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MyNewsCenterNavigator & SRU-Electronics, I'LL GET BACK TO YOU, Research & Practices: Advancing the Future of Risk: From History-Based Prediction to "Anticipation of Surprise"
Research & Practices:
Dr. Yogesh Malhotra: RESEARCH: Wall Street Quant: Big-3 Finance-IT Leader: Research Impact among Nobel Laureates: Princeton Quant Trading Presentations: Ventures: Honors: [AI, Algorithms & Machine Learning] [Computational Quant Finance & Trading] [CyberSecurity Risk Engineering] [Digital Transformation Pioneer] [FinTech: 'Rethinking Finance']: Research Impact Beyond 'Prediction' Future of Finance Beyond VaR Model Risk Management Future of Risk Cyber Risk SSRN Google Scholar Publications Projects Goldman Sachs JP Morgan Wall Street Hedge Funds Princeton Presentations Model Risk Arbitrage Cyber Finance Cyber Risk Insurance Quantum Crypto Bayesian vs. VaR Markov Chain Monte Carlo Wireless Mobile Trust Models VoIP Pen Testing Frameworks Bitcoin Cryptanalytics NFS Cryptanalytics Algorithms
There are many definitions of knowledge management. It has been described as "a systematic process for capturing and communicating knowledge people can use." Others have said it is "understanding what your knowledge assets are and how to profit from them." Or the flip side of that: "to obsolete what you know before others obsolete it." (Malhotra) "
- U.S. Department of Defense, Office of the Under Secretary of Defense (Comptroller)
"KM is obsoleting what you know before others obsolete it and profit by creating the challenges and opportunities others haven't even thought about -- Dr. Yogesh Malhotra, Inc. Technology"
- U.S. Defense Information Systems Agency Interoperability Directorate
"If you spend some time at [the digital research lab] founded by Dr. Malhotra you will be blessed by some of the world's most astute thinking on the nature of knowledge and its value."
- U.S. Army Knowledge Symposium, Theme: "Knowledge Dominance: Transforming the Army...from Tooth to Tail", Department of Defense, United States Army.
"We are observing diminishing credibility of information technologists. A key reason for this is an urgent need to understand how technologies, people and processes together combine to influence enterprise performance. Today's effective CIO doesn't deliver IT. He delivers business transformation services."
- Yogesh Malhotra, Journal of Knowledge Management, 2005
- United States Air Force Research Lab CIO Col. Tom Hamilton
in presentation to the Armed Forces Communications Electronics Association titled 'Enterprise IT Solutions Are Tough But They're Tougher If You're Stupid', July 21, 2005.
"Knowledge Management refers to the critical issues of organizational adaptation, survival and competence against discontinuous environmental change. Essentially it embodies organizational processes that seek synergistic combination of data and information processing capacity of information technologies, and the creative and innovative capacity of human beings." -- Yogesh Malhotra
- United States Department of Navy
"Dr. Yogesh Malhotra, PhD, drawing upon numerous sources, proposes several theories as to how IT can be used to drive the change of organizations. As environments become more turbulent, organizations must adapt at the same rate to maintain its advantage. Among his theories are that the turbulent environments (in this case, business, but can translate to the turbulent military conflict environment) drive organizations to use IT for empowering workers at all levels, increasing span of control, and increasing lateral communications."
- United States Marine Corps, Reorganization Of The Marine Air Command And Control System To Meet 21St Century Doctrine And Technology, Thesis, September 2001.
"The self-organizing capacity of dynamically adaptive systems is amazing. They tend to eliminate redundancy, minimize connections, and establish priorities--all without outside direction. When something is organized, we tend to believe that someone organized it, some outside influence. But that's not necessarily so. Self-organization is a process in which the organization of a system occurs spontaneously based on the action of its members, without this process being controlled by an external system. The richness of possible behavior increases rapidly with the number of interconnections and the level of feedback. (Malhotra) "
- U.S. Army War College Quarterly
"Dr. Malhotra argues in Business Process Redesign that reengineering is the notion of discontinuous thinking -- recognizing and breaking away from outdated rules and fundamental assumptions. He suggests that reengineering principles are organized around outcomes, and that people who use the output should perform the process. This links parallel activities instead of integrating results, and puts the decision point where the work is performed (Malhotra, 1996). Integrating the DPW processes further into the installation staff can achieve these outcomes. Seventy percent of Business Process Redesigns (BPR) fail because of business focus on cost-cutting and narrow technical approaches (Malhotra, 1996). The installation commanders should decide how DPWs could best serve the community. They should have the opportunity to focus on efficient output and not on restructuring to cut cost. Developing the Corps as the primary service provider narrows the commander's options and does not solve the problem, merely the symptoms. The ultimate success of BPR depends on the experience of people who execute it and how well they apply their creativity to redesigning the processes."
- U.S. Army Management Staff College
"These activities are often described as "knowledge management." See Knowledge Management, in the World Wide Web Virtual Library, edited by Yogesh Malhotra. (Accessed June 16, 1998)....The terms "marshalling" and "mobilization" are intended here to represent two major activities of knowledge management in U.S. national security decisionmaking. Although others may describe and classify basic knowledge-building activities differently, "knowledge management" has been accepted as an umbrella term. See. for example, TheWorld Wide Web Virtual Library on Knowledge Management, edited by Yogesh Malhotra, (Accessed June 16, 1998)..."
- U.S. Air Force Colonel Roc A. Myers, Colonel (s), Harvard University Air Force National Defense Fellow with the Program in 1997-98. Strategic Knowledgecraft: Operational Art for the Twenty-First Century, Roc A. Myers, Prepared while an Air Force National Defense Fellow with the Program in 1997-98 (September 2000).
"Seventy percent of BPR projects fail. Three primary obstacles inhibit the success of reengineering projects: Lack of sustained management commitment and leadership -- It is critical that senior leadership not only support BPR but also be a vocal advocate. Unrealistic scope and expectations -- It is important to manage expectations. BPR is not a panacea that will cure all ills. Resistance to change -- The world is changing all the time and the pace of change continues to accelerate. It will continue to change whether we participate or not. We must change with it or be left behind. AIT provides AIS program managers the opportunity to completely reexamine and reengineer their entire business process, because it offers capabilities not previously available in terms of timeliness and accuracy of data capture. During the operational prototype, the Air Force provided an excellent example of a reengineered business process as a result of AIT. The Supply Asset Tracking System (SATS) is a front-end server that integrates AIT with the supply AIS, the Standard Base Supply System (SBSS). SATS uses linear bar codes for tracking and inventory purposes and smart cards for personal identification to verify receipt and establish personal accountability of property. (Malhotra) "
- U.S. Department of Defense Logistics Implementation Plan
"Knowledge Management caters to the critical issues of organisational adaption, survival and competence in the face of increasingly discontinuous environmental change ... Essentially, it embodies organisational process that seek synergistic combination of data and information processing capacity of information technologies and the creative and innovative capacity of human beings." - Yogesh Malhotra
- Royal Australian Air Force (RAAF) AIRCDRE John Blackburn, Director General Policy and Planning - Air Force (DGPP-AF), Royal Australian Air Force (RAAF), in Air Power Conference 2000.
"First intangible assets are defined in relation to core competencies of the firm. Each core competence is a combination of intangible assets such as knowledge and skills, standards and values, explicit know-how and technology, management processes and assets, and endowments such as image, relationships, and networks. Knowledge creation is the core competence of any firm (Malhotra, 2000)."
- Government of UK, Ministry of Defence
"Malhotra noted the importance of Information Systems for organizational learning, mentioning a series of techniques, methods and tools that can foster organizational learning at many steps of the process: knowledge acquisition, creation and distribution [Malhotra, 1996]."
- Canadian Department of National Defence, Canada, Defence R&D Canada
"Knowledge Management caters to the critical issues of organisational adaption, survival and competence in the face of increasingly discontinuous environmental change. Essentially, it embodies organisational process that seek synergistic combination of data and information processing capacity of information technologies and the creative and innovative capacity of human beings. -- Yogesh Malhotra"
- Air Force, Australia, Director General Policy and Planning
"According to Malhotra, KM ensures that right knowledge is applied at the right place and time and it is about doing the right thing instead of doing things right. Its application to R&D will avoid unnecessary duplication of research. It can help support both individual and organizational learning from past successes and failures while guiding future actions and changes."
- International Atomic Energy Agency
"The Knowledge Management (KM) area has become so diverse over the past ten years as researchers have begun to investigate not only the mechanics of knowledge creation and transfer but also of social and cultural issues that are of importance in understanding this topic. KM is the process of leveraging and utilizing the vast, untapped potential of both implied and documented knowledge to achieve optimal performance, both are equally important for improving performance. Knowledge Management enables businesses to exchange and optimize the knowledge and experience. "Knowledge Management caters for the critical issues of organisational adoption, survival and competence in face of increasingly discontinuous environmental change. Essentially, it embodies organizational processes that seek synergistic combination of data and information processing capacity of information technologies, and the creative and innovative capacity of human beings" (Dr. Yogesh Malhotra 1997)."
- IBM
"In his latest book, Knowledge Management and Virtual Organisations, KM luminary, Dr. Yogesh Malhotra, offers some cautionary advice. He exposes three myths often associated with KM solutions. The first of these is that knowledge management technologies can deliver the right information to the right person at the right time. This assumes businesses will develop incrementally in stable markets. However as Malhotra says, "the new business model in the Information Age is marked by fundamental, not incremental change. Businesses can't plan long-term; instead, they must shift to a more flexible 'anticipation of surprise' model. Thus it is impossible to build a system that predicts who the right person at the right time even is, let alone what constitutes the right information."
- Microsoft Corporation
"All can be used to further the goal of keeping the channels of communication open to allow for the exchange of issues and ideas within an organization. According to BRINT Institute chairman and CKO Dr. Yogesh Malhotra, "The key issue is not about the latest information technologies, but whether those technologies are used within, and for facilitating, a culture of information sharing, relationship building and trust." With communication and trust, set within the solid framework of a component architecture, your business can harness that elusive ability to get the right information to the right people at the right time for the right business purposes."
- Cisco Systems, Inc.
"According to Yogesh Malhotra, Knowledge Management practitioner and web author, "Knowledge Management is a brand new field emerging at the confluence of organization theory, management strategy, and management information systems." Breaking apart this definition, Knowledge Management can be defined as an internal, corporate strategy. Knowledge Management can also stand alone as a separate, Information Technology program. Malhotra is right on target when he states that Knowledge Management is a brand new field. Knowledge Management began receiving airplay in 1996. At that time, Tom Davenport wrote in CIO Magazine that a chief knowledge officer "captures and leverages structured knowledge, with information technology as a key enabler." Expanding upon Malhotra and Davenport's definitions, Knowledge Management within NCR Corporation can be defined via a business objective (strategic), a method of Knowledge Management delivery (the management information system), and a role within the organization. NCR's objective is to create, capture, and disseminate knowledge."
- NCR Corporation
"Institutionalization of 'best practices' by embedding them in information technology might facilitate efficient handling of routine, 'linear,' and predictable situations during stable or incrementally changing environments. However, when this change is discontinuous, there is a persistent need for continuous renewal of the basic premises underlying the 'best practices' stored in organizational knowledge bases. -- Yogesh Malhotra in Knowledge Management in Inquiring Organizations"
- Vice President, SAP, North America in SAP Portals ASUG Meeting
"Often used synonymously, the terms knowledge and information, are actually different. Information facilitates knowledge, and can exist without knowledge. Knowledge, however, cannot exist without information. To simplify the concept, Dr. Yogesh Malhotra, renowned scholar on Knowledge Management, defines "Knowledge" as potential for action that has an immediate link to performance. This definition suggests that a person's response or action, or contextual consideration for future action, based on information, is knowledge."
- VeriSign Inc.
"It is generally agreed that the greatest challenges to knowledge management initiatives are resistance to change in both an organization's information-sharing culture and the business processes that occur as a result. K.M. Malhotra defined the problem as follows: Culture is the most difficult component of KM to define, quantify, measure and influence. However, the success or failure of an effective KM program is almost solely dependant upon whether an organization's culture encourages or hinders sharing and transferring knowledge freely within the organization's structure. One thing is certain: an organization's cultural predisposition toward the free transfer of knowledge is largely reflective of the proactive stance demonstrated by the organization's leadership."
- Northrop Grumman
"Il Knowledge Management essenzialmente coinvolge processi organizzativi che cercano di realizzare una combinazione tra le capacità di elaborazione di dati e informazioni e le capacità creative e innovative degli esseri umani. (fonte: Yogesh Malhotra, Ph.D., Knowledge Management for the New World of Business...)"
- Microsoft, Italy
"Knowledge Management refers to the critical issues of organisational adaptation, survival and competence against discontinuous environmental change. Essentially it embodies organisational processes that seek synergistic combination of data and information processing capacity of information technologies, and the creative and innovative capacity of human beings. This definition proposed by Dr. Yogesh Malhotra summarises a key issue for e-learning strategies and the way they will impact professional training and companies' organisation policies."
- European Commission
"In the Committee's view, definitions that treat the area as a discipline rather than a mere collection of technologies best encapsulate what knowledge management means. For example, Malhotra says:, "Knowledge Management caters to the critical issue of organisational adaptation, survival and competence in the face of increasingly discontinuous environmental change..."
- Parliament of Victoria, Australia
"It is therefore impossible to typify the roles of Knowledge Management workers other than the CKO, and indeed these roles themselves are in a constant state of change. Dr. Yogesh Malhotra defines this as follows: Given the need for autonomy in learning and decision making, such knowledge workers would also need to be comfortable with self-control and self-learning."
- Government of UK
"We are facing "permanent white-waters" which demands strategies for adaptation to uncertainty in contrast to the conventional emphasis on optimisation based on prediction (Malhotra 1999). To quote a decision-maker in a large multinational firm; "The future is moving so quickly that you can't anticipate it. We have put a tremendous emphasis on quick response instead of planning. We will continue to be surprised, but we won't be surprised that we are surprised. We will anticipate the surprise." (Malhotra 1999)."
- Government of Sweden
"It is difficult, not to say impossible, to replace the significance of individual or collective face-to-face interactions in the sharing of tacit knowledge and articulating it as explicit in an organization, even if rapid development of interactive multimedia applications combining text, image and sound offers increasingly advanced communication potential. Virtual forms of working and work organization might at best supplement, but never totally replace, self-managing teams with close physical and social contacts, for instance, as a forum for learning. (Malhotra) "
- Government of Finland
"A key feature of knowledge management is the sharing of knowledge as opposed to simply the dissemination of information. Knowledge has a different quality to information. Knowledge includes human experience and the ability to make complex judgments based on past experience. Information is more about mere data whereas knowledge is 'potential for action'. (Malhotra)
- Government of Australia
"Ich glaube die Technology ist der leichtere Teil des Ganzen. Die wirkliche Herausforderung stecken doch darin wie die Geschäfts-Prozessen und die darauf aufbauenden Geschäfts- Modelle in Einklang gehalten werden mit den radikalen änderungen in der Geschäftswelt und dem Berufsbild der "Knowledge Worker."[Malhotra, 1993]."
- Government of Austria
"Knowledge management refers to the critical issues of organizational adaptation, survival and competence against discontinuous environmental change. Essentially it embodies organizational processes that seek synergistic combination of data and information processing capacity of information technologies, and the creative and innovative capacity of human beings," says Dr. Yogesh Malhotra, founding chairman and chief knowledge architect of the BRINT Institute, in an interview with Alistair Craven. Widely recognized as a knowledge management pioneer, Malhotra adds, "Knowledge management is more about the pragmatic and thoughtful application of any concept or definition, as it is not in the definition but in real world execution where opportunities and challenges lie. Any definition therefore must be understood within the specific context of expected performance outcomes and value propositions that answer the question 'Why' about relevance of KM.""
- U.S. Embassy, American Center, New Delhi, India
"Knowledge management, which is a new field emerging from the confluence of organisation theory, management strategy and management information systems, is viewed as an essential driver for innovation. According to Malhotra "Knowledge Management caters to the critical issues of organisational adaption, survival and competence in face of increasingly discontinuous change. Essentially it embodies organisational processes that seek a synergistic combination of data and information processing capacity of information technologies, and the creative and innovative capacity of human beings"."
- Government of South Africa
"Estes ativos do conhecimento aumentam com o uso e daí a importância de as empresas identificarem o que sabem e manterem todo o esforço para desenvolverem área de gestão do conhecimento. A gestão do conhecimento, segundo Malhotra é a capacidade de catalizar os aspectos críticos de adaptação, sobrevivência e competência, buscando uma combinação sinérgica da capacidade de processar informações e conhecimento com a capacidade criativa e inovativa dos seres humanos. (MALHOTRA, 1999)."
- Government of Brazil
"Esta enumeración no implica que algún factor no pueda ocupar a la vez distintas posiciones. La principal característica del nuevo entorno de las organizaciones es su alto nivel de incertidumbre. Por incertidumbre entendemos "la diferencia entre la cantidad de información requerida para realizar una tarea y la cantidad de información ya en poder de la organización" YOGESH, Malhotra.""
- Government of Argentina
"The disconnect between IT expenditures and the firms' organizational performance could be attributed to an economic transition from an era of competitive advantage based on information to one based on knowledge creation." - Yogesh Malhotra
- Government of Mauritius
"The focus of knowledge management is on 'doing the right thing' instead of doing things right', (Yogesh Malhotra, 2001). The emphasize is that that knowledge management provides framework within which the organization views all processes of the activities to sustain the business and/or ensuring the business survival. Within the army organization, there is no difference. The army needs to keep pace with the technology advancement preparing for the increasingly dynamic and unpredictable regional and world environment."
- Royal Military Police Directorate, Army HQ, Malaysia
"Knowledge Management embodies organnizational processes that seek synergistic combinations of data and information processing capacity of information technologies, and the creative and innovative capacity of human beings." -- Yogesh Malhotra, Ph.D."
- Government of Malta
"Dr. Yogesh Malhotra, one of the experts and founder contributor in the development of concept of KM has defined the KM as under : "Knowledge Management caters to the critical issues of organizational adaptation, survival and competence in face of increasingly discontinuous environmental change. Essentially, it embodies organizational processes that seek synergistic combination of data and information processing capacity of information technologies, and the creative and innovative capacity of human beings". As it is clear from this definition that objective of Knowledge Management as a crucial management function is not only to survive under changing environment but also to make the organisation adaptable and competitive. The same is particularly applicable for Banks in India, since they are now operating under such a dynamic business environment."
- Indian Banks' Association, India
"Dr. Yogesh Malhotra, the Founder and Chief Knowledge Architect of BRINT, and a well-known expert in the field of K-economy, opines: "The challenges facing us as we enter the 21st Century are formidable. Globalization, Information Technology and Shareholders' Values are transforming the world. To meet these challenges is to become a knowledge-creating or knowledge intensive organization"."
"Knowledge Management has structural and functional basis in the IM (Information Management or IRM. The main difference is the high degree of dynamic activity involved in the KM system. To summarize in the words of Dr. Malhotra, (10) 'use of the information and control systems and compliance with pre-defined goals, objectives and best practices may not necessarily achieve long-term organizational competence. This is the world of 're-use,' 're-engineering', 're-cycling' etc, which challenges the assumptions underlying the 'accepted way of doing things.' This world needs the capability to understand the problems afresh given the changing environmental conditions. Knowledge management focuses on 'doing the right thing' instead of 'doing things right.'"
- Indian Statistical Institute, Bangalore, India
"Knowledge Management caters to the critical issues of organizational adaption, survival and competence in face of increasingly discontinuous environmental change. Essentially, it embodies organizational processes that seek synergistic combination of data and information processing capacity of information technologies, and the creative and innovative capacity of human beings."
- National Academy of Psychology (NAOP), India
"Finally, all who are concerned with IT security issues should understand -- and appreciate -- the difference between information and knowledge. Information, writes Yogesh Malhotra, PhD, is embedded in a computer -- while knowledge is embedded in people. "Information generated by a computer is not a very rich carrier of human interpretation for potential action," he writes. "Computer are merely tools, however great their information-processing capabilities may be."
- Chairman of the Board, The Institute of Internal Auditors
"Leadership Quote of the Week: The focus of knowledge management is on doing the right thing instead of doing things right... Yogesh Malhotra"
- Chartered Management Institute, UK
"Dr. Yogesh Malhotra, founder of the Brint Institute and a pioneer in knowledge management, posits that "the basic premise is that you can predict how and what you'll need to do and that IS can simplify this and do it efficiently". However, the new business model, he says, is marked by fundamental, not incremental, change and businesses can't plan long-term. Instead, they must shift to a more flexible "anticipation of surprise" model, making it impossible to build a system that can predict what is the right information to be delivered to the right person at the right time. This is not to say that information technology has been displaced from the knowledge management equation; its place has been preserved by a growing realisation among developers that software alone cannot automatically be seen as the solution."
- National President of the Australian Computer Society, Australia
"Yogesh Malhotra, founding chairman and chief knowledge officer for the BRINT Institute in Syracuse, New York, believes that the fundamental distinction between data and knowledge plays a major role in whether a system is designed for adaptation and quick response to change. "Dynamic and radically changing environments overwhelm the deterministic logic of a structured model, resulting in a 70 percent failure rate that has characterized implementations of knowledge management models" says Malhotra. Recounting his visit to a Silicon Valley hi-tech consulting firm, Malhotra attributes most failed corporate intranet initiatives to the above fallacy... Malhotra says that once routinized for efficiency and optimization, knowledge-harvesting processes may be delegated to others. However, supply managers need to be more proactively involved in knowledge-creation and knowledge-renewal processes..."
- Institute of Supply Management
"Yogesh Malhotra, founding Chairman and Chief Knowledge Architect of the BRINT Institute states: "Knowledge management software is not a canned solution; "Knowledge management technologies cannot always deliver the right information to the right person at the right time; "Information technologies cannot store human intelligence and experience; "Knowledge management systems do not account for renewal of existing knowledge and creation of new knowledge; "Greater incentives are needed for workers to contribute quality content to KMS." Improper use of KMS databases can waste resources if an organization does not really know what knowledge assets it possesses and fails to capitalize on potential new initiatives."
- National Association of Realtors
"Similarly, Dr. Yogesh Malhotra, the famous "Knowledge Architect", wrote a cautionary article on "When Best [Practices] Becomes Worst", Momentum: the Quality Magazine of Australasia, Quality Society of Australasia, NSW (Australia, 2002). In fact, the conditions for producing and utilizing knowledge workers are not a question of the persons concerned merely acquiring subject-matter expertise, problem-solving competency and communication skills. It is essential to provide an environment where such persons can operate and flourish. In the same vein, one of Malhotra's recent books (monograph) for UNESCO discusses knowledge work taking place in "hyper turbulent organizational environments.""
- International Labour Office (ILO)
"Knowledge Management - Discipline that seeks to improve the performance of individual organizations by maintaining and leveraging present and future value of knowledge assets, encompassing both human and automated activities. " Knowledge Management caters to the critical issues of organizational adaption, survival and competence in face of increasingly discontinuous environmental change.... Essentially, it embodies organizational processes that seek synergistic combination of data and information processing capacity of information technologies, and the creative and innovative capacity of human beings." - Dr. Yogesh Malhotra"
- U.S. Department of Health & Human Services
"The mechanistic model of information processing and control based upon compliance is not only limited to the computational machinery, but extends to specification of goals, tasks, best practices and institutionalized procedures to achieve the pre-specified outcomes." -- Yogesh Malhotra
- European Health Management Association, Ireland
"KM has become an increasingly important management discipline in recent years. Nevertheless, some say the phrase KM is unhelpful because 'knowledge is not a "thing" that can be "managed"1. They challenge the 'dominance and control model' that often underlies traditional views of knowledge and organisational management and development. They assert instead the notion that knowledge is largely cognitive, tacit and highly personal. They champion the fundamental role of people and the social interactive basis of knowledge sharing and creation. (Malhotra, Y..) "
- UK Department of Health
"Knowledge management is viewed as an essentialdriver for innovation. According to Malhotra, "Knowledge Management caters to the critical issuesof organisational adaptation, survival and competencein the face of increasingly discontinuous change.Essentially it embodies organisational processes thatseek a synergistic combination of the data andinformation processing capacity of informationtechnologies, and the creative and innovative capacityof human beings"."
- United Nations Development Program (UNDP), Geneva, Switzerland
"Adaptive Learning (See: Double Loop Learning): "Adaptive learning, or, single-loop learning, focuses on solving problems in the present without examining the appropriateness of current learning behaviors." -- Malhotra, Y., Organizational learning and learning organizations: an overview."
- World Health Organization (WHO)
"Dr. Yogesh Malhotra is regarded among the world's most influential practitioners and thought leaders on knowledge management. Widely recognized as a knowledge management pioneer, in this extensive interview read what Dr. Malhotra has to say about knowledge, information, technology and chasing success in this field."
- Emerald Group Publishing Ltd (UK)
"Dr. Yogesh Malhotra in the US is a leader in the knowledge management field. In a recent article written for the US Journal for Quality & Participation, he has pointed to a problem in relation to organisations investing heavily in information technology but not realising gains in terms of knowledge creation."
- Irish Times, Ireland
"Be that as it may, there is no doubt that domestic enterprises, faced by a complete bankruptcy of knowledge and ideas, will, some day, understand the value of the knowledge held by their employees. In the meantime, they would do well to study the writings of Dr. Yogesh Malhotra, an authority on technology and innovation management, business performance, and corporate strategy issues related to information systems, knowledge management, e-business and electronic commerce, business decision models, and new organisation forms."
- The Hindu, A Major National Daily Newspaper, India
"Professor Yogesh Malhotra of Syracuse University, New York, and expert in this field, has recently argued that one of the reasons for this failure is that more often than not knowledge management is practiced in isolation and does not take into account the dynamism of the external environment."
- Malaysian Business, Malaysia
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text:
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redpajama_set_name: RedPajamaStackExchange


text:
Best of Miami® /// Food & Drink /// 2014
Enter Palomilla Grill and find yourself surrounded by ceramic trinkets and sunflower paintings that evoke the sensation of a faraway island. The setting is rich with lingering memories and remnants of hearty conversation. This is the kind of place where families go to spend time together and laugh over savory Cuban meals prepared by able hands. Some of the seat cushions are still even wrapped in plastic, just like abuela's. Sure, you'll want to try the signature palomilla steak ($11.25), but no proper Cuban meal is complete without flan for dessert. It's made in house, and you can practically taste the love in each bite. The soft, caramel notes melt on your tongue and get your taste buds dancing to the beat of Celia Cruz's "Azucar!" Basically, if your abuelita doesn't have her own top-secret flan recipe, she should be infiltrating Palomilla Grill to get her hands on this one.
6890 W. Flagler St., Miami, 33144
palomillagrill.net
Cocktails in these heady days are complex magic tricks, summoned from the ether by the showstoppers known as bartenders. But just as there's a difference between a Houdini and the clown at kiddie parties, there's a huge gulf in skill behind all the smoke and mirrors fluffing up craft cocktails around town. That's why the cocktails at Bar Centro are so satisfying. True, they're gorgeous, and there's a fair share of showmanship with liquid nitrogen and props. But the cleverest of cocktails has to be well rounded and delicious. Which is where José Andrés comes in. He's a master at making food that's both whimsical and delicious, and his chef-meets-Cirque du Soleil sensibilities translate to the cocktail menu. Here, a margarita ($16) is kissed by "salt air" (a bit of sea foam floating in the glass substitutes for a salt rim, giving you a more nuanced bit of salt in every sip); a dirty martini ($16) is graced with an olive spherification that bursts briny juice into your mouth when firmly pressed between your teeth; and a caipirinha ($16) is turned into a potent brain-freeze-inducing lime granita when mixed with liquid nitrogen. Each sip? Magical.
slshotels.com/southbeach
2727 Indian Creek Dr., Miami Beach, 33140
freehandhotels.com/miami/broken-shaker
From the cash-only status to the friendly faces behind the bar, not all that much has changed at Duffy's Tavern in the past 25 years. Considering that this Red Road institution hits the trifecta of any great neighborhood bar — TV sets tuned to live sports, reasonable beer prices, and, of course, tasty food you can eat with your hands — that's one status quo we're thrilled to see maintained. Duffy's cranks out delicious renditions of all the usual suspects — chicken wings, burgers, and nachos — with some well-known specialties, like the Death Dog, a dangerously spicy frank whose ingredients remain top secret. Don't be too alarmed — wary folks can order the chili cheese dogs, which come packed and weigh a quarter-pound. Pints of beer start at $3 (with pitchers at just $10), and the mugs are always frosted. Duffy's might not be situated at the end of a rainbow, but the ceiling decorated in kitschy posters, the beer bottle chandelier, and the license plate collection on the bathroom walls make this place Celtic gold.
2108 SW 57th Ave., Miami, 33155
partyinmiami.com/with/duffystavern/index.htm
kushwynwood.com
Photo courtesy of the Regent Cocktail Club
There are many terms for the person who crafts your cocktail: mixologist, bartender, barkeep. But it's best to just call Julio Cabrera a cantinero, the Cuban term for professional bartender. The word is romantic, conjuring up a sepia-toned image of a gentleman who prides himself on making the perfect drink for his guests at the Regent Cocktail Club. A man who believes that working a bar is a noble profession that requires the skills of historian, scientist, mathematician, chef, and psychologist all in one. Julio Cabrera is all of that and more. This cantinero, in the classic sense of the word, is a master of all trades. When he's not posing for GQ or winning awards such as Most Imaginative Bartender from Bombay Sapphire's national competition, he's conducting pilgrimages to El Floridita Bar in Havana, where another cantinero, Constantino Ribalaigua, made daiquiris for a writer named Ernest Hemingway. "Bartender," "cantinero," whatever you want to call him, the dapper Cabrera is the epitome of what a master of his craft should be: a man who elevates his field by paying tribute to those before him and serving as a mentor to those coming up.
regentcocktailclub.com
George Martinez
Who says that a delicious, well-prepared breakfast need be reserved for Sunday brunch? At Deli Lane, the thick red plates are constantly full of fluffy eggs and perfectly browned Belgian waffles. If Leslie Knope ever left Pawnee, Indiana, for Miami, she would quickly forget about JJ's Diner after a meal at Deli Lane. Operating hours start bright and early at 7 a.m. every day. So you have plenty of time for a filling breakfast before work (or naptime). Tip: Try the power-up breakfast, which includes two eggs, potatoes, toast, two pancakes, and choice of ham, bacon, or sausage for $6.50. It's served Monday through Friday from 7 to 11 a.m. Other breakfast items are served all day long. But don't walk in asking for all the bacon and eggs they have, because they just might abide by that request.
7230 SW 59th Ave., South Miami, 33143
delilane.com
1401 Brickell Ave., Miami, 33131
3468 Main Highway, Coconut Grove, 33133
greenstreetcafe.net
Bulla Critics' Pick
Courtesy of Bulla
Coral Gables is now a bona fide cool dining destination, and we have Bulla to partly thank for it. The name is pronounced boo-yah, which is Spanish slang for the ability to create a stir. Indeed, everyone is talking about the chic gastrobar's relaxed ambiance and unique take on popular Spanish dishes. Bulla's impressive brunch has also been the source of chatter, and you'll understand why after sampling the cojonudo y cojonuda ($8). It consists of warm toast crowned with quail egg, chorizo, and Spanish blood sausage purée. Like almost everything here, it's deployed with the utmost care and boasts a delicate taste. Meanwhile, classic small plates from the dinner menu such as the croquetas de jamón and the albóndigas (veal and pork meatballs) are available during brunch as well ($9). Got a sweet tooth? There's French toast whose brioche is infused with the Spanish liquor orujo and enhanced with vanilla berry syrup and white chocolate chantilly ($12).
2500 Ponce de Leon Blvd., Coral Gables, 33134
bullagastrobar.com
3201 Rickenbacker Cswy., Key Biscayne, 33149
therustypelican.com
Zak the Baker Wynwood Bakery & Cafe Critics' Pick
billwisserphoto.com
It's May 4, 2014, and Zak Stern, standing atop a wooden counter in his brand-new, gleaming-white Wynwood bakery, is giving a godawful speech. He begins to talk about the challenges he and his wife, Batsheva Wulfsohn, have overcome, only to interrupt himself every time a familiar face passes through the bakery's open bay door. Zak the Baker, as he is known, smiles and stutters on his way to eventually thanking nearly everyone in the room. But not a person in the audience is put off by his address. First of all, their mouths are stuffed with delicious sourdough bread. Second, the speech is vintage Stern: goofy, honest, and — like his loaves — all natural. It's been a decade since Stern dropped out of college to travel the world, along the way learning how to farm, bake, and make cheese in far-flung locales such as India, Sweden, France, Israel, and Italy. In 2011, he moved to Miami and began using the traditional methods he learned overseas in baking. He rented a shop in Hialeah and sold his loaves to heavyweights such as Steven Perricone and Michelle Bernstein. Soon his bread was in sandwiches at Panther Coffee and on charcuterie plates at Oak Tavern. But none of his past success compares to opening a bakery in the most bustling neighborhood in town. He now has his own mixer and oven, capable of churning out 140 loaves per hour. Tomorrow, Wynwood will wake up to the smell of sunflower and sesame, fennel and rye, olive and za'atar, walnut and whole wheat. So we can forgive Zak the Baker this Sunday evening as he struggles through his inaugural speech. Besides, it's not like we've got anything to say. Our mouths are stuffed with sourdough.
Buffets aren't known for providing quality over quantity, but that doesn't apply at POC. It offers breakfast, lunch, dinner, and dessert options that won't leave you asking where or when your food was prepared. POC has become a popular brunch spot on Sundays, when the buffet special goes for $17.19 and mimosas cost only $3 each from 11:30 a.m. to 3:30 p.m. You can choose from standards such as fried rice, honey chicken, and caprese panini sandwiches, or go with any of the made-to-order options like crepes, Belgian waffles, or chimichurri-glazed churrasco. There's even a sushi bar with more than a dozen sushi combinations that are constantly being restocked. Be sure to grab a fortune cookie and enjoy a postmeal espresso ($2.50) before you fall into a food coma. POC is open every day of the week for lunch and dinner. Food to go and catering are also available.
pocbuffet.com
Pizza is a democratic food item. Most people like pizza — unlike, say, escargots — at the very first taste. And, unlike escargots, it's a humble meal made from bread, tomato, and cheese. The best pizza remains true to its working-class roots in style and price. Indeed, Pauloluigi to Go itself is humble. The small Coconut Grove spot is strictly take-out and delivery. Order a margherita pizza to go and open the box. The gentle aroma of cheese and bread soothes as your eyes take in the perfect brown crust and the islands of cheese and basil floating on a tranquil sea of marinara. Bite into a slice and experience cheesy nirvana. The sauce is mellow and slightly sweet, the cheese has a subtle nuttiness, and the crust is firm enough to fold — a pizza necessity. The prices are also humble. An 18-inch margherita costs $17.56 with tax and easily feeds four people. Can you satisfy a hungry group with a quality meal for less than $20 elsewhere? Fuhgeddaboutit!
Having pizza brought right to your door is a beautiful thing. At Mario the Baker, a franchise with multiple locations, delivery wait times are short, prices are affordable, and the pies are extra-good. Thin-crusted, lightly sauced Neapolitan-style pizza is eschewed in favor of thicker pies laden with a rich red sauce and a generous serving of gooey cheese. The classic cheese ($7.95 to $12.95) is utterly comforting, and — perhaps more important — tastes excellent when eaten cold the next day. You can also opt for less traditional creations, such as the Buffalo chicken pizza, topped with Buffalo wing sauce, chicken, and mozzarella and served with a side of blue cheese ($17.45 to $18.95). Mario the Baker certainly doesn't skimp on pizza varieties, and the large menu also boasts subs, salads, soups, pastas, and meat dishes. The popular chicken parmigiana ($12.95) comes with a side of pasta with tomato sauce and two delectable garlic rolls. Oh, and for less than six bucks, you can get a traditional Italian dessert too.
Fluffy green falafel, that is all. You have come to expect those balls from Etzel Itzik, a popular Israeli deli where Hebrew is spoken all around. Glossy photos of customers grace every inch of the walls here. Pictures are also stuffed beneath the glass on the tables at this casual eatery. Owner Itzik Younis wants everyone to feel welcome, and just in case you forget that, a green chalkboard sign near the kitchen reads, "At Itzik's you're at home." The deli offers a bounty of bowls with free salad to grace your table as soon as you are seated, but it is those neon-green falafel balls that are most memorable. Break through the crisp brown exterior and you'll find a warm interior with some extra bounce. You can get them in a pita ($5.95), on a baguette ($6.95), or as part of a plate ($7.45). Whatever the vessel, the falafel will shine through. It's a religious and familial experience you'll want to keep popping into your mouth. Hallelujah.
18757 W. Dixie Highway, Miami, 33180
etzelitzik.com
Server: Olive oil and paprika?
You nod.
Sever: Good, you like it like we do.Just like that, you have the perfect hummus. Wissam El-Zoor goes by Sam, and he knows how to sling delicious kebabs, shawarma, dolmas, and a plethora of fresh salads to patrons whom he effortlessly schmoozes. All of the items served at this market and deli are stars, but the hummus stands out. It is velvety smooth and made fresh every other day. You really taste the nuttiness of the tahini in each bite as you spread it on your pita. Sure, you can buy all the ingredients at the market portion of the shop to make your own, but why bother? Sam and family have you and your wrap covered.
16275 Biscayne Blvd., Sunny Isles Beach, 33160
Best Flan: Palomilla Grill

redpajama_set_name: RedPajamaCommonCrawl


text:
Ocytata är ett släkte av tvåvingar. Ocytata ingår i familjen parasitflugor.

Kladogram enligt Catalogue of Life och Dyntaxa:

Källor

Parasitflugor
Ocytata

redpajama_set_name: RedPajamaWikipedia


Along with Ticket to Ride Setters of Catan is generally acknowledged to be at the fore front of the board game revival. Beautifully elegant and simple to learn it still has hard-core gamers coming back for play after play. Now also with the base game and expansions, are card games, two player games and even historial settings. Whichever way you wish to play Catan, you'll find it right here.
Now five to six players can explore and settle Catan! In the Catan: 5-6 Player Extension you control a group of settlers exploring and taming the uncharted lands of Catan.
A multi-player card game set in the Catan universe.


text:
UK Politics: Awaiting MV3
By Which Tyler, April 24 in General Chatter
Soylent Brown
Location:Frodsham
They stand for the same thing the Brexit Party does, the only difference is UKIP have stopped bothering to hide their racism and general unpleasantness.
I've no doubt the Brexit Party will get to that stage too, eventually.
Which Tyler reacted to this
Spockydog
Taker of Naps, Devourer of Sausages, Scorer of Screamers
Location:London
2 hours ago, Soylent Brown said:
Brexit party candidate favoured benefit cuts for single mothers
A candidate for Nigel Farage's Brexit party in the European elections described majority-black inner cities as being dominated by "a culture of physical violence, selfishness and predatory sex", it has emerged.
James Bartholomew, a journalist and author who is standing in the south-east region, called black neighbourhoods of US inner cities "a Lord of the Flies culture" where "uncontrolled male adolescent values" are the norm.
Separately, he also argued that the family was threatened by the rising status of women, something he said had gone "too far" in certain places.
Farage not keen on talking about the Russian money that funds his elite, lavish lifestyle.
As much as he wants to ignore the topic, it isn't going away any time soon. Channel 4 News will be a blast tonight.
Heartofice
1 minute ago, Spockydog said:
I posted a link to this yesterday... it doesn't seem to mention Aaron Banks being Russian.
Just now, Heartofice said:
It's no secret where Banks gets his money from. Feel free to keep your head up your arse so you don't have to think about it too hard.
A bear there was
Board Moderators
Location:St Andrews, Scotland
It's not that. UKIP still try to hide it. They're just not any good at it. Without a central figure like Farage, the nutters feel free to vocalise their vile views and the media have nothing else to write about so they actually pay attention to it.
The Brexit Party benefit from the fact that their media coverage is all sucked up by journalists following Farage around. But they're riddled with the same awful people. Bigots, extremists, idiots, and racists of all stripes.
17 minutes ago, mormont said:
There might be some truth in there (although I think its a big statement), but a large number of Brexit candidates have left UKIP because they were appalled by the events and policies of UKIP.
Location:Reus
1 hour ago, Heartofice said:
But not by Nigel Farage?
Meanwhile, Brexit talks between Labour and Conservatives have broken down.
Theresa May might try to hold indicative votes (again) or try to get her deal through the Commons (yet again). Neither option seems to have a high chance of success.
No Deal and No Brexit seem to be the least unlikely options, despite both being extremely problematic.
The Brexit Party is to UKIP what UKIP was to the BNP - it seems almost inevitable that The Brexit Party will end the same way too.
38 minutes ago, Mentat said:
Farage has kicked out a bunch of people with problematic views.
This seems entirely predictable. The can has been kicked down the road again. You couldn't imagine a point where the two might agree given their differences on a second referendum and customs union. While Corbyn described the talks as constructive its hard to see how they could have been. Worse still he mentions that the instability of the government meant that he couldn't rely on them to follow through on anything they said and that there wasn't agreement from the Conservatives on policy at all.
I think it kind of sums it up, everyone is so at odds with each other that there can never be consensus on what to do. A shit show.
10 minutes ago, Heartofice said:
What about his own problematic views?
21 minutes ago, Spockydog said:
Ok well lay out what you think his problematic views are
2 hours ago, Heartofice said:
Have they? Or did they leave because they were Faragistes first and foremost? Or because it was better for their career?
In any case, this tells me little, because many UKIPers are the sort of people who don't actually realise that they are racists. So when they see undeniable racist behaviour, yes, they are appalled, because they understand that's wrong. But they don't see that their own actions are the same. People who're appalled because UKIP are associating with Tommy Robinson don't realise that they, personally, don't actually substantially differ from his views: they just have more socially acceptable rationalisations for them.
Has he? Or has he just said he will do so?
Will he kick out this chap, for example?
https://www.bbc.co.uk/news/uk-wales-politics-48295617
One of the Brexit Party's new AMs has called far-right activist Tommy Robinson a "courageous character".
David Rowlands said the ex-English Defence League (EDL) leader "reflects the views of a great many people".
The comments contrast with those of Brexit Party leader Nigel Farage, who has called Robinson, whose real name is Stephen Yaxley-Lennon, a "thug".
The Brexit Party said Mr Rowlands' was giving a personal view that did not "in any way" reflect the party's position.
Looks to me like the answer is 'no'.
Tywin et al.
I got all this stuff twirling around in my head
Location:Purifying in the Waters of Lake Minnetonka
3 hours ago, Spockydog said:
It's almost like there's a growing segment in the West of people willing to betray their countries for some of that sweet, sweet Russian blood money….
A Horse Named Stranger
Just a horse formerly none Notone.
Just now, Tywin et al. said:
Not growing, they were ever present. Just that this time around they found enough gullible people to support them.
FWIW and at the risk of sounding like a grumpy old man (which is only 50% true; I am not that old). I blame the internet, and (anti-)social media for a lot of the most stupid and outrageous shit happening atm. You know, there used to be a time when every village had one idiot. Which really did not cause much of a problem, as they were pretty isolated and could be easily ignored. Now they are conencted globally, enhanced by facebook (and co) and its stupid algorithms, which create this huge echo chambers and suddenly pop those idiots are into the mainstream; and boosted by trolls and morons around the globe you find enough gullible fools to believe them. Be it Anti-Vaxxers or post-truth politics ala Trump or Brexit. [Grumpy rant ends here]
Werthead
Social Justice Robot from the Future
Location:Colchester, Essex, United Kingdom
The fact that Banks is funding Farage is interesting, because Banks has made his money in the insurance sector and he wants the NHS to be privatised, which puts Farage's comments about private insurance in a different light.
It the EU debate has been useful for anything for the last forty years, it's been keeping the hard right of the Conservative Party (and politicians in general) away from the NHS. Once Brexit is done, that will become their top priority and they're already loading their cannons for that fight.
Farage is awful, but Banks may be one of the most graceless, terrible, repellent, meritless human beings around.
Just now, A Horse Named Stranger said:
I put it down to the combination of social media and smartphones. Prior to about 2007, there were plenty of morons on the Internet but then numbers were kept in check by access: you needed to buy a computer, buy an Internet connection, physically fire it up, join up on forums etc. It was all a bit laborious for a lot of people.
The global release of Facebook in 2007, paired with the arrival of smartphones shortly afterwards, allowed people to join up with just one (or two, with Twitter) login. People who were bigots or racists or anti-semites or anti-vaxxers or flat Earthers or Holocaust deniers, who never spouted off about such things in real life because they knew they'd be laughed out of the room, then found other like-minded people and came to believe their views were widespread, and that enabled and and emboldened them to take those beliefs in a more mainstream direction. It's all rather depressing and I'm not sure what can be done about it. If people are sharing and saying idiotic stuff that can be disproven by a 5-second Google search and can't even do that, I don't see much hope for making discussion more reasonable.
12 minutes ago, A Horse Named Stranger said:
When I was a boy, they locked people up for Holocaust denial.
It's hardly controversial or new to suggest the internet and social media has helped to encourage a lot of people with ridiculous reactionary conspiratorial views who have no interest in facts or reason.
Go To Topic Listing General Chatter


text:
The Sacred Veil with VOCES8
December 11, 2021 at 6:04 pm UTC
Help to create a brand new, intimate recording of The Sacred Veil with VOCES8, conducted by Eric.
"I'm heading back to the UK in January for the first time in over 2 years to work with choral superstars VOCES8 on a project centred around The Sacred Veil. We're going to create a new, intimate audio recording of The Sacred Veil, along with Go, Lovely Rose and Sing Gently. We'll also be giving two concerts at King's Place (London, January 13) and will film a performance in the VOCES8 Centre for webcast at Easter.
VOCES8 is running a fundraising campaign in order to support the album of The Sacred Veil and I've donated some items including handwritten manuscripts and signed CDs to support this. There is a very small number of places to join us at the recording sessions in London in January and you can pre-order a ticket for the webcast, and more.
It will be the first time that we have had the opportunity to make music together, in person, and have to chance to create something incredibly special. If you are able to join us at the concerts or become part of the recording project, that would be amazing."
Guest Curator for The Space on Scala Radio
BBC Radio 3 – Music Matters
Visiting Composer at Pembroke College, Cambridge
The Midwest Clinic 2021
Now in print: October for full orchestra
Welcome to The Beautiful Mess: Masterclass in Composition and Creativity
Interview with MusicRoom
Live Zoom Webinar – Introduction to the Virtual School
The Virtual School is now open for enrollment


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Carve-outs to drive chemical M&A amid headwinds
Mercoledì, Nov 06 2019
by Joseph Chang, Global Editor, ICIS Chemical Business
The ongoing portfolio reshuffling and restructuring of larger multinationals is providing good asset offerings, particularly for private equity buyers. Anyway, buyers turn cautious amid a challenging macroeconomic outlook.
An uptick in corporate restructuring involving carve-outs ahead of a potential downturn is set to drive chemical mergers and acquisitions (M&A) activity, even as buyers turn cautious amid a challenging macroeconomic outlook.
"The ongoing portfolio reshuffling and restructuring of larger multinationals is providing good asset offerings, particularly for private equity buyers," said Bernd Schneider, managing director at investment bank Alantra. "Companies are reshuffling their portfolios again, preparing for a downturn. They are trying to offload non-core businesses. So there are opportunities for private equity sitting on tonnes of capital to be deployed for primary carve-out opportunities from multinationals," he added.
Assets being sold by or being carved out from major European chemical companies include BASF's construction chemicals business, Clariant's masterbatches unit and Lonza's specialty ingredients business.
Selected corporate carve-out deals
SK Capital Partners
€335m
To close 02 2020
Intermediates and surfactants
Indorama ventures
$2.1bn
To close end 2019
PolyOne
Performance Products and Solutions (PP&S)
To close Q4 2019
Global pigments
Advent International
€3bn
Closed Aug 2019
Source: companies, compiled by ICIS
US-based Celanese had reportedly been exploring the separation of its acetyls and polymers businesses but CEO Lori Ryerkerk said a split would not add value at this time because of dis-synergies associated with any separation. Celanese may need to take on additional transformational activity before the company could justify splitting itself up, she added.
There has already been a wave of corporate carve-out divestitures announced and completed in 2019.
On 14 October, France-based Arkema announced the sale of its Functional Polyolefins business to SK Global Chemical for €335m in a deal expected to close in the second quarter of 2020.
In August 2019, US-based Huntsman agreed to sell its chemical intermediates business to Thailand-based Indorama for $2.1bn in a deal expected to close by the end of the year. Also in August, US-based PolyOne announced the sale of its Performance Products and Solutions (PP&S) business to SK Capital for $775m. PolyOne is also reported to be in talks to acquire Clariant's masterbatches business.
And BASF in August agreed to sell its global pigments business to Japan-based DIC for €1.15bn in a deal expected to close in Q4 2020. It is still seeking a buyer for its construction chemicals business.
Germany-based Evonik at the end of July completed the sale of its methyl methacrylates (MMA) business to private equity firms Advent International for €3bn.
"We expect an extremely active M&A market in the next 12-18 months driven by a confluence of factors lining up nicely for elevated activity," said Alain Harfouche, managing director at investment bank Guggenheim Partners.
"Large and mid-size corporates are increasingly divesting assets they view as being non-core and could fit better with someone else, providing them an opportunity to still garner a good valuation," he added. And more entrepreneurs and family-owned businesses are also looking to sell before a potential economic cycle.
Most of these carve-outs represent over $1bn in deal value and would be ripe for private equity buyers rather than strategic buyers, noted Alantra's Schneider. "The strategists that would have synergies may not be willing to pay a strategic premium for a competitor as they often take a cautious approach toward acquisitions or see headwinds in their own portfolio," said Schneider. "Meanwhile, private equity is sitting on dry powder and also raising more funds."
Competition among private equity firms is "fierce" but the number of attractive assets on the market has largely remained constant, driving up valuations, especially for high margin non-cyclical assets, said the banker.
This year has been marked by an absence of mega deals - those of $5bn and above. However, deal activity has continued to move at a healthy pace. "Due to the absence of any mega deals, the total dollar volume of M&A year-to-date has fallen dramatically compared to last year. However, the number of deals is still quite solid as companies and private equity firms continue to sell non-core businesses and portfolio companies that are mature," said Peter Young, president and managing director of investment bank Young & Partners. "In fact, both the dollar volume and the number of deals is solidly in the mid-range of activity when compared to the long-term trends," he added.
Global economic uncertainties caused by the US-China trade dispute, the slowdown in GDP growth worldwide and geopolitical turmoil have caused companies to cut capital spending but this has not markedly slowed M&A activity.
"The strategic need to grow and to improve business portfolios, coupled with the secondary deals that are the result of large mergers such as DowDuPont and separations, are driving an underlying solid level of transactions," said Young. "It is also worth noting that Asia continues to be the region where close to half of the businesses that are being sold are located, as consolidation in China continues to be a driver of M&A activity in that country."
Rise of the mid-size buyer
One banker sees the next wave of M&A activity in the chemical sector involving mid-size companies buying non-core assets being divested by larger companies. "Although there are more mega deals to come within the chemicals industry, there has been a noticeable shift to undertake smaller acquisitions and divestments that target specific portfolio shortcomings and deliver tangible results in the short and mid-term," said Chris Cerimele, managing director at investment bank Balmoral Advisors.
"It is expected that going forward, the next wave of M&A in the chemicals industry will involve mid-sized companies buying some of the non-core assets of the new mega companies," he added. One example would be PolyOne's rumoured potential acquisition of Clariant's masterbatches business.
Macroeconomic headwinds
Negative sentiment by company managements is one factor that could limit buy-side deal activity. "Psychology has gotten ahead of reality in the US - we are sensing CEO confidence is down. Economic indicators are not quite signaling recession but the sentiment is ahead of the market," said Leland Harrs, managing director at investment bank Houlihan Lokey. "We see choppiness feeding through to some sale processes, especially those exposed to cyclical end markets, Europe, Asia or trade. Geographic issues are at the forefront of people's thinking," he added.
There is a dichotomy between macro conditions in Europe and Asia, and those in the US, the banker noted. "The consumer is still very strong in the US, and some sectors such as personal care, home care, and nutrition and health are holding up well," said Harrs. Buyers are becoming more cautious with the constant stream of negative macro news and data points, including those related to US-China and US-EU trade disputes, Brexit and weak manufacturing activity.
"Some deals continue to take longer and in some cases processes are abandoned. In terms of end markets, construction and automotive are issues," said Federico Mennella, managing director at Rothschild & Co. In addition, seller expectations are often still too high. "A lot of deals don't happen because sellers are unrealistic or unwilling to reduce the price. Plus, strategic buyers are being more disciplined," he added.
While chemical M&A activity continues at a healthy pace, "anxiety levels among CEOs have been heightened" amid concerns about a potential economic recession, said Telly Zachariades, co-founder and partner of The Valence Group.
"One CEO said: 'If we're not careful, we'll talk ourselves into a recession'. There's so much talk of it in the media and negativity can unfortunately feed upon itself. But so far it's been business as usual and that's what we expect for the foreseeable future," he added.
A number of companies are running into headwinds that make short-term forecasting more difficult - which is typically a hindrance to M&A. However, for now, the M&A market has been able to shake off all of the incessant noise around Middle East tensions, US presidential impeachment proceedings, and the US-China trade war, as well as a potential recession, he said.
Caution flag
Private equity firm The Carlyle Group is exercising greater caution than usual in its approach to chemical and other industrial acquisitions in an increasingly uncertain business environment.
"There's a yellow flag on the racecar track. It is time to be careful and we will be very cautious," said Brian Bernasek, managing director and the head of the global industrial and transportation team at The Carlyle Group at a recent meeting of the Chemical Marketing & Economics Group (CM&E) in New York. "It's clearly a more challenging environment than in the past several years, and it's not certain where we are [in the economic cycle]," he added.
Yet even as macroeconomic challenges mount and earnings growth slows, M&A valuations have persisted at high levels.
"Interest rates are likely to stay low for the foreseeable future, so equity values are likely to remain high with the caveat that business performance needs to be strong. We expect this high valuation environment to continue," said Bernasek. However, he sees corporates increasingly becoming more and more cautious in their appetite for acquisitions as well.
"In general, strategists are becoming less bullish. So much of the competition [for deals] is micro-based - on whether it's a great strategic fit or attractive growth opportunity for the company. But we're pretty confident that… board rooms and CEOs are less enthusiastic than they were six to 12 months ago in doing deals," said Bernasek.
Carlyle's investment strategy comprises making operational improvements, finding and supplying disruptive growth and backing market leaders with world-class management teams. It specialises in industrial carve-outs - what it calls its "calling card". Examples include buying AkzoNobel's specialty chemicals business, which it renamed Nouryon, and acquiring DuPont's automotive coatings business (Axalta Coating Systems) which it took public. It also sees the energy sector as a "unique place to invest", said Bernasek.
"Some private equity firms think we're in an industrial recession now, but have raised funds and need to put that capital to work," said Sean Gallagher, managing director at investment bank Janney Montgomery Scott. "Some are looking for businesses that are relatively immune to recession or counter cyclical. For others, their timelines are not always economy-related," he added. And more caution on the part of large multinational chemical companies because of the macro challenges could open up more opportunities for private equity, the banker noted. "Larger multinationals are pulling in their horns now and cutting back on costs," said Gallagher.
Stock price falls may spur M&A
A downturn in chemical stock prices could spur more mergers and acquisitions activity.
US and European chemical equity prices have largely been flat to down in 2019, with some exceptions, even after a sharp bounce off their August lows.
"The next 12-18 months should see the continuation of a very busy M&A market. Public chemical valuations have come down a bit and this may bleed into the private side, making businesses across the board more actionable," said The Valence Group's Zachariades. "From an M&A standpoint, this potentially creates opportunity. Some public companies that had been considered unattainable are now on buyers' radar screens as they've become more reasonably priced.
In July 2019, US-based specialty chemicals company OMNOVA Solutions, following a sharp drop in its share price, caught a bid from UK-based Synthomer at a 52% premium to its 3-month weighted average stock price.
On the public chemical company side, valuations have come down, making some "very actionable" from an M&A standpoint, said Harfouche at Guggenheim Partners.
Buyers remain well positioned to drive activity with private equity sitting on growing piles of "dry powder" and looking for deals, and corporate balance sheets relatively healthy, he said. "As valuations come down, we're going to see more portfolio optimisation which should be a catalyst for activity," said Mario Toukan, managing director at SK Capital Partners. "As public valuations decline, it makes it easier for these companies to sell non-core assets as it won't be dilutive," he added.
Conversely, when public valuations are high, selling off businesses becomes difficult as companies are already getting high multiples off these assets in the stock market - essentially getting greater credit for the cash flows.
"In the chemical world, there are a lot of headwinds. We are technically in a chemical and manufacturing recession," said Toukan. M&A transaction multiples continue to be strong for the moment, but they will likely trend lower with public valuations, he noted. "It takes time for M&A valuations to normalise - there's always a time lag. The buyer/seller valuation gap is going to narrow, but it will take time."
SK Capital, which specialises solely in chemicals, pharmaceuticals and specialty materials, is well positioned to execute such deals in a tougher market, he pointed out. "For deals we consider, we must have a view on transformational change in the business - we may be indirectly exposed to commodities, but we won't play cycles," added Toukan.
Thanks Roberto Chiarotti of BCM Public Relations Ltd. for collaboration.
www.bcmpublicrelations.com
chemical industry,
Arkema,
Huntsman,
PolyOne,
BASF,
Evonik,
ICIS,
M&A,
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Vox Novus
Vox Novus explores the questions of what it means to have a voice; how the human voice relates to tradition, storytelling, and record keeping; and the ways in which folk songs and folk tales relate to identity and understanding.
The concert features the talents of NAT 28 musicians alongside three vocalists who are celebrated for their performances of contemporary music. Soprano Jennifer Aylmer will be featured on two works by the award-winning Finnish composer Kaija Saariaho: Miranda's Lament, a setting of the eponymous character's words from William Shakespeare's The Tempest, and Die Aussicht based on the poem by the German poet Friedrich Hölderlin. The American premiere of NAT 28 composer Jean-Patrick Besingrand's Aux couleurs du couchant reflété par mes yeux for solo voice will be given by soprano Anna Elder. Anna will also be featured on the world premiere of Curtis Rumrill's Domestic Beasts of Vinland Char based on a poem by the composer's long-time collaborative partner, Zach Webber. The concert will end with Folk Songs by the iconic composer, Luciano Berio. Mezzo-soprano Kara Cornell brings life to this set of eleven "recomposed" folk songs from around the world.
Third Presbyterian Church
5701 Fifth Ave.
$12 online/at the door
$5 for students at the door only
Spotlight Series: The Music of George Crumb
The annual Spotlight Series features the work of living composers whose careers have helped define contemporary classical music as we know it today. This year NAT 28 features the music of the inventive and ground-breaking composer, George Crumb. In order to present a comprehensive program of his most famous works, this will be a two-concert event with a dinner in between. The first concert begins at 3:30pm. We'll break for a special dinner at Legume before the second concert begins at 7:30pm. Full details below.
Vox Balaenae (Voice of the Whale) for flute, cello and piano simultaneously examines whale song and the creation of the universe. Mundus Canis for guitar and percussion is a set of musical caricatures that capture the spirit of five of the composer's dogs. Eleven Echoes of Autumn for violin, alto flute, clarinet, and piano explores Federico Garcia Lorca's lament on the "broken arch" of fall's climax and collapse. Black Angels is a thrilling work for amplified string quartet depicting figures of the underworld. The program also includes An Idyll for the Misbegotten for flute and percussion, and Dream Sequence for violin, cello, piano, percussion and glass harmonica.
Kresge Theatre - College of Fine Arts
5000 Forbes Ave.
5:00PM and 8:30PM
Second Annual Pittsburgh Composers Project
The annual Pittsburgh Composers Project features the work of established and emerging composers based in Pittsburgh. This year's concert includes the winners of NAT 28's second annual Call for Scores by emerging composers. It is a great opportunity for audiences to experience the creative and innovative music written by composers who call Pittsburgh home. The program will be announced once the winners of the Call for Scores are chosen on November 1, 2017.
5941 Penn Ave.
Call-for-Scores Winners
French Music and Culture
NAT 28 celebrates its close connection to the music and culture of France. The ensemble's own composer-in-residence and French native (from Bordeaux), Jean-Patrick Besingrand has selected a program of works by his teachers and colleagues which capture the breadth of contemporary music in France today.
The program includes works by Georges Barboteu, Benoit Albert, Jean-Louis Agobet, Etienne Rolin, Pierre Boulez, and Jean-Patrick Besingrand.
Frick Fine Arts
650 Schenley Drive, across from Carnegie Library of Pittsburgh - Main
$15 general/$5 students
A Polyphony of Pride
In celebration of Pittsburgh's Pride Week, NAT 28 presents A Polyphony of Pride, a concert of works by LGBTQ composers. NAT 28 embraces diversity and inclusivity by programming music meant to highlight and celebrate the composers, community, audience, and ensemble members whose voices and backgrounds reflect a rich array of experiences and perspectives. By continually presenting the work of a diverse body of artists, NAT 28 seeks to help the classical music tradition become increasingly vibrant and relevant. The concert is made possible by support from The Opportunity Fund and St. Paul's Episcopal Church.
The program includes works by Meredith Monk, Jennifer Higdon, Sean Shepherd,
Nico Muhly, Andrew Norman, and Pauline Oliveros.
555 Morewood Ave.


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