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Home / Strategy / Interview / "You will have a higher probability of success when you allow people to be small | NOV 23 , 2013
"You will have a higher probability of success when you allow people to be small
IMD Business School professor Bill Fischer on the importance of innovation
N Mahalakshmi
Bill Fischer isn't your usual business school professor preaching strategy from an ivory tower. Given that he tutors senior management professionals on how to better steer their organisations, he can't afford to be like that. Fischer is in sync with how the world is changing and how companies — from the chaebols of Korea and giants of China to cutting-edge Silicon Valley firms — are dealing with change, be it technology, geographical shifts or whatever else. When we meet for a 45-minute interview session at IMD Lausanne, where he teaches, I find myself in an irony of sorts — I am raving about Switzerland (most normal people on the planet would) and he is all praise for Mumbai. "I love the place, the culture, the buzz…what a wonderful city," he says, with a glitter in his eyes. When I interject, "...but the traffic congestion, potholed roads…" he insists that he will take me around Mumbai during his next visit and make me see it through his eyes. His fascination for Mumbai articulated, he gets back to discussing strategy, innovation and reinvention. Excerpts:
You say that when companies do well and innovate, it is an outcome of right management choices. When you look at all the outliers — Bell Labs, Ford, Microsoft, Apple — what is the strategic management decision that they took that lead to that outcome?
In the cases you mentioned, those teams knew exactly what they were trying to do. In every one of those cases, the objectives, the dream, the vision was very precise and very inspiring. That is really critical. The other thing they did well was that they hired for skills, not attitude, because they needed the brain power. They made it easy for smart, engaged individuals to understand that if they did this, they will be better off, not just financially, but because they will be famous for being part of a successful team. Those smart guys then put their heart and soul into the project. You think that will be true everywhere. It is not.
Is that the reason companies often fail to innovate?
Because they are successful! The greatest barrier to innovation is success. If you have a successful innovation, usually it lasts for some time and after that you begin to compete on the basis of other things. Usually, those other things become increasingly price-related. You lower your price, you have to get cost down and people begin to resist change. When you resist change and say, let's wait, you are dead. That is Nokia, Research in Motion and Kodak for you — great companies who waited until it was too late. You need to make a transition when you have resources and cash, and when people are in a good state of mind to change.
Fischer says business success is an outcome of having
an inspiring vision and everything else in the organisation
aligned to that vision
But how do you know that the change or the transition is going to be permanent? How do you know that it is the right time — not too early and not too late?
The world has become too uncertain; so you need to make big decisions and you need to make them fast. Classical management theory tells us to go by the RoI (return on investment) calculations, but we can't do that any more. The challenges are coming from places that we have never seen before. If you were Nokia, some years ago, you were looking at Motorola, not Apple, because they weren't making phones. Who knows where the future is going to come from? So instead of optimising now, you need to be probing the future, saying, I know I am going to be wrong 80% of the time, but I can't afford to be wrong 100% of the time. So you need to probe the future with prototypes, see how they work and kill the ones that don't work very fast — fail fast. The ones that do work, make sure that they are worked on separately from the existing business. This is harder for people to do because it challenges the expertise and authority of people higher in the hierarchy. As an organisation, you have to deal with the success of the team working on new projects and the fear of existing leaders about losing control.
Can you tell us about large companies that have managed to innovate successfully?
Nestlé is a huge company down that road. Everything else in Nestlé is B2C, but it created the espresso, which is a B2B product. Espresso sells to an elite market while everything else Nestlé had ever sold was for mass consumption. It involved sound technology and intellectual property; Nestlé had never done that before. This was a huge change. The way it did that was to take the espresso and let it out of the big company, so it operates as a small independent company without the burden of Nestlé's success. It sounds easier now, but they also struggled with it.
Another company that has been able to do this successfully is IBM — it started the PC business by doing it that way. Their global services unit also runs as an independent business. Haier is another excellent example. A key innovation of Haier's management structure is inverting the traditional relationship triangle — where managers are at the top, followed by middle management, then a sales team and finally customers — to one that positions customers at the top. (see: The customer first approach). At Haier, the management structure pivots around ZZJYTs (Zi Zhu Jing Ying Ti, which in English means independent operation units). Each new project or market opportunity leads to the formation of a ZZJYT, a dedicated small team of workers with a separate budget, functioning almost like an independent company. Haier is now a platform for small businesses under the Haier logo. It is more of a venture capital company. It is easier for them to be faster, and more innovative because they are constantly seeking new businesses. Generally, you will have a higher probability of success when you allow people to be small and independent rather than be part of a large legacy company.
The customer first approach
Haier's management structure inverts the traditional relationship
triangle by positioning customers at the top
You said that Haier broke the first lot of refrigerators it produced because they were of poor quality and it didn't want to push out bad quality. Now, that kind of decision takes a great amount of courage because it means you have to take a huge financial hit today in anticipation of a benefit coming in instalments over many years...
Without a doubt, companies that take this leap cannibalise their own margins. But if they don't do it, they lose more. Haier's refrigerators didn't work — you can't build a business by making refrigerators that don't work. That quality problem should have been caught before but it wasn't. Now, the cost of breaking the bad machines was less, because it would have had to repair them anyway. So the impact was not as great as the shock value. Thirty years later, people still remember the episode. What a huge advertising tool it was! Thus, the smart managerial choice was to not sell those refrigerators, instead refocus on high-quality products and charge a premium. So I don't see that as a hit.
What I do think is that a big financial hit is when a company goes for a big change before it has exploited the profitability of an existing project. Intel used to do that a lot — 286, 386, 486, Pentium. This had two effects: one, it completely destabilised its competitors. Not only did Intel remain the dominant player in the market, it was the brand everybody wanted. AMD was constantly being surprised. Intel didn't think of it as cannibalisation but an expensive strategy that will pay off. You are just doing it earlier than you have to because eventually you will have better products and services than your competitors and that will pay off.
What caused Sony's innovation demise?
Two things happened simultaneously. First, the world changed outside the organisation. From analog to digital, from west to east, globalisation, a whole bunch of stuff was going on. At the same time, co-founder and chairman Akio Morita retired. The generation that replaced the founders were middle managers moving up who grew up with analog. Not only were they out of step technically, they were not as flamboyant or charismatic as the visionaries they were replacing. They were a bunch of engineers who had served their time. They had no confidence in themselves and couldn't afford to be daring. So, they fell back on their financial figures and on their friends. All of a sudden, having a good idea wasn't enough. Dreaming was not acceptable. The whole thing began to fall apart.
You talk about the difference in culture between Sony and Samsung. What is it?
Well, it starts with a dream. Sony's dream is to be a company that creates unique products for the consumer and they have a great tradition of branded, elegant, beautiful, high-performing products. Samsung started by making invisible products — they were making the insides for other branded manufacturers, so they needed to keep costs low and be highly repetitive in their manufacturing. So the two companies start with starkly different dreams and DNA. Both companies were very successful: Sony because of the way it went to market and Samsung because of its cost-competitive manufacturing.
Now, all of a sudden, Samsung has a different dream. The dream is to be a Sony or an Apple. But they are not changing anything else. My sense is that if you are Samsung, you look around and say we can design a product that looks pretty much like that and does pretty much those things. Not to just make a copy but to emulate. They do it really well and cheaper and faster and, in fact, extend it to a zillion different applications. So whichever way Apple goes, Samsung will catch them at some point. But Samsung can never overtake, because to overtake you have to encourage dreams, you have to try different things and be original. They don't have that. Any originality they have is a hired hand (outsourced) and not part of the club or the main company. These hired resources can give a boost for some time, but they are not changing the inside of the organisation to catapult them to a higher level.
So you don't think Samsung is going to replace Sony and Apple?
No. In fact, I think that somebody will come out of nowhere and surprise Samsung and Apple. I read a piece in MIT's technology review that made the argument that mobile devices or iPads or iPhones are going to be as dead as the PC in a few years. I wondered how can that be, because we know mobility is our future. But no, what they are saying is that mobility will continue to be our future but portability will die out. We will not carry these things around, our mobility will be embedded in the places we visit. For all you know, this might turn out to be completely wrong. But if you are in this business, you can't afford to bet that this is irrelevant. It takes us back to our point on probing the future. There are computer companies that have already missed the tablet. Now, they could end up missing the next big thing too. How many of these can you afford to miss? Apple and Samsung and maybe even Google have invested too much in portability to give it up easily. They are going to hesitate to move in that direction. But there is somebody out there who is not going to hesitate and they might become big.
Isn't the idea of probing the future driven by resources at your disposal?
Companies are afraid of probing because of the risk of getting it wrong. That is because they have committed resources and time. If you reduce the resources and time, your fear will go down. That is the beauty of prototyping — you don't spend a lot of money and time. Instead of making big episodic decisions, you make daily decisions. So, probing and prototyping is the way to move into the future. The worst thing in the world is to spend $100 million in three years — by then, it's too late. You need to have your finger on the pulse of whatever is going on in and around your business and make the switch when you are still doing good.
What kind of questions should a company ask itself before making a big transition? Is there a framework to meet the transition through the S-curve?
Good question. I have been drawing the S-curve since I was a young professor. Historically, on the vertical axis in the S- curve are attributes — speed, aircraft, weight, power, whatever. But what we now know, thanks to Steve Jobs, is that that is the wrong way to think. That vertical axis ought to be, in my terminology, customer dreams. You have to draw what the customer wants. What we should be asking is not what we should be making but what customer needs are we serving. For example, you may be making drills, but the customer wants holes. If you do it this way, you open up the probability of looking outside the existing industry to what could be a solution for what comes next. We wrote a book about this called The Idea Hunter: the point was that people who come up with a different idea are not necessarily smarter, it is just that they look in different places and they know where to look.
The second thing is that you need to find people who are living in the future rather than people who are living in the past. What do I mean by that? Eric Von Hippel of MIT talks about 'lead users'. A lead user is someone who doesn't care about being a competitor, doesn't even care about being a customer but is trying to solve the problem that your next-generation product will have to solve — he is in the future. If you find such users, you will have an advantage over everybody else.
There is no company in the world that has lasted forever except Philip Morris because it is in the cigarette business, which has given them infinite life. Should companies then reconcile to demise at some stage?
Let me quote two friends. One is Charles Fine at MIT Sloan School of Business. Charlie says that there is no such thing as a sustainable competitive advantage. With the probable exception of the New York Yankees, everybody comes down to average. At IMD, Phil Rosenzweig says that over a period of time, even great companies revert to mean because everybody in the industry eventually gets better, with executives moving from one organisation to the other and sharing information. I think we shouldn't therefore look for perpetual success; what we ought to look for is whether companies are doing things that will put them at a higher probability to outperform over a significant period of time.
Another friend of mine, Michael Raynor, who has written a book called The Three Rules, says that the first rule in business is that performance (product attributes) is more important than price. If you are going to invest, invest in making the product better. The second rule is, emphasise revenue growth over cost reduction. The third rule: there are no other rules. The essence is that competition is a great leveller. Organisations that sustain are disruptive in their own right.
One of the great things about the Haier story is that they never waited to the point where they said, 'If we don't do this, we are in trouble'. They always did it beforehand, when resources were in abundance and people were not in trouble. The lesson for companies is that instead of investing in outcomes, products and offerings, invest in an organisational culture that gives you a higher probability of adjusting to an uncertain future.
When do you think reinvention can yield results and when do you think it cannot?
I think you should only do it when you can go the whole way. You can't do it piecemeal. You are fighting a battle, so you need to do it all at the same time. When you plan the change or attempt something new, you take a group offline and then you do it all at once. That way, you build a mutual reinforcing mechanism; you reassure people that they are not at unusual risk. If the vision is inspiring, it will get the attention of your key people. But, but, but, it requires huge self-confidence on the part of the leader. Charisma matters. Part of the charisma is about having the conviction and effectively conveying that to people. You better have thought it through. Don't do it when you can't make those commitments. Don't do it if you can't get the right skills or use those skills in the right way.
Bill Fischer
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NBA Fans Agree: Most Underwhelming Champs of All Time
Written by Alex Murphy on June 7, 2015
NBA News and Rumors
The accomplishment of winning all the way through the NBA playoffs to take the league title is a tremendous accomplishment, no matter which team accomplishes it. Over the years, though, there have been some teams that seemed more dominant than others, and there have also been some years when some teams didn't seem like they had the stuff to carry home the Larry O'Brien Trophy – but they did it nonetheless. Let's take a look at some of the less aesthetically impressive champions from past years that left a bad taste in most NBA betting fans' mouths.
Detroit Pistons (1990)
This was the second title that the Pistons won in the late 1980s. Known as the "Bad Boys," this squad was known for its physical defense. With people like John Salley, Dennis Rodman and Bill Laimbeer lurking in the middle, opposing offenses were often leery to penetrate the lane because of the physical punishment that the Detroit big men doled out. On offense, point guard Isiah Thomas had a variety of quality targets to whom he could pass the ball, such as Mark Aguirre, Joe Dumars, and Vinnie "The Microwave" Johnson. In 1988-89, the Pistons had won 63 games, but the 1989-90 edition was not as dominant, and the Finals matched them against a young Portland team with no Finals experience. The Pistons easily ran off a 4-1 series win.
Los Angeles Lakers (2002)
This team did feature two of the game's best players ever in Kobe Bryant and Shaquille O'Neal, and one of the game's best coaches in Phil Jackson. However, the NBA Finals were not a challenge for this crew, as the Eastern Conference only delivered a 52-win New Jersey Nets team that just barely dispatched a 49-win Boston Celtics crew in the finals. Shaquille O'Neal's counterpart at center for the Nets?One Todd MacCulloch. The Lakers swept the series, but this wasn't a challenging championship.
Houston Rockets (1995)
The Rockets entered the playoffs as the #6 seed out of the West, but that wasn't really a cause for shame, as the league was loaded with primo talent, even after the departure of Michael Jordan. Rockets center Hakeem Olajuwon was one of the best centers of all time, and he would show it in these playoffs. The Rockets upset the 60-win franchise in Utah, which had Karl Malone and John Stockton, and then beat the Phoenix Suns, who featured Kevin Johnson and Charles Barkley. The Rockets then dispatched the David Robinson-led San Antonio Spurs, who had had the league's best regular season record. In the Finals, the Rockets had the young Orlando Magic, who ran a youthful Shaquille O'Neal and Penny Hardaway out on the floor. While the title was impressive, this Rockets team was not one of the strongest champions of all time by any means.
Portland Trail Blazers (1977)
When David Halberstam wrote The Breaks of the Game, his subject was this title team from Portland – the only time the Trail Blazers would ever win a title. This team had Bill Walton as its leader on the floor and Jack Ramsey as its coach. This was a true team, featuring tons of passing and always looking for a better shot. The NBA was also devoid of any dominating teams, and the 49 wins the Trail Blazers garnered during the regular season brought them the league's fourth best record. The late 1970s featured some dilution of NBA talent, and no title is a better example of that than this Trail Blazer championship. It's difficult to imagine any team in the modern era playing with the sort of team emphasis that these Blazers had, though. Sources Wikipedia.org (http://en.wikipedia.org/wiki/Dennis_Rodman) ESPN.com (http://espn.go.com/nba/player/_/id/614/shaquille-oneal)
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Il doppio del DFS Classic 2007 è stato un torneo di tennis facente parte del WTA Tour 2007.

Jelena Janković e Li Na erano le detentrici del titolo, ma hanno perso nel 1º turno contro Chunmei Ji e Shengnan Sun.

Yung-jan Chan e Chia-jung Chunag hanno battuto in finale 7–6 (7–3), 6–3  Tiantian Sun e Meilen Tu.

Teste di serie

 Cara Black /  Liezel Huber (semifinali)
 Yung-jan Chan /  Chia-jung Chuang (campionesse)
 Vania King /  Zi Yan (semifinali)
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Two years ago, it was revealed that Lil Kim she owed more than a million dollars in unpaid state and federal taxes covering eight years of income through 2009. At the time a rep for Kim told TMZ that Kim and her attorneys were working to resolve the issue; but it seems her financial woes have not gone away.
According Life & Style, the IRS now has hit Kim with a new tax lien for $126,725.12 claiming the rapper failed to pay taxes in 2010, 2011, 2012 and 2013. The magazine also reports that four months ago Kim was sued for failing to pay her former law firm, Dewey & LeBoeuf, for five years of legal services. Ultimately, a judge ordered Kim to pay the firm $186,217.93 with interest, according to Life & Style.


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The sixteenth visual reminder for Adidas: The Soviet war against religion
Having in mind the fact that Adidas still refuses to withdraw its 'USSR' clothing line and publicly apologize for it, UCMC publishes its sixteenth visual reminder to the company.
We encourage everyone to join this campaign and to use their network of contacts to deliver this message to the world.
The Soviet war against religion spanned almost seven decades. The sheer scale of the persecution was unimaginable: over 8,000 priests were killed by the Soviet regime in 1922 alone as the USSR raided churches to steal its material assets. During the purges of 1937-38, church documents show that 168,300 members of the Orthodox clergy were arrested; over 100,000 were executed.
This is just one example of what the USSR really was. Throughout 70 years of Soviet rule, the populations of Ukrainians, Crimean Tatars, Lithuanians, Latvians, Estonians, Georgians, Armenians, Moldovans, Kazakhs, and many other ethnicities were decimated, displaced, killed by artificial famine, tortured, persecuted, their lives, cultures, and livelihoods destroyed.
By using Soviet symbols for profit, Adidas is openly supporting the modern-day Russian state and its nostalgia for the USSR, a reckless obsession which led to the illegal annexation of Crimea and occupation of eastern Ukraine beginning in 2014. Since then, over 10,000 people were killed and over 1,7 mln people internally displaced as a result of Russia's attempt to resurrect the USSR.
We demand that the company recalls these products immediately from its online/offline stores and distribution centers and issues an unequivocal apology to all those affected by this morally reprehensible sales tactic.


03 May Reposting: Does Your Firm Have a Jedi Council?
Hello internet. I have decided to dust off my page and start posting again. I have been away, growing my business, but my blog has always been an important piece of David Brown Recruiting so it is time to start again.
To re-start my blog I wanted to post my most popular article to date. This article produced many great discussions as well as a few job orders and consulting opportunities. I also think it is a timely piece because many of my clients are starting to recruit again.
So here it is, the Jedi Council piece. For those who have seen it already, I hope you find it refreshing. For this who are reading it for the first time, I hope you find it useful.
Definition: The Jedi Council was a group of twelve wise and powerful Jedi Masters elected to guide the Jedi Order.
I admit it. I love Star Wars. Well, at least the first three movies. These movies had a strange and powerful influence over the boy I was in the late 70's and early 80's. For whatever reason I can still recall specific details of the saga to this day, much to the chagrin of my family.
I believe the reason that the movies resonated with me, and everyone else, is that they were based on simple human truths.
As I have grown through my career of recruiting talent in the Architecture and Interior Design industry one of these "truths" has resonated with me, the idea of the Jedi Council. Or to translate, a group of trusted and experienced firm employees who understand where a firm has been, where it is today and where it wants to go tomorrow.
I have seen several firms use this model to great success, specifically around business development and hiring talent into the organization. But how does a firm build a Council and what is the best way to put it to work for your firm?
You will want to fill your firm's Council with a mix of firm leadership and developing individual contributors. By balancing these two levels within the group the Council can become aspirational, an appealing growth opportunity for the high bar talent in your firm. Some firms I have worked with have made membership on the Council a rotational appointment and a qualifier for those on track to Principal.
All members of the Council must understand your firm's core values and be able to speak about your firm's value proposition (value=benefit-cost). They should also have an understanding of where your firm has been, how it has grown and how it defines its self in the market.
It is also important for members of the Council to be involved with relevant organizations outside of the firm. Successful Councils can function as outward public relations tools.
Of course the Council can support a firm in limitless ways. As mentioned above the group can be aspirational or a needed rotation as you develop talent within your firm.
Two uses I want to discuss here are public relations and recruiting.
The first, public relations, is an outward focus for the group. Members of the Council should also be active participants in groups like the AIA, IIDA and others. Leveraging those memberships and connections can be a great way to educate potential clients and the industry at large on the expertise of your firm. This can be done through presentations, panel discussion participation and white papers. By having this group, in conjunction with marketing and PR, be the "voice" of your firm it will also position your employees, and in turn your firm, as the go-to experts in the field.
Another way this type of council can be beneficial is in evaluating talent. This is an inward focus for the council.
First let's discuss the benefits of the firm on candidate evaluation. Because the Council is made up of employees that understand your firm's core values and are able to speak about your firm's value proposition (value=benefit-cost). Members have a unique perspective on how a candidate will meet the specific position need.
Also, through this understanding, the Council can evaluate the higher level fit with the firm from a semi-detached point of view. Is the candidate biased for action? Can the candidate deal with ambiguity? Has the candidate effectively demonstrated the ability to work within a team or influence without authority? These questions that speak to the over all firm fit should be part of what the council asks in the interview process.
Second, the Council should be selling the firm in the interview process. The perspective the Council members bring can greatly influence and motivate candidates when interviewing. In chorus with the rest of the interviewing team the Council member should be tasked with "selling" the firm. They can also lend a more in-depth look into firm's goals and how the candidate might fit into those goals.
The great thing about the Jedi Council idea is that it is scalable and can work in any firm regardless of size, specialty, market share or location. The most exciting aspect of the Council idea is the way it can transform a firm into a knowledge and market leader through active participation in the industry and by evaluating talent, ensuring each hire is the right hire.


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IQST – iQSTEL Connectivity And Mobility Services Are More Valuable Than Ever
New York, NY, March 03, 2022 — McapMediaWire — iQSTEL, Inc. (OTCQX: IQST) today released a special letter to shareholders addressing prevailing world events in conjunction with the company's unhampered Nasdaq uplisting objective. The shareholder updates from CEO Leandro Iglesias are included in their entirety below.
$IQST – iQSTEL Connectivity And Mobility Services Are More Valuable Than Ever @Etelix @vimo_vip #otcmarkets #otcqx #nasdaq https://t.co/GEpssBLJyV
— iQSTEL Inc. (OTCQX: IQST) (@IQstel) March 3, 2022
Dear Shareholders:
While the conflict in Ukraine is dominating headlines, iQSTEL remains on track to achieving its 2022 revenue and Nasdaq uplisting goals and we remain optimistic about the future. Let me share with you the cause for my optimism.
iQSTEL is in the business of providing connectivity and mobility. Connectivity and mobility are essential to the foundation of individual freedom. In light of world events, iQSTEL's business is more valuable than ever.
The global immigrant population is underserved by traditional telecommunications carriers. Today's immigrants, more than ever, need to be in touch with families and loved ones. Again, iQSTEL's voice and SMS services, built with the immigrant population in mind, are more valuable than ever.
Likewise, international remittances are more critical than ever for the immigrant population, as is the ability to top-up mobile service balances. Accordingly, iQSTEL's new Global Money One MAXMO fintech ecosystem is an even more timely product.
As world events drive up petroleum costs, the importance of affordable electric transportation is highlighted and iQSTEL's EVOSS EV Motorcycle rollout out could not be better timed.
Ultimately, the value iQSTEL's connectivity and mobility services are more clear than ever in light of world events.
Recently, I've had the opportunity to participate in the Mobile World Congress in Barcelona and check in on the latest technological trends for the near and long-term future. In reaction to my participation, I'm ever more confident in iQSTEL's position in the global market.
SMS communications remain a vital component of the global communications market and are expected to remain a vital component for some time to come. Trends for SMS communications call for an increase in "value and intelligence" to be integrated into the service. With more than 50% of iQSTEL's revenue coming from SMS services, I am confident we are on the right path.
Voice services remain important for critical communications and emotional connection. With more than 20 years of experience in voice communications, iQSTEL is well established to maintain a steady foothold in the voice market.
Fintech solutions are capturing more and more market share in the global financial services market. iQSTEL's MAXMO offering is an amazing product that I am confident will stand apart from other Fintech solutions. We are accelerating our global launch.
EV connectivity was also featured at the Mobile World Congress. As a telecommunications company entering the EV market, I assure you, our EV connectivity is among the best of the best. Our first connected EVOSS EV motorcycles are arriving in Miami today where we will be producing videos featuring our connected EV solution to support the expansion of our distribution network.
Lastly, let me present updates on three key business development fronts:
1) M&A Campaign: We are currently drafting two separate acquisition agreements. Final terms on both have been agreed to and we anticipate closing both acquisitions soon. We expect the revenue from both acquisitions to augment our organic 2022 Q2 revenues.
2) Nasdaq Uplisting: The next step in our uplisting path is to complete the 2021 audited financial report. In addition to technically supporting our Nasdaq application, I anticipate the publication of our 10k annual report to validate iQSTEL's, as of yet, unrecognized value. In so doing, I remain optimistic that iQSTEL's share price will organically rise to meet the Nasdaq listing requirement and support our uplisting within the first half of 2022.
3) $1 Billion Objective: On behalf of all iQSTEL Management and all members of the Independent Board of Directors, I know our Nasdaq uplisiting is an important milestone. However, I want to keep this milestone in perspective as one small part of iQSTEL's overall objective of reaching and surpassing a $1 Billion valuation.
Thanks for your support. Please know that management and the Independent Board of
Directors remain committed to working every single day to achieve our business and
corporate objectives.
Leandro Iglesias
iQSTEL Inc. (OTCQX: IQST) (www.iQSTEL.com) is a US-based publicly-listed company holding an Independent Board of Directors and Independent Audit Committee offering leading-edge services through its two business divisions and each of them with independent brands. The B2B division, Brand IQSTelecom offering Telecommunications, Internet of Things, Technology and Blockchain platforms services, the target market for the B2B division is Global Markets. The B2C division, Brand EVOSS offering EV Electric Motorcycles, Fintech Ecosystem, the target market for this business division is Latin America, and the Spanish speakers in the USA. The company has presence in 15 countries, and its products and services are used in several industries as Telecommunications, Electric Vehicle (EV), Financial Services, Chemical and Liquid Fuel Distribution Industries. IQSTEL announced on February 17th 2021 that it became a Debt Free Company and is now completely debt free with no Convertible Notes, Warrants, Promissory Notes or Settlement Agreements from its Balance Sheet.
Safe Harbor Statement: Statements in this news release may be "forward-looking statements". Forward-looking statements include, but are not limited to, statements that express our intentions, beliefs, expectations, strategies, predictions or any other statements relating to our future activities or other future events or conditions. These statements are based on current expectations, estimates and projections about our business based, in part, on assumptions made by management. These statements are not guarantees of future performance and involve risks, uncertainties and assumptions that are difficult to predict. Therefore, actual outcomes and results may, and are likely to, differ materially from what is expressed or forecasted in forward-looking statements due to numerous factors. Any forward-looking statements speak only as of the date of this news release and iQSTEL Inc. undertakes no obligation to update any forward-looking statement to reflect events or circumstances after the date of this news release. This press release does not constitute a public offer of any securities for sale. Any securities offered privately will not be or have not been registered under the Act and may not be offered or sold in the United States absent registration or an applicable exemption from registration requirements.
iQSTEL Inc.
IR US Phone: 646-740-0907, IR Email: investors@iqstel.com
Source: iQSTEL Inc. and its subsidiaries: www.iqstel.com


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Statistics on Interest Rates applied by Monetary Financial Institutions
The Central Bank of Cyprus has today released the statistics on interest rates applied by monetary financial institutions in Cyprus on deposits and loans in euro, as well as data regarding volumes (amounts) of new euro denominated loans for the reference month of October 2019. These statistics are included in the November 2019 edition of Monetary and Financial Statistics.
The main developments in interest rates on new deposit and loan contracts, including contracts which were renegotiated, are summarized as follows:
The interest rate on deposits from households with an agreed maturity of up to one year registered a decrease to 0,12%, compared with 0,16% in the previous month.
The corresponding interest rate on deposits from non-financial corporations rose to 0,31%, compared with 0,13% in the previous month.
The interest rate on consumer credit increased to 3,03%, compared with 2,80% in the previous month.
The interest rate on loans for house purchase fell to 2,08%, compared with 2,13% in the previous month.
The interest rate on loans to non-financial corporations for amounts up to €1 million recorded a decline to 3,08%, compared with 3,37% in the previous month. The interest rate on loans to non-financial corporations for amounts over €1 million fell to 3,01%, compared with 3,37% in the previous month.
Amounts of new loans
Total new loans recorded a decrease to €262,6 million in October 2019, compared with €404,2 million in the previous month. The main categories of new loans are analysed below:
New loans for consumption decreased to €15,7 million, compared with €16,7 million in the previous month.
New loans for house purchase rose marginally to €77,9 million, compared with €77,8 million in the previous month.
New loans to non-financial corporations for amounts up to €1 million increased to €35,1 million, compared with €34,9 million in the previous month.
New loans to non-financial corporations for amounts over €1 million registered a decline to €117,8 million, compared with €260,4 million in the previous month.


Points of Jew is a "group" blog - an uberblog covering Jewish issues and politics with a focus looking at these areas from a UK perspective. Points of Jew is here to provide a way for Jewish voices to be heard, both inside our own community as well as outside of it. Points of Jew aims to provide the perspective, views and insight you don't see in existing Jewish media.


Howdy Geeks! Quick round up of our 3 favorite home bartending sites for craft cocktail fans. Not all of these sites are focused on home bartenders (some are more industry focused) but they're all high quality and inspirational locations on the web for boozy trends, tips and cocktail recipes.
Liquor.com – The mother-lode of cocktail recipe sites. Includes the fun blogger area DrinkWire which sometimes features our posts!
ShakeStir – website and mobile app focused primarily on bartenders, in addition to bartender competitions, job postings and industry news, it also has a fab cocktail recipe section. Small caveat, you have to register to view most of the content, but don't worry it's free!
Imbibe Magazine – the online version of the very well done Imbibe Magazine. Loads of recipes, blog posts and other liquid culture news.
a friend and I are making traditional South African Biltong (a type of dried beef made with vinegar and spices) and are looking to pair with a cocktail.
Any cocktail nerds out there have any ideas on a drink that would pair nicely with it ?
Oh… that's a good challenge. I've never had Biltong myself, but after doing some reading around online, I found lots of suggestions for pairing Biltong with red wine or brandy.
Or maybe something more spicy that holds its own against the beef – like a bloody mary?
Let us know what you come up with!!


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Brad Guettel
Name: Brad Guettel
Date of birth: 10-24-1978
High school/Hometown: Mukwonago
College/University: Carroll College (now University)
Track events: Long Jump, 55M, 100M, 200M and sprint relays
Personal bests: Long Jump = 22'10"...55M = 6.59...100M = 10.91...200M = 22.03...4x200 Indoor Relay = 1:28.6 and 4x100 Relay = 41.34
Most memorable athletic achievement: At Carroll I was voted Two-Time All American Football Player as a return specialist 2000 and 2001 and qualified for track nationals 3 times 1999, 2000 and 2001
Hobbies/Interests: My love for family, my wife Gina and two girls Julia and Lyla, coaching track at Carroll University, working out and when relaxing watching a couple of reality TV shows.
Favorite Quote: "To give anything less than your best is to sacrifice the Gift." - Steve "Pre"fontaine


The free trade agreement between Australia and the European Union holds the promise to deliver strengthened political collaboration and increase economic integration. In essence, it aims to facilitate market access for firms and reduce business costs.
The political agenda is to promote, inter alia, economic collaboration, prosperity and welfare. Free trade agreement (FTA) motivations include also the advancement of peace and geopolitical stability, as well as the rent-seeking behaviours of governments and firms. Sometimes, FTAs may be underpinned by non-economic reasons in that preferential market access may be traded for political support when advancing a global agenda.
To an important extent, as any other government in FTAs, the Australian government's efficiency to make an FTA function depends on stakeholder engagement, buy-in and action. In other words, if an FTA provides provisions that firms do not access, because they may be irrelevant provisions or require significant additional resourcing, the FTA has little to no impact from a business perspective. Conversely, uptake from business will foster bilateral relations on more levels than just economics. The EU in itself is a case study of how such FTA agreements shape political, social and cultural engagement of a varying nature.
The EU has been Australia's largest trading partner for the fifteenth year in a row. The Australian Bureau of Statistics reports that the EU represented 21 per cent or AU$29.9 billion of Australia's total services trade in 2015, a 9 per cent increase compared to 2014 figures. This sets a positive basis for the forthcoming FTA. There are calls for increasing attention by the Department of Foreign Affairs and Trade to 'embrace a genuine and effective notion of economic diplomacy', and recognition of its crucial importance within Australia's global trade and investment agenda.
Australian exports of goods and services are thriving. Because Australia's economy is changing from resource- and-manufacture-intensive to a knowledge economy, increasingly, trade in intermediate goods and services is also considered relevant for future-orientated FTA negotiations. This type of trade is not represented in traditional trade data, yet it shapes Australia's participation in the global value chain that surpassed exports in final goods and services. It has done so over the past 20 years, and competition for GVC participation is intensifying on regional and global levels. Inevitably, there will be winners and losers with the cross-border GVC competition.
Australia needs to ascertain its firms' role in providing significant value to regional and global trade, so as to remain competitive. This has only recently been considered on the policy agenda, noted by the Department of Foreign Affairs and Trade primarily in the context of the Trans-Pacific Partnership preparations. It needs to be on the political agenda in the long term and adjusted to the sectors that are most pertinent to making the bilateral relationship progress.
A new era of uncertainty, illustrated by the exit of the UK from the EU and relatively less predictable governments in the USA and several EU countries, coincides with the preparation of these FTA negotiations, and influences them. Also, the media and parts of the general public question the benefit of globalisation. Yet, in the quest for certainty, negotiations and implementations of FTAs have boomed over the past and current decade.
The positive and negative impacts of trade arrangements made under free trade principles encompass political, economic and social costs and benefits. Often-cited concerns comprise socially challenging issues including patents, pharmaceuticals and specific policies. Political decision-makers negotiate the balance between national and bilateral economic, political and social interests, and determine, for example, tariff reductions and eliminations that may alter the competitive environment, and those based on World Trade Organization levels. Business engages, whether as individual companies, confederations or sector-level associations. If under-represented, this may become a barrier to prompt and effective negotiations. The importance of trade and investment derives from its significant potential in boosting further regional development in an interconnected, increasingly knowledge-driven global economy.
In the case at hand, a strong institutional proximity exists between the partners' economies. Similarities across institutional frameworks at the macro level allow firms to adapt activities to the institutional environment that they are embedded or hosted in. This provides the potential to shape institutional (political) change across their home and host countries, through lobbying for trade integration or harmonisation.
The EU's Brexit context and other current geopolitical trends have caused several months of delay in the start of negotiations, and raised questions over the relevance and timeliness of Australia–EU versus Australia–UK. Interested business sectors are hence instrumental in supporting the momentum for Australia–EU negotiations, or both.
Given the nature of FTAs and their impact on international market access, firms in various sectors are interested parties in FTA negotiations. The long-term political agenda of FTAs, and how they create, adjust and limit markets, is contingent on business buy-in and action —that is, the access of FTAs in cross-border trade and investment. For business, FTA conditions may precede or foster sales, investments, geopolitical stability and economic growth, and create trade and investment. However, they can also lead to trade diversion and inertia when provisions are inadequately aligned with business needs and the economic outlook of the respective economy. Business sectors will be, through consultation and advocacy, hoping to have their interests considered. However, they will have a voice but not a vote in the making of the FTA.
Services deserve to be paid particular attention by Australian negotiators. Even more so, GVC participation in goods and services requires consideration. Services account for 19.7 per cent of Australia's total trade in goods and services. Educational services (especially higher education), together with tourism, count amongst the most dominant service industries in Australia. Given the slowdown of commodities trade and the vanishing manufacturing capability, the education sector is expected to become even more crucial to the prosperity of a modern Australian knowledge economy. The rapid growth of tertiary education is a feature of developed societies of per-capita incomes exceeding US$10,000 (AUD$ 13,500), and below that also for emerging countries. Worldwide, the Gross Tertiary Enrolment Ratio is now increasing at 1 per cent a year. Competition is both global and regional. The facilitation of bilateral market access conditions can leverage the competitiveness of sectors that the economy relies on for its future, under the conditions and rationale outlined.
Moreover, regional trade agreements take the shape of bilateral FTAs when countries aspire to reach free trade through bilateral or multilateral negotiations, when outsiders also gain with the formation of FTAs. When FTAs result in trade creation, the benefits are shared beyond the FTAs' borders. This is specifically driven by GVC ambitions and the nature of GVCs. The contemporary fragmentation of international trade, whether in goods or services, accentuates the advantage that economies can obtain from trade liberalisation through trade creation. The well-defined Australian business case for this FTA is crucial for economics to serve foreign policy ambitions. It remains in the hands of the government to deliver accordingly.
The business case must stand for comprehensive strategic FTA conclusions on intermediate and finished goods and services provisions, and the ensuing economic and social responsibility in a world in which even FTA negotiations have become a matter of competition between nations.
Gabriele Suder is Professorial Fellow at the University of Melbourne Faculty of Business & Economics and Melbourne Business School.
This article is an edited extract of her journal article titled "The business case for a free trade agreement between the European Union and Australia" published in Volume 72, Issue 3 of the Australian Journal of International Affairs.


Other numbers include 130, for the number of special-edition S65s that Mercedes-Benz will build, 20 inches of wheel diameter per corner, 300kph in the kinds of places you're allowed to, and zero, for the number of effs given with its black-and-bronze color scheme. One number we don't have is the price, but we can say that a 'standard' S65 costs more than £180,000 (about P12.4 million), so you can safely assume this one won't come in any cheaper.
Rather troublingly, it's named the 'Final Edition,' which, unfortunately, means it is the last time you'll see a V12 powering an S-Class.
To send it off with some proper pomp, Merc has loaded up its flagship with every last one of its toys—up to and including temperature-controlled cupholders—and made sure to include the full first-class-flight aesthetic, with a pair of super-reclining rear seats and a 'business console' taking up the entire second row, in case the smoothness of the V12 is more attractive than its colossal power.
Why do we make such a song and dance about V12 engines in the first place? Well, without over-egging things by about six omelettes' worth, it's because the V12 is basically the perfect engine. Most engine configurations tend to require balancers and/or counterweights to ensure the engine doesn't shake itself to bits, but straight-sixes and V12s are inherently balanced. And having two banks of straight-sixes mean even more overlap of power strokes, resulting in unparalleled smoothness. V12s are, however, complex and expensive and less efficient than engine configurations with fewer cylinders, due to complex things involving frictional and thermal efficiency. So, you can see why top-end S-Classes have used V12 engines for so long, but also why this S65 is the last to use the vaunted engine configuration.
It does hurt to lose engineering exemplars like teutonically precise V12s, much like it hurt to lose technological vanguards like the Concorde. The comparison is all too easy to make: Both the V12 and the supersonic passenger jet are examples of what humanity can achieve when we're focused on the very best for ourselves without really considering much else. The harsh reality is that neither are anything approaching okay in the current political or, y'know, actual environment. And Merc's straight-sixes are now about as smooth as Sade played through silk speakers.
So, our questions are these: Is the time of the V12 just about up for all but the most hyperactive of hypercars, and how much should we miss it when it's gone?


Did CFSAC's 'High Priority List' Illegally Bypass Public Input?
Jennifer Spotila prompted Public Citizen to write to Acting General Counsel William Schulz of the HHS, asking that CFSAC be compelled to act in accordance with its own charter and with the Federal Advisory Committee Act.
The CFS Advisory Committee has made many recommendations to the Secretary for Health and Human Services in the past. But in January 2013, the ME/CFS community got an unpleasant surprise. The CFSAC had posted the document High Priority Recommendations from CFSAC on their public website.
The surprise? The document was dated January 2012, and listed only seven of 58 recommendations.
CFSAC subcommittees had sent recommendations to HHS officials without opening the matter up to public debate and without getting the entire committee's approval, in violation of the CFSAC's charter and of the Federal Advisory Committee Act.
Subcommittees of the CFSAC privately met to compile a list of recommendations for the secretary without input from the full committee, and without any opportunity for public input. The list of recommendations was discussed by Dr. Nancy Lee, the Designated Federal Officer for CFSAC, and Assistant Secretary for Health Dr. Howard Koh.
One of the key goals of the Federal Advisory Committe Act is to facilitate public oversight of advisory committees. Since the public in general, and the ME/CFS community in particular, were deprived of our right to be involved in the advisory committee process, we've also lost our opportunity to have any impact on federal policy. If we can't have input through the CFSAC, do we have it anywhere?
Jennifer Spotila contacted Public Citizen, a non-profit organization intent on providing a voice for the people in Washington D.C. This organization has brought litigation under the Federal Advisory Committee Act in the past. Public Citizen's Health Research Group advocates for drug and medical device safety, and other health care issues.
A letter for Spotila was sent to Acting General Counsel William Schulz of the Department of Health and Human Services by Public Citizen. Michael A. Carome, M.D., of Public Citizen's Health Research Group, wrote to Schulz asking that CFSAC be compelled to act in accordance with its own charter and with the FACA. Carome asked that the document from January 2012 be sent back to the full committee, open to public scrutiny, to be reviewed appropriately.
How has this puzzling situation with the CFSAC come about?
During a November 2011 meeting of the CFSAC, Dr. Gailen Marshall, Jr., had suggested that rather than listing all recommendations (58 of them at that time), they should whittle the list down to two or three recommendations. This supposedly was intended to keep the main points from being lost. In a meeting the next day, Dr. Lee expressed agreement with this suggestion.
Minutes of the meeting do not report on how the process was to be carried out. Lee emailed Spotila on January 24, 2013 saying, "CFSAC members worked via the subcommittees to identify the top priority recommendations which are now on the website." Lee did not shed any light as to how the process unfolded, or when it was done.
Recommended in November 2011, and answered in Dr. Koh's letter of August 3, 2012, the mechanics for transmittal of recommendations and responses were explained.
Recommendations on the code classification of CFS were made six times between September 2004 and June 2012. The wording is from November 2011. Dr. Koh's August 3, 2012 letter noted that rolling out the ICD-10-CM will be delayed, but offers no response to the CFSAC's recommendation.
Recommended frequently by the CFSAC, "Centers of Excellence" was mentioned seven times between September 2004 and November 2011. The specific recommendation was made in November 2011 and partially addressed in Dr. Koh's August 3, 2012 letter. He described the Ad Hoc Working Group but made no mention of the Centers of Excellence concept.
It was recommended that CFSAC increase research funding for ME/CFS through NIH or CDC. This was brought up at 10 meetings between September 2004 and October 2012. In the High Priority document, the recommendation was modified and rolled in with two others.
This was recommended in October 2010, but as yet no HHS-wide decision has been made. No progress has been reported, though the NIH and FDA have partially adopted the term.
Recommendations on pediatric issues were brought up at six different meetings from September 2004 to June 2012. The specific wording dated from October 2008. Recommendations included creating pediatric management guidelines and research into the diagnosis, epidemiology and treatment of pediatric CFS.
Recommendations on public awareness and public education campaigns were discussed seven times from September 2004 to October 2009. A recommendation from September 2004 and August 2005 went into the document. The fact that this recommendation was marked as "complete" by HHS after the CDC's public awareness campaign of 2006 begs the question, what was the point of all the subsequent meetings?
Since the High Priority document seems to have been assembled early in 2012, any and all recommendations from meetings later in the year, in June and in October, would have been excluded. What was left out?
Among other things, the CDC Toolkit, the IACFS/ME Primer, and recommendations involving educating educators and school nurses were dropped.
Recommendations for a standing review committee at NIH, funding for research of cluster outbreaks, and bringing together ME/CFS experts to work on the case definition all disappeared.
Recommendations concerning epidemiology of patients who are extremely ill, and concerning biomarker discovery, were dismissed. Provider education was also discarded.
Despite the fact that the CFSAC has focused often on the need for education of health care providers, this area was reduced to barely a mention in the "Centers of Excellence" recommendation.
While the document was finalized in January 2012, through the rest of 2012 until January 2013, it was never referenced or discussed in public by anyone on the CFSAC.
I don't mind telling you that reading up on this situation made my head hurt. Whatever the intentions of the perpetrators, documents have been dispatched in a way that is fast and loose, and it is our lives they are playing fast and loose with.
Committee members were not consulted. Sentences were dropped from records. Meanings have been changed, apparently without a plan in mind. Is the purpose simply to squash the amount of time and attention ME/CFS must be given by the government? Does the meaning no longer matter so long as we don't take up too much space?
I've lived with ME/CFS for two decades. I have seen, first-, second- and third-hand, plenty of slights, insults and injury over those years. I have come to see a side of life that my years of being healthy in no way prepared me for.
This is not the first time I have been disappointed and made more cynical by the (non)treatment we with ME/CFS have received. But seeing this come from "our" advisory committee adds a little extra sting, and knocks what remained of my former naivete and trust a little further off their pins.
Spotila has a wait-and-see attitude as to whether or not Schulz will act in accordance to these requests. As of February 18, 2013 there had been no response from him. The High Priority document did at least come down from the website since the letter was sent.
Spotila expressed her thanks to Public Citizen for their quick, decisive action. She appreciated the fact that, unlike the non-responses we with ME/CFS so often encounter from the rest of the world, Public Citizen recognized the importance of this issue, and understood that correcting this infraction would be in the public interest.
Such deviations should not be tolerated, where advisory committees are allowed to keep the public in the dark, rendered helpless to influence change in public policy.
Spotila encourages everyone who is concerned about this matter to share her blog post and give it as much exposure as possible, e.g. through Twitter, Facebook and other social media. She suggests that people blog about the letter from Public Citizen, and light up the issue in support groups and other contacts.
Keeping everyone informed is vital. Our voices need to be heard.
I'm distressed that you would go to Public Citizen. That organization chose to oppose Ampligen's approval at the FDA Advisory Committee meeting with no regard for the ME/CFS patients Ampligen has helped or could help, even after hearing moving testimony of patients on the drug. Public Citizen has no understanding of the illness, is not motivated to support patients, and put itself in the way of the first medication for ME/CFS, and as a result, all subsequent medications, for their own self-interest, not ours. ME/CFS patients should stay far away from them.
Very frustrating and annoying behavior from CFSAC. Thank you for writing this very informative article about it, Jody.
The first step for any reaction is true knowledge of the problem. Thank you for bringing this issue to light. This sounds like a grave situation that needs to be remedied.
Glad to do it, Valentijn.
I had to read it a few times myself to get a handle on it. Jennifer Spotila helped me out with that. I appreciate all she's written on this to make our community -- and hopefully others -- aware of what's been going on. And I appreciate the time she spent with me helping me put things together.
I respect the concerns of others here, but this doesn't currently upset me. I assume that someone involved with the CFSAC is familiar with the government organizations they're working with, and what they will and won't realistically pay attention to. It's like when I go to the doctor. I have learned very clearly that if I go with one symptom that is bothering me most, it might get investigated or treated. A list of 58 symptoms won't even all get read, and nothing gets actually checked out. The hope is that once that one symptom is dealt with, other symptoms will be next on the list. And I know going into it that certain symptoms are more likely to get sincere attention, while others would just get a sideways look and be brushed off.
There's just no way that 58 things can all actually be "highest priority" and be worked towards in any meaningful and directed way. And I trust that the ones chosen were ones that were both key for future progress and likely to be attainable goals.
I can see where there might be disagreements about exactly which items were highest priority, but I hope that people are also able to focus on the good that's being done here. If any of those things happened, it would be a great step for us. This is not a key problem for me, and in my mind we've got a ton of key things that really do need our efforts.
I think sometimes we get used to be treated very unfairly by doctors, relatives, and the public. We feel like we are often not listened to, and are frequently put on the back burner. That can put us on guard a bit. I would want to give as much support and encouragement as possible to people who are working on our behalf, in meaningful directions, and towards goals that are helpful to us. We want them to continue that, and need their good will and support. Working with ME is not an easy job, and doctors who champion our cause can face a lot of adversity and lack of understanding from their colleagues. Feeling like we are supportive and grateful for their efforts can help to offset some of that and keep other young doctors entering the field. So if they're going in a mostly good direction, I'm inclined to send them a thank you note.
Sparrow, I actually agree with what you say. The idea of creating a short High Priority List is an excellent one, and the CFSAC should pursue it. My concern, and the reason I acted as I did, is that the Committee abide by the rules and regulations as it does its work. If a pattern is established whereby the Committee does substantive work behind closed doors and never brings it to the public sessions, then that will ultimately hurt us. When I discovered what had happened here, I acted with the hope that the pattern would not be repeated.
I also want to be clear that there is no evidence of malice here. I don't believe that the CFSAC or HHS is out to get us. It seems far more likely that someone dropped the ball on the rules, and now they need to clean it up. As long as it gets fixed, no lasting harm has been done.
I respectfully disagree, Courtney. I understand your concern about the Public Citizen testimony at the Ampligen hearing. But my interactions with the staff have been 100% respectful and they have been completely responsive to my concerns. Personally, I won't shun an organization because of one statement at one meeting.
The Public Citizen also asked to have Crestor removed from the FDA drug approval list as it can cause kidney damage.
I took it not knowing about the kidney damage, as the side effects listed do not state that.
They state "CRESTOR is not right for everyone. Do not take CRESTOR if you are nursing, pregnant or may become pregnant; have liver problems; or have had an allergic reaction to CRESTOR" and "Your doctor should do blood tests to check your liver before starting treatment with CRESTOR and if you have symptoms of liver problems while taking CRESTOR"
To date, Crestor has not been removed from the FDA approval listing even due to the clinical trials that had cited worse effects than Ampligen and there are other drugs on the market for the same condition as Crestor.
"In opposing the drug's approval at a July 9, 2003 FDA advisory committee meeting, we pointed to two cases of kidney failure and one case of kidney insufficiency in clinical trials prior to approval in which patients had also experienced both protein and blood in the urine. There were also a large number of patients who had blood and/or protein in their urine but had not suffered from kidney failure. In addition to this kidney toxicity, unique among all of the statin drugs, rosuvastatin is the only one of these drugs in which any cases of the life-threatening muscle destruction known as rhabdomyolysis was found to occur prior to approval. Even cerivastatin (Baycol), which was ultimately banned after at least 31 cases of fatal rhabdomyolysis, had not caused a single case of this adverse reaction prior to approval. In contrast, there were seven cases of rhabdomyolysis in patients receiving rosuvastatin before its approval. Although all were receiving a dose (80 milligrams) that was not approved, a small patient getting even the 40 milligram dose might be receiving the same amount of drug per pound of body weight and we were concerned that cases would occur at this 40 milligram dose or even lower doses. We stated that it was likely, if not certain, that if it were approved, rosuvastatin would have to be banned because of post-marketing cases of rhabdomyolysis and kidney failure that would inevitably occur."
So, the Public Citizen is not there just to make sure a drug doesn't get FDA approval, but that the processes for all government actions are followed.
It also seems ironic to me that Crestor, with clinical trials that were worse than those identified in the safety concerns for Ampligen, is on the FDA approved list and where there are other drugs that could be used. But Ampligen couldn't make the FDA approved list where there are no other drugs that are being offered for ME/CFS.
I'm in support of the CFSAC being responsible to follow the rules as they should be doing but also am even more concerned about how the FDA is choosing the drugs it is adding to the approved lists.
Why is Crestor approved when there are other "cholesterol-lowering" drugs and Ampligen not approved when the clinical trials showed less safety issues and there are no other drugs on the market now or in the near future for ME/CFS?
Has anyone discovered why Galien Marshall, Jr., was seated as the Chairman of the CFSAC and not Steven Krafchick as was designated when Christopher Snell ended his term of service from the Board in November of 2011?
It seemed to me that on June 1, 2012 I was as stunned as Mr. Krafchick when Dr. Marshall was surprisingly leading the Committee? Was this change also the result of a closed-door decision that somehow resulted in the name switch of the Committee Chairman Recommendation from Steve to Galien? Somewhere this should all be documented in the Final Meeting Report as to why the change?
Steven Krafchick was to be the preferred name submitted in the recommendation as the current Chair of CFSAC; Galien Marshall was to take leadership only of the "Research Committee". As Galien Marshall speaks, he refers to Sec. Sibelius as Sec. Sullivan, and implies knowing Sec. Sibelius on a first name basis, but could not master her formal name/title. Therefore, it is interesting that Dr. Marshall is the Chair at this time rather than the person the Committee Voted to recommend for Confirmation. Dr. Snell stated that the Committee Member's Secret Ballot votes were "fairly counted" with the choice selection.
Molly, this is really murky. You are correct that Mr. Krafchick was informally elected as the new chair by the committee when Dr. Snell retired. However, the Committee Chairman is selected by HHS, not by the committee. The informal election was a statement of the Committee's opinion, but was never binding on HHS. I do not know how Dr. Marshall was selected specifically, or whether the Committee's preference was considered, but I don't have any indication that there was a violation of procedure.
Sparrow, I agree with many of your thoughts here, but from a slightly different perspective. When you are trusting of any Organization, Government or otherwise, you become vulnerable to what they want you to know.
For example, you state you are content having 1 out of your 58 major symptom resolved by your physician at an office visit. Chronic Patients only get seen every 3 months unless something else Acute surfaces. That means it will take 14.5 years to resolve the last of your priority symptoms. If that is how we expect the Government Agency assigned to be our Representative at the big table, it is no wonder after 30 years, we have no acknowledgement, no tests, no realistic name identifier, no medications, no funding. If we are trustingly passive, we receive exploitation and seriously denied Patient Rights. We must be persistent to get the most quality of life we can muster when we are so vulnerable with this serious of a pathology within our bodies.
My point is simply that the dialog that we see and hear during these hearings are not carried through in respect of the members who make recommendations on our behalf. There is a lot of work for all of the people setting around that table. It would be a kind gesture if the members earnestly voted for one person to Chair this Committee and something that simple would be acknowledge by the Secretary. I am not suggesting foul play, I am suggesting that if this is an example of a decision that was made and we have no explanation of what made the difference to Sec. Sibelius, then it stands to reason we have no rights to know why the Committee Members Recommendations never get past 5:00.
How many more years will it take to get the Secretary to honor our demise, and become progressive on our behalf? Is the problem too many recommendations; or, is the problem how Government works on the surface when the public is present, is not the same as what we trust will be followed through to help us? Why all the time and money year after year, if the recommendations are not taken seriously? It confuses me, why one group of people are selected to suffer, when so many people are working diligently to bring hope. I would like to believe that these CFSAC Representatives are acknowledged as chosen professionals who are making wise recommendations which are respected enough for the Secretary to accept on occasion. I am working on 7 years of misery, and I really don't want to be counted as having a 30 year wait for proper care as so many valuable other people who suffer with this disease have had to do. It is not right. It simply appears that what we are seeing or hearing at the meetings are not important enough to respect the votes of the members. It is all murky as you have aptly discovered. Yet, the investigation was sparked only by you contacting Public Citizen and their advocacy for us.
Where should of she put in this complaint then??? Not complaining at all is a far worst thing to do and wont help things.
A big thanks to Jennifer Spotila for makiing all this public and Jody for putting this info all together for us.
I believe there was supposed to be a decision made regarding the ICD CM criteria for CFS in January.
Could not have done it without Jennie Spotila.
I completely agree with being persistent and active in seeking the rights we deserve, and that the progress so far has been very poor. I just don't see this incident as evidence of the CFSAC not bothering with us, not working for our benefit, or exploiting us. I see them trying to help, and the seven items they've chosen make sense and are not at odds with our goals. I'm not advocating us being passive. I just don't personally see this particular case as a place where I would focus my energy when there are so many other areas where people aren't currently trying to help and need our persistence to inspire change. Obviously others feel strongly about this particular oversight, and that's fair too.
I wouldn't expect to wait 14.5 years to get those symptoms treated. But I might have more success starting with one or two and getting the ball rolling. If we can get people on board with helping us, every successive step should be much easier than the last. New territory is always more difficult, and people will always be more resistant to the first few changes.
Obviously it would be wonderful to have all 58 items resolved immediately. And that is what would be fair and deserved. But no matter how loud or active we were, I think that's unlikely to happen. Alternately, seven items with enough force behind them might be possible. And might pave the way for the next seven, and fifteen after that, and thirty others. As much as dramatic sweeping changes might be warranted, I would rather choose something likely to happen than pick an immediate goal so high that people will ignore the request completely. A bit of politics, diplomacy, and knowledge of human nature can only help us in actually getting as much of what we're after as possible.
I honestly don't want to argue this, though. I'm sure we've all got plenty of other things to spend our energy on.
Out of those 7 things choosen on that high Priority list.. interestingly two of the items Im actually completely against!! as I think if introduced will work "against" what those who have ME need to be happening.
I personally think that completely screws things up for those of us who want ME and CFS to be seen as completely separate things. We have an international consensus ME defination now.. so is lumping the names ME and CFS together the way forward.. doesnt this just confuse between ME and CFS even more? These illnesses need to be seen as separate not lumped. (and lumping them together hasnt helped in the other countries eg Australia who have done that and have been doing that for years but cause its ME/CFS.,. doctors still use the term CFS).
So by this recommendation if implimented will do NOTHING at all for any community... and screw things up for the ME people.
Where's anything in the recommendations which would help instead to separate ME and CFS and the various subgroups which most agree need to be separated as its a well known fact lack of separating the "CFS" subgroups is screwing up research etc.
This is another thing which will help lump ME and CFS together even more and how will that help people.. once again.. it wont!!
One would of thought that "priority recommendations" would be ones which could actually bring some very good changes to this community.
I know that many others who fit ME criteria and have ME would be feeling the same way about this lumping together thing. Irronic that almost a third of the recommendations made.. as a ME person Im completely against. (maybe the community should of been consulted more and things which arent splittling community views should of been focused on instead (if they were only going to focus on a few things).
and things like "fund more research" is no good as a simple recommendation unless the research is being done well.. eg research on the various subgroups of ME/CFS. Fund more research may well just mean put more money into psych CFS studies. I think the priority recommendations need to be far more specific or they will backfire. They will be achieved but with our actual real needs actually going unmet.
"Fund more research" what does this really mean too? To achieve that goal even funding a couple of thousand dollars more then previously is funding more research (Is this just an exercise is creating a goal which can be easily achieved so will just look good when it is said the goal is met?? but with the government not really doing much more at all? ). They should be calling upon Funding for this illness in a "fair way" compared to similar diabiliting illnesses affecting a similar amount of people and the funding they get. Be more specific about goals and what the high priorities are.
Things like "Public Awareness Campaign" can backfire too.. as often very bad educational ME/CFS advice is put out there. No good putting a ton of money into an education campaign when its just pushing bad info on the illness.


text:
Communities Act Against Crime
(NewsUSA) - Throughout America, individuals work to make their communities safer. Green Bay, Wisc., holds its McGruff Fest, an event centered around crime prevention. In Louisville, Ky., citizens started the Willow Creek Watch Project, a Neighborhood Watch. Many projects like these receive help from the National Crime Prevention Council's (NCPC) Celebrate Safe Communities initiative in partnership with the U.S. Department of Justice and the National Sheriffs' Association.
NCPC, America's premiere crime prevention agency, was formed in 1982. Originally, the organization helped citizens work with the police in creating safe neighborhoods. It used its beloved icon, McGruff the Crime Dog, to discuss personal and home safety issues, and now it is looking for the public's success stories.
While working with police remains important, the organization has broadened its scope over the last 30 years. Today, McGruff educates communities about everything from school safety to cyberbullying to identity theft. They reach out to parents, children, teens, law enforcement agencies and seniors, asking each citizen to act.
Communities have responded. In 2006, more than 1,400 police officers and community members were trained in bullying, identity theft, Internet safety and teen violence prevention. Among youth outreach organizations, law enforcement partnerships and community watch programs, the organization has given citizens the education and tools needed to "take a bite out of crime."
"NCPC has a vast array of resources that support the reduction of crime," says Ken Hughes, a police officer from Forest Park, Ohio. "These resources have been instrumental in developing our neighborhood Block Watch, identity theft prevention program and the reduction in burglaries and other categories of crime."
NCPC helps communities protect themselves. In Miami, Fla., an organization called Citizens' Crime Watch used the council's materials to reach 30,000 residents. In Madras, Ore., NCPC helped the local high school's Youth Outreach for Victim Assistance program craft its announcements and publications.
NCPC wants to know how its materials or programs have helped communities prevent crime. To share a crime prevention story, e-mail media@ncpc.org.
To prevent crime, communities need to work with local law enforcement.
Article Date: July 25, 2008


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City of Charlottetown's Events Development Officer Recipient of Canadian Sport Tourism Alliance Award
Posted on April 3, 2009 at 7:45 pm.
Charlottetown, PE – Mayor Clifford Lee announce today that the City of Charlottetown's Events Development Officer, Wayne Long, has been selected as the recipient of the Pacrim Hospitality Services Inc. Canadian Sport Tourism Alliance Industry Builder of the Year Award. Wayne was also a top-three finalist for the 2006 and 2007 Industry Builder Award.
The Canadian Sport Tourism Alliance (CSTA) Industry Builder Award recognizes the efforts of an individual who has significantly contributed to the continued development of sport tourism as a recognized and respected industry segment in Canada through policy development, programming, advocacy efforts and event attraction.
"Our city recognizes the valuable role sport serves in creating a balanced and economically stimulated community," said Mayor Lee. "Wayne has positioned Charlottetown over the years as a premier sport tourism destination and has forged many strong partnerships locally and nationally. He is highly regarded amongst sport and tourism groups as a leader, growing the market and bringing millions of new dollars in economic impact to our community."
Mayor Lee also stated, "The passion, commitment and leadership that Wayne brings to his position are to be commended. He has embodied leadership in the sport tourism industry since taking on the role of Events Development Officer, always striving to develop his knowledge and skills so he can share his expertise with others. He is truly passionate about ensuring that Charlottetown is front and center on the national scene and that our city is a viewed as a leading destination. It is important to recognize the accomplishments he has achieved and contribution to the sport tourism industry given the nature and size of our municipality."
Wayne is the lead on the SCORE sport tourism initiative, a partnership between the City of Charlottetown and Tourism Charlottetown. SCORE is a brand that has been quickly recognized and highly respected at the national level resulting in great event attraction success for Charlottetown.
Awards will be presented at the third annual CSTA PRESTIGE Awards (Program Recognizing Exceptional Sport Tourism Initiatives, Games & Events) during a gala luncheon, as a part of the CSTA Sport Events Congress at the Hilton Lac Lemay, in Gatineau, Quebec on April 16th. Recognized in six categories, these awards acknowledge those that have made outstanding contributions to the success of Canada's sport tourism industry.
The CSTA leverages its expertise and leadership as a catalyst to grow the $2.4 billion a year sport tourism industry in Canada, through the development of partnerships between sport events rights holders, host communities and other sport tourism stakeholders. Other activities of the CSTA include sharing best practices, measuring the economic impact of sport events and enhancing the profile of sport tourism, one of the fastest growing segments of the tourism industry in Canada.


Rose Hall Villas by Half Moon is a neighbourhood, known for the privacy afforded to guests of each villa, with access to resort experiences.
The villas are an excellent choice for families and groups. They are the ultimate retreat. Relax on the terrace and enjoy the views of the gardens or the Caribbean Sea. Take advantage of unlimited dips in your private pool and open up your villa to the passing sea breeze, and cool Jamaican evenings.
Rose Hall Villas is made up of self-catering accommodations, punctuated by the warm and detailed attention shown to guests by the staff. We cater to your needs – from that first cup of coffee to your nightcap. Allow us to plan memorable gatherings such as picnics, barbecues, and tours of our beautiful country.
Half Moon is just a short walk or golf cart ride away.
Half Moon is one of Jamaica's most iconic resort destinations. The AAA Four-Diamond property features 400 acres of manicured grounds, two miles of beachfront and award-winning amenities.
The resort's unique activities and offerings will make your getaways with friends, family vacations and multi-generational reunions that much more special.
Spread across 400 acres of grounds, the Half Moon gardens have been meticulously cared for over the past 60 years. Enjoy the lush planting and indigenous wildlife.
Children grow up here, seeing the same smiling faces every year. When those children become parents, they want their own kids to experience the magic of Rose Hall Villas and Half Moon.
With over two miles of beach front, the turquoise and blue Caribbean Sea gently rolls onto the golden sands of Half Moon's two private beaches.
Rose Hall Villas is a 10-minute drive from Montego Bay's Sangster International Airport, which offers daily flights from most gateway cities in North America as well as the UK and Europe.


text:
Greater White-fronted Goose Seasonal Range
Prenesting birds on the Y-K Delta concentrate on meltwater areas, slough banks, and river edges within 30 km of the Bering Sea (Campbell et al. 1990). Nests located in moderate to dense cover of grasses and sedges or dwarf shrubs (Mickelson 1975, Ely and Raveling 1984) in meltwater areas and lower edges of pingos (Campbell et al. 1990). More interior populations breed in alluvium lowlands on stream deltas, low sedge- cotton grass- moss meadows, tussock lowlands, tundra ponds with Carex aquatilis, Arctophila fulva emergent ecotone, taiga forests and bogs, raised polygon edges, hummocky ground, inland tributary stream edges, dwarf and occasionally tall- shrub tundra of birch and willow; and to a lesser extent , heath tundra, drier rock fields, eskers, hill slopes with Dryas spp., grasses and lichens (Tieszen 1978, Bird 1980, Chapin et al. 1992, R. Bromley unpubl. data).
Bird, B. J. 1980. The natural landscape of Canada, 2nd ed. John Wiley and Sons, Toronto, ON.
Chapin, F. S., R. L. Reynolds, J. F. Shaver, and G. R. Svoboda, eds. 1992. Arctic ecosystems in a changing climate: an ecophysiological perspective. Academic Press, San Diego, CA.
Ely, C. R. and D. G. Raveling. 1984. Breeding biology of pacific White-fronted Geese. J. Wildl. Manage. 48: 823-837.
Mickelson, P. G. 1975. Breeding biology of cackling geese and associated species on the Yukon- Kuskokwim Delta, Alaska. Wildl. Monogr. 45.
Tieszen, L. L. 1978. Vegetation and production ecology of an Alaskan arctic tundra. Ecological Studies, vol. 29. Springer-Verlag, New York.


text:
Q: Insert rows from a table for each row of another table I have 2 tables, first is the 'group' table:

Second is the 'subject' table:

So I want to create a table 'marks' and insert rows 'id, first_name, last_name' from 'group' into 'marks' and then insert 'subject.name' into 'marks' so that each row in 'marks' gets all the 'subject.name' rows from 'subject', like this:

...
I've tried something like this:
CREATE TABLE marks
SELECT id, first_name, last_name FROM our_group.group;

ALTER TABLE marks ADD subject_name varchar(255);

INSERT INTO marks (subject_name) select name from subject;

but it did not work out

redpajama_set_name: RedPajamaStackExchange


text:
Q: Cannot get an access to one of my user accounts I have two administrator and one guest user accounts on my computer. I have set password to one of my administrator accounts and forgot.
Can I get back access to that account trough the second administrator account, or how can I recover my password?

A: You can use passwd command:
sudo passwd username

you'll prompt for password enter it then you'll be prompt to enter new password for that user
sudo passwd test
[sudo] password for test:
Enter new UNIX password:
Retype new UNIX password:

man passwd
DESCRIPTION
       The passwd command changes passwords for user accounts. A normal user
       may only change the password for his/her own account, while the
       superuser may change the password for any account.  passwd also changes
       the account or associated password validity period.