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McKinsey & Company is an American worldwide management consulting firm. It conducts qualitative and quantitative analysis to evaluate management decisions across public and private sectors. McKinsey publishes the McKinsey Quarterly since 1964, funds the McKinsey Global Institute research organization, publishes reports on management topics, and has authored many influential books on management. Its practices of confidentiality, influence on business practices, and corporate culture have experienced a polarizing reception.
McKinsey was founded in 1926 by James O. McKinsey in order to apply accounting principles to management. McKinsey died in 1937, and the firm was restructured several times, with the modern-day McKinsey & Company emerging in 1939. Marvin Bower is credited with establishing McKinsey's culture and practices in the 1930s based on the principles he experienced as a lawyer. The firm developed an "up or out" policy, where consultants who are not promoted are asked to leave. McKinsey was the first management consultancy to hire recent college graduates, rather than experienced managers.
In the 1980s and 1990s, the firm expanded internationally and established new practice areas. It had 88 staff in 1951, 7,700 by the early 2000s and 27,000+ by 2018. McKinsey's consulting has helped to establish many of the norms in business and contributed to many of the major successes and failures in business in the modern era.
Early history
McKinsey & Company was founded in Chicago under the name James O. McKinsey & Company in 1926 by James McKinsey, a professor of accounting at the University of Chicago. [5] [6] He conceived the idea after witnessing inefficiencies in military suppliers while working for the U.S. Army Ordnance Department. [7] :4 The firm called itself an "accounting and management firm" and started out giving consulting on using accounting principles as a management tool. [8] :3 McKinsey's first partners were Tom Kearney, hired in 1929, [9] and Marvin Bower, hired in 1933. [11] [12] :133 In its first few years, the firm grew quickly and began developing rapport among corporations; [7] :4 its second office was opened in New York City in 1932. [8] :20 In 1935, McKinsey left the firm temporarily to serve as the Chairman and CEO of client Marshall Field's as it implemented the restructuring plan created by his firm. [7] :5 [12] :133
McKinsey was merged with accounting firm Scovell, Wellington & Company that same year, creating the New York-based McKinsey, Wellington & Co. and splitting off the accounting practice into Chicago-based Wellington & Company. [7] :5 A Wellington project that accounted for 55 percent of McKinsey, Wellington & Company's billings was about to expire [13] and Kearney and Bower had disagreements about how to run the firm. Bower wanted to expand nationally and hire young business school graduates, whereas Kearney wanted to stay in Chicago and hire experienced accountants. [12] :134 Additionally, in 1937 James O. McKinsey died after catching pneumonia. [8] [10]
This led to the division of McKinsey, Wellington & Company in 1939. The accounting practice returned to Scovell, Wellington & Company, while the management engineering practice was split into McKinsey & Company and McKinsey, Kearney & Company. [9] [13] Bower had partnered with Guy Crockett from Scovell Wellington, who invested in the new McKinsey & Company and became managing partner, while Marvin Bower is credited with founding the firm's principles and strategy as his deputy. [13] [14] The New York office purchased exclusive rights to the McKinsey name in 1946. [15] :25
McKinsey & Company grew quickly in the 1940s and 50s, especially in Europe. [7] :12-13 [15] :25 [16] It had 88 staff in 1951 [17] and more than 200 by the 1960s, [15] including 37 in London by 1966. [17] In the same year, McKinsey had six offices in major US cities like San Francisco, Cleveland, Los Angeles and Washington D.C., as well as six abroad. These foreign offices were primarily in Europe, such as in London, Paris, Amsterdam, as well as in Melbourne. [7] :12-13 By this time, one third of the company's revenues originated from its European offices. [15] Guy Crockett stepped down as managing director in 1950, and Marvin Bower was elected in his place. [13] [18] :61 McKinsey's profit-sharing, executive and planning committees were formed in 1951. [13] The organization's client base expanded especially among governments, defense contractors, bluechip companies and military organizations in the post- World War II era. [19] After seven years of consideration, McKinsey became a private corporation with shares owned exclusively by McKinsey employees in 1956. [7] :12 [13]
After Bower stepped down in 1967, the firm's revenues declined. New competitors like the Boston Consulting Group and Bain & Company created increased competition for McKinsey by marketing specific branded products, such as the Growth-Share Matrix, and by selling their industry expertise. [16] [20] [21] In 1971, McKinsey created the Commission on Firm Aims and Goals, which found that McKinsey had become too focused on geographic expansion and lacked adequate industry knowledge. The commission advised that McKinsey slow its growth and develop industry specialties. [7] :14 [16] In 1976, Ron Daniel was elected managing director, serving until 1988. [8] :42 Daniel and Fred Gluck helped shift the firm away from its generalist approach by developing 15 specialized working groups within McKinsey called Centers of Competence and by developing practice areas called Strategy, Operations and Organization. Daniel also began McKinsey's knowledge management efforts in 1987. [7] :15-17 This led to the creation of an IT system that tracked McKinsey engagements, a process to centralize knowledge from each practice area and a resource directory of internal experts." [7] :6-7 By the end of his tenure in 1988 the firm was growing again and had opened new offices in Rome, Helsinki, São Paulo and Minneapolis. [7] :15-17 [16]
Fred Gluck served as McKinsey's managing director from 1988 to 1994. [22] The firm's revenues doubled during his tenure. [21] He organized McKinsey into 72 "islands of activity" that were organized under seven sectors and seven functional areas. [7] :18 By 1997, McKinsey had grown eightfold over its size in 1977. In 1989 the firm tried to acquire talent in IT services through a $10 million purchase of the Information Consulting Group (ICG), but a culture clash caused 151 out of the 254 ICG staff members to leave by 1993. [21] [22]
Recent history
Further expansion
In 1994, Rajat Gupta became the first non-American-born partner to be elected as the firm's managing director. [23] By the end of his tenure, McKinsey had grown from 2,900 to 7,700 staff and 58 to 84 locations. [24] He opened new international offices in cities such as Moscow, Beijing and Bangkok. [7] :20 Continuing the structure developed by prior directors, Gupta also created 16 industry groups charged with understanding specific markets and instituted a three-term limit for the managing director. [7] :22 McKinsey created practice areas for manufacturing and business technology in the late 1990s. [7] :21, 23
McKinsey set up "accelerators" in the 1990s, where the firm accepted stock -based reimbursement to help internet startups; [24] [25] the company performed more than 1,000 e-commerce projects from 1998-2000 alone. [7] :24 The burst of the dot-com bubble led to a reduction in utilization rates of McKinsey's consultants from 64 to 52 percent. Though McKinsey avoided dismissing any personnel following the decline, [24] the decline in revenues and losses from equity-based payments as stock lost value, together with a recession in 2001, meant the company had to reduce its prices, cut expenses and reduce hiring. [7] :25
In 2001, McKinsey launched several practices that focused on the public and social sector. It took on many public sector or non profit clients on a pro bono basis. [19] By 2002 McKinsey had invested a $35.8 million budget on knowledge management, up from $8.3 million in 1999. [19] :1 Its revenues were 50, 20, and 30 percent from strategy, operations, and technology consulting, respectively. [7] :20
In 2003 Ian Davis, the head of the London, UK office, was elected to the position of managing director. [26] Davis promised a return to the company's core values, after a period in which the firm had expanded rapidly, which some McKinsey consultants felt was a departure from the company's heritage. Also in 2003, the firm established a headquarters for the Asia-Pacific region in Shanghai, China. By 2004, more than 60 percent of McKinsey's revenues were generated outside the U.S. [19] The company started a Social Sector Office (SSO) in 2008, which is divided into three practices: Global Public Health, Economic Development and Opportunity Creation (EDHOC) and Philanthropy. McKinsey does much of its pro-bono work through the SSO, whereas a Business Technology Office (BTO), founded in 1997, provides consulting on technology strategy. [27]
By 2009, the firm consisted of 400 directors (senior partners), up from 151 in 1993. [21] [28] Dominic Barton was elected as Managing Director, a role he was re-elected for in 2012 and 2015. [28]
In February 2018, Kevin Sneader was elected as Managing Director. He will serve a three-year term beginning on July 1 2018. [4]
Galleon insider trading scandal
Former McKinsey senior executives, Rajat Gupta and Anil Kumar, were among those convicted in a government investigation into insider trading for sharing inside information with Galleon Group hedge fund owner Raj Rajaratnam. [29] [30] Though McKinsey was not accused of any wrongdoing, the convictions were embarrassing for the firm, since it prides itself for integrity and client confidentiality. [31] [32] [30] Following the initial allegations McKinsey no longer maintains a relationship with either senior partner, [33] [34] though the manner in which it severed ties attracted controversy. [35]
Senior partner Anil Kumar, described as Gupta's protégé, [36] left the firm after the allegations in 2009 and pleaded guilty in January 2010. [37] [38] While he and other partners had been pitching McKinsey's consulting services to the Galleon Group, Kumar and Rajaratnam reached a private consulting agreement, violating McKinsey's policies on confidentiality. [39] Gupta was convicted in June 2012 of four counts of conspiracy and securities fraud, and acquitted on two counts. [40] In October 2011, he was arrested by the FBI on criminal charges of sharing insider information from these confidential board meetings with Rajaratnam. [41] [42] At least twice, Gupta used a McKinsey phone to call Rajaratnam and retained other perks — an office, assistant, and $6 million retirement salary that year [43] — as a senior partner emeritus. [34]
After the scandal McKinsey instituted new policies and procedures to discourage future indiscretions from consultants, [44] including investigating other partners' ties to Gupta. [45] [46]
Ongoing South African corruption scandal
The Gupta family (no relation to Rajat Gupta) had strategically placed corrupted individuals in various South African government, utilities and infrastructure sectors. It is alleged that McKinsey was complicit in this corruption by using the Guptas to obtain consulting contracts from certain state-owned enterprises, including Eskom and Transnet. [47] Working with Trillian Capital Partners (a consultancy which was owned by a Gupta associate), [48] they provided services to the value of R1 billion ($75 million) annually. Trillian was paid a commission for facilitating the business for McKinsey. [49] McKinsey hired law firm Norton Rose Fulbright to carry out an internal investigation over the allegations.
McKinsey's then Managing Partner, Dominic Barton issued a statement, following an internal investigation, in which the firm "admitted that it found violations of its professional standards but denied any acts of bribery, corruption, and payments to Trillian." [50]
In September 2017, the Democratic Alliance, South Africa's main opposition political party, laid charges (Case Number: CAS 1156/9/2017) of fraud, racketeering and collusion against McKinsey in terms of Section 21 of the Prevention and Combatting of Corrupt Activities Act (Act 12 of 2004). The party alleged that McKinsey ignored red flags from senior South African staff members that deals between Trillian, Eskom and other Gupta-linked companies were not above board. The party said that McKinsey seems to have ignored these warnings as the profits were far too lucrative for McKinsey to pass up. [51] Corruption Watch, a South African non-governmental organisation, also filed a complaint about the controversial contract to the US Department of Justice, alleging that there was a criminal conspiracy between McKinsey, Trillian and Eskom in contravention of US and South African law. [52] It was revealed in January 2018 that criminal complaints were filed against McKinsey & Company by the South African Companies and Intellectual Property Commission. South African prosecutors confirmed that they would enforce the seizing of assets from McKinsey. [53]
South Africa's National Prosecuting Authority concluded in early 2018 that the payments to McKinsey and its local business partner, Trillian, were illegal, involving crimes such as fraud, theft, corruption and money laundering. McKinsey had subsequently been in discussion with Eskom and the National Prosecuting Authority's Asset Forfeiture Unit to agree on a transparent, legally appropriate process for returning the R1-billion (US$74m) it had been paid - it was confirmed on 6 July 2018 that this had been concluded. [54] Eskom confirmed it received R99.5 million in interest from McKinsey on July 23, 2018. The interest payment covers the two years since McKinsey was paid almost R1-billion in 2016. [55]
The repayment of the near R1-billion illegal fee was not universally well received by South Africans. McKinsey continued to receive negative coverage in South Africa's business press with Sikonathi Mantshantsha, deputy editor of South Africa's Financial Mail magazine writing in an open letter to Mckinsey that "...I find it rich — too rich, in fact — for McKinsey to lecture anyone about the truth, principles and fairness. Let me tell you that the highest standards of ethics, truth and fairness begin with never taking that which does not belong to you in the first place. The second is to not pretend you are helping a client when you clearly are not. The third point is to acknowledge, however hard that may be, when you have done all and any of the above." This was in response to an unpublished email from Mckinsey which Mantshantsha described as making the "baseless and arrogant claim about there being no evidence presented to support the accusations of unethical conduct — possibly also thieving and corruption — that has financially crippled not only SA's electricity provider Eskom, but also the rail and pipeline firm Transnet. And possibly others." Mantshantsha went on to say "as is now common cause, McKinsey has readily admitted that there is no legal basis on which to hold on to the funds." [56]
Information relating to allegedly corrupt practices by McKinsey at Transnet in 2011 and 2012 came to light in late July 2018. The weekly Mail & Guardian newspaper reported that a "...new forensic treasury report shows how controversial former Transnet and Eskom chief financial officer Anoj Singh enjoyed overseas trips at the expense of international consulting firm McKinsey, which scored multi-billion rand contracts at the state owned entities." The "...report reiterates treasury's recommendations that Singh's conduct with regards to McKinsey should be referred to the elite crime-fighting unit, the Hawks, for investigations under the Prevention and Combating of Corrupt Activities Act (Precca). Under Precca, Singh would be investigated for allegations of corruption as the overseas trips alone constitute a form of gratification, which is illegal." [57] The Sunday City Press reported that the forensic report in turn reported that "multinational advisory firm McKinsey paid for Singh to go on lavish international trips to Dubai, Russia, Germany and the UK, after which their contract with Transnet was massively extended." [58]. Mckinsey issued a statement that the allegations were incorrect. Mckinsey stated that "based on an extensive review encompassing interviews, email records and expense documents, our understanding is that McKinsey did not pay for Mr. Singh's airfare and hotel lodgings in connection with the CFO Forum and the meetings that took place around the CFO Forum in London and elsewhere in 2012 and 2013." [59]
In early August 2018 McKinsey admitted to helping Transnet Group Chief Executive Siyabonga Gama prepare a part of his thesis to obtain an MBA degree from TRIUM, a collaborative MBA programme jointly run by the NYU Stern School of Business, the London School of Economics and Political Science and HEC School of Management. Several researchers at McKinsey's Johannesburg office were assigned to help outline and prepare Gama's submission to a joint thesis to which he had to contribute at least two chapters. Despite multiple earlier denials that any corrupt activities had been discovered, a McKinsey's spokesperson said "... we believe this matter passed the threshold of reasonable suspicion that an offence may have occurred under South African law. As such, we reported it last year to relevant authorities under Section 34(1) of Precca." [60]. The TRIUM Global EMBA official twitter account was reported to have tweeted that "We have been made aware of recent allegations about academic integrity involving a TRIUM alumnus. TRIUM and its three Alliance Schools...take academic integrity issues very seriously." [61]
2018 Lawsuit
As of May 2018, the restructuring practice of the company is being sued by a competitor claiming knowingly misleading courts in order to land clients [62]. The company indeed disclose an average of only five potential conflicts per case, whereas other professional-services firms divulged, on average, 171 connections. In most cases it disclosed no conflicts at all. [63]
Role in Saudi clampdown on dissidents
In October 2018, in the wake of the Saudi dissident and journalist assassination of Jamal Khashoggi, The New York Times reported that McKinsey had identified the most prominent Saudi dissidents on Twitter and that the Saudi government subsequently repressed the dissidents and their families. One of the dissidents was arrested. Another dissident's family members were arrested, and the cell phone of the dissident was hacked. McKinsey issued a statement, saying "We are horrified by the possibility, however remote, that [the report] could have been misused. We have seen no evidence to suggest that it was misused, but we are urgently investigating how and with whom the document was shared." [59]
Role in Trinidad and Tobago-Petrotrin Reports presented in the Trinidad and Tobago Parliament indicated McKinsey provided consulting recommendations to the amount of $66. Million dollars in total. The Petrotrin Refinery is set to close on November 30th 2018. (Reference TT Parliament Hansard).
McKinsey & Company was originally organized as a partnership [65] before being legally restructured as a private corporation with shares owned by its partners in 1956. [13] [66] It mimics the structure of a partnership and employees are called "partners". [65] [67] The company has a flat hierarchy and each member is assigned a mentor. :65, 142 Since the 1960s, McKinsey's Managing Director has been elected by a vote of senior directors to serve up to three, three-year terms or until reaching the mandatory retirement age of 60. [68] The firm is also managed by a series of committees that each has its own area of responsibility. [7] :22
McKinsey has a de-centralized structure, whereby different offices operate similarly, but independently. Each office is expected to put the overall organization's best interest before the office's, which McKinsey refers to as the "one firm" principle. Consultants and engagements are often shared across offices. [18] [27] :11 Revenues from all offices are pooled and an individual office's revenue does not directly affect it financially. The company's budgeting is centralized, but individual consultants are given a large degree of autonomy. [69]
McKinsey consultants are either industry experts, functional experts, or generalists that cover specific geographic regions. The firm has 23 industry practices focused on individual industries, nine functional practices that work in areas like finance, marketing or risk, and five Capabilities and Solutions areas related to technology consulting. [27] [70]
Marvin Bower is credited with creating McKinsey's values and principles in 1937. [19] He established a set of rules: that consultants should put the interests of clients before McKinsey's revenues, not discuss client affairs, tell the truth even if it means challenging the client's opinion, and only perform work that is both necessary and that McKinsey can do well. [21] Bower created the firm's principle of only working with CEOs, which was later expanded to CEOs of subsidiaries and divisions. He also created McKinsey's principle of only working with clients the firm felt would follow its advice. [18]
Bower also established the firm's language. McKinsey calls itself "The Firm" and its employees "members". [18] [21] McKinsey says its consultants are not motivated by money. [21] McKinsey & Company tries to keep a "very low profile public image". The firm has a policy against discussing specific client situations. The firm says it does not advertise, though it did advertise allegedly for recruitment purposes in TIME Magazine in 1966. [18] Members are not supposed to "sell" their services. McKinsey's consultants are expected to become a part of the community and recruit clients from church, charitable foundations, board positions and other community involvements. [18]
A 1993 profile story in Fortune Magazine said McKinsey & Company was "the most well-known, most secretive, most high-priced, most prestigious, most consistently successful, most envied, most trusted, most disliked management consulting firm on earth". [21] According to BusinessWeek the firm is "ridiculed, reviled, or revered depending on one's perspective". [71]
McKinsey's culture has often been compared to religion, because of the influence, loyalty and zeal of its members. Fortune Magazine said partners talk to each other with "a sense of personal affection and admiration". [21] An article in The News Observer said McKinsey's internal culture was "collegiate and ruthlessly competitive" and has been described as arrogant. The Wall Street Journal said McKinsey is seen as "elite, loyal and secretive". According to Reuters, it has a "button-down culture" focused on "playing by the rules". [72] According to BusinessWeek, some consultants say the firm has strayed from its original values as it increased in size. [24] The Guardian said at McKinsey "hours are long, expectations high and failure not acceptable".
Many of McKinsey's alumni become CEOs of major corporations or hold important government positions. In doing so, they influence the other organization with McKinsey's values and culture. McKinsey's alumni have been appointed as CEOs or high-level executives at Google, American Express, Boeing, IBM, Westinghouse Electric, Sears, AT&T, PepsiCo, and Enron. McKinsey alumni have held positions with Tony Blair's office. Citicorp and Merrill Lynch have also hired many McKinsey alumni. As of 2008, McKinsey alumni held CEO positions with 16 corporations that have more than $2 billion in revenue. The firm was ranked by USA Today as the most likely company to work for and become a future CEO of a major corporation, with odds of 1 out of 690. [73] McKinsey's consulting work has also been influential in establishing many of the norms of how governments and corporations are run. [18] The company has been influential in the British Department of Health for many years and was heavily involved in the discussions around the Health and Social Care Act 2012. [74]
Critiques on culture
McKinsey's culture has been under scrutiny after a number of scandals the firms was either directly involved in or indirectly associated with. The independent says that 'McKinsey's fingerprints can be found at the scene of some of the most spectacular corporate and financial debacles of recent decades', [75] while Reuters names the scandalous incidents 'not bad apples, [but] a culture of corruption'. [76] McKinsey is in some cases seen as complicit or emblematic for the culture in cases where they did not get prosecuted with criminal charges, or where their former employees engaged in illegal or morally unethical behavior.
Enron was the creation of Jeff Skilling, a proud McKinsey consultant of 21 years, who was jailed after the falldown. The Independent states that McKinsey had 'fully endorsed the dubious accounting methods that caused the company to implode in 2001', [75] and that 'the processes and principles he [Jeff Skilling red.] allowed were very McKinsey. The consultants used Enron as their sandbox.' [69] McKinsey does not disclose the nature of its relationship with Enron other than to confirm it was a client. The Guardian reported that Enron used McKinsey on 20 different projects. [69] However, it must be noted that McKinsey has consistently denied to have given Enron advice on financing issues or that it had suspicions the company was using improper accounting methods. Nor has it been summoned before the Department of Justice to explain its role. Nevertheless, according to the Guardian, 'Enronitis is virulent'. [69]
McKinsey is said to have played a significant role in the 2008 financial crisis by promoting the securitization of mortgage assets and encouraged the banks to fund their balance sheets with debt, driving up risk, which 'poisoned the global financial system and precipitated the 2008 credit meltdown'. Furthermore, McKinsey advised Allstate Insurance to purposefully give low offers to claimants. The Huffington Post revealed that the strategy was to make claims "so expensive and so time-consuming that lawyers would start refusing to help clients." [77] Next to this, 2016 McKinsey partner Navdeep Arora was convicted for illegally depleting State Farm of over $500.000 over a period of 8 years, in collaboration with a State Farm employee. [78]
The most recent case of indirect involvement concerns Valeant, a Canadian pharmaceutical company investigated by the SEC. Valeant has been alleged of improper accounting, and that it used predatory price hikes to boost growth. [79] The Financial Times states that 'Valeant's downfall is not exactly McKinsey's fault but its fingerprints are everywhere.' [80] Three out of six senior executives were recent ex-McKinsey employees, as well as the chair of the 'talent and compensation' committee. [80]
Nevertheless, it must be kept in mind that McKinsey didn't single-handedly cause the credit meltdown or the Enron scandal. The Independent says that McKinsey 'just partly facilitated them, and blessed the actions of incompetent and greedy managements with their slick charts and beguiling jargon.' [75] Furthermore, other defenders of McKinsey claim that the firm merely advises, and is not a decision-maker. [81]
Consulting services
McKinsey & Company provides management consulting services, such as providing advice on an acquisition, developing a plan to restructure a sales force, creating a new business strategy or providing advice on downsizing. [18] Its consultants design and implement studies to evaluate management decisions using data and interviews to test hypotheses. Conclusions of the study are presented to senior management, typically in a PowerPoint presentation and a booklet.
McKinsey & Company has traditionally charged approximately 25 percent more than competing firms [27] with an average project of one million dollars. Prices were reduced in the economic slump following the dot-com bubble. [67] According to The Globe and Mail, McKinsey clients estimate that the firm's advice turns out to be poor in retrospect about 10 to 20 percent of the time.
A typical McKinsey engagement can last between two and twelve months and involves three to six McKinsey consultants. [27] An engagement is usually managed by a generalist that covers the region the client's headquarters are located in and specialists that have either an industry or functional expertise. [21] Unlike some competing consulting firms, McKinsey does not hold a policy against working for multiple competing companies (although individual consultants are barred from doing so). This has sometimes led to accusations of sharing confidential information or re-packaging a competitor's tactics as best practices. [18]
Environmental consulting
Marginal abatement cost curves attempt to compare the financial costs of different options for reducing pollution in a region and are used in emissions trading, policy discussions and incentive programs. [82] McKinsey & Company released its first marginal abatement cost (MAC) curve for greenhouse gas emissions in February 2007, which was updated to version two in January 2009. [83] [11] McKinsey & Company's MAC curve has become the most widely used [85] and is the basis for McKinsey's consulting on climate change and sustainability. [11]
McKinsey's curve predicts negative cost abatement strategies, which has been controversial among economists. [11] The International Association for Energy Economics said in The Energy Journal that McKinsey's cost-curve was popular among policymakers, because it suggests they can take "bold action towards improving energy efficiency without imposing costs on society." [11]
In a 2010 report, the Rainforest Foundation UK said McKinsey's cost curve methodology was misleading for policy decisions regarding the Reduced Emissions from Deforestation and Forest Degradation (REDD) program. The report argued that McKinsey's calculations exclude certain implementation and governance costs, which makes it favor industrial uses of forests while discouraging subsistence projects. [11] Greenpeace said the curve has allowed Indonesia and Guyana to win financial incentives from the United Nations by creating inflated estimates of current deforestation so they could demonstrate reductions in comparison. [91] [92] [11] McKinsey said they had made it clear in the cost-curve publications that cost curves do not translate "mechanically" into policy implications and that policymakers should consider "many other factors" before introducing new laws. [91] [92]
Recruiting and compensation
McKinsey & Company was the first management consultancy to hire recent graduates instead of experienced business managers, when it started doing so in 1953. Less than half of the firm's recruits are from business majors, [27] :7 while others have advanced degrees in science, medicine, engineering or law. [93] [94]
According to The Observer, McKinsey recruits recent graduates and "imbues them with a religious conviction" in the firm, then culls through them with its "up-or-out" policy. The "up or out" policy, which was established in 1951, means that consultants that are not being promoted within the firm are asked to leave. [17] :208 [95] About one-fifth of McKinsey's consultants depart under the up or out policy each year. [69] McKinsey's practice of hiring recent graduates and the "up-or-out" philosophy, were originally based on Marvin Bower's experiences at the law firm Jones Day in the 1930s, as well as the " Cravath system " used at the law firm Cravath, Swaine and Moore. [17] :206
There is an ongoing debate within the firm on how fast it should grow. [96] It said the work environment is demanding, involving extensive travel and long hours. [27]
Research and publishing
McKinsey & Company consultants regularly publish books, research and articles about business and management. :51 [97] :55 The firm spends $50–$100 million a year on research. [97] :54 McKinsey was one of the first organizations to fund management research, when it founded the Foundation for Management Research in 1955. [8] The firm began publishing a business magazine, The McKinsey Quarterly, in 1964. [98] It funds the McKinsey Global Institute, which studies global economic trends and was founded in 1990. [19] Many consultants are contributors to the Harvard Business Review. McKinsey consultants published only two books from 1960-1980, then more than 50 from 1980 to 1996. [97] :55 McKinsey's publications and research give the firm a "quasi-academic" image. [97]
A McKinsey book, In Search of Excellence, was published in 1982. [99] It featured eight characteristics of successful businesses based on an analysis of 43 top performing companies. [97] :87-89 [99] :348 It marked the beginning of McKinsey's shift from accounting to "softer" aspects of management, like skills and culture. [99] :359 According to David Guest from King's College, In Search of Excellence became popular among business managers because it was easy to read, well-marketed and some of its core messages were valid. However, it was disliked by academics because of flaws in its methodology. Additionally, a 1984 analysis by BusinessWeek found that many of those companies identified as "excellent" in the book no longer met the criteria only two years later. [99]
A 1997 article and a book it published in 2001 on "The War for Talent" [100] prompted academics and the business community to start focusing more on talent management. [101] :163 The authors found that the best-performing companies were "obsessed" with acquiring and managing the best talent. [102] They advocated that companies rank employees by their performance and promote "stars", while targeting under-performers for improvement or layoffs. [102] [103] After the book was published, Enron, a company which followed many of its principles, was involved in a scandal that led to its bankruptcy. [102] In May 2001, a Stanford professor wrote a paper critical of the "War on Talent" arguing that it prioritized individuals at the expense of the larger organization. [100]
McKinsey consultants published Creative Destruction in 2001. [18] :247 The book suggested that CEOs need to be willing to change or rebuild a company, rather than protect what they have created. It found that out of the first S&P 500 list from 1957, only 74 were still in business by 1998. [104] The New York Times said it "makes a cogent argument that in times of rampant, uncertain change ... established companies are handcuffed by success." [105] In 2009, McKinsey consultants published The Alchemy of Growth, which established three "horizons" for growth: core enhancements, new growth platforms and options. [106]
In February 2011, McKinsey surveyed 1,300 US private-sector employers on their expected response to the Affordable Care Act (ACA). [107] [108] 30 percent of respondents said they anticipated they would probably or definitely stop offering employer sponsored health coverage after the ACA went into effect in 2014. [109] [110] These results, published in June 2011 in the McKinsey e-Quarterly, [107] became "a useful tool for critics of the ACA and a deep annoyance for defenders of the law" according to an article in TIME Magazine. [111] Supporters of healthcare reform argued the survey far surpassed estimates by the Congressional Budget Office and insisted that McKinsey disclose the survey's methodology. [112] [113] [114] [115] Two weeks after publishing the survey results, [111] McKinsey released the contents of the survey including the questionnaire and 206-pages of survey data. In its accompanying statement, [116] McKinsey said it was intended to capture the attitude of employers at a certain point in time, not make a prediction. [117]
Since 1990, McKinsey has been publishing Valuation: Measuring and Managing the Value of Companies, a textbook on valuation. [118] [119] [120] The book is now available in its sixth edition. [121]
Consulting projects
According to The Firm, McKinsey has been influential in establishing the norms of business, such as working in large-scale office settings. [18] According to a 1993 profile in Fortune magazine, "while McKinsey has consulted for many of the current era's great successes... it has also been a fixture at many of the big losers." [21] In The Firm, author Duff McDonald said McKinsey helped restructure the White House, guided corporations through large-scale re-organizations in post-war Europe and facilitated turn-arounds, but in other cases advised companies to adopt strategies that led to their collapse or was unable to prevent an impending bankruptcy. [18] It said
McKinsey was a major player in the efficiency boom in the 1920s, the postwar gigantism of the 1940s, the rationalization of government and rise of marketing in the 1950s, the age of corporate influence in the 1960s, the restructuring of America and rise of strategy in the 1970s, the massive growth in information technology in the 1980s, the globalization of the 1990s, and the boom-bust-and-cleanup of the 2000s.
McKinsey & Company's founder, James O. McKinsey, introduced the concept of budget planning as a management framework in his fifth book Budgetary Control in 1922. [15] :25 [122] :422 The firm's first client was the treasurer of Armour & Company, who, along with other early McKinsey clients, had read Budgetary Control. In 1931 McKinsey created a methodology for analyzing a company called the General Survey Outline (GSO), which was established based on ideas introduced in the 1924 book Business Administration. It was also known as the Banker's Survey, because McKinsey's clients who used it in the 1930s were predominantly banks. [18] :22 After the Wagner Act gave certain rights to employees to organize into unions in 1935, McKinsey started consulting corporations on employee relations. Later in the 1950s, the work of a McKinsey consultant on compensation was influential in "skyrocketing executive pay". [18] It also helped many companies such as Heinz, IBM and Hoover expand into Europe. [18]
In the 1940s, McKinsey helped many corporations convert into wartime production for World War II. [18] It also helped organize NASA into an organization that relies heavily on contractors in 1958. [123] :105 McKinsey created a report in 1953 for Dwight Eisenhower that was used to guide government appointments. [124] In 1973, McKinsey & Company led a project for a consortium of grocery chains represented by the U.S. Supermarket Ad Hoc Committee on a Uniform Grocery Product Code to create the barcode. [125] [127] According to the book "Business Research Methods", the barcode became commonplace after a study by McKinsey persuaded Krogers to adopt it. [128]
In the 1970s and 1980s, McKinsey helped European companies change their organizational structure to M-form (Multidivisional Form), which organizes the company into semi-autonomous divisions that function around a product, industry or customer, rather than a function or expertise. [129] :208 [130] :110 In the 1980s, AT&T reduced investments in cell towers due to McKinsey's prediction that there would only be 900,000 cell phone subscribers by 2000. According to The Firm this was "laughably off the mark" from the 109 million cellular subscribers by 2000. At the time cell phones were bulky and expensive. [18] The firm helped the Dutch government facilitate a turnaround for Hoogovens, the world's largest steel company as of 2013, through a $1 billion bankruptcy bailout. [18] It also implemented a turnaround for the city of Glasgow, which had problems with unemployment and crime. McKinsey created the corporate structure for NationsBank, when it was still a small company known as North Carolina National Bank. [18] McKinsey was hired by General Motors to do a large-scale re-organization to help it compete with Japanese auto-makers. The book The Firm said it was an "unmitigated disaster" because McKinsey focused on corporate structure, whereas GM needed to compete with Japanese automakers through manufacturing process improvement. A McKinsey consultant said GM did not follow their advice. [18]
A 2002 article in BusinessWeek said that a series of bankruptcies of McKinsey clients, such as Swissair, Kmart, and Global Crossing, in the 1990s raised questions as to whether McKinsey was responsible or had a lapse in judgement. [24] McKinsey recommended that Swissair avoid high operating costs in its home country by developing partnerships with airlines based in other regions. In order to attract partners, Swissair acquired more than $1 billion in shares of other airlines, many of which were failing. This led to huge losses for Swissair. [131]
Prior to the Enron scandal, McKinsey helped it shift from an oil and gas production company into an electric commodities trader, which led to significant growth in profits and revenues. [69] According to The Independent, there was "no suggestion that McKinsey was complicit in the subsequent scandal, [but] critics say the arrogance of Enron's leaders is emblematic of the McKinsey culture." The government did not investigate McKinsey, who said they did not provide advice on Enron's accounting, [41] but some questioned whether McKinsey knew about Enron's accounting problems [132] or ignored warning signs. [24]
Former Financial Times journalist Duff McDonald said McKinsey's confidentiality policy often prevents the public from becoming informed about the firm's work, except after it is exposed through lawsuits or investigations. [18] 13,000 McKinsey documents were released as part of a lawsuit against Allstate, which showed that McKinsey recommended the company reduce payouts to insurance claimants by offering low settlements, delaying processing to wear out claimants through attrition, and fighting customers that protest in court. Allstate's profits doubled over ten years after adopting McKinsey's strategy, but it also led to lawsuits alleging they were cheating claimants out of legitimate insurance claims. [133] [134]


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Ecstatic Antibodies: Challenging the AIDS Mythology
March –
April 1993
This exhibition arose from a decision by the Photography Group at the London Lesbian and Gay Centre to challenge artists to explore the implications of the AIDS crisis in ways not restricted to the criteria defined by the media/medical model.
The political response to the AIDS epidemic has been to pretend it is a "plague" largely confined to gay men and intravenous drug users. Doctor's reduce the gay lifestyle to 'penetrative sex' and 'the exchange of bodily fluids'. Death and depravity are now inextricably linked in the public mind with male homosexuality. At the same time ,women, especially lesbians, have been dismissed from the whole focus of AIDS education, unless they are part of the drugs and prostitution 'underworld'.
The affirmation of Ecstatic Antibodies is that art is not a powerless commentator, nor a commodity that can be sold for good cause. This show proposes that art can actively intervene in the political process, and can help shape the way in which the representation of AIDS is developed in the future.
An open debate on The Politics of Representation, will be held in the Gallery at 7:30pm on Thursday 11 March.

subset: commoncrawl


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A 5 Star Review for Stuart Clark's The Sensorium of God by BBC Sky at Night Magazine's Sir Patrick Moore
Two of the leading characters in scientific history are Isaac Newton and Robert Hooke. They were contemporaries, although certainly their relationship was always difficult. It must also be said that both men had difficult characters.
The story of the differences of opinion between them has been told many times, but in The Sensorium of God – the second book in the Sky's Dark Labyrinth Trilogy author Stuart Clark puts a rather different complexion on it. It is a method that works very well and enables us to look more closely at the thinking of scientists of the Restoration period. Clark is a well-known astrophysicist and a former vice-chairman of the Association of British Science Writers. This book will certainly enhance his reputation.
The novel is set in the mid-17th century, when it had only just been universally agreed that Earth moves around the Sun and was not the most important body in the Universe. Neither Newton or Hooke doubted this, but in many other ways they did not agree at all. You can read this book even if you have not come across the first of the trilogy, and although it is not always pleasant reading, you have to remember these were not always pleasant times!
It has been said that Clark "effortlessly blends science into an enthralling story of triumph over adversity". Certainly, The Sensorium of God is a blend of historical fiction and astronomy that most people with an interest in science will wish to obtain.
Five stars
Sir Patrick Moore


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Due to routine inventory maintenance, all orders placed after Tuesday, June 25 will not ship until Tuesday, July 2. We appreciate your patience.
Forward Movement partners with a number of organizations in order to make available a wide array of offerings.
The ATR is a quarterly journal of theological reflection. In the spirit of sound learning that has been the hallmark of Anglican divinity, our aim is to foster scholarly excellence and thoughtful conversation in and for the church. See our selection of ATR Resources by clicking here, or learn more about ATR on their website.
Working with The Center for Biblical Studies founder, the Rev. Marek Zabriskie, Forward Movement first helped publish The Bible Challenge, a book which includes a daily meditation for those who wish to engage in a year-long adventure of reading the whole Bible. See our line of Bible Challenge offerings by clicking here, or learn more about The Center for Biblical Studies on their website.
Forward Movement markets and sells Episcopal Church Foundation print publications and ebooks, aimed especially at strengthening congregational leadership and building up stewardship. See our selection of ECF resources by clicking here, or learn more about ECF on their website.
The Living Church is an independent, not-for-profit foundation of communion-minded and -committed Anglicans from several nations, devoted to seeking and serving the full visible unity of the one, holy, catholic, and apostolic Church. Learn more about The Living Church on their website.
Rooted in the ancient monastic traditions of prayer and community life, and critically engaged with contemporary culture, the Society of Saint John the Evangelist seeks to know and share an authentic experience of God's love and mercy. Forward Movement is privileged to share with you SSJE's unique observations on prayer, life, and faith. See our selection of SSJE resources by clicking here, or learn more about SSJE on their website.
To support Episcopal Relief & Development in their work of providing quality Lenten devotional material, Forward Movement helps create a booklet which encourages Episcopalians to remember the needs of the world in their prayer life during Lent. To learn more about Episcopal Relief & Development, visit their website.
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A Buffalo man accused of killing a 13-year-old girl last month in his Hagen Street apartment after a late-night party also faces a charge that he raped the teenager before fatally stabbing her.
Darshawn Morris, 21, also known as "Slink," was indicted on charges of second-degree murder, second-degree rape and second-degree criminal sexual act in the Sept. 1 attack on Lanasha Rollerson, Erie County District Attorney Frank A. Sedita III said Wednesday.
Morris pleaded not guilty before State Supreme Court Justice M. William Boller, who ordered him held without bail at the request of James F. Bargnesi, who heads the district attorney's Homicide Bureau. Morris had been held on $1 million bail following his arrest Sept. 4, a day after the girl's body was found.
The judge set March 3 for jury selection.
Police said the victim attended a party Aug. 31, a Saturday night, at 160 Hagen St. The party lasted into the early morning hours of Sunday, Sept. 1. It was the last time the teenager, an aspiring model, would be seen alive.
Detectives determined that the party ended at about 2 a.m. and that Lanasha died as a result of multiple stab wounds during an attack sometime during the following two hours.
Lanasha had left home on her own, according to investigators. She was seen Saturday night on Poplar Street, about two miles south of where her body was found at 11 p.m. Sept. 3 behind a Newburgh Street garage bordering Morris' backyard.
Family members were not aware until Sunday afternoon that she had left their home on Proctor Avenue, and they then reported her missing to police, officials said.
Her disappearance prompted her family to blanket the neighborhood and Internet with missing-person fliers in what became a nearly three-day search for Lanasha.
Morris' arrest, which occurred almost 24 hours after Lanasha's body was found, resulted from information obtained by police that he had sought treatment at Erie County Medical Center. He was taken into custody after he was discharged.
Police Commissioner Daniel Derenda said Morris confessed to the killing after he was arrested.
email: email@example.com


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New Food and Beverage Rollout: March 2014
Consumers can wake up their taste buds -- and their bodies -- with this month's new product rollout.
|Greek Yogurt Meets Dried Plums with Greek Style PlumSweets
Sunsweet's Greek yogurt variety combines diced dried plums with a creamy Greek yogurt coating.
|Kashi Crunchy Granola and Seed Bars Nourish Healthy Appetites
Kellogg Co. rolls out Kashi Crunchy Granola and Seed Bars in two flavors: Honey Oat Flax and Chocolate Chip Chia.
|General Mills Introduces 'Helper' Bold and Real Skillet Meal Kits
General Mills Inc. announced in late January an aggressive lineup of new food products, including a number of concepts under its Helper brand.
|New-Age Frozen Meals Spice Up Dinner Time
Evol Foods adds multi-serve skillet; Lean & Fit product lines to its frozen food portfolio: multi-serve skillet
|Krispy Kreme Introduces Doughnut-Flavored Iced Coffees in Walmart
Krispy Kreme introduced ready-to-drink iced coffees in two flavors in more than 900 Walmart locations throughout the U.S.
|Dunkin' Donuts Rolls out Real Dairy Creamers
Dunkin' Donuts and WhiteWave Foods Co. have entered into a licensing agreement to introduce Dunkin' Donuts Coffee Creamers to grocery outlets nationwide.


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Slightly unusual pine fire surround Fireplaces, Ref: 2500
Details of Victorian Fireplaces
Slightly unusual pine fire surround
This came from the old Partick Baptist church just off Byers rd, a beautiful slightly Grecian building dating to the 1860's ( I think) but which sadly has serious structural issues, though the bulk of the building is to remain. We have 2 of these, though only one has been restored so far and they are more unusual in having hardly any overhang on the shelf. We had a customer in recently who was looking for an Alexander 'Greek' Thomson style of fire, and this is what we sorted out for her, where upon she said what she was after was something more fancy with patterns on. And so not very 'Greek' Thomson after all!, so here it is, in our opinion, A fairly 'Greek' Thomson kind of a fire.
Shown with a typical Victorian tiled insert.
Ref: 2500
Height and Width: 127 cm's by 149.9 cm's
(50'' by 59'')
Inset Height and Width: 99.1 cm's by 99.1 cm's
(39'' by 39'')


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Somehow had the urge to research the future. Looked through Richard Watson's site – Trend Blend 2010 is not up yet it seems. Imagine earning a living as a futurist. Dreaming all day. Also ended up on Trendhunter, with an E!News-esque showpiece about the top 20 trends in 2010. Cue pop-up tailing, next besting and life swapping. Some of it is already happening though – "trends" is partly an extension of what's happened, partly scientific progress and partly what capitalists want it to be.
Fashion-wise, neon and bright 90s hues are making a comeback, which in my young life I'm beginning to notice that trend in itself – for the future, just rewind 20 years. Maybe because people glamorise their childhood memories, what they saw etc and they can't live it out then, so now that they're entering legal age they can look like 20 years ago and catch up on "what they've missed". Or maybe it just looks really cool, right now. Granted it'll always be different the second time round, with different technology, music, even food, to hand. Bring on the "I'M TOO SEXY FOR MY SHIRT" T-shirts!
In the nearer future… Hot search!
Check out a video on Google's real-time search facility. This is happening over the next few days! Awe galore.


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Huttopia Bourg-St-Maurice Huttopia
Europe France Provence Alpes Cote D'Azur Hautes-Alpes
Camping Pitch including electricity
Chalet Montana
Trappeur Tent
Classic V tent
You don't really come this far into the heart of the Alps to visit a campsite. You come to visit the mountains, hike the high passes, tear down slopes on bikes and generally suck in lungfuls of the crisp alpine air. Fortunately, in a landscape like this, good campsites are just a happy consequence.
Huttopia Bourg-St-Maurice is a perfect example. Yes it has its fair share of motorhomes and caravans, but a traditional tent-focused atmosphere still pervades. There's a discount for those arriving on foot, stopping over on the long-distance mountain trails that pass nearby, and the village bus service has large racks on the front of every bus, shipping your mountain bikes up to the slopes.
Not that we're saying this place is just for slim expedition tents and back-to-basics-types. There are heaps of modern facilities on offer and it's families who are probably most in their element. A brand new playground has just been built, there's table tennis, boules and a heated swimming pool, while just around the corner there are six local tennis courts, which cost a few euros to use but campers get special rates.
Luxury-seekers will find a small cluster of glamping options, including safari tents and oversized gypsy caravans, and there is Wi-Fi available in the main reception area. Campers will find heaps of local info here, including eye-catching brochures and pamphlets. But the most important things to check out are really just the plain old maps. Les Arcs, a few kilometres up the road, has endless hiking trails, with most of the information you need right here at reception.
Why book with Cool Camping?
- Best Price Guarantee
- Easy and Secure, with instant booking confirmation
- Trusted for over 10 years
- A chance to win a brand new Coleman tent!
Video Tour
The Owner SaysStay in the mountains in Savoie in the heart of the Alps, near Les Arcs. If you love the mountains, the open air, and outdoor activities, this campsite is for you!
Featured in Cool Camping France
New for 2017, this fully updated third edition features 100 spectacular campsites and glamping experiences from across France, including over 50 brand new additions.Buy Now
Reader ReviewsAdd Your Review
Views are great but staff not so much
Book campsites near Huttopia Bourg-St-Maurice
Campsites in Savoie
Campsites in Rhône-Alpes
Campsites in France


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Vail Golf Course
|Located between Golden Peak and East Vail the Vail Golf Course meanders along the Gore Creek. Homes in this area enjoy spectacular views of the Gore Range while backing up to the White River National Forest. The pedestrian bike path also runs through the Vail Golf Course as well. The Vail Golf Course is also convenient to the heart of town by the free shuttle and is also adjacent to Ford Park, Vail Tennis Center and Gerald Ford Amphitheater. This area is a favorite for both guests and homeowners because of its convenience to Vail Village.
Quick Property and Real Estate Search:
Vail Golf Course Condominiums and Townhomes:
Click any of the properties below to view what is currently for sale
|Fall Ridge Condominiums
|Vail Golf Course Townhomes
Allow us the privilege for my team and I to help you with all of your
properties needs at the Vail Golf Course. For more information on any of these
exceptional homes please contact David McHugh or Benjamin Finn today at 970.376.7171 with LIV
| Sotheby's International Realty in Vail and Beaver Creek, Colorado.


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Brighter Death Now, Very Little Fun 4xLP
In any case, this album is a monster. Roger Karmanik's latest album as Brighter Death Now, the first since 2008's masterpiece Necrose Evangelicum, is lengthy, taking up 3CDs or 4LPs, but every single second is brilliant, intense, and as dark as anything you'll hear on a metal album. From start to finish, all the bases are covered, as Karmanik seems to cover everything BDN has ever done in what could almost be a retrospective of his career. But as he's always does done, there's groundbreaking stuff going on as well. It may not always be so easy to pick out, as there is so much going on in any given Brighter Death Now track, but if you listen closely, you can hear the hints of innovation. Karmanik has been doing this for so long that even the new sounds reek of familiarity (I mean this in a positive way), but it's impossible to deny that he will never rest on his laurels, always opening up new paths and walking down different roads, even if they are subtly different.
I've never had an easy time writing about this type of music, so I'll stop rambling on, but you should know that this can be had as a 3xCD or 4xLP (can't guarantee the vinyl will be around too long, and it is of course the preferred format - the package in amazing) from Tesco USA.
Posted by Krumbled Kookie at 10/29/2011 08:14:00 PM
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G & A Caneware Pty Ltd
36 Church St, Whittlesea, VIC, 3757 (VIC NORTH CENTRAL)
phone: 0397163531 |
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More than two-thirds of Americans are either overweight or obese, and scammers hope to profit from the desperation many of us feel to lose weight. The Federal Trade Commission (FTC) warns that a company known as "Sale Slash" has been peddling fraudulent weight loss products, using hacked email addresses to convince readers the products were endorsed by friends or family members. Those emails often support bogus claims of incredible weight loss results with fraudulent versions of respected news websites and fabricated celebrity endorsements, adding another layer of apparent credibility to their claims.
- The product claims you will lose more than one pound per week. Diet experts believe about one pound per week is the ideal rate for healthy weight loss. Any product that claims it can shed weight faster is probably too good to be true.
- The product advertises you can lose weight without diet or exercise. It's not fun to hear, but if you really want to lose weight, diet and exercise are the only proven and healthy paths
- Be alert if it claims you can lose weight from a specific part of your body, that a single factor is preventing your weight loss, and/or any advertisement using the words "miracle," "trick," "scientific breakthrough," or "secret formula."
- The images on the site are obvious stock photos or appear altered. If you aren't sure if the images are authentic, use Google images to perform a reverse-image search. Google can show you all the places using a specific picture. The method for doing this varies based upon your Web browser. Just search "Reverse Image Search Google" to quickly find the instructions that will work best for you.
- Always confirm that someone you really know sent you the email before you pay any money or volunteer any personal information.
- Even if a site shows the logo of a major network, that doesn't mean it's legitimate. Check out the other headlines the page links to. Take a look at the ads on the page. Are all the ads directing you to weight loss products or other similar businesses?
- If a "reporter" tells you about their first-hand experience with the product, be skeptical. If the claims seem incredible, be even more doubtful. Reporters don't usually try medical products for a story and they are even less likely to do so for a long period of time.
- If a major news network were to subject a reporter to experimental medical treatments, they would most likely put the segment on television and do a lot of pre-story promotion. Weight loss offers a very dramatic visual, after all. If you don't see the reporter describing the product on video, or if the video doesn't look like an expensive, major-network production, it is probably fake. Scammers will take images and names from authentic news sources and use them without regard to legality, so confirm you are actually seeing the reporter talking about the product on that's on the video.
- If you're still unsure about a product or offer, question everything. What name did the reporter use in the video? Search for it online to make sure he or she works for that network. Look up the product and see if it's for sale at a legitimate store. Call the friend who sent you the email. Ask your doctor.


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Learn how this rapidly-evolving field can help you influence customer behaviour.
Behaviour strategy is an approach to marketing that combines the latest thinking in the fields of behavioural economics and neuroscience.
At DeltaMV, we use behaviour strategy to inspire healthcare marketers to overcome their challenges and influence stakeholders in new, exciting ways.
Where did behaviour strategy originate?
Behaviour strategy is a term we created to differentiate our services from traditional market research. We use the principles of behaviour strategy as the driving force for your marketing strategy and execution. This research-led approach is designed to give you a range of behavioural levers that you can use at all stages of product life cycle marketing.
What are behavioural economics and neuroscience?
Behavioural economics is a term describing how economic decision-making can be analysed using psychology.
Neuroscience, on the other hand, is the medical term encompassing the sciences that deal with the function of both the brain and the nervous system. They're two very different disciplines with dissimilar origins - yet, when combined, they further our understanding of how and why people make decisions.
Learn more about behavioural economics and neuroscience in action.
Contact Us
Want to learn more about how DeltaMV can help improve your business outcomes? Contact us today.


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Cuttack, Oct 16:
A preliminary estimation has pegged a loss of Rs 4.11 crore in whole of Cuttack district due to Cyclone Phailin.
Though the cyclone hit the district with a maximum wind speed of 110 kmph, the district administration has estimated a heavy loss after making preliminary observations.
Cuttack district Collector Girish S N has written to the state government seeking an assistance of Rs 4.11 crore towards house collapse aid, fodder, clothing, utensils, removal of sand from farm land, assistance to destitute, nutritional food to children and transporting of people to safer places due to the severe cyclone.
According to a release issued by the district administration, the authorities sought Rs 2.52 crore towards house collapse assistance without mentioning how many houses were actually damaged. It has also sought Rs 84 lakh towards providing assistance to poor destitute of the district.
Similarly, the district collector has mentioned that Rs 30 lakh were spent in evacuating the people from low-lying areas to safer places.
The administration also claims to have spent Rs 27.38 lakh towards providing nutritious food to children during the cyclone and Rs 8.73 lakh towards utensils and another Rs 8.11 lakh towards providing clothing to the affected people. (PTI)


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the Ancestry Daily News
Probate Process: A Broad Overview
Readers must be aware that the process discussed in
this article is an overview, a summary, and a generalization made with the
intent of providing the researcher with an outline of probate, the settling
of the property and financial affairs of a deceased person. Governed by
state statute, the process of probate varies from one state to another and
from one time period to another. The one constant is that the amount of
paperwork tends to increase over time.
Some Terminology:
Created by courts, probate records contain a significant amount of legal terminology. A few major terms are listed here.
Executor — the person charged with carrying out the terms of a will. Some early records may use the word executrix to denote a female executor.
Administrator — the person charged with setting an intestate estate. Some early records may use the word administratrix to denote a female administrator.
Heir — usually someone who biologically is related to the deceased.
Beneficiary — someone whom the deceased gives property in their will.
Michael John Neill Genealogy Articles
Genealogy Section of Ebay
---type in your surname or county and state in the search box that comes up on the left hand side of your screen. I've found and purchased several books this way!


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Learn from the Past
The year of America's Bicentennial, the average cost of gas was $.59/gallon and Dan Irmen worked for a local poly bag manufacturer. In 1976, Dan lived on a farm when he started his own business, Rapid Packaging, selling poly bags and buying stock bags that he stored in his barn.
Through the years, Dan continually expanded his product lines and bought up the Connor Company in 1981, whose owner had recently passed away, in order to grow his company more quickly. By 1988, Rapid Packaging annual sales grew to $2 million. That same year, Dan was looking to sell the Connor Company and reached out to current Creative Carton owner, Mike Sime, as a good fit to buy Rapid Packaging. November 1, 1988, the acquisition was finalized. Dan stayed with Rapid Packaging for a little over a year then retired to Las Vegas.
Rapid Packaging and Creative Carton operated in two separate buildings under two different ownership structures. The strategy was Creative Carton was a small quantity, quick-delivery corrugated box manufacturer and the Rapid Packaging product line would complement their offerings with the added sales force to help grow each company.
By 1997, Mike Sime had bought out all of the partners and owned 100% of Rapid Packaging and 90% of Creative Carton, but the companies never merged. In 2008, Mike sold Creative Carton and worked exclusively for Rapid Packaging. Phil Milne bought into Rapid Packaging and became co-owner June 30, 2010.
Live in the Present
Over the years, Rapid Packaging has grown our product offerings to include a comprehensive line of packaging supplies and materials, end-of-line automated packaging equipment, and a team of equipment specialists to provide turnkey integrated system solutions and service. In recent years, the implementation of a strategic planning processes has skyrocketed Rapid's success and has doubled their annual sales over the past four years.
September 4, 2013, Rapid Packaging acquired Berg Bag Company to further expand our offerings as one of the country's leading importers and suppliers of FIBC/Bulk Bags and Polypropylene (PP) Woven Bags. While Rapid Packaging was importing approximately 15% of our product line, Berg Bag was importing around 85% so getting the critical mass of turning containers helped us to become better importers, build supplier relationships, and, in turn, become more cost-effective and efficient for our customers.
2016 marks the 40th anniversary for Rapid Packaging and vying for the 100 Best Companies to work for in Minnesota. Today, Rapid Packaging is the Midwest's preferred resource for packaging materials and end-of-line equipment automation designed to increase throughput and maximize profitability. We partner with the world's premier manufacturers to be the leading low-cost supplier while delivering the highest level of service. Our packaging specialists are dedicated to improving your process inefficiencies so you can gain maximum return on your investment and be well-informed and educated throughout the process.
"Our winning formula at Rapid Packaging is our combination of passion for producing the best possible outcomes for our customers, and our entire team's commitment to excellence."
– Phil Milne, Co-Owner
Build for the Future
The long-term success of Rapid Packaging looks brighter than ever. Long-term success can only come from have a long-term commitment to this business and to the people who are making it happen. This includes not only our customers and our vendors, but all partnerships with the people who affect Rapid Packaging. Longevity in relationships is important because you know each other better and you know how to help each other better.
Building for the future, we want to make ourselves known to the world, but continue to deliver that personal and intimate experience with our customers. It's important that people not only see the size and diversity of our product lines as well as the level of expertise we have behind each one of those, but the culture and community that reside within our walls. We are the company people want to work for and do business with, and we can't wait to share that with the world!


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July 31, 2006
IntensiTris Hiscores // RunME J2ME Emulation Layer
Over the weekend I improved the hiscore handling of IntensiTris. There's now a website that shows the hiscore tables in the browser. I have yet to decide how many different hiscore tables I want for this game.. :) It's just that a single hiscore for WebTris, IntensiTris, SimpleTris and BasicTris is definitly not OK.. Because these different versions of the game play very differently..
Anyway, the more interesting thing is the RunME emulation layer. More or less what ME4SE does. But with a focus on higher performance in the graphics output. I get decent framerates (30-40 FPS) on my workstation, notebook and linux server. But a friend's MiniMac (old ppc crap model) renders the game at only about 2-4 FPS. No idea why that is..
I'll definitly work on improving this RunME thing. It improves the turnaround times when developing J2ME stuff. Of course it doesn't remove the need for testing the code in the WTK and on the devices. But implemeting the basic logic and most of the non-critical code is just so much easier when you can stay inside IntelliJ IDEA and run the application within one second.. No preverifying and no bundling.. Just hit F5 and test the gameplay and the new features.. Nice!
Filed by The.French.DJ at 4:42 pm under Development,Java
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Nancy Pelosi's bad week of blithering responses about why she did nothing after being briefed on torture has given Republicans one of their happiest — and harpy-est — weeks in a long time. They relished casting Pelosi as contemptible for not fighting harder to stop their contemptible depredations against the Constitution. That's Cheneyesque chutzpah.and
Besides, the question of what Pelosi knew or didn't, or when she did or didn't know, is irrelevant to how W. and Cheney broke the law and authorized torture.President Obama wants to avoid the national gut-wrenching that a full accounting (and the resulting prosecutions) would subject the country to. I submit that without a full accounting and without holding responsible those who committed these crimes in our names, there is no moving forward.


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(the misadventures of an expatriate corporate dropout)
Saturday, April 18, 2009
and now for my week-end update!
Today I arose and puttered about, eventually making a vanilla coffee to accompany a piece of apple crumble.
I put a load in the washer and proceeded to get dressed for a drive to Perigueux...my aim was to leave by 11 so I could stop at a trocante (thrift shop) before noon closing ... when I started my car it was 11:37! (I don't have a clock in my house except the one on my cell phone which I ignore).
So ... I shifted my itinerary and mosied into the centre of the old village and browsed the open air market. To my delight, because of the season there were loads of live plants and veg on sale. I bought 2 sacks of herbs and flowers and then went on for my 1:00 haircut. Then, after a distracting visit to a little shop where I bought 2 sundresses ... I went to the troc to return the used electric mower I had purchased (I negotiated a 4 day return before I did, thankfully) because it wouldn't hold a charge. Turned around and bought a little project table and a bamboo mat for my house. The table is a small, low square coffee table, the size I've been wanting for my salle a vivre but not the right color. It has fat bamboo legs and a wooden top. I'm going to paint it and be very happy with my 15euro investment. I still haven't found the aim of my visits, 1 or 2 old chests of drawers. There are 3 vide greniers tomorrow and I hope I'll have success there. wish me luck!
Tonight I'm meeting Amy and Eric for a bite and to hear some music (French group) in Chalus before they head out for their great Spanish adventure.
So ... that's what's on for my week-end!
(no. there is no Jane in this story and therefore I haven't called her a slut. But it got your attention, didn't it?! It always got mine when I heard Dan Aykroyd utter those lines ... and got my big laugh too ! ... guess you'd have had to be there.)
4 comments:
- La Framéricaine said...
Have a great weekend! You sure have earned it if they must be earned!
- April 18, 2009 at 8:11 AM
- Randal Graves said...
Okay, I understand that European and American views of consumerism are different, and I certainly lean towards the former, but isn't a noon closing time a wee bit odd? I'm a morning person, but most aren't, thus the strangeness. Weirdo frogs.
I can't remember the last time I saw that old SNL skit in all it's slutty ignorance.
- April 18, 2009 at 9:34 AM
- Kathleen said...
how do you think this title would fare for the coach's challenge? as you say, it would certainly get their attention??!! I luv it...
- April 18, 2009 at 5:46 PM
- jonnifer said...
Whew, busy day. I might have to take a nap after reading this! Except, like you, I have become a bit garden-obsessed (a little Paris terrasse garden, not an expansive veg, herb and flower garden like you've got!) and need to pick up clippers and a replacement renoncule for the one that died.
P.S. Your lack of clocks is very Zen.
- April 19, 2009 at 5:55 AM


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ANDOVER -- Stressing the threat communities around the world face, 3rd Congressional District hopeful Dan Koh released his plan to address climate change.
His plan is built on four major components: reducing greenhouse gas emissions, developing renewable energy sources, protecting natural resources and ensuring communities have the tools to adapt to changing conditions.
"Climate change is real, it is driven by human activity, and it poses a severe threat to the future of our environment," the opening of Koh's plan reads. "We need to stand up to this President's attack on the environment and re-assert America's leadership on climate change."
Koh is the first candidate in the 3rd District race to release a detailed plan -- his is about 1,900 words -- specifically about climate change.
He called for recommitting to the Paris Climate Agreement, from which President Trump withdrew, and the Clean Power Plan, an Obama-era initiative that Trump also scrapped. Koh touted work he did as Boston Mayor Marty Walsh's chief of staff to pursue carbon-neutral status for the city by 2050.
The candidate suggested several federal strategies for increasing production of green energy, such as tax credits for wind turbines and solar panels and creation of a power grid that can store energy longer.
Koh also stressed he hopes to safeguard existing natural resources and parks in the 3rd District, in part through reauthorization of the Land and Water Conservation Fund that helped renovate Chelmsford's Varney Park.
The full text of Koh's climate-change plan is available on his campaign website.
Follow Chris on Twitter @ChrisLisinski.


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It is awesome on the off-chance that you have a piano and it will include the music in your life. It will more likely than not upgraded the ...Read more 0
The music is said to be popular and best remedy for all sorts of the peoples to make one mind and the heart relaxed and also chill. Some ...Read more 0


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Many of you enjoyed picking up either a Gold or Platinum Delta AMEX card last month during the increased LTO or Limited Time Offer. I got the Platinum card a few weeks back and have now finished the minimum spend to earn the bonus SkyMiles and MQMs (offer still available via referral till July 26th – comment below if you need a link). Normally you have to wait 1-3 days after the statement closes to get the points but mine posted already. Next up I will work on my 25k & 50k spend to pick up another 10k+10k bonus MQMs!
But another perk of the card was a $50/$100 statement credit for your first Delta purchase. I have shown in the past that something as cheap as a $2 set of headsets on-board will trigger the FULL credit. Since I am not flying for a few weeks I went the simple route and got a $50 Delta e-Gift card online at Delta.com and as you can see from the above, it triggered the full $100 credit for me. Nice!
Next up we have my completed "Fly Now, Earn Later" targeted program with Delta and Amex. I only did 100 SkyMiles and I like the program if you are in need of a few SkyMiles, but oh my is it NASTY if you do not earn them back. As mentioned before, be VERY careful if you borrow Delta points with this offer (SkyMiles are NOT worth 2.5 cents each).
If you are joining me and others on the 747 Delta Mileage Run to Manila October 16-18th and are thinking of staying overnight at the airport at the Wings Transit Lounge they now are allowing rooms for October bookings (pre-paid via PayPal). They have pods but I splurged on a larger room for myself for $36 from midnight till 7:30AM (do pay attention to date and times when you book). Our group arrives on the 17th. If you are booking the overnight it is the 12AM-7:30AM on the 18th before the ~8:AM flight home.
Lastly, and I can not share more for now, I hope you can make the pre-run dinner on the 15th of October even if you are NOT going on the mileage run out of Chicago. There will be something special going on and especially so for those on the run itself. 🙂 – René


text: Lion King tickets sales still strong because of the songs Posted on Jun 19, 2012 | By London Theatre Direct The Lion King has been running at the Lyceum Theatre in the West End solidly since it opened in 1999. Lion King tickets sales are still strong for a show that has been running over a decade and it remains the most popular cross generational show in London. In fact the show is still so loved by young and old alike that it has recently announced a UK touring version which will begin in Bristol this August. The show's success is due in part to a powerful emotional script, ingenious staging using puppetry and shadow work and of course people's knowledge of the 1994 animated Disney movie on which the musical version is based. What is often overlooked is just how good the songs are that feature in the film, and subsequently the stage show. A successful musical needs to have those instantly recognisable songs that are synonymous with the production. Many a great musical has failed to click in the long run even with a great story, staging and cast if it doesn't have a handful of stunning - and hummable - hit songs that connect with the audience. Love Never Dies, the long awaited sequel toPhantom Of The Opera had its plus points, but no song leapt from the stage and into the audience's consciousness like the latter's stirring title track, the caressing The Music Of The Night or the intimate All I Ask Of You. Phantom is now in its 26th year yet the much-hyped Love Never Dies was put out of its misery after less than eighteen months. Martin Guerre perplexed critics because it had a lot going for it but the songs just seemed a little…meh. Even after a couple of reworks producers eventually had to call time of the show. Similar could be said of Whistle Down The Wind and Notre Dame de Paris. It's no wonder that so many so-called 'jukebox musicals' based around the hits of an established act manage longevity - Mamma Mia, We Will Rock You, Thriller Live… Musical purists bemoan them for being soulless and too safe but at the end of the day it's bums on seats that matter. The wonderful thing about The Lion King is that the songs were helmed specifically for the story as well as being so memorable. Yes the stage version is based on another source, a film, but the songs written by Elton John & Tim Rice grew in synthesis with the storyline, rather than having them crammed into an arguably simplistic plot structure (Mamma Mia please stand up.) The key songs of the show succeed in being both joyful and rousing as well as instantly memorable. Anyone about to head into the theatre to see the show already humming the shimmering Can You Feel The Love Tonight is thinking of The Lion King - not a music act from the 70s or 80s. They are already connecting with the show before it begins. The majestic Can You Feel The love Tonight was a worldwide hit, and also won both an Oscar and a Golden Globe for best original song. The rousing Circle Of Life and upbeat Hakuna Matata were also both Oscar nominated in the same year, reflecting the strength of the Disney film's score. Hakuna Matata is one of only four Disney songs to make the American Film Institute's list of 100 all-time best movie songs, along with When You Wish Upon A Star, Someday My Prince Will Come and Beauty and the Beast. The show also includes the bouncy I Just Can't Wait To Be King. The film's soundtrack is the biggest selling animated movie soundtrack of all time, shifting over 10 million units in the US alone. With such a pedigree it seems clear whyLion King tickets are still hot property. Parents worldwide feel safe buying tickets for the show because not only do they know their children already like the songs but the message they all contain is positive and even more importantly, fun. Blog Features


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More on the fixed earth nonsense and Jewish Evolution/Big-Bang conspiracies, as reported by Fox, and related to my post below.
Jews are demanding an apology. If the story is true, then Georgia State Representative Ben Bridges also owes an apology to all Christendom, for making us look like idiots. Being a YEC is one thing. Calling the Big Bang a Jewish conspiracy is something else altogether.
That's all for now because: It's time for the Daytona 500, baby!


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Well this album came as a surprise to me. After the disaster that is "Ukon Wacka" in 2011 I almost gave up on this band, then this little shocker came along and kicked the gear to a better place and put them back on the right track.
The album starts off a little bumpy with "Kunnia" which is not a very good start because its a typical "Korpiklaani" and very unoriginal. After that came some nice sing-along songs such as "Rauta" which is basically a drinking song (that doesn't talk about drinks, thank god!) a funny song and quite enjoyable.
The band features a new member on violin "Tuomas Rounakari" who does a raelly good job on many of the songs such as " Petoeläimen Kuola" and "Synkkä", he doesn't try to show off, he provides a balanced performance varying between ultra fast and beautifully slow, which is a very good thing.
The shamanic fun and joy continues with "Ievan Polkka" which has a very nice tone and a wise use of folk instruments and pretty decent riffs, which is basically what's going on in the entire album, the riffing is more "sober" so to speak. but still so much fun.
The album's lyrics is all about Finnish mythology, kind of reminds you of their older albums, which I believe to be an improvement, to return to their roots even in a slower pace, but still a very good move.
The album continues with double shamanic instrumentals; "Husky-Sledge" and "Dolorous" are a very good addition to the album and sort of put you in a "polar" mode, you can actually feel the beautiful, comforting yet cruel coldness of Finland.
Now, one of the most interesting parts of this album is the bonus CD, which contains the whole album with English lyrics. A thoughtful movement which shows how "sober" they are becoming.
This album has really put back the faith in Korpiklaani, and shows the potential they still have, they no longer a bunch of drunk guys making merry music, they have matured but never lost the childish spirit they always had and hopefully never will lose. I recommend this album to all their old fans who once forsaken them. and to the fans of folk metal in general, its really worth the investment. Looking forward for more albums such as this one.


text: Student loan horror stories are a dime a dozen. Everyone has met (or heard of) a philosophy major who owes $100,000 and can't find work. Yet, beneath all the negativity, some degrees still offer high enough incomes to justify the costs of earning them. Today, we break down which degrees will help your career instead of burying it before it begins.


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Over the weekend, the Bison baseball team was able to get the series win over the Jackrabbits of South Dakota State. NDSU was able to take two of three from the Jacks.
The Bison were able to take the opener behind their right-hander starter Luke Lind. It was a gem from the senior, who pitched a one hit complete game shutout as he tallied a career-high of 11 strikeouts en route to a 3-0 win.
It is the first one-hitter for North Dakota State baseball since Mike Peschel's one-hitter at Nebraska-Omaha in 2002, and the first nine-inning complete game shutout since David Ernst shutout Western Illinois in 2013.
Lind sat down the first 14 batters before giving up the lone hit for the Jacks in the fifth. He would go on to retire 13 of the 15 the rest of the game, allowing only on walk and hit by pitch.
Lind named a National Player of the Week and Summit League Pitcher of the Week.
Saturday would come with the two teams splitting the double header. The Bison would take the early game 11-4, but would fall in the nightcap 2-1.
Bennett Hostetler would hit his first collegiate home run, hitting a grand slam as he would finish the day 3-for-6 with four RBIs and two runs scored the lead NDSU at the plate.
Reed Pfannenstein earned the win giving up three runs on six hits with five strikeouts and two walks in six innings on the mound.
The Bison would finish the weekend standing 21-21 overall and 12-9 in Summit League Play.
NDSU softball would stay home to face SDSU, getting a much needed sweep of the Jacks in the three-game series.
Saturday would see a double header were the Jackrabbits were limited to seven hits as the Bison would defeated SDSU 9-3 and 3-1.
In game two, KK Leddy would get pitch a complete game three-hitter and striking out seven while walking none. Leddy improves to 5-1 in league play and 8-8 overall.
NDSU would add one to their 2-1 lead in the sixth, making in 3-1, off the bat of Bre Beatty. Beatty would hit her third home run on the season.
Jacquelyn Sertic, who stuck out 10 in game one, would pitch in game three of the series. Sertic would pick up the win finishing with nine strikeouts and one walk, It was her fifth shutout on the season.
Zoe Stavrou, who finished 9-17 hitting in five games last week, and Sertic earned Summit League Weekly Honors.
North Dakota State (10-5 SL, 23-28) is scheduled to finish out the regular season at Omaha on May 5-6.
The Bison ran through the Drake Relays over the weekend. The final day started with a victory from the sprint medley team. Rose Jackson, Amanda Levin, Alexis Woods and Amy Andrushko ran 3:52.33 for the fourth-fastest time in school history.
The Bison women took sixth in the 4x100m relay with Jackson, Levin, Grommesh and Woods. NDSU took the meet victory with a third-place finish in the 4x400m with the quartet of Woods, Morgan Milbrath, Andrushko and Jackson.
The Bison women were the only team to place in the top eight in the 4x100m, 4x400m, 4x800m, sprint medley and distance medley relays.
Klara Lyon tied her personal-best in the pole vault for the second week in a row. She cleared 12-09.50 (3.90m) for an eighth place finish. Lauren Gietzen also vaulted 12-09.50 (3.90m) to tie for ninth.
On the men's side of the meet, Matt Jennings, Brian Ferry, Tim Heikkila and Camron Roehl ran the 10th-fastest distance medley in NDSU history, finishing 12th in 10:04.71. Roehl ran a 4:12 on the 1600m anchor leg, closing out the fastest distance medley by the Bison in five years.
The Bison men placed three in the top six in the hammer throw. Alex Renner (200-10 / 61.22m) and Steffan Stroh (200-1 / 61.00m) finished second and third. Conrad Schwarzkopf took sixth with a toss of 195-2 (59.50m).
In day one of The Summit League Men's Golf Championship, NDSU sits in second-place after the 36 holes. The opening two rounds were played on Monday after round one was cancelled due to weather on Sunday.
The Bison recorded rounds of 298 and 294 for a two-round team score of 16-over par 592. The Bison sit six strokes back of Oral Roberts. South Dakota State rounds out the top-three in third with a 17-over par 593.
Sophomore Will Holmgren leads NDSU and is tied for fifth with a two-round 3-over par 147 (72-75).
Holmgren and freshman Andrew Israelson were named to the Summit League First and Second Teams, respectively. It is the first time since 2013 NDSU has had a pair of golfers in the teams.
The final round is slated for 8 a.m. on Tuesday, May 2, at Sand Creek Station.


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