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College of Arts & Media
Latest News
Feature News
Five questions for Eric JewettHollywood veteran envisions 'filmmaking powerhouse' at CU Denver
CU Student Agency builds pipeline for jobsInnovative program gives CU Denver students real-world experience -- and some cash
Melissa Furness: Selected as ambassador to Biennial of the Americas
Author: wp@dmin
Melissa Furness, associate professor of Art in Painting and Drawing in the College of Arts & Media (CAM), has been invited as an ambassador for the 2015 Biennial of the Americas.
Her selection comes after a lengthy nomination, application and interview process. "I am completely thrilled at this exciting opportunity," Furness said. "I will be participating in a 10-week residency in Mexico City during my sabbatical from April through June, during which time I will work on a visual research project that will be presented at the McNichols Building here in Denver in July."
The program involves partnerships with ArtPlant, an organization that brings three artists a year to Denver for residencies, and SOMA, a contemporary art space in Mexico City.
"Melissa Furness continues to attract international attention through her wide-ranging creative work," CAM Dean Laurence Kaptain said. "It is fitting that she would be selected for this special collaboration between Denver and Mexico, as her work is inspired by experiences of travel, including prior residencies in Hungary, Poland and Ireland. It is fitting that a talented faculty member of the College of Arts & Media will embark on a bold new creative program supported by the Biennial of the Americas, a privately funded entity. This type of collaboration (between public and private) exemplifies how creativity and mutual understanding are valued and recognized in Denver and across the State of Colorado."
Part of the project involves a residency exchange in which two Denver artists, Furness and Matt Scobey, will reside in Mexico City at different times and work with the community there in association with SOMA, while two artists from Mexico City will reside here in Denver in association with ArtPlant.
In the past, the Department of Visual Arts at CU Denver has had ArtPlant artists come and speak to visual arts students, and that will continue with these two artists this spring.
Community engagement was a large factor in selecting artists for the program. The specifics for Furnass' work will be defined when she arrives for the residency. "I will begin by exploring the community of Mexico City. I will then submit a project proposal to be considered by the selection committee. Once the project is approved, I will continue to interact with the community while creating works that will be on display during the 2015 Biennial festivities," she said.
Art context in history and culture
"The Biennial theme of 'Now!' relates quite directly to my work," Furness explained. "It's this sense of 'we' as people standing on shifting ground with one foot in a new geological era and one foot lingering on the structures of the past. With my creative research, I am most fascinated by how people living today live amongst ruins of the past and how this history is perceived of today and, at times, mistranslated into something that is quite different than its original form."
For Furness, it is important to go to a place and absorb cultural aspects and take the time to observe, listen and interact with its people.
"I have most recently been interested in the contemporary simulated archeological artifact, which takes on multiple forms over the span of time," she said. "The art object is first produced by the so-called 'craftsperson,' which is then used in some form by the public. The object is then forgotten, and perhaps buried or mistreated in some manner and then resurrected, reconstructed, preserved and made anew again outside of its original context, with intermediary guesses as to what the object 'might have been.' In the end it becomes something quite different—something that is most often viewed alone in a museum, robbed of its original use value, leaving the public to somehow make 'sense' of it."
While Furness' work primarily is based in painting and drawing, her interests and skills extend to sculpture and printmaking in the production of installations and site-specific works.
"I am interested in taking the guise of the epic public history painting and transforming it into a personal narrative of struggle," she said. "This is the sense of peril, this fear of failure, I suppose. However, at the same time, there is a hopefulness, a desire to uphold beauty while also recognizing that it is an invention which translates the sublime—nature consuming a man's structures—into kitsch—man consuming the landscape, which manifests itself in my work through the use of 'fake' materials or thrift store paintings and the like."
The exhibition is set to be installed at the McNichols Building in Denver, with an opening during the Biennial on July 14, 2015.
Contact: firstname.lastname@example.com
October 12, 2015 | Faculty, Faculty & Staff Success, Painting & Drawing, Visual Arts


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Health and Safety
We have a long-standing HSSEQ commitment to the highest standards for the health and safety of our –employees, customers, and contractors as well as to the protection of the environment in the communities in which we live and work.
We are dedicated to maintaining excellent standards of health and safety.
Our HSSEQ Policy
"TSL shall carry out its business activities in a safe and efficient manner to prevent accidents, injuries and occupational illness". Our goal is to attain and sustain the highest Health, Safety, Security and Environmental protection standards in line with international best practices."

subset: commoncrawl


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Award for Best Use of Data Science in a Public Sector Body
Sponsored by SPONSOR NAME
Entry Criteria
Entries for Public Sector Body of the Year must be self-nominated;
A Public Sector Body is defined as any body that is directly or indirectly controlled by a Government Department or office or by a local authority.
Entries should provide detail on a data science project conducted by the Public Body that showcases why they should be Public Sector Body of the Year.
The data science project should have been conducted by the Public Sector Body in the prior 12 – 18 months.
Award Category Sponsor
Category Judges
We are proud to present our Judging Panel. We have assembled some of the finest intellects in the community who will judge and score all entries to select this year's deserving winners.
Head of the Garda Síochána Analysis Service | An Garda Síochána
Head of BI EMEA and APAC | Indeed.com
Head of Data Science | Tenable
Head of Big Data, Europe Hub | Vodafone
Public Sector Bodies will be scored on a number of different criteria, receiving a score out of 100:
Demonstrate the organizations understanding of the problem, describe the key stakeholders and customers. Document how the project came about, how your organization got it off the ground and how it was funded. [10 Points]
Solution Overview
Document the solution developed to solve the problem. Showcase the complexities and challenges in the project and how your organization overcame them. [15 Points]
Describe the data science skills, tools and techniques that were applied in order to deliver this project. [15 Points]
Detail the team and infrastructure that was required to deliver this project. Was this all in place prior to the project or did your organization need to put it in place to deliver the solution? [15 Points]
Outline the innovation in your solution. What differentiates it from solutions that others may have taken to the same problem. [15 Points]
Describe the return on investment of the project to your organization. What other effects has the project had within your organization? What new opportunities are now available to you? [15 Points]
Describe the vision for data and data science in your organization and how this project furthers this vision. [15 Points]
Note: With regards to the categories Large Company of the Year and Public Body of the Year – entrants are only eligible to submit to either the Large Category or the Public Category – not both.


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We have worked with a number of companies on a number of projects, but this is by far one of the best
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Now you can get Clone2Go Video Converter for free!
Clone2Go has launched the Video Converter Giveaway on its Facebook fan page: http://www.facebook.com/clone2go.
To get Clone2Go Video Converter (for Windows or for Mac), you only need to Like Clone2Go on Facebook and leave your email in the comment area. Then the free license code will be sent to you via email within 24 hours.
You can first learn about Clone2Go Video Converter from the offical website http://www.clone2go.com.
This promotion ends on Sep 15, 2011. So you should hurry up!


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Silly light, sensibly stiff, cheaper than most
Race Face Next SL G4 carbon cranks review
In terms of power to weight the Race Face Next SL G4 really is a superb – it's also silly light, sensibly stiff and cheaper than other carbon cranks.
>>> Best mountain bike single ring cranks
To allow users to pick and choose, Race Face sells the Next SL G4 with a choice of three rings but you can also buy the arms individually and they add a Race Face ring of your choice. This works out about a fiver more expensive but you do have a greater range of ring sizes (24 to 42t) and six colours to choose from. Like Praxis you'll still need to buy a bottom bracket (£39.95) and a dedicated tool to fit it, which is £24.95.
As the name suggest the G4 is the latest generation of the Next crank and to cut weight, Race Face has made small refinements to the carbon layup and also removed excess material from the aluminium spindle. These changes only save 18g but the G4 is still the lightest crank here and probably the lightest mountain bike crank on the market. It's also bit more durable too, with upgraded aluminium alloy in the pedal inserts and tape already applied to the crank surfaces.
Race Face standard BSA bottom bracket is slightly heavier and more expensive than the Praxis Works but it's better sealed with tighter bearings covers and the all-important central sleeve between the cups.
Both the Praxis Works and SRAM use the same mounting interface so their rings are interchangeable but Race Face has a unique attachment. Called CINCH, the chainring is held in place via a lockring (you'll need another tool for this) and, while the design allows for a bigger range of ring sizes, you won't be able to upgrade to a SRAM X-sync 2 ring. Chain security is very good with Race Face's narrow wide ring but the X-sync 2 is smoother and less grabby.
Despite the Race Face crankset being lighter than the Praxis it's equally as stiff with a positive feel under the pedal. Like most carbon cranks, there's a damped feel when riding rocky or hard packed surfaces but it's still incredibly responsive when charging up a climb.
In terms of power to weight the Race Face Next SL G4 really is a superb –it's also silly light, sensibly stiff and crucially £50 cheaper than the Praxis. However, the G4 arms are less polished and after three months use are already starting to look pretty scuffed. The thinner boots, designed to protect the ends from rock strikes, have also started to peel back allow grit to get in and scuff the composite.
The CINCH ring offers excellent chain security but it doesn't quite match the SRAM rings tested elsewhere for smoothness – if we could fit a X-sync ring on this crank it'd definitely be a 10.


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Dr. Braulio Peramo Moya, MD
Medical Director, Ob/Gyn IVF consultant
Dr. Braulio Peramo, an Obstetrician, Gynecologist and IVF physician, is the Medical Director and the General Manager of the Al Ain Fertility Center (AAFC). Dr. Peramo has been internationally practicing in the field of reproductive medicine, specializing in Assisted Reproductive Techniques (ARTs), gynecology and andrology for almost two decades in the USA, UK, mainland Europe and UAE.
Dr. Peramo obtained his Medical and Surgery degree from the University of Madrid in 1991. Following this, he received his obstetrics and gynecology training in Doce de Octubre Hospital Universitario, where his work won the XVIII Prize of the Gynecological Society of Madrid in 1995. Later in 1997, he became a Clinical Fellow of Obstetrics and Gynecology during his visit at the Florida Hospital in Orlando, USA.
In 2004, Dr. Peramo was awarded a Masters in Reproductive Medicine from the Universidad Complutense de Madrid, and in 2007, he attended advanced workshops on IVF and infertility in the New York University, USA. In January 2008, he received the European Diploma of Gynecological Endoscopy from the University of Auvergne in Clermont-Ferrand, France.
Dr. Peramo has been the Medical Director at both the Clinica Tambre in Madrid and the Marques Institute in Barcelona, Spain. Under his lead, Clinica Tambre became a finalist for the European Foundation's Quality Management twice, in 2005 and 2008. He has also been IVF Consultant at the London Women's Clinic in Harley Street, UK.
His expertise and research in the field of reproductive medicine has contributed in the development of infertility treatments and optimization of a number of ART protocols. Dr. Peramo has produced over 100 publications in short communications, full-length research papers, abstracts, posters and book chapters. His work in standardizing assisted reproduction aspects, from ovarian stimulation to the successful management of difficult andrology cases, has been internationally recognized.
Dr. Peramo's outlook is to reduce the burden of infertility by doing everything possible to help couples in achieving their dream of creating a healthy family. He has particular interest in several aspects of infertility:
Genetics: he has been one of the pioneers in the recommendation for genetics diagnostics in infertility
Hysteroscopy: he has performed more than 1500 procedures
Recurrent IVF failure: he has managed difficult and challenging cases, with multiple IVF failures, making it one of the areas of his expertise.
Patients' safety: he has developed protocols to increase the safety of patients undergoing vigorous infertility treatments.
Dr. Sadika Solkar
Ob/Gyn Fertility Specialist
Dr. Sadika Solkar, Specialist Obstetrics/Gynecology and Reproductive Endocrinology, has over 20 years of experience in Obstetrics, Gynecology, Infertility and Reproductive Health in UK and UAE.
Membership: British Fertility Society, Awarded the membership of the Royal College of Obstetricians and Gynecologists (MRCOG) UK in 2006.
Education: After MBBS, Dr. Sadika received her Master's degree in Obstetrics & Gynecology in 1996 from Bangalore University, India. She got her MRCOG from UK in 2006. She went on to complete her Post Graduate Award in Assisted Reproductive Technology at Warwick University, UK and her dissertation in Pre-Implantation Genetic Diagnosis (PGD).
Clinical Expertise: PCOS, Fertility preservation in cancer patients, Poor Ovarian Reserve, Endometriosis, Recurrent Miscarriages, Antenatal follow up and Hysteroscopies.
Infertility management including HyCoSy, ovulation induction, IUI and all IVF procedures such as egg retrieval, embryo transfer,TESA.
Awards: In 2011, Dr. Sadika's co-authored publication received the best award in the International Scientific meeting of the Royal College of Obstetricians and Gynecologists. She also received a Post Graduate Award in Assisted Reproduction, Warwick University.
Languages Spoken: Arabic, English, Hindi, Urdu.
Dr. Martina Stevikova
Ob/Gyn Fertility Specialist
Dr. Martina Stevikova currently holds the position of Specialist in Obstetrics & Gynecology and Reproductive Endocrinology in Al Ain Fertility Center.
Dr. Martina holds more than 14 years of experience in Obstetrics and Gynecology and Reproductive Endocrinology. She had practiced medicine at some of the leading healthcare organizations in Czech Republic such as the University Hospital - The Institute for the Care Of Mother and Child in Prague and also Pronatal private IVF Clinic. Before moving to Middle East she held the position of Head Consultant in the biggest private IVF center Prague Fertility Center. At the same time she also run her own private gynecology practice in Prague.
From 2013 she worked as a visiting Consultant in NewLife Fertility Clinic in Muscat, Oman. Since 2015 she has moved permanently to UAE and worked as IVF Specialist in Healthplus Fertility Center, Abu Dhabi prior joining Al Ain Fertility Center.
Dr. Martina pioneered fertility treatment in IVF clinics across the African continent and was the first doctor to ever treat infertility patients in Uganda, Gabon and Togo. She is also the co-founder of Egg Bank program to preserve fertility of African women in Ghana.
Dr. Martina has a special focus in treating of women with advanced maternal age, couples with reproductive immunological pathologies and recurrent implantation failure.
Membership: Dr. Martina is a member of European Society of Human Reproduction and Embryology, Czech Society of Gynecology and Obstetrics, Czech Society of Reproductive Medicine
Education: Dr. Martina graduated from Charles University in Prague, Czech Republic in 2004. She had obtained European Union Board Consultant license in Gynecology, Obstetrics and Reproductive Medicine. During her medical training she participated in internship programs in United States, Brazil, Norway and Denmark.
Languages spoken: English, German, Czech, Slovak, Serbo-Croatian, Norwegian.
Dr. Kulkarni Sameer Arun
Anesthesia Specialist


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The Australian sharemarket ended higher today, despite a mixed lead from international markets overnight.
Nearly all sectors were in positive territory by the close, utilities being the exception with AGL Energy (-1%) causing a majority of the damage.
The big four banks finished the session mixed; ANZ climbed 1.2%, while NAB declined 1.2% following on from yesterday's disappointing profit result.
Australia's largest miners were in the headlines due to BHP's half year profit result.
Rio Tinto gained 1.1% following an announcement that it will be spending an extra US$3.4 billion in expanding its iron ore operations in Western Australia's Pilbara region.
Fortescue jumped 3.2% as speculation emerged that it could become a potential takeover target following this week's deal between Glencore and Xstrata.
In the broader market, Gunns soared 36% (after being up as much as 100% at one stage) after announcing a planned capital raising of $280 million – $150 million of that being allocated to billionaire investor Richard Chandler.
The ASX 200 put on 17 points (0.4%), to close at 4291.


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You will need to sign in or create an account before you can use your wishlist…
Keep the complexion perfectly cleansed with the L'Occitane Shea 3 in 1 Cleansing Water, an ultra-gentle makeup remover and toner in one.
Enriched with softening shea extract, rebalancing orange blossom floral water and calming cornflower floral water, the L'Occitane Shea 3 in 1 Cleansing Water offers triple the benefits, helping to rid the skin of impurities whilst delivering deep hydration and preparing skin for the rest of your skincare regime.
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Katie Price's estranged husband proves he still cares for her children
He moved out of their marital home just weeks ago after Katie Price finally called time on their rocky relationship, but Kieran Hayler still shared a touching birthday tribute to Harvey.
The 31-year-old shared a snap of a pretty epic 16th birthday cake – complete with stars and frogs – which said: 'You're my star' on it.
He thanked his mum for making it, writing: 'Happy 16th birthday Harvey!!! Thank you mum for the cake again!!!!'
Katie had three children from previous relationships when she met Kieran. Harvey – who suffers from Prader-Willi syndrome – with Dwight Yorke, and Junior, 12, and Princess, ten, from her marriage to Peter Andre.
The couple later went on to have two more children – Jett, four, and Bunny, three. But Kieran loved all of them like his own.
In fact, back in 2016 Kieran looked at legally adopting Harvey.
'Why not actually make him mine, because he feels like he's mine anyway,' he said at the time.
But, now that the couple have officially separated, it's thought Kieran is acting as an on/off 'live-in' nanny while 39-year-old Katie reverts to her party ways.
'There have been loads of trials and tribulations but it's finally over,' a source close to Katie and Kieran explains.
'They've both accepted it and are ending the marriage, but Kieran is still in the house for now. He's great with the kids and has almost become a live-in nanny.'
Katie, on the other hand, has wasted no time in moving on with reality TV wannabe, Kris Boyson.
The pair celebrated her 40th birthday together in Bruges – much to the dismay of his ex-girlfriend Katie Knowles, who thought the personal trainer was just working for Katie.
'I can't believe he has gone for her,' Kris' 22-year-old ex told pals. 'She's much older and less natural looking than me.
'He used to tell me I was beautiful and he liked the fact I'd not had any work done. But now he's with Katie Price. It's humiliating.'


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It's that time again, we have another free give away!
Rescue my Pension are offering all our facebook page fans a chance to win a luxury spa package. All you have to do is click on the image below or follow this link to enter.
Remember to win all you have to do is
1. Like our page
2. Click the share button once you have entered.
Good luck to everyone


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Participatory & Purposeful Strategy Planning 28 Nov 2014, Delhi
Date: 28 November, 2014 - 28 November, 2014
Registration Deadline: 25 November, 2014
Event type: Workshop
City: Tughlaqabad extn., Delhi
State: Delhi
Country: India
Region: East Asia and Pacific
Sponsored by: Gyan Delhi
Contact Person: Anuradha Gupta
Address: D-134, First Floo, East Of Kailash, New Delhi-110065
Email: firstname.lastname@example.com
Telephone: 011-26214760
Website: http://gyan.ivolunteer.in/
About the Event:
28th November 2014 Manali Shah, a second time volunteer for GYAN will help us develop a framework on building a "thinking organisation" or in her words plan Participatory & Purposeful Strategy.
The last time she confuted the workshop the feedback was something like this
A focused and custom tailored program, I learnt how to first train my own team on strategic thinking,
Dr Kiran Mehta Head-Donor Relation Dr Sfroff's Charity Eye Hospital
Another participating organisation, TARSHI engaged Manali for a long term strategy planning exercise
Therefore this time we are inviting ONLY 8 leaders to join in and attempt getting started on Participatory strategy planning To register at http://goo.gl/2Cdzjk
The same will be confirmed subject to the receipt of the registration fee*. Rs 1100/- Per participant in favor of Changex Services Pvt. Ltd. addressed to iVolunteer,
D-134, First floor, East of Kailash, New Delhi-110065. For any further queries please email at firstname.lastname@example.com or call at 011-26217460 or 9899854902
*Please consider GYAN as "No Frills" workshops as the fee covers all taxes, training material a working lunch & contribution towards GYAN Awards
Venue Support offered by : Panchvati ,Tughlaqabad extension, New Delhi
Fees And Expenses:


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Archive for the 'Apple' Tag
How great design can set you apart from competitors
If I could rank all of Steve Jobs's business lessons, the importance of design in supporting business success would top my list.
Don't take my word for it, though. Many global market leaders, and not just in fashion, electronics or luxury brands, drive growth by continuously enhancing product design. However, companies without a design heritage or capability can also use this strategy to improve revenue and brand image.
In a simplified process, designers working in collaboration with product managers and engineers take creative ideas and marry them with a customer's requirements and the company's goals. The integration of this effort hopefully leads to the creation of an aesthetically pleasing, functional and profitable product. Design is the sum total of the properties of a product or service made up of the form (i.e., the aesthetics around look, feel, sounds etc.) and the function (i.e., the practical benefits delivered). Good design can help a company create or dominate a category (think iPhone); poor design can kill a brand (remember the Edsel).
Design isn't just the purview of high-end, iconic consumer brands such as Apple, Louis Vuitton, Nike, and Bang & Olufsen. Some B2B manufacturers such as IBM (laptops), Herman Miller (office chairs) and Olivetti (calculators) have used product design leaders to dominate their categories.
Then there's successful and well-designed brands including IKEA, Samsung and Canada's Umbria, which have proven neither price nor a Paris, New York or Milan address are required for using design competencies as a key differentiator.
Nor do you need a large investment or a creative studio to compete on design. Take, for example, the experience of one of my clients — a manufacturer of high performance automation systems. The company, challenged to build market share without resorting to price discounting, tweaked its product designs and saw an immediate boost to revenue and brand image. Research showed buyers perceived little difference between products (not unexpected since the systems looked remarkably similar) despite the fact that system performance and warranties varied significantly. Not surprisingly, pricing was their key purchase driver. To stand out, the company had to leverage other attributes.
Management agreed to run an experiment: redesign its product demo to make it visually appealing and high end, then gauge its success through prospect and client feedback. This involved some simple design changes — repainting certain components, enclosing messy cable assemblies and enhancing the documentation and packaging. The response from the sales team and prospects was overwhelming. Sales closing rates and perceived product value jumped. Based on these results, the CEO decided to redesign the entire lineup.
Leveraging design is not for the impatient, undisciplined or risk adverse. World-class firms build internal competencies and ensure they become part of their cultural DNA.
Three best practices to achieve this are:
Learn Acquire a deep and multifaceted understanding of your customers' needs (including sub-conscious drivers of their behaviour), as well as an understanding of emerging trends, such as mobile computing. Be mindful of Sony founder Akio Morita's observation that consumers often fail to see the appeal of a breakthrough product on first hearing about it (the Walkman in this case). Keep the creative juices flowing by being plugged in to what is happening in complementary industries and related fields such as technology, nature, entertainment and fashion.
Build Assemble the right ingredients — talent, tools and processes — then give them the freedom to follow a vision consistent with the company's goals. Collaboration is essential; designers should spend much of their time working directly with the product development and operational groups as well as external partners. Employing the right knowledge management systems and metrics will help ensure design excellence is institutionalized, cultivated and effectively managed long term.
Persevere Making these changes stick requires strong leadership, the pull of motivational values and goals and perseverance, not to mention a re-balancing of priorities. Internal alignment won't always be easy especially when you are asking engineers and production managers to collaborate with designers. Finally, you need to be realistic. Not every new design, no matter how elegant, will be a hit with customers.
Mitchell Osak is managing director, strategic advisory services at Grant Thornton LLP. He can be reached at firstname.lastname@example.com Follow him at Twitter.com/MitchellOsak
The Internet of Things is here
We are entering the age of the "Internet of Things," where sensors, computers and devices are connected in a self-managing ecosystem. At home, this could mean your alarm clock communicating with your coffee maker or your thermostat communicating with your window blinds. In business, this could mean your barcode scanners communicating with your suppliers or your assembly lines communicating with to your repairmen.
In other words, the Internet of Things automates an entire activity, such as building management, medical diagnostics, logistics or manufacturing.
For example, Apple has developed an Internet of Things ecosystem that enables various devices to communicate with each other with the express goal of one day "owning the living room." Google is also aiming to enter the space by developing driverless cars and increasingly sophisticated remote home monitoring systems.
Some of the technological drivers behind The Internet of Things include: the rise of affordable, high-performance computing, the availability of inexpensive and accurate sensors, widespread access to high-speed wifi, the emergence of sophisticated algorithms and the ability to tie everything together through software interfaces.
The Internet of Things affords tremendous opportunities for increasing productivity, inventing new services and freeing up human capital to re-focus efforts on strategic rather than menial initiatives. Firms that are first movers in the space and that are able to develop the right business models will not only resolve big customer problems and cut costs but also recast the markets in which they operate.
In short: The Internet of Things is coming to every market that has been — or can be — digitized.
Case Study: Sahara Force India Formula One
Competing in the Formula One circuit is one of the most challenging and technologically advanced undertakings in the world. Increasingly, advantage goes to the team that can better leverage insight drawn from data generated in practice and during races to execute real-time enhancements to the car and provide critical information to the driver.
That's why Sahara Force India partnered with Univa, a cloud-technology vendor, to create an integrated, closed-loop platform of sensor feedback, advanced data collection and analysis and on-the-fly hardware and software optimization.
"Sahara Force India is second-to-none in pushing boundaries to achieve speed, innovation and capability," says Gary Tyreman, chief executive of Univa. "Leveraging the Internet of Things enables SFI to reduce development engineering time and money, and take in-race performance to levels which once were considered impossible."
Here's how it works: The Sahara Force India analytics team monitors and models car performance in race conditions, generating more than one terabyte of data over the course of a typical race. Trackside engineers and the driver then use insight derived from this influx of information to adjust things such as brake sensitivity and suspension, thereby improving car performance and informing seasonal development plans.
This raises an important point. The Internet of Things requires more than an investment in connectivity-enabled hardware and software. It also requires developing the human knowhow to manage, draw insight from and optimize the system based on the data that's being captured.
How you can benefit from the Internet of Things
For many firms, the Internet of Things poses a significant threat due to its disruptive nature. For others, it stands as a significant opportunity to outflank the competition. But regardless of how each firm reacts to the rise of the Internet of Things, the fact remains: every company will be affected. This is because the need to serve customers better, faster, with greater ease and at a lower cost will invariably spur Internet of Things investments and strategies.
With that in mind, here are five things you should consider before implementing an Internet of Things strategy:
- List the current and emerging needs of customers, suppliers and distributors that your firm is not currently equipped to provide.
- Identify how an Internet of Things offering might address those issues and generate value within your enterprise and market. For example, you may want to improve your understanding of customer behaviour in order to improve service.
- Think more broadly about an Internet of Things offering than bottom line impact. How could it position your firm for future competitiveness?
- Consider your potential Internet of Things offering in terms of its key components: software, hardware and people. Can you leverage existing resources to cut costs?
- Analyze how your organization would need to be restructured in order to deliver a successful Internet of Things offering.
For more information on our services and work, please visit the Quanta Consulting Inc. web site
Internet of Things offering than bottom line impact. How could it position your firm for future competitiveness?
Consider your potential Internet of Things offering in terms of its key components: software, hardware and people. Can you leverage existing resources to cut costs?
Analyze how your organization would need to be restructured in order to deliver a successful Internet of Things offering.
Create categories and profits
Many CEOs grapple with a fundamental problem: how do you profitably build revenues in low growth, hyper-competitive markets? Grabbing business from a competitor is a difficult and expensive proposition. Raising your prices — unless delicately handled — can be risky. Driving incremental product innovation is a common strategy but one with low odds of success when the value-add is minor and the product remains comparatively undifferentiated. There is a better approach to reigniting growth: create your own category.
Pursuing incremental innovation is a tough road to travel. Various estimates put the success rate of each new product or upgrade at only 10%-20%, resulting in wasted investment, unhappy customers and damaged careers. However, there is a superior alternative for exploiting innovation. It is called Category Making (CM). This proven innovation approach combines cutting-edge product and business model innovation to create an entirely new offering, which by itself establishes a new category. There have been many successful examples of CM including ultra-low-cost, portable ultrasound machines for the Chinese market (GE), Minivans (Chrysler), Xbox Live Gaming system (Microsoft), Greek-style yogurt (Chobani) and iTunes/iPad (Apple).
According to research published in the Harvard Business Review, category makers generate much higher financial returns than incremental innovators. Specifically, 13 ofFortune's 100 fastest-growing U.S. companies between 2009 and 2011 were considered category creators. They alone accounted for 53% of incremental revenue growth and 74% of incremental market capitalization growth of the top 100 over those three years.
Category creators do many things right to produce their industry-leading returns. First and foremost, they appeal to consumers by:
- Providing a unique offering that delivers compelling packaging, convenience, functionality or experiential benefits. Xbox, for example, enables friends to play each other over the Internet.
- Creating a new pricing model that is attractive to consumers. For example, iTunes allows consumers to buy only what they want (i.e. individual songs) at a low price.
- Re-engineering how a product is delivered and distributed. Consider how Netflix revolutionizes the delivery of movies by leveraging internet-based, home delivery.
Secrets of their success
As a go-to-market strategy, pursuing CM innovation makes a lot of sense for companies:
Less competition
Most incremental innovations launch into existing categories — and right into the teeth of competition. Category makers seek to outflank competition by introducing a new product into new market space. This enables the innovator to secure 'first mover advantage,' thereby rapidly attracting customers while establishing barriers of entry around distribution, brand image and business partnerships.
Differentiated value
Incremental innovation often comes up short because it does not add enough extra value (or incentives) for consumers who are typically reluctant or unwilling to change behaviour. On the other hand, category makers rely on a novel customer offering and value proposition. These products can more easily get the market's attention and deliver compelling benefits previously unavailable.
Better use of scare capital & time
Often, the scope of innovation is dialed back in order to minimize capital outlays, limit market risk or because of managers' risk aversion. This "penny wise and pound foolish" approach can hamper the initiative, reducing its chances of success. Category makers see risk but cope with it differently. They focus on fewer but bigger ideas, and make sure they are properly supported by the organization's culture and systems. Raising the internal stakes ensures adequate investment, diligence and management attention.
Making it work
Becoming a CM requires firms to alter their visions, change the way they view risk, and allocate sufficient resources and capital. Not surprisingly, they will look at innovation in a comprehensive fashion. For example, category creators:
- Use financial, distributional or technological constraints as a catalyst for breakthrough thinking (GE)
- Investigate offerings that exist at the intersection of different but complementary technologies and business models (Apple's iPad).
- Look beyond existing consumer requirements to explore unmet or emerging needs, future trends and adjacent segments (Chobani, Chrysler, P&G).
- Seek out the best delivery and distribution model, either by building in-house, purchasing another company or partnering with a complementary firm. It is not uncommon for organizations to leverage all three (Microsoft)
- Think creatively around how they generate profitable revenues without alienating consumers (Apple iTunes)
For more information on our services and work, please visit the Quanta Consulting Inc. web site.
Strategy or execution?
I recently attended a corporate town hall. As part of the Q&A, the CEO stood up and said, "Execution is about results, everything else is a luxury we can not afford at this time." The sub-text of his statement was that strategy is about thinking (i.e. inaction, indecision) and execution is about getting things done (i.e. something more important). This CEO is not alone. Under considerable pressure to hit aggressive financial targets while minimizing risk, most managers will batten down the hatches and focus on execution. Is this smart business?
Strategic banality
No, but it is understandable given the state of strategy development in many organizations. Many firms have generic corporate and product strategies that are based on frothy and self-evident statements such as "Our strategy is to become the market leader" or "Our strategy is to maximize customer satisfaction." Not surprisingly, these strategies often do not produce the desired results; they are not differentiated, aligned with the enterprise's core capabilities and well understood internally. Deploying ineffectual "strategies" can be worse than having no strategy at all, as the process to create them depletes finite resources, uses up valuable time and often leads to employee cynicism. No wonder many results-driven leaders are jaded.
On the surface, the view that strategy is less important than execution is hard to refute. Virtually every manager would agree that you cannot achieve good results without having good execution; similarly, most would concur that having a good strategy alone is no surefire formula for success. But too many people jump to the incorrect conclusion that this makes execution more important than strategy.
Back to basics
Experienced leaders know that strategy is more than clichés. Rather, it is the series of strategic choices (based on thorough analysis and deliberation) organizations make on where to compete and how to win such that they maximize long-term competitiveness and shareholder value at minimal risk. Within this paradigm, execution is about producing results in the context of those decisions. The reality for most companies is that they can't have great execution without superior strategy. Two well-known examples illustrate this.
Smart phones
It is a foregone conclusion that Apple bested RIM in the battle for smart phone supremacy. Clearly, a large part of Apple's success traced to its outstanding execution. However, Apple also made definitive and more coherent strategic decisions about where it would play and how it would compete. These included better choices about its target customers and how to reach them; its value proposition in terms of products and features; and the superior capabilities it needed to deliver that proposition to those customers. It was these superior strategic choices that delivered the profitability, brand loyalty and supply chain agility that enabled Apple to out-execute RIM.
Another example can be found in the competitive U.S. airline industry. Southwest Airlines has outperformed peers for decades primarily due to their more defensible and profitable corporate strategy. Southwest has a more defined target market (the point-to-point economy traveler), a more compelling value proposition (superior price, convenience, and experience), and a closer fit between the value proposition and the capabilities needed to deliver it (e.g., maintaining a simpler fleet, running a point-to-point operation). Of course, the company is a terrific operator in its own right. But having a better strategy made it possible for Southwest to consistently out-execute its competitors. Unless other airlines improved their strategies, they will never be able to use execution to overcome Southwest's inherent advantages.
The execution trap
Firms can fall easily into an execution mind-set – to their peril. Market leaders looking to protect their hard-won market share (initially based on a superior strategy) and fully exploit legacy assets will be biased towards execution to drive incremental improvement and minimize risk. Ignoring strategy, however, will leave leaders blind to disruptive products and technologies. Followers, on the other hand, often succumb to a different kind of cognitive trap. To grow, these firms will mistakenly look to out-execute the leaders by mimicking their strategies through the flawed use of benchmarking and best practice tools. Yet, no matter how well followers execute they will still be unable to challenge the leaders who possess superior and proprietary capabilities, technologies and cultures. Followers will usually be better off finding a more distinctive and compelling strategy.
Companies need a good strategy to have first-rate execution. Developing a winning strategy takes time, and requires systematic analytical thinking plus the courage to challenge prevailing assumptions around customer needs, technology etc. The ability to execute with excellence depends on how well the strategy is aligned with stakeholders as well as how it fits with the culture and capabilities. For firms in a rut, refining the strategy may hold the key to unlocking better execution and producing breakthrough results.
For more information on our services and work, please visit the Quanta Consulting Inc. web site.
Best practice innovation? Google vs Apple
Companies looking to ignite their innovation engines have two admirable models to emulate: Google and Apple. Both firms have used innovation to become wildly successful market leaders. Their cutting-edge innovation strategies infuse all facets of their business, from product functionality and operational practices to business model design. At the same time, Google and Apple epitomize two different approaches of fostering and implementing innovation.
Google's vision is about using the power of internet technology to enable business, operational and product innovation. Inspired by its own experience as a lean Silicon Valley start-up, Google's model relies on bright and passionate minds, rapid experimentation and immediate market feedback to develop innovations. New products and features are quickly introduced online, refined and then re-launched. At any one time, there could be dozens of innovation projects under way, many of which could be disruptive in nature such as its self-driving car.
Unwilling to rest on its laurels, the company's mandate is to continuously improve its search, advertising marketplace, e-mail and other services, based on how people use its offerings. Google's approach could best be described as bottom-up: customers become partners in product design and operational enhancements through their immediate testing and feedback of new innovations.
The key components of this strategy are employee experimentation, data-driven decision-making, online testing and networked communications. Powerful web tools bring the market inside the firm, enabling crowd-sourced collaboration as well as the rapid prototyping of product ideas. Furthermore, many employees must commit a certain amount of time to germinating new ideas and creative problem-solving.
Google truly understand Internet economics – rapid software testing, powerful network effects and low cost product distribution – so it can expend relatively modest amounts of time, money and risk to launch new projects. This innovation model is ideal for the development of Web-based products as well as the creation of blue ocean markets like Internet software, online commerce and mobile applications.
Apple pursues a very different innovation strategy. Though networked communications and marketplace experiments add useful information, breakthrough ideas and the fortitude to sustain them come from passionate individuals, not committees or thousands of beta testers. As compared to Google, Apple's innovation model is more edited, intuitive and top-down. "There is nothing democratic about innovation," says Paul Saffo, a veteran technology forecaster in Silicon Valley. "It is always an elite activity, whether by a recognized or unrecognized elite." The customer plays a minor role in the early stages of innovation. When asked what market research went into the company's elegant product designs, Steve Jobs had a standard answer: none. "It's not the consumers' job to know what they want."
Apple's more directed approach is also a function of the business that it's in. Apple's physical world is far different from Google's realm of Internet software, where writing a few lines of new code can change a product instantly. Apple must consider a multi-year technology and supply chain roadmap for its products, with new models expected regularly from its zealous users. Furthermore, the careful melding of hardware with software – a vital differentiator for Apple's products – is a challenge with multidisciplinary systems design that must be orchestrated by a firm, guiding hand.
Much of Apple's impetus for innovation comes from the legacy of Steve Jobs as well as the senior leadership he recruited. Their job is to harvest a variety of Apple's information-gathering networks for ideas and inspiration. As such, top managers need be excellent synthesizers of information ranging from popular culture to semiconductor design.
On average, Apple looks to innovation to deliver product and operational home runs. The Company tends to put considerable resources and thinking behind a few big ideas and then implement them with excellence and fanfare. Other vital functions such as product supply, marketing and customer service play a critical role in ensuring new innovations are fully exploited.
Which approach works best?
It depends on how you measure success and shareholder value. The better question may be: is there one best approach to innovation? My experience advising firms with their innovation strategy suggests that combining the best and most practical aspects of each approach will yield the best results. According to Saffo, fostering innovation requires "an odd blend of certainty and intellectual rigour and openness to new information and new ways of thinking" In other words, it should be a blend of top-down guidance and bottom-up discovery mixed with a dash of open innovation tactics.
Open innovation sesame
Both organizations have not been shy leveraging external sources of innovation. Apple discovered its point-and-click mouse and graphical on-screen icons (which later became the standard for the personal computer industry) in 1979 at Xerox. In 2010, Apple purchased Siri, a small Silicon Valley start-up, for its talking iPhone question-answering application. Siri was originally a program funded by the Pentagon. In 2009, Google launched its Google Ventures program, a comprehensive open innovation platform. Google Ventures includes a start-up university and innovation lab – places where entrepreneurs can develop their products, collaborate and tap into Google employees.
Though Apple and Google may pursue very different paths to innovation, they do share many innovation-enabling attributes such as a nurturing culture and management system. Moreover, the gap between their two models may be shrinking somewhat. Recently, Google moved toward a top-down approach by culling a diverse collection of more than two dozen projects. Steve Jobs' replacement, operational expert Tim Cook, will almost by default be more of a bottom-up leader than his predecessor. Ultimately, both models may end up converging.
For more information on our services and work, please visit the Quanta Consulting Inc. web site.
When business opposites attract
In business as in personal relationships, opposites do attract. Companies possessing different markets, capabilities, technologies and products (MCTP), which on the surface bear little resemblance, can share some "thematic" similarities (i.e. synergies) which can open up intriguing business opportunities. These opportunities could range from leapfrogging into new markets and preempting competitive threats to leveraging complementary product technology or augmenting internal capabilities. Very often, thematic similarities are missed by industry experts who view MCTP through traditional analytical frameworks or by the barriers imposed by management systems. To outflank competition, managers would be wise to recalibrate their product and strategic planning methods to include thematic analysis.
In a recent edition of the MIT Sloan Management Review, Professors Michael Gilbert and Martin Hoegl outlined the importance of a dissimilarity-based planning framework. According to the authors, most managers implicitly use a conventional taxonomic paradigm to understand their competitive position. A taxonomic way of thinking looks at the degree by which a company, product or technology is similar (i.e. complementary, congruent or synergistic) based on how many features or characteristics they share in common. Taxonomic similarity underpins many popular management classifications including the Standard Industry Classification (SIC) codes – which defines industry boundaries – and the International Patent Classification system – which categorizes different types of patents.
Many firms understand that they may be overlooking opportunities and threats by only using a taxonomic style of business analysis. With the help of advanced innovation techniques and cognitive psychology, managers now have a new approach – thematic similarity – to uncover strategic opportunities. Thematic similarity is about how two disparate characteristics functionally interact within the same event to create synergistic value.
Thematic similarity looks beyond surface taxonomy similarity of with how things do interact to how things could interact. Thematically similar companies, products and technologies tend to be taxonomically dissimilar. For example, GPS technology and automobiles perform different roles but are thematically congruent within the driving experience. Done properly, thematic analysis can be a powerful tool for addressing customer needs, improving operational performance and enhancing competitive position.
Understanding MTCP at the thematic level is not always easy. Most strategists are not trained or encouraged to think thematically. Compelling opportunities are often hidden and difficult to weave together. As a result, finding and exploiting thematic opportunities can often take some time. For example, it took smart phone manufacturers (Apple's iPhone to be exact) 6 years to integrate 2 location-focused technologies, GPS and digital cameras, into their products.
There have been many examples of winning dissimilarity strategies, two of which include:
Intel purchases McAfee
Most industry pundits were baffled by chip giant Intel's 2010 $7.7B acquisition of McAfee, a leader in anti-virus software. Both firms compete in two dissimilar markets with two different strategies etc. While being taxonomically dissimilar, these firm's MTCP enjoyed a high level of thematic similarity. Intel claims that acquiring McAfee will dramatically enhance its presence in the mobile wireless space, a rapidly growing market of internet-connected devices that increasingly is being driven by security concerns and requirements.
Launch of Google Maps for Mobile
At first glance, Google Voice Search and GPS technologies have little in common from a taxonomic perspective. However, in the context of cell phone usage both these tools provide significant value for someone looking for a Starbucks or checking movie listings in their hometown. Google understood this thematic similarity and launched Google Maps forMobile in 2008. This product has enjoyed strong user reviews and has helped boost advertising revenues.
How do you enable thematic thinking in your organization?
1. Follow your mission and vision
A powerful mission and vision can inspire thematic thinking. If you don't have one, develop and communicate an inspiring yet pithy credo that focuses on the customer yet places no artificial boundaries around how you serve them.
Employees need the time and tools to think thematically. Highly innovative firms like Google and 3M stipulate that each employee spend a designated amount of their time on blue-sky strategic thinking and problem-solving. To unlock thematic thinking, companies can leverage proven innovation tools like simulations, brainstorming and thematic-driven training
3. Bring in new blood
New perspectives can challenge analytical dogma and catalyze thematic analysis. Institute recruiting policies that actively search outside the industry and foster employee diversity. Internally, rotate people through different departments – especially sales, service and product development – so they are able to see the business through multiple lenses.
4. Remove organization barriers
In many cases, management systems, structures and processes reinforce traditional thought patterns and habits. Organizations should look to align thematic approaches with a firm's incentives, processes, and strategic planning methodologies. Measures could involve including R&D experts in strategy development, involving external consultants in planning exercises or bringing customers directly into the product development process.
A thematic-based planning framework can deliver breakthrough business strategy and product innovation. This approach, however, will have important implications on how companies deliver on customer needs, design their internal systems, leverage technology, and pursue M&A deals. The first phase begins with the leadership team setting ambitious goals, rethinking their business and understanding what their customers truly want.
For more information on our services and work, please visit the Quanta Consulting Inc. web site.
Supply chain strategy gone wild
When it comes to best practice supply chain strategy, conventional wisdom is shifting. Historically, companies – particularly automotive, electronics and telecom original equipment manufacturers (OEMs) – have outsourced most of their non-core operations. Some firms outsource so much of their operations that they do almost nothing themselves except for design and quality control. This approach, however, has not delivered the hoped for benefits. Many supply chain leaders are now rethinking how they craft and manage outsourcing relationships and whether these continue to be aligned with their core business strategy.
Inspired by the Japanese, virtually every North American OEM aggressively shifted to an outsourced and tiered supply chain so that they could reduce costs, minimize capital and focus on their core competencies. As part of this strategy, managers reduced the number of suppliers a firm directly deals with; gave these tier 1 suppliers the mandate to design, produce and deliver major components and; off-loaded the responsibility of managing lower tier vendors to their tier 1 suppliers.
These blanket outsourcing deals, according to supply chain experts Thomas Choi and Tom Linton, are problematic. Costs rarely fall significantly, and will often rise. Moreover, firms may also experience declining competitiveness due to reduced access to emerging innovations and vital market information. How does this happen?
Less control over bill of material costs
When the OEM delegate's control over a product's BOM, the total delivered cost of the product (including items like inventory management and logistics) become opaque and difficult to manage. This lack of visibility makes it difficult for the OEM to leverage further volume discounts and to switch suppliers to get better pricing.
Reduced OEM control can also lead to decreased supplier compliance. When working with an automotive manufacturer, we discovered that tier 1 suppliers often veered from the approved vendor list (of the companies from which top-tier suppliers are supposed to buy parts and materials) when it served their interests. This was most common with standardized materials and where they could keep most if not all of the cost savings. Better management of tier 1 suppliers is possible, but it is a challenging and potentially confrontational exercise.
Restricted access to market and technology information
Paying no attention to lower-tier suppliers who serve multiple industries shut the OEM out of potentially important technology and market developments. For example, without close supplier relationships at the raw material level, companies may miss opportunities to adjust orders and lock in favorable prices as well as gain access to the newest technologies. Tight collaboration with lower tier suppliers has enabled companies like Apple and LG Electronics to incorporate the newest chip designs into their products before their rivals do, and to secure these technologies at advantageous prices.
Tier 1 suppliers should be the conduit of market information and innovation. However, they often don't have the inclination or time to monitor the technology landscape below them. Furthermore, tier 1 suppliers may pursue a different strategic agenda than the OEM. For example, tier 1 suppliers could knowingly withhold market information in order to improve their bargaining position with their customers or to use the information to sell to other business prospects.
There are ways to get more out of your supply chain while reducing risk. For example:
- Retain purchasing and technical control over items that have the most significant impact on the total cost of goods sold. For many products such as a mobile phone, TV or a PC, a few inputs could make up more than 50% of its total BOM cost. Just a 1% reduction in the price of such items translates into considerable savings.
- Get more visibility into your supplier networks. Innovative firms like Apple play close attention to what is going on in their entire supply chain's R&D pipeline. Five years ago, Apple understood that HMI (human machine interface) technologies would play a strategic role in future products, so it maintained close relationships with companies in that space. The move paid off. Apple now has excellent visibility into a sub-system that accounts for more than 40% of the iPad 2's total cost and is crucial to Apple's goal of delivering meaningful product differentiation.
- Pay close attention to lower tier vendors that serve multiple industries. Some suppliers, particularly in the technology, services and commodity sectors, provide inputs to multiple industries. These firms can provide early warning signals around technology, pricing and regulatory changes. To lock-in preferential supply arrangements, our automotive client secured contracts with strategic lower-tier vendors. The OEM then stipulated that their tier 1 suppliers use those vendors exclusively and execute the strict terms on their behalf.
To drive supply chain performance and reduce risk, firms must optimize their outsourcing partnerships. Our experience shows that many tier 1 suppliers and their vendors are amenable to closer collaboration if given the chance and presented with tangible business benefits. Where outsourcing ends up being too problematic or inconsistent with long term corporate goals, CEOs may want to consider vertical integration as a more appropriate business strategy. Many companies have, with impressive results.
For more information on our services and work, please visit the Quanta Consulting Inc. web site.
Breakthrough with business model innovation
Many companies find themselves in situations where following the 'same old strategy' has little chance of reigniting growth. Realistic CEOs will quickly come to the realization that when the going gets really tough, the tough innovate their business model. Business model innovation is a high reward/high risk move that is normally preceded by a financial crisis, the emergence of a compelling market opportunity, or a fatal decline in competitive position.
Some of the World's most successful companies – IBM, Amazon, Apple and Google etc – have gained a sustainable competitive advantage and industry-leading shareholder returns by moving boldly away from their traditional business models. To successfully navigate a shift, leadership needs a true picture of their current prospects, a vision for the future and the perseverance and courage to shepherd major change.
BMI is a fancy term to describe company-wide innovation around i) the value delivered to customers and ii) the operating model to deliver that value. As compared to incremental product and operational innovation, BMI is a more encompassing and complex form of innovation. It impacts the core beliefs around the business and market. For example:
- Do the targeted customer segments have unmet or emerging needs?
- What is the ideal product/service mix to satisfy these needs and maximize revenue?
- What is the most profitable operational model to deliver this value?
Disruption is coming
Many factors can contribute to an environment where a company would seriously consider revamping its business model. Markets can become commoditized, resulting in zero profitability for most of its players; a firm's cost position can become untenable; a technological breakthrough can provide opportunities to serve users in a completely new and powerful fashion or; a new regulation creates the potential for the industry structure to change. Bold and visionary leaders who are prepared to make major moves can reap considerable benefits.
Superior returns are attainable
Properly designed and executed, BMI is a proven business-building strategy. Research from the consultancy BCG has shown that total shareholder returns versus peers for BMI was five times higher than product or process innovation (8.5% vs 1.7%) over a 3 year period and over 55% higher (2.7% vs 1.7%) over a 10 year period. In many cases, BMI practitioners have leapfrogged competition and carved out new market space.
Your move
Companies often pursue BMI for defensive reasons. In many cases, however, leaders may choose this strategy in order to change the rules of the game. BCG studied the implementation of BMI in a variety of industries. Below are 3 success stories:
1. Beating Back Competition
In an effort to compete with a successful low-cost airline, Virgin Blue, Qantas launched a new, ultra low cost airline, Jetstar. Structured as a separate division with a business model designed from the ground up, Jetstar was effective in blunting Virgin Blue's share growth while providing consumers with a unique and customizable flying experience.
2. Reigniting growth
By 2001, Apple's proprietary and closed approach to hardware and software development had relegated the company's PCs to niche shares. By leveraging its unique and compelling core capabilities and brand, Apple was able to create entirely new categories of consumer electronics and smartphones through the iPod and iPhone platforms. As well, Apple used its proprietary advantages and outsider status to establish the de facto standard for fee-based music downloading, a model that had evaded the music industry for years.
3. Extending the business model
Ikea discovered, through its experience launching stores in Russia, that the land value surrounding its new outlets would appreciate markedly following a store opening. The company decided to capitalize on this happenstance by leveraging its brand and real estate competencies to develop adjacent malls. Ikea's new division, Mega Mall, now makes more profit on building and managing malls than it does through its retail division.
Making BMI work
Organizations considering BMI need to ensure they have the capability to design, plan and implement a major transformation. The challenge of pulling this off must not be underestimated. Experience is usually scarce as firms do not often retool their businesses. Moreover, BMI is typically undertaken in times of internal stress, limited resources and competitive pressure. For company's considering BMI, they would be well served to use a proven approach to transformation. Our firm deploys this simplified 4-step process:
Know thyself
- How urgent is the need for change?
- What are our strengths and weaknesses?
- Are there any assets that can be extended beyond the core business?
Uncover opportunities
- What gaps exist between the current value proposition and delivery model, and industry trends, underserved customers needs/preferences and relative industry competitiveness?
- What new offering, value proposition and operating model can address the gaps?
- How do you generate high margin revenues?
- How do you reorder the value chain?
- What resources – capital, talent, assets, information – are needed?
- What is the impact on the organizational structure and culture?
- How do you mobilize the organization to change?
- How do you deal with barriers and risks such as customer retention?
For more information on our services and work, please visit the Quanta Consulting Inc. web site.
Innovating with services
In this difficult economic climate, most executives are looking to improve competitiveness and profitability by becoming more innovative. In most cases, their attention has been focused towards the product and operational areas of the business. However, successful product and operational innovation may still not be a long term panacea. Mega trends like rapid technology diffusion, globalization and falling industry barriers to entry will continue to drive product commoditization and shrinking margins.
One way to outflank competition, meet increasing customer demands and improve revenues is to target innovation efforts against the services side of the business. In essence, product suppliers would reinvent themselves as service companies, offering complementary services, support and tools that satisfy a wider range of customer needs and differentiate their firms. Granted this is not a new idea. Whats really interesting is how the approach is being implemented.
One powerful strategy borrowed from cutting-edge R&D firms is to move to an open services model, whereby a company offers complementary services, delivered internally or via external providers, through an open and collaborative framework. In particular, outside firms are encouraged to proffer their services through access to product technology, integration into the product firm's operational infrastructure and through joint marketing and channel management programs. Many industry leaders have successfully operationalized this model including Apple, Xerox, IBM, 3M and Amazon.
There is now a critical mass of best practices around making an innovation in services strategy work. Open innovation pioneer, Henry Chesbrough, recently summarized some of these in an interview in strategy+business magazine.
Focus on platforms
A powerful way of catalyzing innovation in services is by leveraging a powerful yet open platform. A platform is a foundational product (or products) which can support an ecosystem of complementary services, support and process methodologies. One of the most successful examples of a platform is the iPhone. The iPhone owes much of its success to the services that accompany the product, whether these are delivered internally (e.g., iTunes) or externally through thousands of externally developed applications, crowdsourced technical support and functional add-ons.
Be open…to a point
Many successful platforms such as GE (infrastructure financing), General Motors (OnStar information services) and Xerox (Managed Print Solutions) mix internal and external services, products and partners within one ecosystem. A hybrid approach is the ideal strategy for most firms as it leads to economies of specialization i.e. leveraging the optimal mix of services, expertise and resources. Despite apparent successes, we have seen some companies struggle with implementing and managing this strategy. For example, organizations need to be collaborative by nature and must be willing to expose their product roadmap, delivery model and their brand.
Understand the full gamut of needs
In our experience, launching innovative services requires that firms possess a deep understanding of customer purchase habits, supply chain dynamics as well as their core competencies. Amazon is a good example of a firm that uses consumer data to catalyze innovation in services. The company has leveraged a deep understanding of consumer needs across the full shopping, purchase and delivery spectrum to deploy innovative services like customer reviews, 3rd party book selling and referral tools. These combine to enrich the shopping experience, differentiate the offering and generate incremental revenue.
Every industry can be "opened"
Many "big iron" manufacturers, not traditionally viewed as service businesses, can benefit from a service innovation strategy. Case in point, the Taiwan Semiconductor Manufacturing Company. In the mid 1980s, TSMC began to decouple the design of chips from the manufacturing of chips creating an entirely new services business model called a foundry. TSMC's foundry leverages an open services model. The company can manufacture chip designs from fab-less chip designers, provide design tools, testing and process technologies or co-create chips with partners. As a result of this innovation model, TSMC is now one of the World's leading semiconductor firms.
Fast forward 3-5 years, it is likely most leading product companies – save the lowest cost, highest volume players – will have a robust open services offering. Their challenge will remain making it all work.
For more information on services and work, please visit the Quanta Consulting Inc. web site.
Great innovators: Nature vs Nurture?
These days virtually every company looks to gain competitive advantage by launching innovative products and programs. In many companies, innovation is more about people than it is about sub-optimal capital, structure or strategy. With this reality, how can managers spark more innovative thinking within their existing human capital pool?
A recent issue of Working Knowledge from the Harvard Business School published an excerpt from an interesting new book. Written by authors Clayton Christenson (of disruptive innovation fame), Jeff Dyer and Hal Gergersen, The Innovator's DNA argues that innovation skills can be taught, cultivated and embedded into a company's DNA.
Conventional wisdom says that innovators are typically right brain individuals with a strong independent streak and flair for out of the box thinking. For a firm to become more innovative, they need to attract as many of these unique people as possible. Unfortunately for this line of thinking, a significant amount of academic and medical research on twins confirms that the majority of creativity skills are not simply genetic traits endowed at birth. Rather, they can be developed and fostered. The research shows that 60-75% of our innovation skills come through learning – first from understanding the skill, then practicing it, and finally from gaining confidence in our creativity capacity.
If innovators are made and not born, then which attributes are important? The authors canvassed approximately 5,000 executives to understand the different skills that separate innovators from the average executive. Their research identified 5 major skill sets (4 behavioural, one cognitive) that can be taught and nourished:
Innovators spend a lot of time studying the market and technology ecosystem with a focus on customers, products, and competitors. The observations gleaned in one place often serve as new ideas or ways of doing things in other places. As an example, many of Steve Job's ideas for Apple's innovative Macintosh computer and mouse came from Xerox PARC's research facility.
Innovative people are often able to identify, synthesize and recombine disparate ideas or technologies – a cognitive process known as Associating – into something new. While some see this as a welcome confluence of events, innovative people have a knack of connecting seemingly unrelated factors into new concepts or problem solving. On a corporate level, well-known innovators such as P&G and 3M incorporate associational strategies into their innovation programs. Our firm helps companies develop Associating skills through specialized facilitation and creativity-enhancing learning.
Innovators are passionate and curious people who spend more time than the average person asking and valuing questions. These questions seek to bring clarity and solve difficult problems by challenging conventional wisdom or key assumptions. Out of the answers come breakthrough insights, ideas and results. Albert Einstein may be the most famous example of this kind of innovator.
Innovative people thrive on new experiences, experimentation and change. Very often, their restless nature translates into a impetus for launching pilot programs to test hypotheses and new products. One of the most prolific inventors of all time, Thomas Edison was a relentless tinkerer who also headed an industrial laboratory and major corporation (Edison General Electric, later GE).
Innovators understand the power of the network in identifying and catalyzing new thinking and action. These people expend a lot of effort collaborating with others on existing projects as well as seeking to connect with new people and organizations for inspiration, new ideas and resources. As an example, Steve Jobs was coaxed by a friend to check out a small and eccentric computer graphics company named Industrial Light & Magic. He ended up buying the firm for $10M and turned it into Pixar, which he eventually took public for $1B.
Inculcating these five talents in whole or in part in people can lead to significant increases in individual and organizational innovation. Akin to a person's DNA, these discovery skills are necessary building-blocks for firm's to ramp up innovation capabilities and outcomes.
For more information on our services and work, please visit the Quanta Consulting Inc. web site.


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Rhyme and Reason is a new program led by Humanities Center Steering Committee member Jenifer Whiting. The program encourages artists and scholars from the University of Pittsburgh to share their love of literature, philosophy, and other humanistic endeavors with local teens. Events for summer 2017 include drop-in writing workshops in July and August.
For more information on the workshops and program, click here.
Click here to submit questions or comments, or to RSVP for


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Please contact us here if you are interested in meeting with one of our team members at the show, or simply stop by the TT Electronics booth in hall 2B, booth FG156.
In the next few days you will receive an email invitation from us requesting your participation in a brief online survey. We use this feedback to create corporate initiatives that will help us improve our performance to best meet your needs. So, please do take a few minutes to complete this survey.


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How to buy
1. Select your Frames
EyeD Optics sells optical and sunwear frames that can have either prescription or non-prescription lenses. If you wish to purchase multiple frames utilizing different prescriptions (for example, your distance prescription and your reading prescription), you will have to place those orders separately.
a. Optical Frames: To order an optical frame, select the desired frame and click the "Add Lenses" button to add it to your order. When you checkout, you will have the option of choosing between three types of eyewear, each featuring a different lens type:
- . Clear Lenses
- . Digital Protection Lenses
- . Transition Lenses
- . Sunglass Lenses
b. Select the Type of lenses of your choice by clicking the button "Next" to then add your perscription. Choose how you will be using your leneses (i.e. Distance, Near, or progressive - distance and near use for those who have an add power perscribed by their doctor).
2. Provide Your Prescription
If you are purchasing prescription eyewear, you can provide your prescription information by one of the following methods:
- . Uploading a picture of your prescription from your computer:
- . Asking us to call your doctor for your prescription information (you'll have to give your doctor permission to share your prescription wth us);or
- . Providing it after you complete your transaction in-store or online by emailing email@example.com along with your name and order number at 877.277.6340.
Please note that your prescription must be valid on the date you place your order. If your prescription does not include an expiration date, we will fill
your order in accordance with applicable legal requirements or within two years of the date of the prescription. If your prescription or order
information is incomplete, we may need to take additional measures to track down current information, which could mean you have to wait longer
for your glasses.
3. Pupillary Distance Measurement
We will also need your Pupillary Distance ("PD") (fancy words to describe the distance between your pupils) to fill your order. If your PD is not on your prescription, our licensed optometrists and opticians (or trained sales associates where allowed by law) can measure your PD when you visit certain of our retail stores, or you can have a local optical shop measure your PD. Online sites provide self-measurement tools, but there is always a risk that your measurement is not as accurate as one performed by a trained eye care professional. By using those tools, you acknowledge that risk and agree that we will not be responsible for any inaccuracies in your PD.
4. High Index Lens Option
If your prescription has a sphere greater than +4.00 or less than -4.00, you have the option to purchase high index lenses for an additional fee. These lenses are even thinner and lighter than our standard lenses and are great for users with strong prescriptions. These lenses may not, however, be appropriate for our younger or more active customers because they are less impact-resistant than most of the lenses we sell.
Contact Info
17870 Newhope Street Suite 104-429
Fountain Valley, CA 92708


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Senior defensive end Bryce Harrington, the CiCi's Pizza Chapin Co-Player of the Week, singled out by Eagles head coach Justin Gentry for a typically outstanding performance in last week's 52-35 4A playoff win over Beaufort.
Harrington, a 6-4, 215-pounder who has made a smooth transition to his DE spot after playing linebacker last season, will be key in tonight's third round match-up with North Myrtle Beach at Cecil Woolbright Field.
Great job, Bryce!


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RPI reveals future hotspots and cold zones in the
Baltic Sea Region
Baltic Sea Region
The Baltic Sea Region is characterised by distinctive challenges and opportunities. The seminar 'If you can't measure it, you can't manage it – tools for monitoring the BSR development', during the Strategy Forum, will present insights on how the Baltic Sea Region has developed during the last decade.
The developments are revealed by looking at the outcome of Nordregio's extended 'Regional Potential Index'. This index ranks and analyses the performance of all regions of the BSR.
We asked Julien Grunfelder and Åsa Ström Hildestrand at the Nordic Centre for Spatial Development to tell us about the index.
What is the Nordregio Regional Potential Index?
The purpose of Nordregio's Regional Potential Index is:
To show the current performance of the administrative regions of the Baltic Sea Region countries.
To identify regions with high potential for future development and their common denominators.
To identify regions in need of further support and policy measures to strengthen their potential and meet existing challenges.
The index provides policy makers with insights on regional strengths and weaknesses. It could be used for comparative learning between regions with similar geographies but different outcomes in creating effective regional development strategies.
What are the hot spot regions of the Baltic Sea Region?
The hot spot regions of the Baltic Sea Region will be presented during the seminar. From previous experience, working on this index at the Nordic scale, we could see that the capital cities by far performed the strongest. However, the Baltic Sea Region is much bigger than the Nordic Region, and we expect larger variations. For example, we expect that some regions located far from the capital areas enjoy unique advantages and therefore have high regional potential.
What are the three main success factors to be at the top of the list?
The index is based on three main themes: demographic potential, labour market potential and economic potential. Each theme consists of sub-sets of indicators. Although the indicators within each theme are given different weight, depending on their importance, all main themes are important for a region to be placed at the top of the list.
Read more about the purpose of the Regional Potential Index.
Read more about the seminar.
The seminar is organised in collaboration between Nordregio, VASAB and the Swedish Agency for Economic and Regional Growth.


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Home - Produce - Pipes and Fittings - Pipes and fittings for inner hot water and cold water supply from PP
Extrusion line for polymeric packing production was started up in Belarus
Carnevalli together with Terra Print have realized a large project in the field of plastic film production — the extrusion line Carnevalli Polaris COEX 3 PO was opened up at BZPI.
Polypropylene pipes and fittings for inner hot water and cold water supply
Pipes and fittings made of polypropylene "Random copolymer" are used for inner hot water and cold water supply conduits and for industrial pipe-lines. Pipe-line made of PPRC is a remarkable decision for internal wiring of cold and hot water supply.
Polypropylene pipes from the Borisov Plastic Products Plant are produced from high-quality propylene of modern generation – random copolymer BOREALIS RA 130E.
Random copolymer (type3) is a modification of polypropylene, which supplies with better characteristics and, first of all, continuous firmness to high temperature and pressure. Pressure conduits made of this material gave an excellent account of themselves during 1980s and 90s in many developed and developing countries. They can be considered to be an optimal industrial solution in our conditions: modern, ecologically neutral, long-lasting supply and heating systems, which allow to replace traditional steel wiring – by parts as well as entirely – with minimum expenses.
The reason for PPRC pipes success primarily is in material properties. First of all, polypropylene is absolutely non-toxic: even if to bring it to fire, only carbonic acid and water will escape. Secondly, this material is not sensitive to high temperature and pressure. With good safety margin it withstands common for water supply loads.
Polypropylene pipes, in comparison with steel pipes, have much plainer inner surface and possesses minor thermal conduction. Owing to these properties, PPRC pipes are notable for lesser pressure and heat loss. Condensate is not generated so abundantly on cold water pipes, and it is required less insulating material for lagging arrangement. When fluid in PPRC pipes is congealed, they don't destroy, but enlarge in diameter and reacquire the previous size when defrosted.
One more attractive characteristic of PPRC pipes is the bounding technique. Fittings and stop valve are produced not from expensive non-ferrous metals, but from the same polypropylene. Sleeve welding used for assembling is highly a simple technology, and anyone who wishes is able to master it. Pipes are bounded by means of contact thermal welding. Special combined details allow to join polypropylene pipes with metal pipes.
The relative drawback of PPRC pipe-lines is sufficiently high thermal-expansion coefficient. The given problem is solved by compensator usage.
Reducing sleeves
Male thread sleeves
Female thread sleeves
Angle pieces 45°
Angle pieces 90°
Male thread angle pieces
Transition T-tubes
Male T-tube
Female T-tube
Detached connections
Female connections
Male connections
Sleeves with coupling nut
Male plug fitting
Female plug fitting
Pipe bearings
Mounting pads
Ball cocks
Corrugated hoses for PP pipes isolation
Corrugated sheaths for PP pipes isolation
+375 (177) 74-48-07
+375 (177) 74-48-09
+375 (177) span>74-46-96
222511, Republic of Belarus,
Official site of the GO "Belresursy"
Official site of the State Committee on Property of the Republic of Belarus
E-mail: firstname.lastname@example.com
© 2009-2017 "Borisov plastic product plant"
Developed by


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What's This?
APO/FPO Military Address
To ship to a United States Military Address:
AA (Armed Forces of the Americas)
The Americas, excluding Canada
(Zip codes beginning with 340)
AE (Armed Forces Europe)
Europe, Middle East, Africa, Canada
(Zip codes beginning with 090 through 998)
AP (Armed Forces Pacific)
(Zip codes beginning with 962 through 966)
Figi's Exclusive! These holiday-bright train-shaped gift boxes deliver the best of the Midwest to homes across America. Each piece of this reusable holiday décor is packed with Wisconsin Cheese and Sausage, Candies, Cookies and more. Specify up to 10 characters for personalization on middle cars. 1 lb. 4 oz.
A train-load of treats
|Brand Name


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|Multi-user license
|1 uživatel
|regular low price
|2 – 10 Uživatelé
|11 – 50 Uživatelé
|51 – 100 Uživatelé
|Kontaktujte nás
jAlbum Pro License
Create professional web galleries and upload to your own web site or blog. The Pro License grants you the right to use jAlbum for both non-commerical and commercial purposes.
The license includes one year of free support and updates.
Key features
- Full version software - never expires.
- One year of free updates and support.
- Unlimited uploads to any website
- Commercial use allowed *
- 100% ad free galleries, no product links, no nag-screens
- Professional skin features like shopping cart integration
- 100's of jAlbum skins (album themes) **
One year priority e-mail support
If you have any questions just send us an e-mail and we'll respond to you shortly, always within 24h during business days.
Don't have your own website?
If you don't have your own website (domain and hosting) then choose Premium (non-commerical use) or Power account (commercial use) instead, which are optimized for hosting and sharing web galleries.
* Commercial use - Use jAlbum to promote your company or other commercial activity. You may also activate the shopping cart of certain skins to sell photos or other items from your web galleries.
** All skins bundled with the jAlbum software and almost all other skins available by free download are included with the Premium Account. A few skins, developed by third party developers, require a separate license.


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"BIM One & BuildingSP: Integration Partners for Clash Detection Workflows"- Brett Young
Queremos compartir con vosotros un articulo de Brett Young sobre el flujo de trabajo de dos herramientas de detección de "clashes" BIM One and BuildingSP y su colaboración para obtener mejor rendimiento.
Our industry is built on relationships and our ability to successfully collaborate. This thinking should extend to our software. With this in mind, BIM One and BuildingSPwould like to announce a partnership to integrate our clash detection and issue management products so architecture, engineering, and construction (AEC) users can better leverage technology and create value for our clients.
BIM One and BuildingSP are both companies that are working hard to innovate and improve the pre-construction process in building information modeling (BIM). BuildingSP created ClashMEP, the only real-time and dynamic clash-detection tool for Autodesk Revit. Model clashes are immediately shown to the user as they model in Revit, which results in fewer clash issues because they can be resolved immediately without leaving the Revit platform. In a single mouse click, unresolved clashes can be inserted into the BIM Track® issue management platform from BIM One! The clash is then tracked on BIM Track®, where a host of tools, including reports, metrics, and a web viewer, allow the clashes to be managed in a systematic way across users, teams, projects, and the enterprise. The combination of real-time clash detection in Revit and one-click issue tracking provides a fast and easy way to manage the clash detection process. BIM Track® also extends into Tekla and Navisworks, providing a flexible solution with a close integration into Revit.
BIM One and BuildingSP hope that our collaboration demonstrates how companies in the same software space – clash detection and issue tracking – can work together in a seamless way to provide value to our clients. Our companies could have chosen to directly compete and treat each other as adversaries. Instead, this collaboration between two innovative, like-minded AEC startups will quickly and effectively help projects and people every day and throughout the world. We hope our collaboration is an example that will be followed.
BIM One and BuildingSP are working hard on the integration now and further extending our capabilities, both together and as separate companies.
Please contact Brett Young at email@example.com and Carl Veillette at email@example.com for more information, pricing, and development roadmaps.


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So, I'm going to talk about hate filled people today, and not just your average hate filled person. There is one particular brand of people who go through life hating everyone, and they are none other than... Social outcasts. Not, the ones who try to fit in, not the ones who get shunned for their looks or brains, but the ones who envy everyone and everything around them, instead of just attempting to better themselves.
Do you remember this type of person in high school?
She was always the one glaring at you when you laughed, turning her nose up your new outfit, tattling to the teacher for imagined offenses, spying/stalking/eavesdropping and generally making a nuisance of herself, so much so that everyone avoided her.
And, then she cried foul.
Because she was hateful.
And, a fugmuppet*.
Later, she grew up physically and didn't like what she saw in the mirror, because all that frowning and nose wrinkling etched a permanent look of disdain on her face, which no amount of face cream could ever erase. And, so she hated people more, because she was unhappy with herself. She then proceeded to stir shit every chance she got, and loathed anyone who was liked and respected. She's still visible in groups today, buttering up the right people, handing out sob stories to win sympathy, and attempting humor which makes little to no sense. She puts on a fake face and wins attention.
While inside, she's still seething.
And, plotting her revenge.
I've always disliked this kind of person, and got into way too much trouble in school defending people who she decided she hated. I was also on the hate list, but didn't give a rat's ass generally, because I'm tough, what with being a Pakistani chick and all. What startles me though, is how this hate is carried into adulthood and how much it grows. It's very, very sad, and downright ridiculous. People like this really need to find their own island, and live together in perfect haterimony.
But, of course they won't.
And, now with the internet, and it's various social networks, they're full of glee as they sit protected behind a screen and spew their venom, and imagine all the fun everyone else is having at their expense. Why they don't move on, and get some therapy is beyond me. I mean, I know it's not possible for them to get laid regularly, or even occasionally, but really!
Buy a vibrator!
And, leave people alone.
I've always taken the internet for what it really is. A nice resource, and a time suck. It's perfect for everyone who cares to have a little down time, catch up with friends, exchange jokes, stories, links, constantly update on Twitter and Facebook.. Indulge in
wasteful creative blogging. So, when I log on, the last thing I want to see is crap ass drama.. Not that I don't enjoy drama from time to time, but it has to be good. I mean if you're going to do the wrong thing and create trouble, at least put some effort into it, and do it right. Sitting in back rooms plotting the destruction of nice people, with your own hateful kind is not the way to go. Stalking is not cool either, and on the internet it just makes you look pathetic. So, please be constructive.
And, start by getting a life!
*Thanks G - Your expressions are the best!


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Contact Us
Hubei Shoukai Machinery Co.,Ltd
Add: Huangjinshan Industrial Park, Huangshi City, Hubei Province, China
Contact us:Coca Chen
E-mail:email@example.com, firstname.lastname@example.com
HammerHome > Product > Drilling Tools > Hammer
Low Medium and High Air Pressure Hammer for DTH and Water Well Drilling RigAs one of key and basic components for DTH and Water Well Drilling Rig, the DTH hammer can convert the air pressure to the impact energy and simultaneously transfer impact energy and rotation force to DTH bits. This DTH hammer can effctively crush rocks into powder. It is...Read More
Shoukai Machinery, with wide experience and expertise, is one of the leading hammer manufacturers and suppliers in China. All hammer products in our factory have passed strict quality test. Welcome to wholesale our quality machine with competitive price.