Suprema Cars Report free essay sample

Best Practice Free Essays

What is a best practice? 1. It is the most effective amount and quality 2. A formerly fruitful strategy 3. We will compose a custom exposition test on Best Practice or then again any comparable theme just for you Request Now work/fitting utilization of materials 4. Cash goes up (proprietor) 5. Replicable (everybody) 6. Characterizes objective (bringing in cash while keeping up visitor fulfillment) 7. High visitor fulfillment 8. Proficient 9. Moral Stake Holders Employer/Owner Employee Guest Environment BONUS QUESTION: Jay Westerweld in 1987, developed Green Washing which is a misleadingly utilized strategy to show up â€Å"eco-friendly† to expand benefits or addition political help STOP: Standard Operating Procedure (Used by organizations) QPI: Quality Performance Indicators ROI: Return of Investment Q: What is the contrast between a free and corporate chain? (Free HOTELIERS SHARE BEST PRACTICES by ERIC STOESSEL) Independent: * They are not marked and too known * Customers tell the Independent lodgings if something isn't right, not the brand * â€Å"Can do what they need when they want† * Biggest Challenge: Online Travel Agencies †diminished rates and high commission = losing cash however you get presentation * 25% rate for item buying while corporate compensation under 17% * BP: â€Å"Capture and Keep† clients from OTA BP: Using on the web sites for mass items, for example, Alibaba. com or Amazon. com * BP: Loyalty Program * BP: Call other land owners for counsel * BP: Incentives for front work area staff of 20% †half commission for each room update, early check in or pool pass sold as opposed to recruiting an executive of deals * BP: ? Charge visitors property charge in a tough situation INDEP ENDENT HOTELS: The drake inns, Windsor Arms Hotel, Hotel Victoria What are best administration rehearses for characteristic asset preservation? (29 BEST MANAGEMENT PRACTICES AND CASE STUDIES AT NRPA. Organization/CONSERVATION) * Rain Barrels: Conservation instruction and fun with a 1,000 gallon downpour barrel * Rain Gardens: Can slow stormwater, moderate water, and make a natural life territory and scene excellence * Wind and Solar Energy (WESTIN HOTEL IN TORONTO: GREEN ENERGY, ONLY HOTEL WHO’S LOBBY RESTAURANTS ARE POWERED 100% GREEN ELECTRICITY, FOR RECYCLING: ALL ORANIC WASTE MATTER IS SENT TO A COMPOST OF SITE. Inn IS EQUIPPED WITH RECYCLING BINS IN ALL AREAS FOUR SEASONS INTERNATIONAL PARTICIPATES IN TREE PLANTING DAY) Best practice in Hospitality Maintenance BP: Management can help housekeeping staff to remember the three essential principles: Clean, Disinfect, and Deodorize * Cleaning: Wipe surface starting with one side then onto the next, and soil evacuated first before sterilization. * Bucket of arrangement ought to be changed much of the time eg. Each 3 rooms. * When Cleaning hard floors, utilize two container sulking procedures * Use a chemical fitting for var ious surfaces * Dilution Control sets aside time and cash mass * Shiny floors and jars †utilize metal clean every day * Provide motivators to staff who get garbage, clear passages, wipe counters and tables (BEST PRACTICES IN HOSPITALITY MAINTENANCE †H2E CORNER) ARUBA MARRIOT CARRIBIAN RESORT PROVIDES HOUSEKEEPING STAFF A FULL WEEK OF FUN WITH BREAKFASTS, DINNERS, GAMES AND PARTIES ON AND OFF PROPERTY TO SHOW APPRECIATION AS AN INCENTIVE) Q: Name five unique methods of having the option to tell whether you have bothers 1. Bite Marks 2. Droppings 3. Divider Marks 4. Smell 5. See the Animal 6. Skin Q: What do you do to dispense with them? 1. More wind stream where there the air causes the flies to go out 2. Fly Lights †sodium lights which keep them off as opposed to executing them 3. Programmed or turning entryways 4. Climate stripping (the thing at the base of the entryway) 5. Rock obstruction or a mesh since bothers don’t like lopsided surfaces 6. Preparing staff to comprehend the significance of shutting the entryway behind them such and bug control Best act of water the executives * EPA †started a name called Water Sense that enables the end client to distinguish water-sparing items. * Managers being prepared and mindful of ensuring simply the best when purchasing the items * Utilize the administration of execution temporary workers * Minimize water waste and cost has begun to become on the accepted procedures. Step by step instructions to refer to Best Practice, Essay models

Essay Topics

Essay TopicsThere are a variety of different Virginia Tech essay topics that you can use. With this school's history of producing the greatest athletes in the world, essay topics are never easy to come up with. You can get through this hurdle though by reviewing what you can use and try to make changes to your original work to add something unique.A quick way to remember essay topics for college essays is to go back in time and read the beginning of the sentence. The word 'entire' means encompassing. It does not mean to include. You can learn more about how to make these changes to your original essay by reading the article below.At the top of this article you will find that you have some easy to use essay topics to practice. These are basically introductory topics, not too hard. These topics will give you a good beginning for your essay topic choices. Many students do not do well with introductory essay topics. Practice these first before moving on to harder ones.There are some essa y topics that are challenging. They will test your writing skills and make your student writing skills shine. These will require you to write within certain rules.We all know that essay topics are used to explain things to your reader. This makes sense. If we don't explain what is being said, we are leaving out something. But this does not mean that the writer cannot add any content. The problem is that if you provide a lot of detail and explanation, your reader will be frustrated.If you are concerned that you might leave out something important, think about what you would like to say. Do you want to include an example? Do you want to provide some supporting evidence? Do you want to provide a discussion that includes questions and answers?The more you write in basic ways, the easier it will be to find a simple answer to your question. Do not hesitate to try your hand at some shorter sentences. The point of an essay is to take the reader by the hand and lead them step by step through your reasoning.College essay topics are very detailed. They are designed to teach students how to write well. Many students do not realize that they can easily add something to their essay topic. Always review the information that you use and practice your sentences until you feel confident with your writing.

Comparing Public Vs Private Health Care Systems Essay

I address the question: ‘Health care is always an important topic of debate. Often this debate occurs in terms that compare public versus private health care systems. After showing how the public option is associated with welfare state liberalism and the private option with neo-conservatism, which option do you prefer and why?’, and I argue that a public health care system reflects a stronger more stable country. In regards to health care, there can be two ideologies that can be linked to each other. First, welfare state can be seen as public health care because the government takes action in peoples well being and they are concerned with equality within the system. On the other side, we can relate neo-conservatism to private health care in terms of it being a free market. It is open for private sources to make profit within the health care system as the public health care is linked to taxation which is then used to provide ‘free’ health care for all citizens. This paper will show that a welfare state ideology is the best to have in terms of a public health care system making equality amongst the citizens and showing a stronger more stable country. One major problem in the world today would be the lack of equality and people’s rights and freedoms. Many argue the fact that health care should be a publicly provided service for all. Some believe only those who can afford it should be allowed to have it. This brings up a large debate when you talk about equality in terms ofShow MoreRelatedComparing Public Vs Private Health Care System Essay1692 Words   |  7 Pagespeople living in the community. Each country has developed a delivery  system but there continues to be dialogue about what system is best for the consumer yet  fiscally responsible. I address the question: â€Å"Health Care is always an important topic of debate. Often this debate occurs in terms that compare public versus private health care system. After showing how the public option is associated with welfare state liberalism and the private option with neo-conservativism, which option do you prefer and whyRead MoreHealthcare Systems And The United Kingdom1547 Words   |  7 Pagesbetween the healthcare systems of the United States and the United Kingdom and expands on what that means for the health and wealth of the citizens of these countries. The U.S. and the U.K. are two different countries with two very different healthcare systems. The U.S. healthcare system is the Affordable Care Act, (ACA) and is the attempt by the U.S. to provide affordable healthcare coverage. he U.K. healthcare system is publicly financed and managed by the National Health Service, (NHS). The URead MoreUs Healthcare Plan Vs. Uk Healthcare909 Words   |  4 PagesUS Healthcare Plan vs. UK Healthcare Plan While it s difficult to estimate the exact number of Americans without health insurance at any given moment, most credible sources place this figure at between 40 and 45 million. In other words, one American in seven lacks even basic health insurance coverage (How Many Americans Really Do Not Have Health Insurance? n.d.). The responsibility of an average American today, is to obtain healthcare insurance through private insurance, employer benefits, orRead MoreThe European And The North American Healthcare Systems1729 Words   |  7 Pagesthe north American healthcare systems have suffered in the past decade and to assess the efficiency of these systems. Special attention will be paid to the new healthcare project in the USA, the Obama-care, which has been seen by many americans as an ‘europeanised’ system. 1. Introduction Health services are built depending on three main factors of a country: economy, politics and culture. Health care systems not only help to the improvement of people’s health conditions but it also helps theRead MoreSocialized Healthcare Vs. Private Healthcare982 Words   |  4 PagesSocialized medical systems are designed to disregard the insurance industry and disregard income while providing health care for all. Healthcare in the United States is constantly changing and advancing, which requires the cost of health insurance to rise. The idea of socialized medicine is prominent, until the aspects of socialized medicine are brought to attention. Every aspect of a socialized health care industry is controlled and powered by the government; most doctors, nurses, medics and administratorsRead MoreThe Universal Health Care System1712 Words   |  7 PagesEvery country vision is to have a universal health care system. A system that is not necessary â€Å"free† but a syst em where everyone has equal opportunity to get the best health care being offered without any partiality. Canada successfully implemented the universal health care to its citizens, but it is not perfect in any sense. Individuals’ citizens are provided with preventive care and medical treatment from primary care physicians as well as access to hospitals. There are still many services thatRead MoreHealthcare In The United States And Italy Case Study1396 Words   |  6 Pagescontinue to invest heavily in health care systems to improve the health standards of their citizens. Even though many countries have made significant milestones in their health care systems, other nations still lag behind due to lack of the appropriate technological infrastructure in health care. The United States and Italy are among the most developed countries in the world, and it is expected that the two nations spend huge amounts of money in their health care systems. Both countries have continuedRead MoreComparison and Contrasts of the United States and Canadian Health Care Systems1624 Words   |  7 Pagesthe United States and Canadian Health Care Systems The National healthcare debate is one that has been a continuing arguing point for the last decade. The goal is to provide healthcare to all Americans, regardless of whether they are able to afford insurance or not. In 2009, the U.S. National Health Care Act failed to come to be debated in the house. This Act would have called for the creation of a universal single-payer health care system. Under the policies this ActRead MoreA Comparative Analysis of the Health Care System in France vs. the United States1318 Words   |  6 PagesA Comparative Analysis of the Health Care System in France vs the United States Introduction Everyone would agree that a good health system, above all, must contribute to good health. It is certainly not considered acceptable to protect or improve the average health of the population, if at the same time inequality worsens or remains high because the gain accrues disproportionately to those already enjoying better health. The responsibility of a health care system is also to reduce inequalitiesRead MoreEssay On American Health Care1274 Words   |  6 PagesBackground The American Health Care system has been a constant failure throughout history. We spend the most on healthcare which is 17.1% of our GDP. Compared to France (11.6%) and the U.K. (8.8%). When calculated it comes to $9,086 per person before inflation. We see the problem arising with individual spending for doctor visits, prescriptions, and health insurance we start to see the money pile up. To compare it to other countries only those in Switzerland paid $566 more than those in the U.S

Combating Issues Of Voting And Housing Among Filipino...

Combating Issues of Voting and Housing among Filipino Americans in Los Angeles Filipino is the second largest Asian ethnic group in the United States and the largest Asian ethnic group on California. In 1925, the governments accepted Filipinos’ citizenship with a condition of serving up to three years in the U.S Navy (Cee at el, 2015). After years of fighting, in 1946, Filipinos were able to become U.S citizens and to vote and own properties (Cee at el, 2015). Even though, Filipinos-Americans were eligible to vote, majority of them were not registered to vote because they did not know the importance of voting to their community. In 2016, Filipino Advocate for Justice showed the 50% of eligible voter of Filipinos Americans are not registered to vote in the Bay area which significantly affects the benefits of the Filipinos community in the United States. In Los Angeles county, a few Filipino organizations have workshops to educate Filipinos about Prop 57, 58, and JJJ and their benefits. During the election, those organizations held workshops to educate Filipino Americans how to register to vote and the importance of being voters. They also educated them the main points of each Prop. Different topics of elections are taught at the workshop. In the first workshop, they teach the participants about the history of the number of Filipino Americans that participated and how they voted. Then, at the following workshops, they focus on those important Propositions including PropShow MoreRelatedOne Significant Change That Has Occurred in the World Between 1900 and 2005. Explain the Impact This Change Has Made on Our Lives and Why It Is an Important Change.163893 Words   |  656 Pagesand Paul Buhle, eds., The New Left Revisited David M. Scobey, Empire City: The Making and Meaning of the New York City Landscape Gerda Lerner, Fireweed: A Political Autobiography Allida M. Black, ed., Modern American Queer History Eric Sandweiss, St. Louis: The Evolution of an American Urban Landscape Sam Wineburg, Historical Thinking and Other Unnatural Acts: Charting the Future of Teaching the Past Sharon Hartman Strom, Political Woman: Florence Luscomb and the Legacy of Radical Reform

Health And Safety Effectiveness Of Control Hazards †Free Samples

Question: Discuss aboutt the Health And Safety Effectiveness Of Control Hazards. Answer: Process of ongoing assessment of the effectiveness of control measures in addressing risks and hazards The health and safety rules are key in the work place and a clear process is usually critical to enhance proper actions for the address on the risks and hazards available. The process is able to define the kind of risks available and the measures, which can be taken to mitigate the risks and ensure safer work place[1]. The assessment on the ongoing projects in terms of the risks and hazards and their control involves four key steps, which include: Hazard identification The first step in the risk assessment is to understand the risks and hazard available in the work place. The identification can be chosen from review of past incidents, consultation with workers, inspection of work places, information from equipment and use of creative thinking concerning the hazards and sites[2]. The different work places have different kinds of risks and hazards and therefore key analysis of the hazards in required during this stage. The risk assessment form must be therefore be used to list the hazards and their effects. Assessment of risks The second strep involves assessment of the risk which involves the consideration of the possible outcome if someone is exposed to the hazard. In addition, this step offers the assessment of the likelihood of the hazard occurring. This step involves the analysis of the factors which may cause the risks, the review of the health and safety information, evaluation of the severity of the hazards the harms which will result from the hazards and likelihood of occurrence of the hazard[3]. Other key issues included in the risk control step are the elimination methods, records on updates of risk control measures, the workplace, skill, capacities and experience of experienced work people and system being worked on. Controlling of risks This is the third step in the process and it including the rating of the identified risks and the effectiveness of the control method. Review of the control measures of the risks The last step involves the monitoring and review of the hazard and risk process. This is a continuous process and it helps to access the effectiveness of the identified process of hazard control. completed workplace safety documentation The documentation of the safety in a construction site is key to ensure that the key hazards and risks are well maintained. In each site, the specific activities in the site are noted to enhance the documentation. In addition, the issues are noted specifically to enhance the safety. Name of contractor Maliam construction limited Name of site Palm projext Responsible person Nichols Key safety issue Protective measure Responsible person Occurance level Severity 1. Falling from heights Tool box talk All staff 5 Medium 2. Sliding Educating staff All staff 9 Regular 3. Knock from objects Right tools use All staff 7 Regular 4. Dust inhalation Protective clothes All staff 5 Low 5. Machine cuts Proper use of machines All staff 7 High 6. Accidents from moving machines Signalling of hazards All staff 8 High References Lewis, Kristin C, and Read D. Porter. "Global Approaches to Addressing Biofuel-Related Invasive Species Risks and Incorporation into U.s. Laws and Policies." 84.2 (2014): Ecological Monographs.171-201. Print. Luo, Xiaochun, Xincong Yang, Hongling Guo, Fei Dai, Heng Li, and Dongping Cao. "Hierarchical Bayesian Model of Worker Response to Proximity Warnings of Construction Safety Hazards: Toward Constant Review of Safety Risk Control Measures." 143.6 (2017). Journal of ConstructionEngineering and Management. Print. Mpofu, Thomas P. Z. "An Evaluation of the Effectiveness of Flood Disaster Mitigation Measures in the City of Adigrat, Tigray Region, Ethiopia." 3.2 (2011) Jamba : Journal of Disaster Risk Studies: 384-400. Print. Thomas, P. Z. Mpofu, "An Evaluation of the Effectiveness of Flood Disaster Mitigation Measures in the City of Adigrat, Tigray Region, Ethiopia." 3.2 (2011) Jamba : Journal of Disaster Risk Studies: 384-400. Print. Kristin C, Lewis, and Porter, D. Read. "Global Approaches to Addressing Biofuel-Related Invasive Species Risks and Incorporation into U.s. Laws and Policies." 84.2 (2014): Ecological Monographs.171-201. Print. Xiaochun, Luo, Yang, Xincong Guo, Fei Hongling Heng Li, Dai, and Cao. Dongping "Hierarchical Bayesian Model of Worker Response to Proximity Warnings of Construction Safety Hazards: Toward Constant Review of Safety Risk Control Measures." 143.6 (2017). Journal of ConstructionEngineering and Management. Print.

Israel Essays - Oily Fish, Scombridae, Mackerel As Food, Shovel

Israel Teams of archaeologists were excavating in Israel when they came upon a cave. Written across the wall of the cave were the following symbols, in this order of appearance: A woman, a donkey, a shovel, a fish and a Star of David. They decided that this was a unique find and the writings were at least three thousand years old. They chopped out the piece of stone and had it brought to the museum, where archeologists from all over the world came to study the ancient symbols. They held a huge meeting after months of conferences to discuss the meaning of the markings. The president of the society stood up and pointed to the first drawing and said: ?This looks like a woman. We can, therefore, judge that this race was family oriented and held women in high esteem. You can also tell that they were intelligent, industrious, inventive, and resourceful. The next symbol resembles a donkey, so, they were smart enough to have animals help them till the soil. The following pictograph, the image of what appears to be a shovel of some sort, which indicates that they had tools at their disposal to make their work more efficient and purposeful. Even further proof of their high intelligence is the next picture, that of a fish, which clearly means that if a famine had hit the earth, whereby food did not grow, they would take to the sea for food. And finally, the last symbol, evidently a Star of David, although somewhat primitive in design, indicates that these early inhabitants were indeed Hebrews.? The audience of archaeologists applauded enthusiastically. Suddenly, an old man stood up in the back of the room and said, ?Idiots! Hebrew is read from right to left! It says: ?Holy Mackerel! Dig the Ass on that Woman!'?

Leading the revolution †Book Review

Leading the revolution – Book Review Free Online Research Papers Leading the revolution Book Review Primero le quitarn los clientes; luego, se llevarn a sus empleados y finalmente lo sacarn del negocio.  ¿Quienes?: empresas como Sephora, eBay, Virgin, Dell, Gap, Amazon.com, AOL, o E-trade, que son las nuevas revolucionarias de los negocios; las que con su impulso renovador se estn infiltrando e influyendo sobre todas las industrias del mundo. Aun asà ­, en vez de temerles, la comunidad empresaria deberà ­a desarrollar modelos innovadores de negocios para imitarlas. Las flamantes compaà ±Ãƒ ­as revolucionarias estn tirando abajo los viejos esquemas y construyendo nuevos modelos. Entre el personal de las nuevas revolucionarias pueden encontrarse activistas, radicales y guerrilleros: se trata de personajes poco convencionales que estn construyendo un nuevo orden en la industria, donde la imaginacià ³n cuenta ms que el capital y romper con las reglas es ms trascendente que el conocimiento. Pero el desafà ­o no alcanza sà ³lo a las recià ©n llegadas: tambià ©n las empresas experimentadas, las revolucionarias de cabellos grises son bienvenidas a la aventura.  ¿Cà ³mo lograrlo? Estimulando la imaginacià ³n en cada uno de sus empleados, desarrollando nuevos parmetros financieros que se concentren en crear nueva riqueza y organizando un mercado interno rebosante de nuevas ideas, capital y talento. En suma, Leading the Revolution describe la innovacià ³n, pero sin mostrar nuevos productos y tecnologà ­as; en cambio, prueba que de ahora en ms la innovacià ³n debe ser concebida como un modelo de negocios radicalmente nuevo. Segà ºn Hamel, sà ³lo las compaà ±Ãƒ ­as capaces de crear revoluciones industriales y de guiarse por ese imperativo revolucionario, llegan a prosperar en la Nueva Economà ­a. A lo largo de su obra, Hamel provee un detallado manual sobre lo que cada ejecutivo puede hacer para comenzar la revolucià ³n en su propia corporacià ³n. Al final, traza una agenda para hacer de la innovacià ³n tanto una capacidad ubicua como un servicio de calidad para el cliente. Su lema es que el cambio radical es la ventaja competitiva del nuevo milenio, y por eso las empresas deben reinventarse continuamente, no sà ³lo cuando estn en crisis. La clave del à ©xito de las empresas de Silicon Valley no es la e del comercio electrà ³nico, tampoco su valor tecnolà ³gico, sino la i con que empiezan las expresiones imaginacià ³n e innovacià ³n. Las tecnolà ³gicas y las punto-com, por ejemplo, son empresas jà ³venes, hambrientas y totalmente despojadas de tradicià ³n. Es el poder de las i, ms que el de las e, lo que determinar quià ©nes sern los ganadores y quià ©nes los perdedores en la economà ­a del siglo XXI. Tambià ©n estn los casos de compaà ±Ãƒ ­as como Nokia, Enron y Charles Schwab, que han demostrado ser capaces de reinventarse continuamente a sà ­ mismas y a sus mercados, probndole al mundo que las grandes compaà ±Ãƒ ­as sà ­ pueden innovar, aunque muy pocas lo hagan. Las herramientas para encabezar la revolucià ³n del cambio estn a continuacià ³n. El fin de la era del Progreso La era del Progreso comenzà ³ en el Renacimiento, alcanzà ³ su adolescencia exuberante durante el Iluminismo, logrà ³ su madurez rotunda en la era industrial, y murià ³ con el comienzo del siglo XXI. Ahora comenzà ³ un nuevo tiempo: la era de la Revolucià ³n. En esta nueva era, cualquier compaà ±Ãƒ ­a que se se desenvuelva lentamente est transitando el camino hacia su propia extincià ³n. En primer lugar, los revolucionarios de la nueva era tomarn el mercado y los clientes de aquellas compaà ±Ãƒ ­as que no se renueven. Luego, se llevarn a sus mejores empleados. Y, por à ºltimo, tomarn sus acciones. La pelea est servida: la vieja guardia versus la vanguardia; la oligarquà ­a versus la revolucià ³n; el poder de la incumbencia versus el poder de la imaginacià ³n. Y en la disyuntiva, cada organizacià ³n elige quà © camino tomar. Sin embargo, no hay de quà © preocuparse porque la Revolucià ³n tambià ©n presenta oportunidades que no se pueden desperdiciar. Por primera vez en la historia es posible trabajar sobre la imaginacià ³n y no sobre lo hecho en el pasado; explorar nuevos mundos, revertir el paso de los aà ±os y trascender las distancias. En la era de la Revolucià ³n, el futuro ser distinto del pasado, y quizs infinitamente mejor. El mundo corporativo atraviesa un momento en el cual el à ºnico là ­mite que existe es la imaginacià ³n. Por otra parte, en un mundo no-lineal sà ³lo las ideas no-lineales sern capaces de crear riqueza. La innovacià ³n no-lineal significa que las compaà ±Ãƒ ­as deben romper con las ataduras del pasado e imaginar soluciones completamente nuevas para las necesidades de sus clientes. En consecuencia, los revolucionarios ya saben que la competencia no est planteada en tà ©rminos de productos o servicios, sino de conceptos de negocios. La novedad no est dada por caracterà ­sticas fà ­sicas de lo que se compra, sino por las nuevas relaciones. Por ejemplo, comprar un seguro a travà ©s de Internet es un modelo de negocios radicalmente distinto del acostumbrado, en el cual las personas debà ­an acudir a una direccià ³n fà ­sica y realizar una transaccià ³n de tipo personal; el nuevo modelo planteado por el comercio electrà ³nico presenta relaciones virtuales con caracterà ­sticas propias y, adems, permite comparar las pà ³lizas al instante y asegurarse de que se est tomando la de m enor precio. El desafà ­o de la innovacià ³n Los innovadores son aquellas personas capaces de repensar los modelos de negocios existentes y convertirlos en nuevas formas de crear valor para los clientes, sorprender a los competidores y proveer nuevas ganancias a sus inversores. Pregà ºntese a usted mismo si conoce y practica las claves para llevar a cabo la Revolucià ³n. Soà ±ar, crear, explorar, inventar, imaginar, ser pionero  ¿es eso lo que usted hace en su organizacià ³n? Si no es asà ­, usted aà ºn es una persona irrelevante en su empresa, y probablemente su compaà ±Ãƒ ­a està © volvià ©ndose irrelevante tambià ©n. La agenda de la nueva era de la Revolucià ³n est construida sobre lo que ya existe, pero tiene el deseo de ir ms all. Y se sostiene sobre las siguientes bases: Mejora continua ms innovacià ³n no-lineal. Innovacià ³n de productos y servicios ms innovacià ³n de conceptos de negocios. Liberacià ³n de riqueza ms creacià ³n de riqueza. Suerte ms capacidad. Visionarios ms activistas. Cientà ­ficos, marketineros ms Silicon Valley. Aquellos que se comprometan con esta nueva agenda pronto descubrirn que la era de la Revolucià ³n tambià ©n es la era de las oportunidades. Las expectativas de los accionistas No se engaà ±e creyendo que la buena suerte de las compaà ±Ãƒ ­as jà ³venes y calientes a la hora de cazar inversores durar para siempre: pasada la fiebre por las compaà ±Ãƒ ­as capaces de generar beneficios a gran velocidad, los inversores querrn que esas expectativas iniciales coincidan con una buena performance de ganancias a largo plazo. La pregunta a continuacià ³n es cà ³mo crecer para mostrarles a los accionistas (que son cada vez ms exigentes) que puede crear valor para ellos. Y el desafà ­o no es sà ³lo para las firmas de la vieja economà ­a, sino tambià ©n para las recià ©n llegadas: muchos de los programas corporativos de està ­mulo a la eficiencia, share buybacks, o fusiones que suelen disparar las cotizaciones accionarias de las empresas en un primer momento, terminan causando rendimientos decrecientes. La razà ³n es que tales decisiones estn focalizadas en liberar riqueza, pero no en crearla. Asà ­, la atencià ³n corporativa sigue puesta en los procesos y sistemas internos de la corporacià ³n, con lo cual à ©sta pierde diferenciacià ³n respecto de sus competidores. En cambio, los inversores premiaron a firmas como Cisco, Home Depot, Pfizer, Charles Schwab, Intel, y otras, porque fueron capaces de crear nuevas industrias, nuevos productos, nuevos servicios y, por sobre todo, nuevos modelos de negocios. Han sido revolucionarias en sus mà ©todos de generacià ³n de riqueza y por eso estn entre las preferidas por los inversores. Claro que por estos dà ­as a las empresas les resulta imposible satisfacer las crecientes expectativas de los accionistas si no crean nuevas ganancias; para crearlas deben innovar buscando una fà ³rmula que la competencia no haya empleado. Es que, en la nueva economà ­a, los inversores no buscan administradores, sino emprendedores heroicos. Mientras que los administradores se concentran en desbloquear los retornos existentes para los accionistas (asegurando que a travà ©s de tercerizaciones, fusiones, sinergias o recortes de gastos podrà ­a ser liberada), los segundos estn obsesionados por el desafà ­o de generar nuevos retornos. De igual manera, en el universo corporativo abundan las compaà ±Ãƒ ­as que en los à ºltimos aà ±os distribuyeron saludables retornos para sus accionistas, pero al mismo tiempo registraron muy poco o ningà ºn crecimiento en su valor total de mercado. Algunas de ellas son Dun Bradstreet, Times Mirror, Fortune Brands y Philip Morris. En general, las firmas que generan valor poseen estrategias altamente diferenciadas. Adems de enfrentar con solvencia a sus competidores, tienen capacidades à ºnicas, activos à ºnicos, valores à ºnicos, y un posicionamiento de mercado à ºnico. Esto confirma que la estrategia de cada corporacià ³n debe ser diferenciada, porque bastar observar si el crecimiento de sus rendimientos, el retorno de la inversià ³n, los mrgenes de operaciones y la relacià ³n precio-ganancia se parecen al promedio de las otras empresas del sector, para saber si hay problemas. Si tales parmetros resultan muy similares a los de las otras empresas de la misma industria, entonces la empresa no es innovadora y no est haciendo nada para obtener ganancias de fuentes no tradicionales.  ¿Est usted diferencindose de sus competidores o convergiendo con sus estrategias? Para saberlo, pregà ºntese lo siguiente: 1)  ¿Dejamos que los otros definan las expectativas de nuestros clientes? 2)  ¿Cà ³mo nos ven nuestros competidores: como disciplinados ante las normas establecidas o expertos en desobedecerlas? 3)  ¿Nuestra estrategia cambià ³ radicalmente en los à ºltimos dos aà ±os? (los à ºltimos dos meses si se trata de compaà ±Ãƒ ­as de Internet) 4)  ¿Ha habido algà ºn tipo de erosià ³n de nuestro price premium o cost advantage? 5)  ¿Se nos ha vuelto cada vez ms difà ­cil atraer talentos de categorà ­a internacional? Tarde o temprano, todo modelo de negocios llega a una situacià ³n de rendimientos decrecientes; y en los dà ­as que corren, ese momento llega cada vez ms pronto. Si desea escapar de los temidos rendimientos decrecientes, admita que no todo est marchando bien en su empresa, y asuma el compromiso de crear nuevas ganancias como fundamento para una estrategia de innovacià ³n. La cadena de tiendas minoristas Gap, por ejemplo, pasà ³ de vender jeans y un surtido de prendas para adolescentes bajo un formato poco diferenciado, a crear un inmejorable portfolio de marcas propias que se venden en tiendas exclusivas. Harley Davidson pasà ³ de venderles motos a algunos rebeldes, a venderles un concepto de rebeldà ­a a personas adineradas e inmersas en la crisis de la mediana edad. Negocios que se reinventan En la nueva economà ­a, la unidad de anlisis para la innovacià ³n no es un producto o una tecnologà ­a, sino el concepto en el cual se basa cada negocio. La renovacià ³n de un concepto de negocios es la capacidad de imaginar formas dramticamente nuevas para diferenciarse de lo existente, y la meta de toda innovacià ³n es introducir mayor variedad estratà ©gica en una industria o segmento competitivo. Cuando esto efectivamente sucede, y los consumidores perciben esa estrategia de diferenciacià ³n, aumentan las posibilidades de que la empresa se convierta en la creadora de ganancias, pues los consumidores tambià ©n valoran en forma positiva la innovacià ³n. Para ser revolucionarias en su sector, las empresas deben desarrollar una capacidad instintiva para pensar los modelos de negocios como una totalidad. Para lograrlo, debe saberse que cada modelo de negocios est compuesto por: Una estrategia central, es decir, la forma en que la firma elige competir. Incluye la misià ³n del negocio, el alcance del producto en el mercado, y cà ³mo se diferencia de otros. Recursos estratà ©gicos. Son las competencias centrales, los activos estratà ©gicos, y los procesos involucrados. Cambiar dramticamente la base de recursos que se usan para competir, puede ser una importante fuente de innovacià ³n. Interfaz con el cliente. Est compuesta por cuatro elementos: grado de cumplimiento y apoyo, informacià ³n y penetracià ³n, dinmica de las relaciones y estructura de precios. Cadena de valor. Se trata de todo aquello que rodea a la firma, que complementa y amplà ­a sus recursos. Incluye a los proveedores, socios y alianzas. La forma en que est diseà ±ado y cà ³mo se maneja este elemento puede convertirlo en factor de innovacià ³n. Ahora, estos componentes se describirn ms en detalle: Configuracià ³n: se refiere a la forma à ºnica en que las competencias, activos y procesos de la empresa se combinan e interrelacionan para apoyar una estrategia en particular. Por ejemplo, la mayorà ­a de los bancos envà ­an a sus clientes un resumen para la tarjeta de crà ©dito, otro para la hipoteca, otro para informar sobre el estado de cuenta, otro para ahorros e inversiones, y otro para prà ©stamos obtenidos. La combinacià ³n de resà ºmenes que cada uno recibe por mes refleja la configuracià ³n interna de casi todos los bancos - cada rea de producto es un centro de ganancias separado. Sin embargo, el Virgin Direct, a travà ©s de su Virgin One Account, supo diferenciarse de sus competidores estableciendo una nueva configuracià ³n: envà ­a un solo resumen de cuenta a sus clientes, en el cual concentra todas las operaciones de la relacià ³n entre el cliente y el banco. Beneficios para el cliente: se refiere a las necesidades y deseos del cliente que estn siendo satisfechos por el producto o servicio actual. Los beneficios vinculan la estrategia central con las necesidades del cliente. Entorno: hace referencia a lo que la firma hace por sà ­ misma y lo que contrata de los distintos miembros de la cadena de valor. Cambiar el entorno contribuye a menudo a innovar en el concepto de negocio. Adems, existen cuatro factores que apoyan el modelo de negocios de una compaà ±Ãƒ ­a y que determinan si à ©ste ser capaz de crear valor: Eficiencia: implica que el valor que el cliente establece sobre los beneficios que recibe excede el costo de producir tales beneficios. Es un modelo de negocios difà ­cil de sostener en el largo plazo. Diferenciacià ³n: cuanto ms à ºnico, exclusivo y diferenciado sea el modelo de negocios, aumenta la posibilidad de obtener resultados por encima del promedio. Compatibilidad: un concepto de negocios tiene que ser internamente consistente, es decir, que todas sus partes deben trabajar en forma conjunta, y demostrar asà ­ compatibilidad, para alcanzar el mismo objetivo final. Multiplicadores de ganancias, que a su vez se dividen en cuatro grupos: 1) Rendimientos crecientes. Para beneficiarse de ellos un modelo de negocios tiene que aprovechar alguna de sus tres fuerzas subyacentes: los efectos de redes, los efectos positivos del feedback, o los efectos del aprendizaje. Con relacià ³n al primero, Visa, MasterCard o American Express son buenos ejemplos. Cuanto ms comerciantes aceptan estas tarjetas, mayor es la posibilidad de que la gente quiera tenerlas. Y cuanto ms gente las tenga, ms comerciantes las aceptarn. Se trata de un cà ­rculo virtuoso. El concepto de feedback se utiliza en un sentido similar, es decir, que el aprendizaje es un multiplicador de ganancias, siempre y cuando la empresa desarrolle los mecanismos necesarios para internalizar su propia experiencia y conocimientos mejor que sus competidores. 2) Desplazamiento del competidor. Se trata de encontrar una ventana de oportunidades, que ofrezca ventajas competitivas, atravesarla y cerrarla una vez adentro. Esto puede realizarse a travà ©s de la apropiacià ³n (ser el primero), obstruccià ³n (establecer algà ºn estndar tecnolà ³gico, controlar alguna infraestructura costosa, tener acceso preferencial a un comprador del gobierno, o tener una patente), o capturar a los clientes (a travà ©s de, por ejemplo, contratos de largo plazo). 3) Economà ­as estratà ©gicas. En sus tres variantes: escala, foco o alcance. Este à ºltimo, por ejemplo, implica el aprovechamiento de recursos que aumentan la eficiencia, tales como marcas, facilidades, mejores prcticas, talentos escasos o infraestructura tecnolà ³gica. 4) Flexibilidad estratà ©gica. Incluye amplitud del portfolio, agilidad operativa y bajo breakeven. La clave es apropiarse de uno o dos de estos multiplicadores de ganancias para definir un concepto innovador del negocio. Adivinanzas Construir posibles escenarios futuros es una actividad rutinaria para la mayorà ­a de las empresas; para hacerlo, toman sus mayores incertidumbres ( ¿cà ³mo se comportar el precio del petrà ³leo?,  ¿hacia dà ³nde evolucionar el movimiento ecologista?,  ¿quà © pasar con la seguridad global?) y planifican escenarios para construir su futuro posible. En la era de la Revolucià ³n, sin embargo, los managers tienen que imaginar alternativas que rompan con el orden establecido. No se trata sà ³lo de especular sobre lo que podrà ­a llegar a suceder en el futuro, sino de imaginar lo que se puede lograr bajo las circunstancias actuales. Tampoco se trata de hacer predicciones, sino de imaginar cà ³mo ser el futuro. Los revolucionarios piensan como tales, y esa es una visià ³n que sà ³lo ellos pueden desarrollar, sin la ayuda de las firmas consultoras ni de gurà ºes. Cada empresa tiene que desarrollar sus dotes de adivinacià ³n e imaginacià ³n futurista; mirar diferente para ser diferente. Las siguientes herramientas sern à ºtiles para los managers que quieran convertirse en adivinos: Sea un adicto a la novedad. Busque constantemente nuevas experiencias, visite nuevos lugares, aprenda cosas nuevas, contctese con nuevas personas. Sorprà ©ndase a sà ­ mismo. Encuentre las discontinuidades. Si puede responder a las siguientes preguntas, correr con ventaja dentro de su industria:  ¿Dà ³nde y cà ³mo se est creando el potencial para generar nuevas reglas y nuevos espacios?  ¿Cul es el potencial para la revolucià ³n implà ­cito en las cosas que estn cambiando justo ahora o que acaban de cambiar?  ¿Cules son las discontinuidades que se pueden explotar?  ¿Quà © aspecto de lo que est cambiando podemos entender mejor que cualquier otro de nuestros competidores?  ¿Cul es la dinmica que har que nuestro nuevo concepto de negocios sea relevante en este momento? Encuentre tendencias que otros no aprecian. Nadie es el dueà ±o del futuro; lo que alguien sabe sobre lo que est cambiando en el mundo, puede saberlo cualquier otro. La clave est en mirar hacia donde los otros no miran. Encuentre la gran historia. Busque temas trascendentes. Siga la cadena de consecuencias. No se conforme con averiguar los efectos que los acontecimientos tendrn en el corto plazo: piense en las posibles consecuencias inesperadas. Siga cavando para encontrar el oro. Enterarse de que muchos adolescentes pasan cada vez ms tiempo navegando en Internet que mirando televisià ³n no tiene ningà ºn valor. Lo que realmente sirve es preguntarse por el perfil de los que se conectan o a quà © sitios entran, o quà © les da la Red que no encuentran en la televisià ³n. Recuerde que algunas cosas no cambian. Aprenda a usar las nuevas herramientas para satisfacer los deseos histà ³ricamente ms arraigados en los seres humanos. Experimente. La à ºnica forma de entender una discontinuidad es experimentndola; no alcanza con leer acerca de ella. Establezca una rutina. La mayorà ­a de las personas descarta lo que es nuevo o pequeà ±o. Como disciplina, puede proponerse exagerar lo nuevo y lo pequeà ±o. Esto no significa invertir en estas cosas, sino abrir la mente a nuevas posibilidades. Sea un hereje. Son los herejes y no los profetas quienes crean revoluciones. Las empresas pueden concentrarse en ver lo que est cambiando, pero sà ³lo vern las oportunidades si logran escapar a las ataduras de la tradicià ³n. El desafà ­o no es tener un pensamiento de largo plazo, sino desarrollar un pensamiento no-convencional. En conclusià ³n, el problema con el futuro no es lo desconocido: el gran dilema es que el futuro ser diferente. A quienes no sean capaces de pensar en forma diferente, el futuro siempre los tomar por sorpresa. Por ello: Rompa con los dogmas. Nunca deje de preguntarse por quà ©. Celebre lo obvio. Vaya a los extremos, sea radical. Encuentre los y; por ejemplo, piense en un producto que sea econà ³mico y de alta calidad. Distinga entre forma y funcià ³n.  ¿Por quà © la gente piensa que Internet puede matar a los diarios? Porque ven a estos à ºltimos como una forma ms que como una funcià ³n. Comience una nueva conversacià ³n; aplique distintos estndares y conceptos para cada tema. No se puede hablar en los mismos tà ©rminos sobre innovacià ³n que sobre desempeà ±o operacional. Todas las anteriores son opciones confiables que lo ayudarn a descubrir oportunidades para revolucionar su modelo de negocios. Rebeldes corporativos Para que florezca la innovacià ³n en el modelo de negocios, todos los sectores de la empresa deben compartir la responsabilidad en la elaboracià ³n de la estrategia: à ©sta no debe ser una responsabilidad exclusiva de la alta gerencia. En realidad, no se pueden cambiar los modelos de negocios si no se renueva tambià ©n la forma en que se distribuye el poder dentro de las organizaciones. Allà ­ la figura de los activistas ser decisiva: ellos se encargarn de ayudar a construir una jerarquà ­a imaginaria, romper con el organigrama tradicional y trabajar (en el proceso de formulacià ³n de la estrategia) sobre la base de uno nuevo; uno en el que mande el que tiene imaginacià ³n y no el que ocupa el cargo ms alto. Al final, no olvide que los activistas no son anarquistas. Por el contrario, constituyen una oposicià ³n leal dentro de la empresa; su objetivo es crear un movimiento dentro de la misma y una revolucià ³n fuera de ella. Reglas de funcionamiento Cada compaà ±Ãƒ ­a funciona en base a cuatro fà ³rmulas: el modelo operativo, el modelo de negocios, el modelo mental y el modelo de polà ­tica. Si los cuatro se encuentran alineados, entonces no cabe espacio para la innovacià ³n, porque el alineamiento no permite el disenso ni las alternativas. La salida, entonces, es crear los espacios que den lugar a la innovacià ³n alcanzando, por ejemplo, un modelo de las siguientes caracterà ­sticas: Hay que tener presente que en un mundo discontinuo los modelos de negocios no duran para siempre. Y cuando comienzan a decaer, la tentacià ³n lleva a las empresas a invertir la energà ­a humana y el capital para hacer ms eficiente el modelo operativo. En à ºltima instancia, o se inventan nuevos conceptos de negocios, o se reinventan drsticamente los ya existentes. Sin embargo, no hay otra forma de innovar respecto de un concepto de negocios, si no cambia el modelo mental de la compaà ±Ãƒ ­a. Pasos para comenzar la insurreccià ³n Paso 1: Construya un punto de vista que explique cà ³mo est cambiando el mundo, quà © oportunidades hacen posible estos cambios, y cules son los conceptos de negocio que podrà ­an explotar los beneficios de esos cambios. Si logra comprender los principios de la innovacià ³n en el concepto de negocios, si aprendià ³ a ser su propio profeta, entonces usted y su empresa estn en buen camino para desarrollar su propio punto de vista. Este debe ser creà ­ble, coherente, fcil de comunicar, adems de comercial y emocionalmente convocante. Paso 2: Escriba un manifiesto Tener una ideologà ­a personal y corporativa no alcanza: es preciso contagiar a los dems con esas ideas. La clave es escribir un manifiesto que convenza sobre la inevitabilidad de la causa revolucionaria, sobre las necesidades y aspiraciones humanas, que defina claras implicaciones para la accià ³n, y que requiera de apoyo, que es allà ­ donde la gente podr sumarse. Paso 3: Forme una coalicià ³n Nadie puede cambiar el rumbo de su compaà ±Ãƒ ­a con buena voluntad; incluso los presidentes de las empresas tienen que seducir, adular y convencer a sus subalternos para que las cosas se hagan. El camino entonces es formar una coalicià ³n, y asà ­ transformar la autoridad individual en autoridad colectiva. Porque si los rebeldes corporativos estn fragmentados, aislados y no se ponen de acuerdo, ser fcil desanimarlos. Paso 4: Elija sus aliados y sus momentos Tarde o temprano el movimiento revolucionario se convertir en un imperativo. En ese momento, los activistas debern contar con una persona o un grupo que sean los reales apalancadores del poder. Para ello hay que descubrir quià ©nes son las personas dentro de la organizacià ³n dispuestas a dar el primer paso. Una vez identificados los aliados, verifique a quà © presiones estn sujetos, cules son los principales temas de sus agendas, quà © objetivos tienen para sà ­ mismos y para la empresa, y cules de ellos estn buscando ayuda e ideas. Tambià ©n es importante estar preparado para adaptar los propios objetivos, de forma tal que sean compatibles con las metas de sus potenciales aliados. Finalmente, haga una lista de todos los eventos y ocasiones - reuniones, seminarios, conferencias- que podrà ­a aprovechar para influir directamente sobre sus aliados. Paso 5: Sume y neutralice Avergonzar al otro y confrontarlo no son estrategias efectivas en un ambiente corporativo. En cambio, hay que manejarse con proposiciones del tipo ganar-ganar y procurar la reciprocidad. Paso 6: Encuentre un intà ©rprete Muchas veces se habla, pero no se est seguro de que los dems comprenden lo que se est diciendo. Dado que, en variadas oportunidades, los otros manejan lenguajes, valores y experiencias diferentes, los revolucionarios necesitan intà ©rpretes para comunicar sus ideas a la alta gerencia. Paso 7: Gane poco, gane pronto, gane siempre Todo su esfuerzo puede resultar vano si no puede demostrar que sus ideas realmente funcionan. Comience con poco si quiere lograr mucho. Los activistas exitosos como primera medida inventan una serie de experimentos escalonados, diseà ±ados para probar el nuevo concepto de negocios y para justificar las eventuales subas en las necesidades de inversià ³n. Paso 8: Aà ­sle, infiltre, integre En los primeros pasos de su campaà ±a activista, usted querr aislar su proyecto del resto de la organizacià ³n. Sin embargo, para atraer recursos deber dar el salto hacia la infiltracià ³n. Aun asà ­ muchas veces se necesitan ms que recursos, ya que la oportunidad no reside en un nuevo negocio sino en la reconfiguracià ³n de los negocios ya existentes. Por ejemplo, si usted es un comerciante minorista, no puede relegar su comercio electrà ³nico en alguna incubadora de negocios offline. En este punto, ms que infiltracià ³n se necesita integracià ³n. Y recuerde que los activistas deben tener como valores la honestidad, compasià ³n, humildad, pragmatismo y coraje. Todos pueden Hasta tanto una compaà ±Ãƒ ­a no institucionalice el activismo, difà ­cilmente podr reinventarse a sà ­ misma y reinventar su industria. Porque una compaà ±Ãƒ ­a que no pueda re-pensar el sentido ms profundo de su negocio y de la forma en que compite, pronto pasar a ser obsoleta. La clave es, entonces, asumir la revolucià ³n como una forma de vida. Considà ©rese la siguiente matriz simple, de dos por dos, que refleja el desafà ­o doble de reinventar las estrategias centrales y de crear una revolucià ³n en la industria. Las compaà ±Ãƒ ­as que son incapaces de cambiarse a sà ­ mismas o a la industria en la que estn insertas son adictas a la eficiencia. En realidad, ya estn muertas y constituyen polos de atencià ³n para empresas con mayor capacidad de imaginacià ³n que toman para su propio beneficio las habilidades y los activos de las primeras. En contraste, los burà ³cratas lentos podrà ­an haber sido revolucionarios en su industria alguna vez, pero ahora estn presos en su propio invento. Por su parte las compaà ±Ãƒ ­as visionarias por à ºnica vez son aquellas que han logrado reinventarse a sà ­ mismas en algà ºn momento, pero que probablemente no lograrn hacerlo de nuevo. Los revolucionarios con canas, el caso ms raro, son las compaà ±Ãƒ ­as que se han reinventado a sà ­ mismas y a su industria ms de una vez. Las canas provienen no de los aà ±os sino de la experiencia: su estrategia de negocios ha pasado por varios ciclos. Existe un mito generalizado alrededor de este grupo, que dice que las grandes y ms antiguas compaà ±Ãƒ ­as no pueden innovar ni llegar a producir cambios en su propia industria, lo cual es falso. Enron, Charles Schwab, GE Capital, Cisco y otras compaà ±Ãƒ ­as se han reinventado una y otra vez a sà ­ mismas y a los sectores en los cuales operan. Tambià ©n hay ejemplos de empresas ms jà ³venes que han logrado el triunfo en este sentido. Tal es el caso de Amazon y AOL, que han cambiado sus modelos de negocios ms rpido de lo que la mayorà ­a de las compaà ±Ãƒ ­as tardan en renovar sus folletos promocionales. De cualquier manera, todavà ­a ninguna empresa ha logrado internalizar por completo los cà ³digos de la nueva agenda de innovacià ³n. Sin embargo, es conveniente observar a las que ya han comenzado a transitar ese camino - los casos recià ©n mencionados- y aprender de sus experiencias. Las reglas de la innovacià ³n Pregunta:  ¿cà ³mo hacer para construir organizaciones que sean perpetuamente innovadoras? Respuesta: tome en cuenta lo siguiente: Olvà ­dese de las expectativas razonables. Cualquiera que sea el objetivo (crecer en rendimientos, en ganancias o en eficiencia) la innovacià ³n no-lineal nunca comienza con metas razonables. Sà ³lo cuando la gente adhiere a metas que no son razonables aparecen las ideas innovadoras. Haga una definicià ³n elstica del negocio. Muchas compaà ±Ãƒ ­as se definen a sà ­ mismas por lo que hacen ms que por lo que saben hacer (sus competencias centrales), y lo que tienen (sus activos estratà ©gicos). La clave, sin embargo, es lograr una definicià ³n elstica de la compaà ±Ãƒ ­a, considerando la suma de sus competencias centrales y sus recursos estratà ©gicos. Defina una causa, no sà ³lo un negocio. Sin un propà ³sito trascendente, los individuos carecern del coraje para comportarse como revolucionarios. No necesitamos una economà ­a de manos y cabezas sino una economà ­a de corazones, en la que cada empleado pueda sentir que est contribuyendo con alguna causa que puede establecer una diferencia genuina y positiva. Escuche a todos. Si un gerente quiere establecer estrategias revolucionarias debe aprender a escuchar las opiniones de los revolucionarios. Abra el juego a los capitales no tradicionales, al talento y a las ideas de negocios novedosas. Provea incentivos para los empleados que estn dispuestos a tomar un riesgo y que quieren formar parte de la construccià ³n de algo nuevo. Es una buena forma de que los grandes talentos abandonen sus cà ³modas posiciones en oficinas tradicionales y se sumen a su proyecto. Manà ©jese con prudencia. Ser revolucionario no significa que tenga que tomar riesgos enormes para hacer valer sus ideas. Pague lo que corresponde. Los emprendedores no trabajan por un sueldo, pero sà ­ por un promisorio porcentaje de las acciones de la empresa. La nueva agenda En suma, si quiere estar entre los là ­deres de la Revolucià ³n, remueva los cimientos para abrazar la nueva agenda de la innovacià ³n. Examine los fundamentos filosà ³ficos que sostienen sus convicciones acerca del liderazgo, la creacià ³n de riqueza y la competitividad. Y cada vez que encuentre un ladrillo viejo y fracturado, squelo y ponga uno nuevo en su lugar. Para comprometer a su organizacià ³n con la construccià ³n de capacidades para generar una innovacià ³n radical, hay que estar convencido de tres cosas: De que las inversiones en innovacià ³n reportan enormes dividendos. De que su organizacià ³n cuenta con un rico potencial de ideas que claman por desarrollarse y con capacidades emprendedoras que estn desaprovechadas. De que es posible que la innovacià ³n se convierta en una capacidad sistemtica de su empresa. Para que la innovacià ³n sea la prioridad en la agenda corporativa, las empresas deben incorporar los siguientes componentes: Habilidades. La empresa debe estimular a su gente para que reconvierta sus habilidades y pueda enfrentar la era de la Revolucià ³n. La capacitacià ³n es tediosa, y el aprendizaje implica un trabajo duro, pero no hay otro camino para lograrlo. Medidas. Los parmetros tradicionales, tales como costo, eficiencia, velocidad o satisfaccià ³n del cliente, no obligan a una compaà ±Ãƒ ­a a revisar cà ³mo se est desempeà ±ando con relacià ³n a competidores nuevos y poco ortodoxos, en el camino a la creacià ³n de riqueza. Por ello, las empresas necesitan una nueva manera de medir su capacidad relativa para inventar nuevos conceptos de negocio y crear nueva riqueza. Una de esas medidas es el à ­ndice de creacià ³n de riqueza (WCI; Wealth Creation Index), que se obtiene al definir el dominio competitivo (cules son las compaà ±Ãƒ ­as posicionadas por encima y por debajo de la propia, tomadas en el sentido vertical de la cadena de valor), y luego calculando los cambios en el valor de mercado de su compaà ±Ãƒ ­a versus el valor de mercado del dominio completo. Tecnologà ­a de la informacià ³n. Para institucionalizar la innovacià ³n radical, las empresas necesitarn construir mercados electrà ³nicos altamente eficientes para las ideas, el capital y el talento. Mientras lo hagan, ya no ser la funcià ³n de management del conocimiento la que constituya el liderazgo de la tecnologà ­a de la informacià ³n corporativa, sino el mercado de la innovacià ³n. Procesos de management. Existen muchos motivos para pensar que los procesos corporativos establecidos suelen ser hostiles a la innovacià ³n. Muchos de ellos se rigen por el calendario; tienden a la conservacià ³n ms que al crecimiento; toman el modelo de negocios existente como punto de partida; se focalizan en los clientes y mercados actuales; estn formados por defensores del pasado y son militantes anti-riesgo. En tales casos, la solucià ³n es identificar tres o cuatro de los principales procesos de la compaà ±Ãƒ ­a y asignar un equipo que trabaje sobre la redefinicià ³n de cada uno de ellos. Cada equipo deber escribir un nuevo enunciado de la misià ³n de ese proceso; una que incluya explà ­citamente la innovacià ³n no-lineal y la creacià ³n de riqueza. Por à ºltimo, deber considerarse que la innovacià ³n es un proceso dinmico, compuesto por distintos elementos: -Imaginacià ³n Diseà ±o Experimentacià ³n Evaluacià ³n Escala Ideas, que se mueven como una rueda de la siguiente forma: Los herejes y los adictos a la novedad imaginan nuevas posibilidades. Utilizando los principios de la innovacià ³n en el concepto de negocio, diseà ±an modelos de negocios coherentes con esas ideas. Lanzan experimentos de pequeà ±a escala para testear la viabilidad de sus conceptos de negocios y luego los adaptan. Habiendo probado un experimento o dos o tres, evalà ºan lo que han aprendido. Y dependiendo de lo aprendido, deciden escalar, seguir adelante, o bien avanzar con otro ciclo experimental. Para hacer que la rueda corra ms rpido usted puede: Utilizar la aproximacià ³n sucesiva (haga un experimento detrs de otro). Usar a los clientes como socios para desarrollar su idea. Eliminar rpidamente los experimentos perdedores. Adems, considere la posibilidad de contar con un portfolio de innovacià ³n. Piense en los diseà ±os de negocios nacientes o en los experimentos en su fase inicial como opciones para el futuro. Las posibilidades de que su compaà ±Ãƒ ­a pueda crear nueva riqueza son directamente proporcionales al nà ºmero de ideas que desarrolla y al nà ºmero de experimentos que comienza. Por ello, es conveniente contar con un portfolio de ideas (conceptos de negocio creà ­bles aà ºn no testeados), un portfolio de experimentos (el conjunto de las ideas que tiene algà ºn mà ©rito particular), y un portfolio de nuevos negocios (experimentos que aparecen como ms prometedores). Finalmente, tenga en cuenta lo siguiente: La innovacià ³n no es toda la historia, pero es la gran historia. Research Papers on Leading the revolution - Book ReviewAnalysis of Ebay Expanding into AsiaQuebec and CanadaAssess the importance of Nationalism 1815-1850 EuropeHarry Potter and the Deathly Hallows EssayBook Review on The Autobiography of Malcolm XCapital PunishmentRiordan Manufacturing Production Plan19 Century Society: A Deeply Divided EraGenetic EngineeringThe Relationship Between Delinquency and Drug Use

Barium Facts - Periodic Table of the Elements

Barium Facts - Periodic Table of the Elements Atomic Number 56 Symbol Ba Atomic Weight 137.327 Discovery Sir Humphrey Davy 1808 (England) Electron Configuration [Xe] 6s2 Word Origin Greek barys, heavy or dense Isotopes Natural barium is a mixture of seven stable isotopes. Thirteen radioactive isotopes are known to exist. Properties Barium has a melting point of 725Â °C, a boiling point of 1640Â °C, and a specific gravity of 3.5 (20Â °C), with a valence of 2. Barium is a soft metallic element. In its pure form, it is silvery white. The metal oxidizes readily and should be stored under petroleum or other oxygen-free liquids. Barium decomposes in water or alcohol. Impure barium sulfide phosphoresces following exposure to light. All barium compounds that are soluble in water or acid are poisonous. Uses Barium is used as a getter in vacuum tubes. Its compounds are used in pigments, paints, glassmaking, as weighting compounds, in the manufacture of rubber, in rat poison, and in pyrotechnics. Sources Barium is only found combined with other elements, primarily in barite or heavy spar (sulfate) and witherite (carbonate). The element is prepared by the electrolysis of its chloride. Element Classification Alkaline-earth Metal Density (g/cc) 3.5 Melting Point (K) 1002 Boiling Point (K) 1910 Appearance soft, slightly malleable, silver-white metal Atomic Radius (pm) 222 Atomic Volume (cc/mol) 39.0 Covalent Radius (pm) 198 Ionic Radius 134 (2e) Specific Heat (20Â °C J/g mol) 0.192 Fusion Heat (kJ/mol) 7.66 Evaporation Heat (kJ/mol) 142.0 Pauling Negativity Number 0.89 First Ionizing Energy (kJ/mol) 502.5 Oxidation States 2 Lattice Structure Body-Centered Cubic Lattice Constant (Ã…) 5.020 References: Los Alamos National Laboratory (2001), Crescent Chemical Company (2001), Langes Handbook of Chemistry (1952), CRC Handbook of Chemistry Physics (18th Ed.)

Cloud Computing Research Paper Example | Topics and Well Written Essays - 2500 words

Cloud Computing - Research Paper Example The reason for the study of â€Å"cloud computing† is to have a detailed insight into the history, significance, fundamentals, components, systems, methodologies, and implementation, and more related to cloud computing. This paper achieves this purpose by first discussing the history of cloud computing, followed by the discussion of its ramifications in the technology world, development of the system and its security, and relationship between agile software development and cloud computing. The history of cloud computing Although there is subjectivity about the exact time when the term cloud computing surfaced, yet it appears to have originated from the use of the stylized clouds drawings for the denotation of the networks in the diagrams of communication systems and computing. â€Å"Cloud† as a word is often used for the Internet metaphorically. The Internet is being represented by the symbol of a cloud since 1994. Since the prevalence of computers, technologists and scientists have been exploring ways to increase the availability of the power of large-scale computers to the users by means of such ways as experimenting with the algorithms for the maximal use of infrastructure, sharing of time, and the optimal use of applications and platform with the prioritized access to the central processing units. The â€Å"Dynamic Web† describes the process of development of the Internet from being just document centric toward its increased ability to render different kinds of services. This contribution particularly focused on the need for the meta-data that could describe the implementation details as well as other conceptual details of the applications based on model. The omnipresence of the high-capacity networks, storage devices, computers of low cost, utility computing, and the widespread adoption of the service-oriented architecture, and hardware virtualization are some of the most fundamental factors that have caused the growth of cloud computing. People involved in cloud computing include J.C.R. Licklider, John McCarthy, and Douglas F. Parkhill. Licklider brought the cloud computing’s concept to the forefront. McCarthy proposed that computation would be organized as a public utility in the future. Parkhill comprehensively discussed all the contemporary features of cloud computing in his book â€Å"The Challenge of the Computer Utility† (Banerjee, 2011). Hurdles in the development and implementation include but are not limited to flawed predictions of cost savings, increase in the cost of operation, lack of ability to comply with the requirements of growing capacity, chargeback, bandwidth, and scarcity of trained professionals in cloud computing. Another major hurdle is the security concern; the available offerings of cloud are public networks and hence increase the vulnerability of the system to the attacks. Ramifications of cloud computing in the technology world 1. Mobile communication The recent advances in the networks of mobile communication and the increasing popularity of the smart phones have empowered the users and caused a massive transformation in the mobile Internet. Nevertheless, the limited capabilities of information storage and computing of the mobile devices have traditionally served as big hurdles in the way of supporting the

College Learning Experience Essay Example | Topics and Well Written Essays - 250 words

College Learning Experience - Essay Example Having spent a couple of months in the university, I am confident to say that the experience has already altered my outlook in life and has somehow enriched my maturity. Through my interaction with my classmates and professors, I am now more receptive of the various ideas presented in the classroom and have also learned to distinguish those which are helpful and those which are of less significance. Armed with the little knowledge and skill I have learned so far, I am more determined to finish college and pursue a degree in nursing. The decision to take up nursing is based on my assessment of strength in biological sciences and my desire of sharing my innate passion of enlightening and caring for people. With a higher level of maturity, interest in learning, and time management skill, the first semester proves to be fruitful indicated not only be the higher grades that I am earning but by my social and moral growth.

American Oil Dependence Essay -- Economy Economics Oil Essays

American Oil Dependence Since the oil embargo of 1977, there has been an increased awareness of our nation's energy security. As global population and energy consumption rise, the need for a stable energy supply has become a hot topic and a politically volatile issue. As our negative trade balance grows larger by the day, the United States finds itself in a rather precarious position. We are becoming more and more dependent on Middle East oil. Indeed, the U.S. Department of Energy (DOE) predicts that domestic petroleum consumption will increase to 60 Btu by the year 2025. This statistic, in and of itself, is a matter of concern with respect to the greenhouse gas emissions that result from petroleum combustion. However, perhaps more disconcerting is the fact that U.S. oil production peaked in 1970 and has continued to fall since then (Campbell et. al., 1998). Therefore, the American public has turned to foreign oil, in particular Middle Eastern oil, to supplement its increase in demand. In an age where terrorism is at the forefront of people's minds, we still continue to import oil from the same nations that supposedly harbor so-called terrorist groups. The fact is that we are unwilling to responsibly face our energy future and instead choose to maintain a policy of increasing oil supply through importation. One of the main problems with this strategy is that it is a short-term remedy. Studies conducted by M. King Hubbert in 1956 predicted the rise, peak, and subsequent decline of global oil production. He predicted that global oil production would rise until around 2002 and then start declining (Campbell et. al., 1998). If one takes the oil embargo of 1977 into account, effectively decreasing the rate... ...to a fuel that, upon exhaustion, will mark our retreat from the global economic spotlight. Works Cited: Campbell, Colin J., Laherrere, Jean H. "The End Of Cheap Oil." Scientific American Mar. 1998: 78-83. Flo, Gary. "Lecture on Fossil Fuel Consumption." 8 Sep. 2003 N.A. "Environmental Advocates Statistics In Hand." 2003: www.geocities.com/Rainforest/Canopy/2743 Assoc. Press. "U.S. Auto Sales Hit 2003 High In July." USA Today 1 Aug. 2003: www.usatoday.com/money/autos/2003-07-31-autosales_x.htm Mills, Mark. "25 Years After OPEC's Embargo." Environmental News Jan. 1999: www.heartland.org N.A. "www.skyaid.org." 2003: www.skyaid.org/skycar/us_auto_statistics.htm Staff Writer. "Bureau of Land Management Maximizing Energy Development, Minimizing Environmental Protection." NRDC 7 Aug. 2003: www.nrdc.org/bushrecord/airenergy_publiclands.asp#1383

Capital Mortgage Insurance Corporation Essay

1. Find appropriate place with a good environment to conduct negotiations. 2. Talk to both parties to identify their specific issues that need solving, identify what is going to be needed to find solutions in the short and long term. Take note of each parties information related to issue at hand which can be used to corroborate information during the negotiating process. 3. Make a thorough assessment of the situation in order to be able have an easier transition into the negotiation process. 4. Pick a good alternative that will accommodate the stipulations of the joint agreement policy. IDENTIFY AND DESCRIBE THE STEPS OF THE NEGOTIATION PROCESS 1. First thing it should be done, is that parties involved in the negotiating process will share their case. An agreement should be reached on what is the purpose of the negotiating process, which will help to come to a solution of the issue at hand. 2. Parties should say what is that needs to be changed. 3. Parties should try to come to a consensus about what will be a good settlement package. Parties should be giving an updated estimate which includes all the changes made. And last parties should be willing to trade  off concessions with the goal of reaching an agreement 4. And last the negotiating parties agree to the end result of their negotiations, and also agree to abide by the agreement. IDENTIFY GUIDELINES TO FACILITATE COMMUNICATION DURING THE NEGOTIATION Motivate negotiating parties to become open minded to facilitate communication. Should encourage parties to open up about themselves, listen attentively and empathize with them to make them feel that your purpose as to find a solution that best fits their wants. Pay attention to detail and how the conversation is conducted, you want to get to a personal level, in order to have good interactions which can go a long way. In this phase it will be a good idea that the negotiating parties offer the shareholders alternatives which clearly define expectations and time lines. IDENTIFY QUESTIONS THAT SHOULD BE ASKED DURING THE NEGOTIATION At the beginning of the negotiating process questions be in such a way do not have a fixed answer, example what is your opinion about this company? What these type of questions do is that help the negotiating parties to make an assessment of what the other party wants to achieve. At no time ether party should make any concrete resolutions until there is a clear path to be taken. When the negotiating process begin either path is going to bring their buying agreements, an effort should be made in order for them to come to a consensus on a price, once this reached an agreement should be made that parties understand that it will be the final offer and they could not go below it. IDENTIFY THE CHARESTIRISTICS OF THE NEGOTIATION STYLES 1. Adjust your behavior to empathize with fellow negotiating party in order to foster a productive negotiating environment. 2. As a negotiator understand expectations from parties in the negotiating process to produce solutions that makes them feel like they had a fair negotiating process outcome. 3. be proactive in the acquisition of information. IDENTIFY AND APPLY GUIDELINES THAT YOU SHOULD FOLLOW WHEN THIS NEGOTIATION BECOMES CHALLENGING You can identify when a negotiation is about to have a negative turn by observing peoples nonverbal language, this should be taken as a sign that a change of strategy merits change this can accomplished as follows. 1. Share information that will help present your case better in which the other person can see an opportunity to be able to also gain in the negotiating bargaining process. 2. Also a strategy to use when the process takes a negative tone, the best will be to keep a posture of silence listen and observe. 3. And last when closing the negotiating process, wrap it up in such a manner that if not accepted by the other party it will give a sense that the alternative will be no deal at all.

Bilingualism A Mental Advantage - 1597 Words

Bilingualism: A Mental Advantage Bilinguals are often praised by employers for their multi-language skills. With the push for children and adults to become bilingual there is an increase of teaching all around the world. While many are raised bilingual there are still some places that lack in the teachings. The advocators for bilingualism show that the teaching is truly worth it because of all of the benefits in becoming bilingual. While it is clear that there are benefits in regards to communication skills those are not the only benefit that can come from a bilingual education. When using the word bilingualism, people primarily think of language, whether it be basic vocabulary, grammar, reading comprehension, or communication in general. Not only does bilingualism help for communication, and understanding, but it also helps exercise the brain and improve mental skills. Bilingual learners experience many mental benefits over their lifetimes which are not present in their monolingual counterparts. These benefits range from executive control functions, task dominance, and the offset of Alzheimer’s. However, like everything there are a few down sides to a being bilingual while they rarely affect young learners. Nonetheless, bilingualism can help improve brain capacity and skill just by learning another language. The skills gained in bilingualism are pertinent for everyday life and can help improve achievement in daily life, relative to monolinguals. One of the primaryShow MoreRelatedWhy Immigrants Have A Higher Incidence Of Schizophrenia933 Words   |  4 PagesDue to socioeconomic, cultural, and, after the past few election cycles in the United States, political adversity that immigrants have to endure, it is not surprising that some immigrant populations, namely the working poor, manifest various mental health issues at higher rates than the rest of the population. According to much research, evidence is overwhelming that certain immigrant groups. . . suffer a greater incidence of schizophrenia also noting that the risk increases with length of residenceRead MoreBilingualism And Bilingualism1307 Words   |  6 Pagesthe United States, where English is pre-dominantly used as a single language, a large number of people using non-English languages at home have increased by 140% since 1980. Thus, bilingualism is an extensive cultural, linguistic, and cognitive phenomenon that is extensively carried out in modern society. Bilin gualism bridges the understanding of the world around us, communicating with others, promoting the sharing of cultural phenomena. Many bilingual speakers employ more than two language repertoireRead MoreBilingualism Is The Ability By Individuals1208 Words   |  5 PagesIntroduction Bilingualism is the ability by individuals to use two linguistic systems languages. Children acquire bilingualism in their early years when they are regularly exposed to adults who speak two different languages such as German and French or English and Spanish. Research shows that the majority of people in the world today are bilingual, or multilingual (those who comprehend more than two languages), compared to monolingual (individuals who have learned only one language). While manyRead MoreThe Effects Of Bilingualism On The Brain1041 Words   |  5 PagesThe benefits of bilingualism is something that is well understood in the literature spawning the term, â€Å"the bilingual advantage,† which is supposed to encompass enhanced performance control as well as overall mental flexibility culminating in an overall slower decline in executive function as aging continues. Such claims are well supported by evidence from young to old in a multitude of studies spanning decades. What is just as well understood and researched but less often talked about are theRead MoreBilingualism As A Negative Attribute935 Words   |  4 PagesBilingualism was once seen as a negative attribute. Experts such as doctors, psychologists, teachers, and more were firm believers in that bilingualism was capable of causing more bad than good in the minds of multicultural people, and especially children (Arsenian 1945). It was once believed that having knowledge of two distinct languages in one brain could lead to â€Å"mental confusion, inadequate mastery of either language, and cultural up rootedness† (Arsenian 1945: 69-70). According to the articleRead MoreThe Importance Of A Bilingual Advantage For Terms Of Enhanced Executive Control Essay1536 Words   |  7 PagesCraik, and Luk (2012) investigated the growing body of evidence examining the presence of a bilingual advantage in terms of enhanced executive control: the group of cognitive skills involved in language switching, working memory and inhibition. Furthermore, the researchers examined evidence supporting the notion that differences in brain structure and function helped to explain the bilingual advantage (Bialystok et al., 2012). In regards to joint activation in bilinguals, researchers found that bothRead MoreLanguage Processing And Memory Retrieval903 Words   |  4 PagesIn the past, cognitive studies on language processing and memory retrieval was mostly focused on monolingual speakers. The idea of bilingualism and its effect on memory is relatively new, but it is also considered as a rising topic in the field of psychology, linguistics, cognitive science, and second language studies. In 1993, Javier, Barroso, and Muà ±oz conducted a research with a group of Spanish-English bilingual speakers. They emphasized that language is a powerful retrieval tool and a cue toRead MoreBilingualism : A Culturally And Culturally Diverse Country Essay1413 Words   |  6 Pagescountry will be introduced to two or more languages from birth and will develop proficiency in these languages following their significant exposure to both. This is referred to as simultaneous bilingualism (American Speech-Language-Hearing Association, 2004). There are many misconceptions about simultaneous bilingualism that are believed to be persistent in society, even within professional groups including teachers, doctors and speech-language therapists (Hamers Blanc, 2000; King Fogle, 2006). ThisRead Moreintend to expose in their studies how Educational Neuroscience can reshape educational policies and1500 Words   |  6 Pagesactivation. This findings implicate a new approach in teaching language and reading in that it shows the impact of bilingual language exposure in children’s ability to achieve linguistic mastery and fluency and reading. Garbing and company proposed that bilingualism has a positive effect on executive controls. Since little is known about the effects of using two languages on an everyday basis; they intended to correlate it to executive functions through task based fMRIs, in which monolingual and bilingualRead MoreBilingual Educatio1291 Words   |  6 Pagesis a form of subtractive bilingual system. Factors that influence subtractive bilingualism include; failure to value home language, early exposure to English speaking environments and loss of interest in speaking native language. Proponents suggest that, focus should be on a bilingual model that additive rather than subtractive. The bilingual education is categorized into two; dual bilingualism and immersion bilingualism. Immersion bilingual education system is developed to add another language to