegiate clubs around the country are split on some social issues, so we choose as an organization to not pursue that message," she said.
While Rubio and other Republican officials have been forced by the party's influential evangelical wing to pick a side on issues like gay marriage, she and others believe focusing on such social issues alienates young voters.
An economic message might bring them back, they said, even though it might take a while to undo the damage of the last two presidential election cycles.
"We can unlock the majority of the party ... and not be dictated to by a small percentage," Swift said. "I just don't know how long it's going to take to occur."
Tim Miller, 31, a spokesman for the Republican National Committee, said the party made mistakes in 2012 and intends to repair its relationship with young voters.
For example, Miller said, it was a mistake to ridicule Obama as he sought new audiences by "Slow Jamming the News" with talk-show host Jimmy Fallon or joining forces with rap mogul Jay-Z.
"There still was an attitude on our side that the president should not be doing that stuff, and it should be mocked," he said. "We shouldn't be doing that."
In the last presidential campaign, Romney, 66, modestly tried to court young Republicans.
"You guys ought to be out working like crazy for me and people like me. Conservatives," Romney said in a speech last year at the University of Chicago.
The lukewarm effort helped the former Massachusetts governor make slim gains with the youth vote in November, pulling 37 percent compared to the 32 percent that voted for Republican candidate John McCain in 2008.
Still, it was no match for Obama. The 51-year-old Democratic incumbent crushed Romney with 60 percent of the youth vote, according to Pew Research Center for the People and the Press. The 18- to 29-year-old voters accounted for 19 percent of the total vote.
On social issues, 64 percent of those under-30 voters said abortion should be legal and 66 percent supported legally recognizing gay marriage, Pew said, citing exit poll data from the National Election Pool.
Young Republicans said if leaders like Rubio and Ryan keep the focus elsewhere, the party may have a better chance in 2016.
"There's a decent chance that the tables are going to be turned next time," Miller said.
(Editing by Doina Chiacu)

subset: commoncrawl


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News and discussion of the HTC One M7.
Resetting your predictive text dictionary
4.3: Mobile Data limit exceeded notificaton won't go away
HTC ONE M7 802D bricked!!.
Old htc one mini screen is locked
Yellow tint photos in full light...
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Starting My New Adventure
January 29, 2010
Ok, so this is me, Magnetic Mama, welcome to my blog! I am very excited to join the list of TheBody.com bloggers, and I think I might bring a slightly different perspective to the amazing bunch of people already out there. I am the negative i.e. uninfected half of a HIV magnetic couple. In my eyes (err...ears) 'magnetic' sounds so much more positive than serodiscordant because it implies attraction rather than some kind of clash (that's not to say I don't have any of those with my hubby...)
I am fairly new to this form of communication but I have somehow managed to make a Mini-Mama 'WeeMee', which kind of looks like me *burstwithpride*. The reason I am not showing my actual photo is to protect my husband, who is not open about his status and I don't want to inadvertently disclose it by proxy.
Who am I? I'm a 27-year-old woman, a psychologist, a good friend (at least I think so), an enormous fan of good food, movies and endless chats about everything and nothing. I currently live in South Africa with my husband, I am German by birth and I lived in the UK for a long time (confused yet?). I have been working for a South African NGO [non-governmental organization] that provides paediatric HIV services to the public, so basically I've been working with children and adolescents as well as their caregivers infected and affected by HIV/AIDS.
Now that that's out of the way, what is this all about? I am embarking on a rather ambitious, exciting and frankly a little terrifying trip around the world, spanning 10 countries in six months all on my own. Along the way I am hoping to meet up with other couples or families in my situation or with whoever is interested in connecting with me, and here I will write down my experiences, thoughts and undoubtedly some mishaps as well.
So, if you live in Thailand, Australia (Sydney), New Zealand, Argentina, Brazil (Rio de Janeiro), Peru, Dominican Republic, Mexico, Canada or the U.S. (especially along route 66) and you'd like to get in touch, that would be lovely.
So people, look after yourselves and each other, wherever you are and I will hopefully see you soon!
To contact Magnetic Mama, click here.
Add Your Comment:
(Please note: Your name and comment will be public, and may even show up in
Internet search results. Be careful when providing personal information! Before
adding your comment, please read TheBody.com's Comment Policy.)
Magnetic Mama is a 27-year-old psychologist and the uninfected half of a magnetic couple (i.e., her husband is HIV positive). She is not revealing her name in order to protect the confidentiality of her husband who is not open about his status.
German by birth, and a long-time resident of the U.K., Magnetic Mama currently lives in South Africa where she has been working for an organization that provides services to children and adolescents as well as their caregivers infected and affected by HIV/AIDS.
Subscribe to Magnetic Mama's Blog:
Recent Posts:
December 2, 2010 - What They Say Is True: You Do Have to Go There to Come Back -- A Blog Entry by Magnetic Mama
May 24, 2010 - Changes in Climate, Altitude, Landscape and Perspective: A Blog Entry by Magnetic Mama
March 2, 2010 - Three Countries and Six Weeks Later and a World Has Opened Up: A Blog Entry by Magnetic Mama
February 4, 2010 - Ready or Not, Here I Go! A Blog Entry by Magnetic Mama
January 29, 2010 - Starting My New Adventure: A Blog Entry by Magnetic Mama
A Brief Disclaimer:
The opinions expressed by TheBody.com's bloggers are entirely their own, and do not necessarily reflect the views of TheBody.com itself.


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Split! 17 Worst Record Label Fallouts In Music History
Label and affiliation changes in the music industry are so common, they sometimes go unnoticed… not by VIBE. Other artists, however, have had such controversial departures from their labels that your grandmother couldn't miss them. Check out our list of some of the worst record label fallouts in recent history. -@NinaMarrissa


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Due to Hurricane Florence we are experiencing site closures in some areas. We are working diligently to contact all affected candidates by email and phone. If you have questions about your appointment, please contact customer service. We appreciate your patience.
The American Osteopathic Board of Family Physicians (AOBFP)
The AOBFP is one of 18 certifying Boards of the American Osteopathic Association (AOA) and is regulated by its Bureau of Osteopathic Specialists to administer examinations resulting in certification awarded by the American Osteopathic Association. The function of this Board is to recognize AOA eligible practicing family physicians for examination to become certified by the American Osteopathic Board in family practice and osteopathic manipulative treatment. The examination measures the knowledge, skills and abilities required of a family physician in order to make competent judgments in the care of patients.
Computer-Based Testing Tutorial and Practice Exam
Although the tutorial demonstrates many types of questions, the AOBFP examinations use only one-best-answer, multiple-choice questions. These may be presented as single items, case scenarios, ECG tracings, or dermatological slide reproductions.
Certification Application
Before scheduling an examination appointment, you must have already:
- Submitted all application materials directly to the AOBFP;
- Received written confirmation from the AOBFP of exam eligibility and scheduling;
Selection of Regional Test Site
First-time test takers who submitted an email address to the AOBFP will receive via email a username and password from Pearson VUE, otherwise you must create a Pearson VUE web account. If the name/address information you originally provided the AOBFP is no longer accurate, you must resolve the discrepancies before you arrive at the test center. Appointments may be made up to one month prior to the exam date.
After you schedule your test, Pearson VUE will send a confirmation letter listing your test date, your testing time, the address and phone number of the test center, and directions to the test center.
Your examination results will NOT be available at the test center. Results will be mailed to you by the AOBFP.


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Academic Rigor
Dorm Life
Food and Dining
Bang for the buck
Clubs and Activities
Campus Safety
Even though Wingate has a small teacher to student ration it is incredibly hard to get one on one attention from some teachers. Thank goodness for free tutors!
To find more tips for prospective students, what to do for fun and whether this school is great for a particular type of student read the 37 reviews for Wingate University
Curious about something that isn't answered here? Feel free to ask Wingate University a question
I want to go hereRead More
Wingate is nestled in the small town of Monroe, a bedroom city that is less than 30mins away from the big city experience of Charlotte. The campus is less like "town" layout that large colleges aim for, and more like a giant apartment complex complete with micro-parks and pseudo-restaurants. Very cute, mostly calm. ;)Read More
Beautiful campus. Love the idea of small class size. Feels very safe.Read More
The campus is beautiful and the staff are very helpful. There are many educational opportunities especially if one is considering to be in a pre- health or pre nursing or pre-pharmacy programs.There are many in campus fun activities planned through out the year.Read More
Wingate University is an excellent place to pursue a higher education. The slogan here at Wingate is, Faith, Knowledge, Service. As I student here, I am happy to say that I am enjoying my professors and classes, I'm helping out within the community, and I have been given many amazing opportunities that I'm sure other schools cannot compete with.Read More
Wingate University is a beautiful campus. The tuition is a little pricey. The people are amazing.Read More
Too expensive. Resident life is not helpful at all. Not worth it.Read More
This school is great and has a beautiful location, great scenery, and very friendly, welcoming people. There are unlimited resources to help academic that are free such as the tutor center, using the teacher of the class, and the writing center in the library. There are so many different activities and organizations to be involved in that everyone will have a place and a group of people they feel they belong with.Read More
Wingate University is a beautiful campus. It has offered so many great opportunities both academically and socially. Wingate University allowed me to have a wonderful first year experience.Read More
It is a beautiful campus. The teachers are very helpful. Classes are easy to get into.Read More


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Court Says Anti-Malware Software Maker Immune From Lawsuit From Zango
from the thank-you-section-230 dept
Zango appealed, claiming that Kaspersky shouldn't be immune because the CDA was only supposed to apply to websites, not software makers. The 9th circuit appeals court clearly disagrees and points out that this is exactly the sort of thing Section 230 should protect. It's always nice to see courts reaffirm the immunity granted by Section 230 -- especially since those protections have been under attack lately. Update: Eric Goldman has more.


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Music classes in the Primary Program include singing,…
more >
Famous Montessori StudentsFlu Info For Parents
Buenos Dias is published at various times during the school year. To see past issues, use the links at the bottom of this page.
In this issue:
We Love the Sciences!
Morning Drop-off
From Natural Historian to Scientist
Science Expo 2015
Water is Life, Water is Science
Good Books
Water Harvesting
Impressions of Montessori Math
Our Programs
Toddler Program (ages 18mo - 3) >
Primary Program (ages 3-6) >
Elementary Program (ages 6-12) >
Junior High (ages 12-14) >
Extended Care Program >
Summer Program >
Lunch Program >
Art & Sol >
Chess Club >
Our School
Admissions Process >
Our Teachers >
Montessori Teaching Methods >
Montessori Terms & Tools >
Montessori Books & Resources >
Harwood Art Center >
Our Activities
School Calendar >
Annual Events >
Sol Sisters >
Parent Workshops >


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BOSTON — You can rightfully batter Michael Ryder for some brutal stretches of regular-season hockey over the last couple campaigns.
But you also have to give him credit for coming up big in some of the Bruins' most dramatic postseason victories over the last three years.
If Ryder doesn't get signed this summer as an unrestricted free agent, the Bruins should definitely consider waiting until playoff time to re-sign him. He was huge in the four-game sweep of Montreal two years ago, as the Bruins won a playoff series for the first time in a decade.
He came up big last season as the Bruins advanced to the second round for the second straight year with an upset of Buffalo.
Tonight with the season on the line in the Eastern Conference Final, Ryder made sweet music with rookie Tyler Seguin and produced a two-goal, three-point night en route to a series-tying 6-5 win over Tampa Bay.
It was just a couple months ago that Ryder was a healthy scratch so the Bruins could put Seguin into the lineup. Then by the end of the regular season and start of the playoffs, those roles reversed. Now they're combining for some much-needed offense during the Bruins' drive to a championship.
"That's the way it goes, I guess. I think we learned a lot from that, me and Segz," said Ryder after the game. "I was there before. So … Seguin, he did a great job. I think his first playoffs, it's been a huge two games for him and it's definitely going to give him some confidence. We need that from him."
Seguin finished the night with two goals, two assists. The pair — who were centered by Chris Kelly and saw their ice time increase from Game 1 when they were centered by Rich Peverley — also clicked on Seguin's goal in the first game. This could be a match made in heaven, especially as Ryder finishes up his career with Boston before free agency. He could be the guy that helps get Seguin's NHL career off the ground.
"Yeah, I think I always felt we were clicking throughout the season. He gave me my first NHL goal in the regular season and my first playoff goal, so I've got to give a lot of credit to that guy," said the 19-year-old. "So, I think I try to use my speed and I've always been a decent playmaker and he's got a tremendous shot. So really when I'm in their zone, I'm just looking for that guy and I know he's not going to make a mistake."
At least in the playoffs, you can say that about Ryder. And when it comes down to it, isn't that when it really, truly matters?


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Just finished the binding 10 minutes ago, so it needs washed and dried yet, but no time like the present to blog about it!
Saturday, October 29, 2011
Bloggers' Quilt Festival
Just finished the binding 10 minutes ago, so it needs washed and dried yet, but no time like the present to blog about it!
34 comments:
Oh Jenny, I have always wanted to make one of these, and yours is simply divine. I adore that teal and the using a jelly roll is a fabulous idea. Congrats on a wonderful quilt and a great finish. xoReplyDelete
Jenny, I love your quilt. The teal as the background fabric is outstanding.. I don't think it needs a border, perfect the way it is.ReplyDelete
Well done for getting the oomph to finish this beautiful quilt! I'm sorely tempted to try another postage stamp quilt but the last one I did sent me cross eyed :DReplyDelete
Yours is beautiful!
- AnonymousOctober 29, 2011 at 2:03 PM
Beautiful! Don't you just love deadlines to get things crossed off the list?!!ReplyDelete
I'm really loving these postage stamp quilts, especially when they are made in my favourite colours!ReplyDelete
- AnonymousOctober 29, 2011 at 2:14 PM
love the quilt!ReplyDelete
Congratulations on getting it finished! Its a beauty, i love that fabric line and the textured solid is a perfect match!ReplyDelete
I love the solid color you used with this. And that quilting is really cool. I don't know if I would be ready to tie that many loose threads, but what a great effect!ReplyDelete
Beautiful quilt! I love the blue background color.ReplyDelete
Love it! I think it looks fantastic. I bet it feels great to have it done!ReplyDelete
Looks fantastic! But... I've never actually quilted anything major before.. but.... do you really have to wash it after you finish it? What else do I need to know..ReplyDelete
Oh, that is lovely! I love teal anyway, but you did such a great job on that! This is fun, showing off my quilt, and seeing all the others' too!ReplyDelete
Fun - the blue is so refreshing!ReplyDelete
So bright and cheerful! Well done! Thanks for sharing it.ReplyDelete
Dots are always a winner for bindings. I love love this quilt! The quilting is perfect, and I love it sans border. Great job!ReplyDelete
You did really well to finish it in time! I love postage stamp quilts, but I've never had the guts to start one!ReplyDelete
- AnonymousOctober 30, 2011 at 5:17 AM
great colors!!ReplyDelete
Yay for finishing! It's such a pretty quilt. All of those squares-- yikes! And you must have had to bury a ton of thread ends! Your quilting is superb.ReplyDelete
It's just gorgeous, Jenny! And I recognize those fabrics! ;) Love the circle quilting.ReplyDelete
What a fabulous quilt! :o)ReplyDelete
That`s a fabulous quilt and you must be so pleased to have it finished! A wonderful entry for the BQF.ReplyDelete
So cute! I love the quilting!ReplyDelete
This looks lovely! Nice job!!ReplyDelete
Awesome! Great finish and I love the circle quilting!ReplyDelete
WOW! Stunning!! Amazing to have all those pieces...and the solid is a perfect match!ReplyDelete
I LOVE it Jenny! It was SOOOO fun to see it in person. Love the colors, pattern, binding, quilting...Everything!!!ReplyDelete
Great quilt. Love the color and how those red squares pop out here and there. Thanks for sharing and have a great wpdayReplyDelete
That is one gorgeous quilt.ReplyDelete
love that blue!ReplyDelete
Glad you joined. Thanks for sharing!ReplyDelete
It came out wonderful. I love the circle quilting!ReplyDelete
What a fun quilt - and fantastic quilting!ReplyDelete
Hi! Greetings from Finland! Your quilts are so fantastic! It's so nice to find other quilters all around the world! www.quiltworld2.blogspot.comReplyDelete
Yours, Ulla
Hi Jenny. Where have you been? I was just thinking I hadn't heard from you and should stop by. What a fantastic quilt!ReplyDelete


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Our sales representatives and showroom design consultants are at your service to assist you with finding tile products. It's our business to make the tile selection process inspirational, and we would love to work with you in person; whether at our showroom location, or at your firm. If you don't see what you're looking for on our website, click "Contact" and tell us about your project. We'll do the legwork for you.
To search for products, use the search bar on the main menu. If you're on a desktop computer, you'll see the search bar right after the word "Contact". If you're on your mobile phone, click "Menu" to expand the menu, and the search bar will be at the bottom after "Contact".
Type your search phrase and press Enter on your keyboard, or Go on your mobile device. The results displayed will be product lines, colors within a product line, or both. Click on a product to view the detail page.
We use keywords to match your search to a range of products. You can include size, color, or visual look (like concrete, stone, wood, etc.) in your search phrase, and then use filters to refine your search. Filters appear at the top of the product list.
For example, if you are looking for something neutral, but light, that looks like wood; you might search for "white wood". If you are searching for subway tile for a backsplash, your search phrase might be "3x6 backsplash" or "subway tile". Then, you might use a filter to only show "blue" tiles in the result. You can add or remove filters, combining them to show you exactly what you are looking for.


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WHITE PLAINS, N.Y. -- Democrat Michael Kaplowitz and Republican Jim Maisano have begun their push for bipartisan unity among the county Board of Legislators (BOL) by securing seats as chair and vice chair.
"Bipartisan coalition is all the rage," Kaplowitz told Daily Voice. "It makes sure every legislator steps up to best of their abilities to be best representative possible. We're making the BOL fully participatory."
Though hopes are high for the bipartisan approach, the BOL is shadowed by a history of conflict and divisiveness in recent years. Bickering and fighting between the parties brought the coalition together in the first place.
Minority leader John Testa (R, D1) said after Astorino's election in 2010 the focus of some of the Democratic leadership turned to preventing Astorino from being reelected.
"From that point on, it was all about four years in the future," he said. "If you go back from day one, there were continuous attacks on the administration, lawsuits. It just went on, and on, and on. It got to a point where even members of the Democratic party who saw what was happening, and previously looked away, got to point where they got frustrated and sick of it."
"It was time to do something about it," he added.
Catherine Borgia (D, D9), majority leader, said she believes the BOL has always worked in bipartisan matter, and that issues came not from bad blood but from balance of power issues between the legislative and executive branches.
"In Westchester County as well as the nation, there have been years where there has been more rigorous partisan disagreements that have taken up a lot of our airtime," she said. "If that will change or not with the new leadership, I don't know."
Borgia said in some areas, the dispute may have nothing to do with party lines, and everything to do with location.
"There are 17 of us with different regions we represent. In every government, the biggest thing is allocation of scarce resources. There is tension on that level as well," she said.
Borgia said she hopes to see vigorous debate on issues that matter the most to Westchester County, but that both sides have the opportunity to make their case in as vigorous, persuasive ways as possible.
"I think disagreements will still exist, but I hope we have a relationship among ourselves of compromise," she said.
Kaplowitz said the BOL should serve as an example to the county by functioning as one body that is as strong as possible at the legislative level. This includes working well with the county executive.
"The county executive is very important, but he's not my boss. Think of it as Congress versus the president," he said. "The system is set up so that, like a seesaw, we're supposed to balance. I have 500,000 bosses - my constituents."
Click here to sign up for Daily Voice's free daily emails and news alerts.


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You will learn
In this tutorial you will learn how to setup Custom Analytical Queries for use. This section deals with creating, deleting and modifying queries. The creation of Restricted Measures will take part in this example.
In this tutorial you will learn how to setup Custom Analytical Queries for use. This section deals with creating, deleting and modifying queries. The creation of Restricted Measures will take part in this example.
Start the Custom Analytical Queries Application by selecting the corresponding tile in the SAP Fiori Launchpad.
Choose New (1) to create a new query. Enter the query name (2):
Choose the data view (3) + (4)
I_GLACCOUNTLINEITEMCUBE. Press OK (5) to create the query.
On the General tab, you can specify the label.
Switch now to the Field Selection tab.
Select all following fields of the Data View, so that they can be copied to the query:
Amount in CC Crcy
Controlling Area
Cost Center
Fiscal Year
Fiscal Year Variant
Cost Object
Transaction Currency
Fiscal Period
Switch now to the Display tab. The Display icon indicates, whether a column is shown in
the report. The Filter icon indicates, whether a fixed value filter is defined for this field.
By Selecting the field
Controlling Area (1) you are able to change the attributes of this field:
Key Controlling Area (2)
Field types are symbolized by different icons as:
- measure (1)
- dimension (2).
Click Move Up/Down (3) to reorder the fields within an across Row/Column/Free
section. Choose Row/Column/Free (4) to quickly move across the sections.
Afterwards you can Save (5) your draft.
Switch to the Filters tab. This section displays the fixed value filters and the user input values for the selected dimension. Change Filters from No Filters to User Input Values.
A dialog will be shown in the design studio to read value from user.
Or define a fixed value filter. The result set upon executing the report will be filtered by the conditions specified here. Add multiple include conditions. A range of values can also be specified.
Switch back to the Display (1) tab again and press Add to add a new restricted measure.
popup appears to enter the label and the name (2) of the restricted measure.
Now choose the measure
Restricted Amount to add the restrictions.
On the following
popup, you can choose a dimension for the restrictions. Choose Fiscal Year.
You can have multiple include and exclude conditions with value help support.
Define a new User Input Filter for restricted measures (1). Choose on the
popup the tab User Input Filters and enter the attributes (2) on the following
popup. Click on the new Button (3) to create a new input filter (4) + (5). The dimension is derived from the version.
A new field for user input filter is created.
The : signifies the usage of a user input filter.
While executing the query, the value for
pt_version is read from user and entered into the
query. The user input filter can be used at any other location in the query for Version fields.
Now Save and Publish your draft.
Updated 09/06/2018
Contributors Provide Feedback
15 Min.
The Business user requires the Role
SAP_BCR_CA_ANA_AQD_PC to access the Query Designer.


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Manchester United and England star Ashley Young is due to go on trial today accused of a speeding offence.
Young, 28, is alleged to have exceeded a 50mph limit on the M6 Toll in Warwickshire while driving a Range Rover on March 7 last year.
The former Aston Villa and Watford midfielder faces a further charge of failing to give information to the police about the identity of the driver of the vehicle.
Young, of Prestbury, near Macclesfield, will stand trial at Leamington Spa Magistrates' Court this afternoon.


text:
A Scam Email with the Subject "Wachovia Commercial Bank account expire" was received in one of Scamdex's honeypot email accounts on Tue, 03 Jun 2008 04:39:23 -0700 and has been classified as a Generic Scam. The sender was "Wachovia Systems" <firstname.lastname@example.com>, although it may have been spoofed.
Coming Soon - changes to WACHOVIA COMMERCIAL BUSINESS ONLINE BANKING June 03, 2008
We're changing our Sign-on Page to improve your WACHOVIA COMMERCIAL BUSINESS BANKING customer experience.
Our Sign-on page is getting a facelift and a new security level E-certificate.
Opening an Account on Wachovia Commercial will be even quicker and easier.
To insure the highest level of security when performing online banking transactions, Wachovia Commercial Bank
recommends that you use a browser that supports 128-bit encryption and Wachovia Commercial Electronic certificate.
FOLLOW THIS LINK to verify that your browser has the level of security needed for Wachovia Commercial Banks Online Banking Services.
2008 Wachovia Bank. All rights reserved.


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1. Re: Windows 8* Consumer Preview in-box graphics driver feedbackrseiler Apr 20, 2012 2:42 PM (in response to Robert_U)
We continue to wait for the OpenGL driver to get out of beta and either be added to Windows Update or be posted in the Download Center, or both. Like AMD and Nvidia did last month, this should happen sooner rather than later.
2. Re: Windows 8* Consumer Preview in-box graphics driver feedbackyfnew Apr 20, 2012 11:15 PM (in response to Robert_U)
Hi, I am having problem installing the drivers. I am currently using the "microsoft basic display adapter". when I use the "update driver" button in the device manager, it will either tell me that the driver does not support this version of windows or the driver i am using is up to date. Also, I cannot find any updates about driver in the windows updates.
3. Re: Windows 8* Consumer Preview in-box graphics driver feedbackrseiler Apr 20, 2012 11:47 PM (in response to yfnew)1 of 1 people found this helpful
In case anyone missed it, I should point out that some good news was posted here. The full version of the driver is coming in early May:
@yfnew, what specific graphics do you have (what's your CPU)? I'm not sure how you're getting both messages that you mentioned.
You definitely shouldn't need to do this, but you can download it manually from the Microsoft Update Catalog. Note that you'll have to visit that URL with IE, and in some cases, IE run as administrator. The larger one you see is x64, assuming you have HD Graphics, which I have my doubts about because Windows Update should have given it to you directly. You can click on the name of the driver for more information, such as hardware ID strings.
4. Re: Windows 8* Consumer Preview in-box graphics driver feedbackkaarlisk Apr 21, 2012 2:02 AM (in response to Robert_U)
I have Intel HD 3000 graphics.
If I start a fullscreen 3D game, play it a bit, and then exit it, visual corruption of Windows interface elements appears. To get rid of this corruption I have to restart the graphics driver by disabling and enabling it in Device Manager.
I have an Acer TimelineX 3830T with video BIOS v2119.
Also, it is unclear from the previous posts whether there will be an OpenGL driver for Intel GMA 4500 series for the final release of Windows 8. Will there be one?
5. Re: Windows 8* Consumer Preview in-box graphics driver feedbackyfnew Apr 21, 2012 7:47 AM (in response to rseiler)
My CPU is Core i5 M540, and the device id for my graphic is PCI\VEN_8086&DEV_0046. When I first using the device manager to update the driver, it told me that the driver does not support my windows. Then I deleted the original driver (igdlh11.inf), and I used the device manager again to update. This time it said that the driver (Microsoft Basic Display Adapter) is up to date.
6. Re: Windows 8* Consumer Preview in-box graphics driver feedbackrseiler Apr 21, 2012 10:34 AM (in response to yfnew)
That may be it for now. If you look at the HD Graphics driver listed in the Microsoft Update Catalog mentioned earlier, you won't find your hardware ID in the list, so that driver won't install, as you found. Yet the link I have above to the other thread does show the "inbox driver" for 1st-gen HD Graphics on the Consumer Preview available "now," but I find it hard to believe by that they mean the Microsoft Basic Display Adapter. Perhaps mobile graphics is not included in that chart?
7. Re: Windows 8* Consumer Preview in-box graphics driver feedbackm.stanford May 4, 2012 5:22 PM (in response to Robert_U)
I have a Lenovo 3000 N100 computer. The system properties show Intel Core Duo T2350, and the Intel 945GM chipset (Driver Date: 10/4/2011, Version 22.214.171.1248, Provider: Intel Corporation).
The Husdawg driver update utility doesn't seem to run on Windows 8 ("your operating system is not supported by this utility"), so I ran this installer anyway. It gives an error message saying that my system doesn't meet the minimum requirements, so I presume the driver I have is the latest.
The Vista driver for this chipset had Open GL support, but from this it seems that the Windows 8 driver doesn't. Can anybody there please let me know where I am going wrong, and if am not, please could you share the thinking behind dropping support for Open GL?
8. Re: Windows 8* Consumer Preview in-box graphics driver feedbackYups May 6, 2012 4:53 PM (in response to m.stanford)
I don't have Win 8 installed currently. On Win 7 I noticed a couple of game bugs with the driver 18.104.22.168.2729, some directx games doesn't start and some OpenGL apps like Furmark, GL 2.1 - HW Geometry Instancing in Geeks3d or Cinebench 11.5 OpenGL produces a blank screen on Sandy Bridge HD3000. But maybe it works properly on Windows 8. The OpenGL game Doom 3 starts properly, "timedemo demo1" Benchmark some frames per second slower. Directx performance is slightly better compared to the native 22.214.171.12412 Win 7 driver. But as I said this is tested on Win 7, take it with a grain of salt...
For the new HD2500/HD4000 Ivy Bridge graphics it looks like the driver added some OpenGL 4.0 extensions and fixed the spikes seen in the AF flower in dx9 mode.
9. Re: Windows 8* Consumer Preview in-box graphics driver feedbackHale May 10, 2012 12:30 PM (in response to Robert_U)
Once again 915 graphics (GMA 900) isn't supported even on lowest 2D level with power management. Failsafe VGA shows some picture, but power management is ruined because of no Video driver exists.
Bye-bye cheap thin workplaces and office notebooks. Welcome creditors and bankruptcy appraisers. And 915 platform is still on the market. Intel is not just stilling customer's money, but ruining the wide segment of of business and management that made a stake on Intel's Hardware.
What a disgusting attitude to customers.
There's a lesson. If you don't want to have compatibility problems in future - never purchase Intel hardware for your business.
10. Re: Windows 8* Consumer Preview in-box graphics driver feedbackYups May 10, 2012 7:00 AM (in response to Hale)
GMA 900 is dead old and slow and outdated, it's not important anymore. It's the right decision to kill this GMA version.
11. Re: Windows 8* Consumer Preview in-box graphics driver feedbackHale May 10, 2012 12:39 PM (in response to Yups)
Is it older than Matrox chips that are still an industry standard?
Is it slower than S3 Trio/Virge that perfecly run in VGA and SVGA modes under Linuxes and even Win8 ?
Windows 8 is especially marketed as an OS capable to run on weak hardware. But Intel's politicks is a general drawback here.
I can playback Full HD video in VGA mode on GMA 900 and you still saying that ridiculous thing about performance?
Though, it can be 3-4 times faster with appropriate drivers.
Slow and old for what? For GAMES ?
Actually, how many workers are allowed to PLAY GAMES in office?
How many users play 3D games on Atom laptops? And GMA 900 is not slower
12. Re: Windows 8* Consumer Preview in-box graphics driver feedbackHale May 10, 2012 7:24 AM (in response to Yups)
"It's the right decision to kill this GMA version."
It would be a right decision to kill the fraud who offer business level mass-market solutions and then cut support unexpectedly.
13. Re: Windows 8* Consumer Preview in-box graphics driver feedbackYups May 10, 2012 7:43 AM (in response to Hale)
Are you idiotic? GMA 900 was launched in 2004, therefore a couple of years older than the first Atom generation. Furthermore Atom carries a PowerVR GPU. Stay on your current OS with your dead old integrated graphics and be happy or buy new hardware. Even AMD did not provide an official Windows 7 driver for their X1800/X1900 series and they are much much faster than your slow and feature old GMA 900. At some point it makes no sense to spend ressources on something unimportant and outdated hardware. Maybe you can use the Vista driver for Windows 8 if available and get a picture with disabled Aero, that's it. It doesn't matter what you would like to have. Your whining attitude is pure spam in this topic.
14. Re: Windows 8* Consumer Preview in-box graphics driver feedbackHale May 10, 2012 8:39 AM (in response to Yups)
"Are you idiotic? GMA 900 was launched in 2004"
It seems that you are idiotic. GMA actually WAS launched in 2004 for wide range of business, system and embedded applications and the lifetime of such applications usually extends beyond 10 years period. (In contrary to game and entertainment applications that it was never assigned for)
Once again, why don't you complain on Matrox graphics industry/administrative level cores launched in 1994 and still online?
"Stay on your current OS with your dead old integrated graphics and be happy or buy new hardware."
So, give me a budget to replace the network of 400 office clients and I will happily replace them with... nVidia or AMD based platforms that never cut support that dishonorable way.
Actually, there's not much difference between GMA 900 and 950 (and later), so the support is cut artificially. Earlier 950 drivers were supporting 900 chips perfectly. That was just a marketing trick to own customers.
"Furthermore Atom carries a PowerVR GPU"
Ha-Ha-Ha! You are acquitting that castrato from 90's ? LOL
"Maybe you can use the Vista driver for Windows 8"
You are completely out of . Beter keep shut up, or examine the problem.
There's no Vista drivers for GMA 900 ! Thats the treachery!
And You didn't even tried to read specs of Win8!
Latest 900 driver is XPDM and Vista(7) had limited support of XPDM (with countless bugs). In win8 there's no XPDM. And rumors say WDDM 1.0 also will be cut or removed from W8 final.
And once again. STOP BURBLING ABOUT 3D Performance! It is not that GMAs were designed for from the first place and that is not 9xx series were widely used for. 2D, common interfaces, simple cheap one-chip and low power applications. It was almost perfect and it is still not bad, .excepting artificial driver problem.


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Aqua Teen Hunger Farce
First the breaking non-news: the cable networks went into overdrive today reporting on a potentially deadly threat that shut down parts of Boston. Then the threat turned out to be a marketing campaign for "Aqua Teen Hunger Force," part of Cartoon Network's "Adult Swim" block.
Only later did the actual news arrive: the stunt has been going on in 10 cities for weeks. Don't look now, but national security is as spotty as we feared.
By way of apology Turner Broadcasting said "the 'packages' in question are magnetic lights that pose no danger. They are part of an outdoor marketing campaign in 10 cities in support of Adult Swim's animated television show Aqua Teen Hunger Force. They have been in place for two to three weeks in Boston, New York, Los Angeles, Chicago, Atlanta, Seattle, Portland, Austin, San Francisco, and Philadelphia. Parent company Turner Broadcasting is in contact with local and federal law enforcement on the exact locations of the billboards. We regret that they were mistakenly thought to pose any danger."
For the record, the blinking light gizmos depict characters from the show called "mooninites," named Ignignokt and Err, who are known on the animated stoner hit for making a rude hand gesture. The devices were in place to promote a feature film based on the TV series, due in March.


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It was 10 years ago, give or take, and the rec league coach needed someone to snap the ball. And, kids being kids, nobody wanted to do anything that didn't involve throwing, running or catching.
So Lydell Washington volunteered. That's how a kid with tailback size (if that) became a center.
Today, he's the leader of Hampton's improved offensive line, which has paved the way for the Peninsula District's best running game and protected a quarterback who hasn't thrown an interception all season. And Washington wouldn't have it any other way.
"Nobody stepped up to do it back then, so I did it," he said. "It's like being the quarterback of the offensive line."
So what if he doesn't have lineman size? At 5-foot-7 and 185 pounds, which is what he claims, Washington is smaller than each member of the Crabbers' starting backfield. But he makes up for it with quickness, toughness and instincts.
"It takes a special kid to be a center," said Hampton coach Mike Smith, who early in his career coached a future Hall of Famer in Dwight Stephenson. "The guys at nose guard are taking a whack at you, you have to do the shotgun snap, you have to block. But he does take it seriously.
"He knows it all starts with him. And really, he's an awfully good defensive player, but we don't play him over there much because we can't afford to get him hurt. Believe you me, he'd be a dandy of a linebacker."
Because his sister was in the band, Washington started going to Hampton football games in the mid-1990s when Ronald Curry was around. He has a football that Curry autographed for him when Washington was no more than 5 or 6. And right then, he knew.
"After going to the games with my father, I always wanted to wear a Crabber helmet and uniform," Washington said. "That was my goal, to play for the Crabbers."
Washington played JV his freshman year and then moved up to varsity. As a sophomore, he played mostly special teams. As a junior, he moved into the starting lineup. And this year, he was second-team All-Peninsula District.
For a quarterback, a dependable center is just as important as a possession receiver or a left tackle protecting his blind side. And though Washington is the smallest lineman, that doesn't matter.
"He's strong, and that's an understatement," Hampton quarterback David Watford said. "He's a workout warrior and he runs like a running back. He might not look that big out there, but he makes up for it with his strength and quickness."
Off the field, Washington is a solid student who does little to draw attention to himself.
"You'd have to ask him a question to know he's there," Smith said. "He's very humble, very dedicated and hard working."
Center might not be the most fun position to play, but Washington knows that's where he's needed. Ask him where he like to play if given the choice, he doesn't bite. "Center," he says quickly.
Not one of the glamour positions like quarterback or wide receiver?
"I couldn't leave my line like that," he said. "I have to stick with my line."
It's a solid group — Trei Banks and Troy Garrett at the guards, P.J. Wright and Clifton Moore at the tackles and Washington at center. A year ago, only three teams in the district had a less-productive running game. This year, nobody does.
"Without them," running back Dallas Cogdell said of the linemen, "we couldn't do anything."
Though he's able to handle being a 185-pound lineman in high school, Washington knows the college level is another matter. Some programs are recruiting him, but they will want him to play another position.
"They said I'd be a defensive back with my size," he said. "I haven't played that before, but I can do whatever I put my mind to."
For now, there's only one thing on Washington's mind: Winning a ring. It's been five years since the Crabbers won their 17th state championship, and Washington can think of no better way to exit.
"It would mean everything," he said. "It's a legacy. Tradition never fails, so we're all trying to get a state championship before all the seniors graduate. We want to break all the records and try to get a ring before we graduate.


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US Jobless Claims Jump To 374,000
WASHINGTON (AP) — The number of people applying for U.S. unemployment benefits jumped by 66,000 last week to a seasonally adjusted 374,000. But the spike was largely because California processed a huge backlog of claims and the partial government shutdown prompted some contractors to cut jobs.
The sharp rise comes after the average fell to a 6 ½-year low last week. The Labor Department says the less volatile four-week average rose 20,000 to 325,000.
A government spokesman said about half the weekly increase occurred in California, where official processed applications that were delayed several weeks ago by a computer upgrade. One-quarter of the increase reflected applications from employees at government contractors.
Federal workers temporarily laid off by the shutdown may also file for benefits. But those figures won't be published until next week.


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Russell Ord is a photographer based in Margaret River Western Australia with his beautiful wife Catherine and three kids Kalani, Tavian and Ayla. An ex-fireman by trade, his journey into surf photography started fifteen years ago when he injured his knee surfing. Instead of sitting on the couch for three months Russell picked up a camera and spent the days at the beach shooting friends surfing and ocean based activities. That injury transformed Russell's life; a passion for photography was born and now he loves to capture the beauty of the sea. Russell's main focus over the past seven years has been to steer clear of the crowds, explore the rugged Western Australian coastline, swim into some of the heaviest waves imaginable and push his photographic boundaries in waves of consequence.
"I have gone away from capturing every single moment, and now I'm just trying to get that one moment that's challenging to myself, so that means swimming right into impact zone, my whole life revolves around that journey; what I eat, how I breathe and how I train."
I have recently been a convert to the X Series cameras and could not be happier with my decision, having been a SLR user for the last 15 years (surf photographer) I was a little skeptical at first about focus speed, build and image quality however I was more than pleasantly surprised when I trialled the X-Pro2, 16mm, 56mm and the 50-140mm from Camera Electronic, this is exactly what my photography required, a light kit for travel, un-intrusive equipment for my lifestyle work, robust, exceptional image quality and the list goes on. I am now a proud Fuji owner and user which consists of the following:
X-Pro2 | 56mmF1.2 | 16mmF1.4 | 90mmF2 | 60mmF2.4 | 50-140mmF2.8 | 35mmF2 | 27mm (pancake) F2.8 | 100-400mmF4.5-5.6.
Happy to recommend any of the above – great build quality and my photography work has gone to a different level.


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LU history department joins forces with historical society
The newly published issue of the Texas Gulf Historical and Biographical Record marks the beginning of a formal association between the Texas Gulf Historical Society and the Lamar University Department of History.
The history department has assumed full editorial responsibility for the Record, which the society started in 1964 and has published annually since 1965, said past editor John Storey, distinguished professor emeritus of history and former department chair.
"From its inception, the society's objective has always been to explore, compile and preserve the rich cultural heritage of the Texas Gulf region, and the Record has always been an outlet for that research," Storey said. "The history department shares the society's objective, and it will, through the Record, continue to publish scholarly research on all aspects of life along the Gulf Coast and across East Texas."
Featured in the current issue, for example, are articles on banking, the tidelands oil controversy, Bolivar Peninsula and school desegregation in Orange.
Lamar's history department and College of Arts and Sciences hosted a reception Nov. 11 to recognize the joint publication. Copies are available for $10 each from the Tyrrell Historical Library, 695 Pearl St. in downtown Beaumont.
The publication welcomes submissions by historians, students and laymen alike, Storey said. Information about submitting articles is available at www.texasgulfhistorysociety.org; or by contacting Jimmy Bryan, associate professor of history and the Record's current editor, at the Lamar history department, (409) 880-8415 or firstname.lastname@example.com.


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We have sharepoint based intranet portal which we plan to keep in the DMZ for employees to access them from their home or internet. For user it will need to connect to the Active Directory database as well as access some databases.
I wanted to know what is the best way to keep the sharepoint server in the DMZ considering the security aspects of it? Any inputs will be of great help.


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