Production meeting 9.1.13 by luke taylorMattRogero
The document is meeting minutes from a production meeting held by iNK for the music video of "Call Me Maybe" by Carly Rae Jepsen. It summarizes that the group discussed changing the storyline in the verses but leaving the chorus the same. They proposed a new storyline where girls fight over a boy who leaves his number on a table without indicating which girl it was for. They also discussed setting the video in an urban café in Manchester town centre and featuring a diverse range of ages, cultures, and genders in the chorus to show diversity since the song is cheesy.
El documento presenta un gráfico de barras que compara tres series de datos. La Serie 1 es la más alta en los valores 4 y 5, mientras que la Serie 2 es la más alta en el valor 1 y la Serie 3 es la más alta en el valor 0.
Othman Issam Abou Nassif is seeking a senior officer position where he can utilize his extensive experience in clearing cheques, salaries, remittances, and bill discounting and collection. He has over 15 years of experience working in operations roles for major banks in Dubai. He is proficient in ICCS and FTS banking systems and has a diploma in business administration.
Haiku Deck is a presentation tool that allows users to create Haiku style slideshows. The tool encourages users to get started making their own Haiku Deck presentations which can be shared on SlideShare. In just a few clicks, users can design beautiful, minimalist slideshows.
1) The document discusses how Indian businesses need to brand themselves better like they did historically along the Silk Road when Indian products and brands were known for their quality and exoticness.
2) It notes that while India has many small businesses and entrepreneurs, no Indian brands have sweeping popularity in India unlike Bollywood, cricket, and TV shows.
3) The author argues that Indian companies need to think strategically about building loveable brands through consistent branding, a good user experience, and creating a clear value proposition in order to scale up their businesses and ensure longevity beyond a single generation.
The meeting record discusses potential production scripts for Infinity Ink - Mr.Infinity. Reuben's script was seen as a possibility as the required equipment would be accessible and easy to use. Ken's script was considered original and easy to produce, with the location being in Manchester City Centre. Callum's proposal was deemed too similar to the original, and Oliver's script had already been produced. Jake did not present a script for consideration.
Gina Cella has a Bachelor of Science in Entertainment Production from Husson University, where she graduated Magna Cum Laude. She has experience stage managing and assisting with productions at Husson University Theatre, The Gracie Black Box Theatre, and Cape Cod Playhouse. Her skills include organization, communication, stage management, scenic construction, and event planning. She is currently working as a front desk associate at a hotel and as a childcare counselor.
Production meeting 9.1.13 by luke taylorMattRogero
The document is meeting minutes from a production meeting held by iNK for the music video of "Call Me Maybe" by Carly Rae Jepsen. It summarizes that the group discussed changing the storyline in the verses but leaving the chorus the same. They proposed a new storyline where girls fight over a boy who leaves his number on a table without indicating which girl it was for. They also discussed setting the video in an urban café in Manchester town centre and featuring a diverse range of ages, cultures, and genders in the chorus to show diversity since the song is cheesy.
El documento presenta un gráfico de barras que compara tres series de datos. La Serie 1 es la más alta en los valores 4 y 5, mientras que la Serie 2 es la más alta en el valor 1 y la Serie 3 es la más alta en el valor 0.
Othman Issam Abou Nassif is seeking a senior officer position where he can utilize his extensive experience in clearing cheques, salaries, remittances, and bill discounting and collection. He has over 15 years of experience working in operations roles for major banks in Dubai. He is proficient in ICCS and FTS banking systems and has a diploma in business administration.
Haiku Deck is a presentation tool that allows users to create Haiku style slideshows. The tool encourages users to get started making their own Haiku Deck presentations which can be shared on SlideShare. In just a few clicks, users can design beautiful, minimalist slideshows.
1) The document discusses how Indian businesses need to brand themselves better like they did historically along the Silk Road when Indian products and brands were known for their quality and exoticness.
2) It notes that while India has many small businesses and entrepreneurs, no Indian brands have sweeping popularity in India unlike Bollywood, cricket, and TV shows.
3) The author argues that Indian companies need to think strategically about building loveable brands through consistent branding, a good user experience, and creating a clear value proposition in order to scale up their businesses and ensure longevity beyond a single generation.
The meeting record discusses potential production scripts for Infinity Ink - Mr.Infinity. Reuben's script was seen as a possibility as the required equipment would be accessible and easy to use. Ken's script was considered original and easy to produce, with the location being in Manchester City Centre. Callum's proposal was deemed too similar to the original, and Oliver's script had already been produced. Jake did not present a script for consideration.
Gina Cella has a Bachelor of Science in Entertainment Production from Husson University, where she graduated Magna Cum Laude. She has experience stage managing and assisting with productions at Husson University Theatre, The Gracie Black Box Theatre, and Cape Cod Playhouse. Her skills include organization, communication, stage management, scenic construction, and event planning. She is currently working as a front desk associate at a hotel and as a childcare counselor.
The document discusses how weaknesses and susceptibility are inherent parts of nature and evolution that allow different species to survive. It notes that herbivores can thrive because plants regenerate after being eaten, and prey animals can exist because predators prey upon their weaknesses. These weaknesses cannot always be understood or explained logically. The management message is that when failures or successes cannot be explained, it is better to accept it and focus on developing new skills rather than wasting too much time trying to find reasons or blame others. Corporate people should view setbacks as opportunities to overcome challenges rather than seeing themselves as victims.
Adaptation, flexibility and fear...know why and whatDr Ranganathan S
Every species must adapt or face extinction. While adaptation allows survival, it does not remove the original fear or trigger that caused the adaptation. Adaptation only minimizes risk, not overcomes the threat. For example, prey adapting to run faster only escapes the predator, not overcomes predation.
Similarly in organizations, bosses expect subordinates to adapt but do not adapt themselves. Subordinates acquire new skills but bosses do not update, causing conflicts over time. When organizations do not provide opportunities to use new skills, adapted employees rightly leave to find opportunities elsewhere. For long term success, both employees and organizations must adapt together, not separately.
The document discusses reasons for stress and uncertainty in corporate life compared to animal life. It argues that in the corporate world, people face psychological pressures like needing to gain attention, respect, and recognition from peers in order to feel valuable. This leads to jealousy and comparison. In contrast, animals in the wild do not experience these pressures as they live more as individuals focused on survival rather than social status. The document concludes that corporate employees experience identity crises from this need for external validation, which is the true cause of unhappiness, and that people should focus on their own identity rather than seeking recognition from others.
The document discusses different types of "spoilsports" - those who sabotage others' success. In nature, the female jacana bird plays spoilsport by destroying eggs incubated by male jacanas so that the male will mate with her instead, but this ultimately benefits the male by giving him another chance to reproduce. However, in corporate settings spoilsports usually have bad intentions and sabotage others purely out of jealousy or to cover up their own failures, undermining organizational success. The document advocates emulating the jacana female's approach of playing spoilsport in a way that benefits all rather than harming others.
This document discusses leadership styles through comparing behaviors of animals in the jungle to behaviors exhibited in corporate environments. It notes that while prey animals naturally fear predators, predators also exhibit fear or suspicion even after achieving a kill, not due to lack of strength but due to the cunningness of other predators that may take their kill. Similarly, bosses in corporations may exhibit fear or suspicion of subordinates not because the subordinates could directly harm them, but because the bosses obtained their high positions through cunningness rather than merit, making them doubt being exposed. The key lesson is that if bosses display suspicion of their own people, it indicates the bosses doubt their own merit and may have obtained their position through deceptive means rather than true leadership ability.
The document discusses the purpose and effects of animal poisons from multiple perspectives. It notes that fast-spreading poisons allow predators to subdue prey quickly before it escapes, and provide poisonous animals a defense against threats. However, the large size of some animals' bodies means poisons may shock but not kill them. The justice of nature is said to be the same for both victims and victors, but humans often derive subjective, partial, and prejudiced interpretations. The key message is about maintaining a positive, holistic vision to understand meanings rather than making wrong assumptions due to disconnected perspectives.
The document discusses how consistency is not always the key to success using examples from nature. It notes that while cheetahs are very fast hunters, deer are able to outrun them not through consistency but by changing direction unpredictably. This prevents cheetahs from keeping focus. The document argues that in the corporate world as well, leaders should not always follow the same path thinking it will lead to success, but should try different approaches and be willing to be inconsistent at times. Simply repeating the same consistent efforts will only yield the same results and people need to adapt their style as situations change to find new rewards.
The document discusses why people may claim not to know something they are expected to know. It argues that most often, people do not know because they simply do not feel the need to know. Knowledge and intelligence are not inherently linked, and people only seek knowledge when they perceive a need for it. Corporations should focus on creating needs for knowledge and skills among their employees, rather than blaming them for lacking knowledge. When real needs are established, people will be motivated to learn and improve their expertise.
The document discusses how the level of possibility versus certainty of consequences influences human and animal behavior. It argues that when consequences are merely possible, beings act more casually and carelessly. However, when consequences are certain, beings become less lazy and indifferent and act with more responsibility. The document advises leaders to shift consequences from possible to certain to increase a sense of responsibility in employees, rather than using consequences to scare people. When speaking to employees, leaders should address consequences as certain rather than possible to demonstrate commitment and responsibility.
The document discusses how senior leaders and CEOs should focus on defined roles and not engage in menial work. It uses the example of giraffes, which have evolved with specific physical traits like long necks to fulfill their purpose of reaching tall trees. Giraffes avoid grazing to prevent injury from predators and conserve energy. Similarly, CEOs should avoid menial tasks and focus on high-level responsibilities defined by their role, in order to best serve the organization and avoid wasting resources. Organizations where leaders engage in many different tasks likely lack clear vision and goals.
The matix of life - success or defeat (death)...a HR messageDr Ranganathan S
The document discusses the concept of rewards in nature and how it relates to achieving success in the corporate world. It notes that in nature, animals must work hard to secure food and survival, with success representing the "best reward" that occupies 3/4 of their lives. Conversely, prey that escape predators receive the greatest reward. The document argues that to achieve the "best reward," one must work for it and develop the necessary winning qualities, rather than just expecting rewards. It suggests corporate employees often fail to link their efforts directly to the best rewards and their survival, and so do not put in maximum effort. To be truly successful, people must understand that the best reward is the goal and benchmark, and work only to achieve nothing
The document discusses how the level of possibility versus certainty of consequences influences human and animal behavior. It argues that when consequences are merely possible, beings act more casually and carelessly. However, when consequences are certain, beings become less lazy and indifferent and act with more responsibility. The document advises leaders to shift consequences from possible to certain to increase a sense of responsibility in employees. When consequences are certain, employees and organizations will act seriously rather than casually.
While climbing down stairs, we are more cautious than when climbing up because climbing down requires less effort but more balance. When climbing up, we must exert effort which makes us more careful, whereas climbing down relies more on gravity which can make us lazy and less attentive. Similarly, when we rely on our own effort we are naturally more cautious, but when we receive help we tend to be less careful. The larger lesson is that we should avoid relying on others and instead rely on our own strength and effort, which will make us more successful through increased caution.
Antlion lives in its funnel-shaped trap to catch prey, demonstrating that those who try to trap others may become trapped themselves. In corporations, bosses and subordinates often try to trap each other through setting traps, but in doing so live in the traps they created and lose focus on meaningful work. While some level of "imprisonment" is natural, people should avoid becoming prisoners of their own traps. Corporations should identify employees trapped in self-imposed prisons and help them gain freedom to find success.
Nature's justice...a HR message for modern corporateDr Ranganathan S
This document discusses the fairness and impartiality of nature's system of rewards and punishments. It notes that in nature, success or failure depends solely on an animal's own abilities and actions, without prejudice or favoritism. In contrast, corporate systems are often influenced by personal preferences and nepotism. The document argues that human resource functions should learn from nature's fair and impartial culture, where rewards and punishments are based only on one's own abilities and actions. Establishing such a fair work culture could reduce unethical behaviors that arise from the absence of impartiality in many organizations.
Your success and failure...who decides?...a HR messageDr Ranganathan S
Lions live in prides (groups) despite an increased chance of being spotted by prey. Living in groups offers strength and increases the success of hunts. Rather than seeing the vulnerability of living in groups, lions have developed a strategy focused on success - they take advantage of herd-living prey and can more easily kill large animals like buffalo when hunting together. True success comes from developing a strong strategy, not letting fear be the sole determinant of outcomes. Developing strategies based on fear may lead only to avoiding danger, while strategies focused on success can overcome vulnerabilities and lead to victory.
Some people are naturally prone to complaining frequently and loudly about any small issues or problems. As bosses or business owners, people with this temperament can create an unimaginably difficult work environment for subordinates and employees. While complaining may have evolved as a way for cells in the body to alert the system to dangers, people who complain often in the workplace rarely try to analyze or address the root causes of issues. With decision-making power, chronic complainers can foster a toxic culture and enrage employees. Unfortunately, some bosses encourage complaining among staff as a way to gather information, not realizing it undermines the organization. For leadership roles, a creative, non-complaining temperament is needed to avoid destroying the organization through constant
Dollo's law of biological irreversibility may be true for evolution of species, but it does not necessarily apply to human behavior and leadership qualities. Some corporate leaders and CEOs of small companies exhibit primitive behaviors and traits despite their high positions. These leaders compete with colleagues and try to prove their intelligence, rather than showing compassion for employees. Human minds may constantly adapt and change, so behaviors seen today may disappear tomorrow. Dollo's law does not always apply to human psychology since the human mind can return to earlier states, defeating the idea of irreversibility. Leaders should behave maturely rather than competing with others, and should not set a bad example for employees.
Your success and adaptation...HR must learn from seal and killer whaleDr Ranganathan S
The prey-predator relationship between seals and killer whales demonstrates an important lesson for corporate leadership. While seals can live on both land and sea, giving them an advantage over killer whales that live strictly in water, this dual environment means seals are less focused than killer whales, making seals more vulnerable. Killer whales have absolute knowledge of seal behaviors and focus only on hunting in the sea, whereas seals must balance escaping on land with finding food in the water. This demonstrates that advantages can sometimes make one more vulnerable if not properly utilized with focus and awareness of risks. Corporate leaders should learn from this not to feel secure in their advantages alone and to match the focus of potential "predators" in the market. Success depends more on how one
Wise selection not competition is needed in corporateDr Ranganathan S
If a selection process is robust, true, impartial and non-subjective, the best product, outcome or result can be achieved. Without such a process, only competition and frustration will result. Nature provides an example for corporations through the mating behavior of female grey foam-nest tree frogs. Female frogs mate with multiple males simultaneously rather than selecting a single strongest male. This results in offspring with greater survival rates, as the fittest offspring, not the weakest, will survive through natural selection. Similarly, corporations should focus on creating and offering the best product through rigorous selection, rather than just branding or hype, to ensure long term sustainability.
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The document discusses how weaknesses and susceptibility are inherent parts of nature and evolution that allow different species to survive. It notes that herbivores can thrive because plants regenerate after being eaten, and prey animals can exist because predators prey upon their weaknesses. These weaknesses cannot always be understood or explained logically. The management message is that when failures or successes cannot be explained, it is better to accept it and focus on developing new skills rather than wasting too much time trying to find reasons or blame others. Corporate people should view setbacks as opportunities to overcome challenges rather than seeing themselves as victims.
Adaptation, flexibility and fear...know why and whatDr Ranganathan S
Every species must adapt or face extinction. While adaptation allows survival, it does not remove the original fear or trigger that caused the adaptation. Adaptation only minimizes risk, not overcomes the threat. For example, prey adapting to run faster only escapes the predator, not overcomes predation.
Similarly in organizations, bosses expect subordinates to adapt but do not adapt themselves. Subordinates acquire new skills but bosses do not update, causing conflicts over time. When organizations do not provide opportunities to use new skills, adapted employees rightly leave to find opportunities elsewhere. For long term success, both employees and organizations must adapt together, not separately.
The document discusses reasons for stress and uncertainty in corporate life compared to animal life. It argues that in the corporate world, people face psychological pressures like needing to gain attention, respect, and recognition from peers in order to feel valuable. This leads to jealousy and comparison. In contrast, animals in the wild do not experience these pressures as they live more as individuals focused on survival rather than social status. The document concludes that corporate employees experience identity crises from this need for external validation, which is the true cause of unhappiness, and that people should focus on their own identity rather than seeking recognition from others.
The document discusses different types of "spoilsports" - those who sabotage others' success. In nature, the female jacana bird plays spoilsport by destroying eggs incubated by male jacanas so that the male will mate with her instead, but this ultimately benefits the male by giving him another chance to reproduce. However, in corporate settings spoilsports usually have bad intentions and sabotage others purely out of jealousy or to cover up their own failures, undermining organizational success. The document advocates emulating the jacana female's approach of playing spoilsport in a way that benefits all rather than harming others.
This document discusses leadership styles through comparing behaviors of animals in the jungle to behaviors exhibited in corporate environments. It notes that while prey animals naturally fear predators, predators also exhibit fear or suspicion even after achieving a kill, not due to lack of strength but due to the cunningness of other predators that may take their kill. Similarly, bosses in corporations may exhibit fear or suspicion of subordinates not because the subordinates could directly harm them, but because the bosses obtained their high positions through cunningness rather than merit, making them doubt being exposed. The key lesson is that if bosses display suspicion of their own people, it indicates the bosses doubt their own merit and may have obtained their position through deceptive means rather than true leadership ability.
The document discusses the purpose and effects of animal poisons from multiple perspectives. It notes that fast-spreading poisons allow predators to subdue prey quickly before it escapes, and provide poisonous animals a defense against threats. However, the large size of some animals' bodies means poisons may shock but not kill them. The justice of nature is said to be the same for both victims and victors, but humans often derive subjective, partial, and prejudiced interpretations. The key message is about maintaining a positive, holistic vision to understand meanings rather than making wrong assumptions due to disconnected perspectives.
The document discusses how consistency is not always the key to success using examples from nature. It notes that while cheetahs are very fast hunters, deer are able to outrun them not through consistency but by changing direction unpredictably. This prevents cheetahs from keeping focus. The document argues that in the corporate world as well, leaders should not always follow the same path thinking it will lead to success, but should try different approaches and be willing to be inconsistent at times. Simply repeating the same consistent efforts will only yield the same results and people need to adapt their style as situations change to find new rewards.
The document discusses why people may claim not to know something they are expected to know. It argues that most often, people do not know because they simply do not feel the need to know. Knowledge and intelligence are not inherently linked, and people only seek knowledge when they perceive a need for it. Corporations should focus on creating needs for knowledge and skills among their employees, rather than blaming them for lacking knowledge. When real needs are established, people will be motivated to learn and improve their expertise.
The document discusses how the level of possibility versus certainty of consequences influences human and animal behavior. It argues that when consequences are merely possible, beings act more casually and carelessly. However, when consequences are certain, beings become less lazy and indifferent and act with more responsibility. The document advises leaders to shift consequences from possible to certain to increase a sense of responsibility in employees, rather than using consequences to scare people. When speaking to employees, leaders should address consequences as certain rather than possible to demonstrate commitment and responsibility.
The document discusses how senior leaders and CEOs should focus on defined roles and not engage in menial work. It uses the example of giraffes, which have evolved with specific physical traits like long necks to fulfill their purpose of reaching tall trees. Giraffes avoid grazing to prevent injury from predators and conserve energy. Similarly, CEOs should avoid menial tasks and focus on high-level responsibilities defined by their role, in order to best serve the organization and avoid wasting resources. Organizations where leaders engage in many different tasks likely lack clear vision and goals.
The matix of life - success or defeat (death)...a HR messageDr Ranganathan S
The document discusses the concept of rewards in nature and how it relates to achieving success in the corporate world. It notes that in nature, animals must work hard to secure food and survival, with success representing the "best reward" that occupies 3/4 of their lives. Conversely, prey that escape predators receive the greatest reward. The document argues that to achieve the "best reward," one must work for it and develop the necessary winning qualities, rather than just expecting rewards. It suggests corporate employees often fail to link their efforts directly to the best rewards and their survival, and so do not put in maximum effort. To be truly successful, people must understand that the best reward is the goal and benchmark, and work only to achieve nothing
The document discusses how the level of possibility versus certainty of consequences influences human and animal behavior. It argues that when consequences are merely possible, beings act more casually and carelessly. However, when consequences are certain, beings become less lazy and indifferent and act with more responsibility. The document advises leaders to shift consequences from possible to certain to increase a sense of responsibility in employees. When consequences are certain, employees and organizations will act seriously rather than casually.
While climbing down stairs, we are more cautious than when climbing up because climbing down requires less effort but more balance. When climbing up, we must exert effort which makes us more careful, whereas climbing down relies more on gravity which can make us lazy and less attentive. Similarly, when we rely on our own effort we are naturally more cautious, but when we receive help we tend to be less careful. The larger lesson is that we should avoid relying on others and instead rely on our own strength and effort, which will make us more successful through increased caution.
Antlion lives in its funnel-shaped trap to catch prey, demonstrating that those who try to trap others may become trapped themselves. In corporations, bosses and subordinates often try to trap each other through setting traps, but in doing so live in the traps they created and lose focus on meaningful work. While some level of "imprisonment" is natural, people should avoid becoming prisoners of their own traps. Corporations should identify employees trapped in self-imposed prisons and help them gain freedom to find success.
Nature's justice...a HR message for modern corporateDr Ranganathan S
This document discusses the fairness and impartiality of nature's system of rewards and punishments. It notes that in nature, success or failure depends solely on an animal's own abilities and actions, without prejudice or favoritism. In contrast, corporate systems are often influenced by personal preferences and nepotism. The document argues that human resource functions should learn from nature's fair and impartial culture, where rewards and punishments are based only on one's own abilities and actions. Establishing such a fair work culture could reduce unethical behaviors that arise from the absence of impartiality in many organizations.
Your success and failure...who decides?...a HR messageDr Ranganathan S
Lions live in prides (groups) despite an increased chance of being spotted by prey. Living in groups offers strength and increases the success of hunts. Rather than seeing the vulnerability of living in groups, lions have developed a strategy focused on success - they take advantage of herd-living prey and can more easily kill large animals like buffalo when hunting together. True success comes from developing a strong strategy, not letting fear be the sole determinant of outcomes. Developing strategies based on fear may lead only to avoiding danger, while strategies focused on success can overcome vulnerabilities and lead to victory.
Some people are naturally prone to complaining frequently and loudly about any small issues or problems. As bosses or business owners, people with this temperament can create an unimaginably difficult work environment for subordinates and employees. While complaining may have evolved as a way for cells in the body to alert the system to dangers, people who complain often in the workplace rarely try to analyze or address the root causes of issues. With decision-making power, chronic complainers can foster a toxic culture and enrage employees. Unfortunately, some bosses encourage complaining among staff as a way to gather information, not realizing it undermines the organization. For leadership roles, a creative, non-complaining temperament is needed to avoid destroying the organization through constant
Dollo's law of biological irreversibility may be true for evolution of species, but it does not necessarily apply to human behavior and leadership qualities. Some corporate leaders and CEOs of small companies exhibit primitive behaviors and traits despite their high positions. These leaders compete with colleagues and try to prove their intelligence, rather than showing compassion for employees. Human minds may constantly adapt and change, so behaviors seen today may disappear tomorrow. Dollo's law does not always apply to human psychology since the human mind can return to earlier states, defeating the idea of irreversibility. Leaders should behave maturely rather than competing with others, and should not set a bad example for employees.
Your success and adaptation...HR must learn from seal and killer whaleDr Ranganathan S
The prey-predator relationship between seals and killer whales demonstrates an important lesson for corporate leadership. While seals can live on both land and sea, giving them an advantage over killer whales that live strictly in water, this dual environment means seals are less focused than killer whales, making seals more vulnerable. Killer whales have absolute knowledge of seal behaviors and focus only on hunting in the sea, whereas seals must balance escaping on land with finding food in the water. This demonstrates that advantages can sometimes make one more vulnerable if not properly utilized with focus and awareness of risks. Corporate leaders should learn from this not to feel secure in their advantages alone and to match the focus of potential "predators" in the market. Success depends more on how one
Wise selection not competition is needed in corporateDr Ranganathan S
If a selection process is robust, true, impartial and non-subjective, the best product, outcome or result can be achieved. Without such a process, only competition and frustration will result. Nature provides an example for corporations through the mating behavior of female grey foam-nest tree frogs. Female frogs mate with multiple males simultaneously rather than selecting a single strongest male. This results in offspring with greater survival rates, as the fittest offspring, not the weakest, will survive through natural selection. Similarly, corporations should focus on creating and offering the best product through rigorous selection, rather than just branding or hype, to ensure long term sustainability.
❼❷⓿❺❻❷❽❷❼❽ Dpboss Matka Result Satta Matka Guessing Satta Fix jodi Kalyan Final ank Satta Matka Dpbos Final ank Satta Matta Matka 143 Kalyan Matka Guessing Final Matka Final ank Today Matka 420 Satta Batta Satta 143 Kalyan Chart Main Bazar Chart vip Matka Guessing Dpboss 143 Guessing Kalyan night
NIMA2024 | De toegevoegde waarde van DEI en ESG in campagnes | Nathalie Lam |...BBPMedia1
Nathalie zal delen hoe DEI en ESG een fundamentele rol kunnen spelen in je merkstrategie en je de juiste aansluiting kan creëren met je doelgroep. Door middel van voorbeelden en simpele handvatten toont ze hoe dit in jouw organisatie toegepast kan worden.
The Steadfast and Reliable Bull: Taurus Zodiac Signmy Pandit
Explore the steadfast and reliable nature of the Taurus Zodiac Sign. Discover the personality traits, key dates, and horoscope insights that define the determined and practical Taurus, and learn how their grounded nature makes them the anchor of the zodiac.
Storytelling is an incredibly valuable tool to share data and information. To get the most impact from stories there are a number of key ingredients. These are based on science and human nature. Using these elements in a story you can deliver information impactfully, ensure action and drive change.
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Profiles of Iconic Fashion Personalities.pdfTTop Threads
The fashion industry is dynamic and ever-changing, continuously sculpted by trailblazing visionaries who challenge norms and redefine beauty. This document delves into the profiles of some of the most iconic fashion personalities whose impact has left a lasting impression on the industry. From timeless designers to modern-day influencers, each individual has uniquely woven their thread into the rich fabric of fashion history, contributing to its ongoing evolution.
Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
Introduction
The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.
Discover timeless style with the 2022 Vintage Roman Numerals Men's Ring. Crafted from premium stainless steel, this 6mm wide ring embodies elegance and durability. Perfect as a gift, it seamlessly blends classic Roman numeral detailing with modern sophistication, making it an ideal accessory for any occasion.
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The APCO Geopolitical Radar - Q3 2024 The Global Operating Environment for Bu...APCO
The Radar reflects input from APCO’s teams located around the world. It distils a host of interconnected events and trends into insights to inform operational and strategic decisions. Issues covered in this edition include:
AI Transformation Playbook: Thinking AI-First for Your BusinessArijit Dutta
I dive into how businesses can stay competitive by integrating AI into their core processes. From identifying the right approach to building collaborative teams and recognizing common pitfalls, this guide has got you covered. AI transformation is a journey, and this playbook is here to help you navigate it successfully.
Ellen Burstyn: From Detroit Dreamer to Hollywood Legend | CIO Women MagazineCIOWomenMagazine
In this article, we will dive into the extraordinary life of Ellen Burstyn, where the curtains rise on a story that's far more attractive than any script.
The Genesis of BriansClub.cm Famous Dark WEb PlatformSabaaSudozai
BriansClub.cm, a famous platform on the dark web, has become one of the most infamous carding marketplaces, specializing in the sale of stolen credit card data.
Prescriptive analytics BA4206 Anna University PPTFreelance
Business analysis - Prescriptive analytics Introduction to Prescriptive analytics
Prescriptive Modeling
Non Linear Optimization
Demonstrating Business Performance Improvement
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How are Lilac French Bulldogs Beauty Charming the World and Capturing Hearts....Lacey Max
“After being the most listed dog breed in the United States for 31
years in a row, the Labrador Retriever has dropped to second place
in the American Kennel Club's annual survey of the country's most
popular canines. The French Bulldog is the new top dog in the
United States as of 2022. The stylish puppy has ascended the
rankings in rapid time despite having health concerns and limited
color choices.”
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Rattle snakes and its prey - a corporate message
1. The prey catching or hunting strategy of the rattle snakes conveys a finest management
message to the corporate world. Unlike other snakes that use ‘constriction’ technique
to kill its prey, the rattle snakes employ the technique of ‘self belief’ and ‘complete
understanding’ of its ‘effort and consequence’ in catching its prey.
The rattle snake rattles its tail both to detract its enemies and also to attract its prey.
Once the prey is at the reachable distance, the snake gallops onto the prey and then
bites to inject the venom. Once, the venom is injected into the prey, the snake moves
away. It knows that the venom would certainly kill the prey. This shows the confidence
and the complete understanding of the weapon that the rattle snake has used.
The prey, however, runs away from the snake, hoping that it could save itself from its
predator. But it doesn’t know the poison is anyway going to kill it. The snake, after
biting the prey, never show any restlessness to catch the prey, it calmly moves to search
the prey after a while. It knows that, it can definitely find the prey as it would have
died.
Every corporate should have a strategy to keep its employees to do the job defined to
them. The corporate should know how to make its employees responsible, committed
and task centric. The corporate also must have the strategy to know and understand
the actual performance and performance potential of each employee. The method they
employ to assess the people should clearly and undoubtedly convey to the employees
that unless they are committed and responsible to their job, survival in the corporate
would be in peril.
The approach of suspicion, cross checking, spying & espionage etc., should not be the
culture of the corporate in knowing or dealing with the employees. Many corporate
bosses do engage seriously in practicing ‘spying and espionage’ approach. They use
different employees to spy at each other.
The corporate should have confidence to give freedom to its employees and must have
confidence in knowing how the freedom is being used by them. The rattle snake once
bits the prey wait patiently till the prey to die. It knows that the prey would die and also
it knows, it can locate the prey.
Patience, confidence, self belief, strategy, trick, swiftness etc., can be learned from the
hunting approach of the rattle snakes. It is not the aggression or exhibition or
exploitation of the ‘physical’ strength, the ‘smart strategy’ is what the rattle snakes use
to hut its prey.
The smart strategy should anchor at ‘self belief’ and ‘complete understanding’ only then
the effort born out of such smart strategy would yield the desired result.
Dr S Ranganathan, ClinRise Derma Pvt., Ltd., Chennai
2. Learn more from the following management books
1. Jungle wisdom for corporate management – lessons from the university of
nature by Swami Sukhabodhananda and Dr S Ranganathan
2. Nature – The Entrepreneur by Dr S Ranganathan