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Узнать больше о форуме на официальном сайте проекта: http://globaleventforum.ru
MICE в новых экономических условиях. Место назначения - Швейцария.GEF.FUTURE
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Спикер GEF2
Узнать больше о форуме на официальном сайте проекта: http://globaleventforum.ru
MICE в новых экономических условиях. Место назначения - Швейцария.GEF.FUTURE
Автор: Наталья Сизова, менеджер по маркетингу Switzerland Convention & Incentive Bureau
Спикер GEF2
Узнать больше о форуме на официальном сайте проекта: http://globaleventforum.ru
Единственное деловое событие про EVENT, как БИЗНЕС.
Уникальная площадка для создания открытого, конструктивного диалога всех участников индустрии коммуникаций и специальных событий.
Форум для развитие лидерских качеств и деловых компетенций, необходимых для развития сервисного бизнеса.
Единственное деловое событие про EVENT, как БИЗНЕС.
Уникальная площадка для создания открытого, конструктивного диалога всех участников индустрии коммуникаций и специальных событий.
Форум для развитие лидерских качеств и деловых компетенций, необходимых для развития сервисного бизнеса.
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
Biological screening of herbal drugs: Introduction and Need for
Phyto-Pharmacological Screening, New Strategies for evaluating
Natural Products, In vitro evaluation techniques for Antioxidants, Antimicrobial and Anticancer drugs. In vivo evaluation techniques
for Anti-inflammatory, Antiulcer, Anticancer, Wound healing, Antidiabetic, Hepatoprotective, Cardio protective, Diuretics and
Antifertility, Toxicity studies as per OECD guidelines
Welcome to TechSoup New Member Orientation and Q&A (May 2024).pdfTechSoup
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Model Attribute Check Company Auto PropertyCeline George
In Odoo, the multi-company feature allows you to manage multiple companies within a single Odoo database instance. Each company can have its own configurations while still sharing common resources such as products, customers, and suppliers.
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
Francesca Gottschalk - How can education support child empowerment.pptxEduSkills OECD
Francesca Gottschalk from the OECD’s Centre for Educational Research and Innovation presents at the Ask an Expert Webinar: How can education support child empowerment?
Embracing GenAI - A Strategic ImperativePeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...Levi Shapiro
Letter from the Congress of the United States regarding Anti-Semitism sent June 3rd to MIT President Sally Kornbluth, MIT Corp Chair, Mark Gorenberg
Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
unwillingness to rectify this violation through action requires accountability.
Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
students that opportunity and have been hijacked to become venues for the promotion of terrorism, antisemitic harassment and intimidation, unlawful encampments, and in some cases, assaults and riots.
The House of Representatives will not countenance the use of federal funds to indoctrinate students into hateful, antisemitic, anti-American supporters of terrorism. Investigations into campus antisemitism by the Committee on Education and the Workforce and the Committee on Ways and Means have been expanded into a Congress-wide probe across all relevant jurisdictions to address this national crisis. The undersigned Committees will conduct oversight into the use of federal funds at MIT and its learning environment under authorities granted to each Committee.
• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
• The Committee on Oversight and Accountability is investigating the sources of funding and other support flowing to groups espousing pro-Hamas propaganda and engaged in antisemitic harassment and intimidation of students. The Committee on Oversight and Accountability is the principal oversight committee of the US House of Representatives and has broad authority to investigate “any matter” at “any time” under House Rule X.
• The Committee on Ways and Means has been investigating several universities since November 15, 2023, when the Committee held a hearing entitled From Ivory Towers to Dark Corners: Investigating the Nexus Between Antisemitism, Tax-Exempt Universities, and Terror Financing. The Committee followed the hearing with letters to those institutions on January 10, 202
16. You’re asking for a proposal and cost for
something that has not yet been developed or
planned. Yet in order to find the people to
develop and plan it, you want to know what it
will look like and cost from the people that will
develop and plan it - before you’ve appointed
them to develop and plan it with you!
. . . It’s exhausting!
17. THE RESULT:
CONFUSION & FRUSTRATION
FOCUS ON CONTRACTS NOT THE EVENT
REVERSE ENGINEERING
INCREASE IN MANAGEMENT TIME
FIREFIGHTING
WASTED TIME
22. Conferences, Guerilla Marketing.
Experiential Marketing, Meetings,
Outdoor Events, Public Events, Public
Art, Sporting Events, Summits, Expos,
Exhibitions, Award Ceremonies, Major
Events, Trade Shows, Festivals, Pop Up
Events, Brand Experiences, Theatre.
Mega Events, Ceremonies . . . etc.
Event Buying / Procurement
Off the back of article in this months Event magazine
Client / agency relationship – seems to be quite aggressive – needs to be more collaborative.
First – an agency view from Kevin Jackson from GPJ
Then – a client’s perspective from Bjorn Wigforss from Microsoft
Then – I’ll give you my view- as I work client and agency side – and on many other sides too.
Then – a good ol’ session of Q&A to help you
I’m Will Glendinning
Lucky enough to been involved with and responsible for some of largest and most complex live events in recent history . . .
I’m a designer, producer and live event consultant . . . But more about me later on.
First…
Please welcome all the way from London England but representing a truly global organisation; George P Johnson, it’s Kevin Jackson.
Kevin – if you could briefly tell us a bit about you and George P Johnson – briefly! You’ve your own session tomorrow!
Questions:
- Globally - how do GPJ go about getting work – retained? Tendering? Other?
- Is tendering expensive? How is that cost recouped?
- How can you best serve clients? When does the relationship work best?
- How do you decide what to tender for? Or do you tender for everything and anything?
- What advice would you give end clients to encourage you to tender and how can they get the most from a tender?
- Questions from audience?
Thanks Kevin – stick around if you will. I’d now like to get a client’s perspective. Please give a big hand to Bjorn Wigforss from a not insignificant company called Microsoft.
Q1 - How do you do things at Microsoft? (explain how you work with agencies / make events happen).
Q2 - That sounds like you’re making something work around a system rather than doing what’s best for the event. Did you do things differently at previous companies (explain more ‘collaborative' approach whilst at Nokia.)
Q3 - what are the pros and cons of each approach?
Q4 - What challenges do you have internally and how can agencies or event professionals help? (touching on ROI and collaborating with internal event and creative directors probably).
Time for a question from the audience?
Thanks Guys. Stick around as we’ll be doing a good ol’ Q&A session shortly.
Ok – you’ve heard a client and agency perspective. I want to spend a bit of time now going over my view.
I don’t quite know how I ended up leading a session all about the sexy subject of event procurement!? But I do spend an awful lot of time working with agencies and clients helping them with this – so perhaps no surprise.
Always amazed with the chaos. Sounds similar in russia from last years forum and the passionate debates going on.
For years wanted to transform event industry. In the end I realised it wasn’t the event industry that needed to change. More how people engage with it.
When I talk about chaos, what do I mean? Well let me ask you if any of this sounds familiar?
I am sure you’ve all experienced all or some of these.
Why do they occur time and time again. Well in all my time and working client and agency side, around the world, I came to realise it’s because of a knowledge gap.
A knowledge gap that doesn’t exist in many other sectors or industries.
That knowledge gap is between the idea, and moving that idea forward. Nearly every other industry – people generally understand what’s required. Take just one industry – architecture.
If I ask 100 people how they’d get a building designed and built – 100 similar answers: architect, engineers, builders. Done.
Ask 100 people how they’d get a live event designed and deliver – 100 different answers: event agency, ad agency, producer, marketing department, my mate down the road, form a committee, get an event supplier, I’ll do it myself – how hard can it be . . . Etc. etc.
More often than not – try to procure events like anything else. Which is understandable. However.
Events exists against an interesting backdrop.
These issues common.
Process / procurement alone won’t help you with the above – especially with the speed things can move up.
You need a balance of process and competency.
Enough procurement to know you’re getting value for money, but coupled with the right people in the right place at the right time to make the right decisions and get you the right value.
Take a typical event procurement approach…
How common is this. No stats – but probably 90% + of events procured this way.
Remember this…
This typical approach and these common issues, create something I call the
The event procurement paradox.
Bear with me…
This typical event procurement approach results in this . . .
Results in . .
You may not realise it –but these issues are, by and large, caused by reverse engineering an procurement approach that works for many things but not for events on to events.
What’s the solution?
A while ago now – I created this. A simple to understand guide – demystifying everythign and a practical way forward to procure anything.
Clearly impossible to read here – and we don’t have time anyway! But luckily it’ll be translated into Russian and in the next edition of Event magazine – Nadia?
Can’t wait that long?
On my website, use short URL. Or just email me or come and see me later on.
Let’s look at the principles though.
Firstly a couple of caveats – do your own due diligence – this is provided as a guide based on years of research.
Based on my research and work on . ..
I’ve used these techniques on contracts from 5K to over 72m US dollars
Works for all
Only 3 things you’ll ever need.
4th too. A promoter. If you want to offset all or some of the cost of your event by offering rights – e.g. IOC (Olympics) or a city might award rights to a commercial entity to stage a festival – you then need a promoter. Very different to an event agency. Not going to focus on that here too much.
The guide helps you make sure you know what you’re looking for – goods, services, turnkey. Then shows you EXACTLY how to best secure each:
Goods with spec. If you’re an expert in the goods.
Goods without spec. If you’re not.
Services – people! Lawyers, creatives, producers, technicians, strategy people, logitstics people . . . Whatever it it is.
Turnkey that’s flexible. In all but the rarest of instances you want to keep things flexible. You want to get the right people first and worry less about what the cost of individual parts of the event will be. Don’t judge people by how cheaply they can get stuff. There’s always a cheaper way of getting stuff. Would you judge an architect based on how cheaply they could get concrete? No – you want event people that are going to help with great ideas, creativity or solutions. Get the people first – then the stuff. It’s people that will get you over the line.
Fixed turnkey. Very rare an event won’t change between brief and delivery. But for run of the mill / formulaic events – it happens. Again though – get the right people!
Promoter. Main thing is can they sell. And can they then deliver.
Focus on getting the people you need first.
If you don’t have the expertise you’ll be going through a learning curve and the service providers or those providing the goods you need should have it. If they don’t have the expertise you need – you’ll both be going through a learning curve – which is generally a disaster.
Get the people you need first – unless you’re an expert already and going to produce, plan and manage everything yourself. Once they are on board, then focus on procuring the goods – with the people you’ve brought on board’s help.
It really is that simple. Keep it that way. You’ll get more sleep.
This guide I’ve created works. Use it. There’s always a way – even with the most rigid governance restrictions.
As I say – it’ll be available in Russian in the next issue of the magazine – or you can get access to it here.
Thanks – complicated. Short on time. Kevin, Bjorn and I will now take questions!
Plus I am around until tomorrow lunchtime so come and see me if you want help.