text:
\section{Introduction: What is {\it  \bf Standard}?}

 This talk focuses on non-standard scenarios of electroweak symmetry breaking (EWSB). In this talk, {\bf Standard } means that EWSB  is triggered by a sector of elementary scalars. This includes the Standard Model (SM) and extended Higgs sectors such as in Supersymmetry~\cite{SUSY}.

 Non-standard means anything else. Whether EWSB is triggered by a new sector of composite scalars, or no scalars at all, that is the meaning of non-standard in this talk.
Non-standard EWSB is realized in Extra-dimensions~\cite{xdims}, Little Higgs~\cite{LH}, and Technicolor~\cite{TC}. In those cases, the Higgs is either absent or composite~\cite{composite}.

 \section{Composite Higgs}

There is nowadays an increasing suspicion that there may be a light scalar particle at around 125 GeV in mass~\cite{Higgs125}~\footnote{Ok, I was supposed to start writing these proceedings two weeks ago, so bear with the 'strong suspicion'.}. A  {\it light} scalar needs a stabilization mechanism, or we {\it really} do not understand the formulation of scalar theories in quantum field theory. This is the hierarchy problem: why would the scalar stick around the electroweak scale, when any threshold correction from UV physics pushes its mass to UV values?

  \vspace{.3cm}

 The usual answer is {\it symmetries, symmetries, symmetries!}

 \vspace{.3cm}

If one opts for for fermionic symmetries, the name of the game is Supersymmetry. The Higgs is protected from UV contributions, hence its mass stabilized, by embedding the Higgs in a superfiled along with fermions. The Higgs inherits the protection of  chiral symmetry, if Supersymmetry is unbroken. Supersymmetry is obviously broken, and that makes the nice, cute story a whole mess, but Nature is sometimes funny.

If one opts for bosonic symmetries, the names we have in mind are Nambu and Goldstone. Light scalar degrees of freedom may be just the manifestation of the spontaneous breaking of some approximate global symmetry. Pseudo-Goldstone bosons stick around as their mass is purely linked to IR effects, hence stable under radiative corrections. In the limit when all explicit sources of symmetry breaking are off, the scalar is massless.

Both Supersymmetry and Pseudo-Goldstone Higgs have their beauty and their problems. And none, if there, manifests itself in a simple/minimal fashion. Those scenarios need gymnastics, model-building, tuning$\ldots$ creativity, in a word, to pass the stringent electroweak precision tests (and the always tightening collider bounds).

Supersymmetry has been by far the most popular option to stabilize the electroweak scale, and for many years dominated the spectrum of Beyond the Standard Model. And for a good reason: Supersymmetry is elegant, perturbative and, most importantly, easily tuneable to look like the Standard Model as the experimental results push the supersymmetric phenomena to higher and higher scales.

But now that the experimental bounds are {\it really } getting the community nervous, there is an increasing attention to the view of the Higgs as a pseudo-Goldstone boson. In this case, the Higgs would be the equivalent of the pions and kaon sector in QCD, a composite of some IR confining theory, whose mass is much below the masses of other composite states because it is protected by an approximate shift symmetry.

\subsection{Realizations of Composite Higgs}

Composite Higgs can be realized in Little Higgs, Extra-dimensions and Technicolor.

In Little Higgs, the Higgs is a pseudo-Goldstone of a new global symmetry. Well, actually, in Little Higgs we are talking about a new sector of global symmetries, which breaks down and are also partially gauged.

In Extra-dimensions, the Higgs may be the extra-dimensional component of a gauge field in more than four dimensions. After compactification of the extra dimensions down to four, the compactification procedure may respect a subset of the original higher-dimensional gauge symmetries. This subset may include a shift symmetry, parallel to the Goldstone boson protection mechanism. In the AdS/CFT interpretation of extra-dimensions as dual to composite sectors, the compactification in extra-dimensions which leads to a remaining shift symmetry is dual to the Nambu-Goldstone mechanism.
The Higgs is then a holographic pseudo-Goldstone boson.

In Technicolor, there is no need for a scalar degree of freedom to break the electroweak symmetry. EWSB is driven by some new gauge sector. This sector becomes strong and triggers the breaking of symmetries, global and partially gauged, including the electroweak symmetry of the SM. Our known and beloved $W$ and $Z$ are themselves composites of, for example, the techni-fermions  charged under the new gauge symmetry. In this picture, $W$ and $Z$ eat would-be Goldstone bosons.

Although there is no need for a Higgs-like particle, technicolor dynamics can accommodate it. The pion sector may be quite complex, with some pions would-be goldstones, and some pseudo-goldstones which remain in the spectrum.

\subsection{Symmetries for a light Higgs}

There are many examples of 4D symmetry breaking patterns resulting in three would-be goldstones and some light scalars. The literature on this is very long, but this long list is cut to few breaking patterns when one ask for one and only one light scalar.

Extra-dimensional gauge theories provide another UV completion of the Goldstone symmetry. In that case, it's a relic  shift symmetry from compactifying a gauge symmetry. After compactification, a higher dimensional gauge theory could break down to a 4D gauge theory or some relic shift symmetry, restricting the properties of the extra-dimensional component of the gauge field.

\subsection{Generic Features of Composite Higgs}

What is the composite Higgs supposed to do? A {\it must} is the $W$$W$ scattering unitarization. The composite Higgs does part of the job of unitarizing, and the rest is done by heavy resonances. So, if the Higgs is composite, one could try to measure the degree of non-unitarization in WW scattering with the Higgs exchange only. But accessing to the unitarization process  (i.e. measuring precisely the vector boson fusion channel) is an herculean task,  quite late in the LHC program. But one can take a detour: in composite Higgs one also expects some deviation of the Higgs couplings to fermions and vector bosons respect to the SM. So, instead of measuring the VBF channel, one could analyze the production and decay of Higgs to $\gamma\gamma$, $ZZ$, $WW$, $b\bar{b}$  aand $\tau^+\tau-$ and discover that those couplings do not correspond to the SM expectation. Those deviations, and also deviation in VBF, are proportional to $(v/f)^2$, where $f$ is the scale of strong interactions. As in SUSY, one can always decouple these effects to the price of a larger fine-tuning, and deform the theory to look too alike to the SM. Even $f~$ 500 GeV is a tough measurement~\cite{VBF}.

 In summary, composite Higgs' generic features are (may be) {\it too } SM-like.

 \subsection{Common features}

 If $f$ is about or larger than 500 GeV, one has a better shot at trying to find the resonances themselves. Usually the mass of the resonances, bound states of new strong interactions of confinement scale $f$ is given by
 \begin{eqnarray}
 m_{\rho} = g_{\rho} f
 \end{eqnarray}
 where $g_{\rho}$ is a dimensionless coupling which encodes how narrow/broad the resonance is.
Unless those resonances are very broad ($g_{\rho} \gg 1$), the resonances shouldn't be far away, and one can expect to produce them directly. Let us use their spin to classify the new particles:

\begin{enumerate}

  \item {\bf New Fermions: }  The way we call these new fermions depend on the model.  For example, in Little Higgs, we would name it $T$,  the top partner, and their role is to cancel quadratic contributions to the Higgs mass. In extra-dimensions, the same guy would be called, $t_{KK}$, the Kaluza-Klein excitation of the top. In the extra-dimensional case we expect many, not just one, top partners. But since the first KK resonance is expected to be heavy, searching for the next resonance is quite a challenge. What about new strong interactions? If the top is (partly) composite, i.e. either it is a bound state, or an elementary fermion with some mixing with a bound state, we expect heavy technibaryons with the same quantum numbers.

  In all these cases, the new fermion couples/mixes with SM fermions, hence it can decay to them. In that sense, the searches for new fermions are no different (at the most basic level) than searches for fourth generation fermions~\cite{fourth-gen}, and their interpretation would only be clarified if other resonances, and modified Higgs couplings were measured.

  \item {\bf New Vectors:} Again, the names and interpretation depend on the scenario (for example, $W'$, $W_{KK}$ and $\rho_{TC}$) but the phenomenology is very similar. Those resonances can be produced s-channel via their couplings to light fermions or, if those couplings are very suppressed, they can be produced in vector boson fusion.

  The searches for spin-one resonances in these scenarios are no different that $Z'$ and $W'$ searches, so their discovery (alone) would be hard to disentangle from a new gauge symmetry, broken at the TeV scale.

  \item {\bf Massive spin-two resonances: } Now, this is an interesting, difficult to mimic scenario. One usually thinks about this creature as a KK graviton, but one should also keep in mind that any strongly coupled sector would produce a zillion of resonances, and among those spin-two. QCD has quite some of them, for example, the $f_2$. In this talk we will discuss the phenomenology of those two types of spin-two resonances and ways to distinguish them. I can anticipate that this task  will be harder that one would imagine.
\end{enumerate}

\section{No Higgs}

Well, to tell you the truth, I was finishing this proceedings as the Higgs discovery was announced~\footnote{An event which caused to many of us both incredible excitement and getting a new PHD ({\it PHD=Post-Higgs Depression}).}, and I cannot force myself to write a section about no-Higgs now. If I had the strength, I would tell you about distinguishing different scenarios using leptons at the LHC~\cite{dileptons}.

What can I say? Cool idea, not realized in Nature. Let us move on.

\section{How to unmask a graviton impostor}

In composite/extra-dimensional theories, spin-two resonances may be lying around at low scales. Can we distinguish them? or, in other words, how do we discover them?

One would naively say that if this guy comes from extra-dimensions, then it is very easy to spot. KK-gravitons inherit their couplings from the massless graviton,
\begin{eqnarray}
\frac{1}{\Lambda} \, G_{\mu\nu} \, T^{\mu\nu}
\end{eqnarray}
where $G$ is the graviton excitation (a 4D field) and $T^{\mu\nu}$ is the ordinary stress-tensor. But there is something peculiar about this coupling. It is not the way I just wrote it, because it actually looks as
\begin{eqnarray}
\frac{c_{i} }{\Lambda} \,  G_{\mu\nu} \, T_i^{\mu\nu}
\end{eqnarray}
where $i$ is a label for species, namely the graviton could couple to different fields with a different coefficient. So, yes, the coupling is still to the {\it structure} contained in the stress tensor, but the graviton does not have to couple to the SM fields universally. The origin of the $c_i$ is localization in the extra-dimension. SM fields can be localized on a brane, or move in the extra-dimensions with different wavefunctions, and there is a lot of freedom on what they can do and how they end up overlapping with the graviton wavefunction. The $c_i$'s are then very model dependent.

But then a spin-two resonance from some unknown strongly coupled sector, let us call it the impostor $\tilde{G}$, would couple in a more generic way, right? The answer is {\bf no}. The reason, guess what? symmetries, symmetries, symmetries! The only thing we know how to do well.

At quadratic level in fields, the Lagrangian of any rank-2 tensor is the Pauli-Fierz. So they do propagate in the same way. And at the level of interactions, after imposing Lorentz and CP invariance, one can show~\cite{us} that all the interactions between the impostor and the SM look like
\begin{eqnarray}
\frac{\tilde{c}_{i} }{\Lambda} \,  \tilde{G}_{\mu\nu} \, T_i^{\mu\nu}
\end{eqnarray}
Does it sound familiar? The impostor couples to the same structures as the graviton. The interpretation of $\tilde{c}$ is different, though. The resonance would couple to SM fields which {\it talk} to the strong sector. The top, the massive $W$ and $Z$ are clear candidates. But the photon, or gluon could also couple with the same mechanism and the $\rho-\gamma$ mixing of QCD.

Now, if you are tuned to holographic models, this comes as no surprise. At the end of the day, one could imagine that, for every sector of strong dynamics, there is {\it some} extra-dimensional dual, no matter how complicated its geometry. This duality can be exploited ad infinitum, see for example Refs.~\cite{analogue,sum-rules} for some fun I had with it.

Then, if you are a holographic lover, you are going to be surprised: the duality does not hold here. The photon and the gluon are massless, manifestation of the conservation of $U(1)_{EM}$ and $SU(3)_C$ above the confinement scale. Those are currents which have to be coupled in the extra-dimensional model in a consistent way. If photons and gluons propagate in the extra-dimension, then one can define a ratio of partial decay widths
\begin{eqnarray}
R=\frac{\Gamma(\to g g )}{\Gamma(\to \gamma\gamma)}
\end{eqnarray}
which in extra-dimensions is fixed to 8, whereas in a composite sector it can be anything. Techni-fermions could be charged under color and/or EM, and the spin-two bound state could decay to photons and not to gluons, for example. In the paper we discuss how difficult is to measure this ratio, but it is an explicit example of the  breakdown of the correspondence.

\section*{Acknowledgments}
I thank my collaborators, obviously.

 \section*{References}

redpajama_set_name: RedPajamaArXiv


text:
Vikstenstorpet är ett författarmuseum 30 kilometer från Färila i Ljusdals kommun i Hälsingland. Det donerades efter Albert Vikstens död 1969 till Ljusdals kommun och ägs idag av en kommunal stiftelse.

Vikstenstorpet och Albert Vikstens skrivarstuga, en smedja som han flyttade till torpet från sin hemgård Kronbacka i Färila, ligger vid sjön Ängratörn. Torpet var en femtioårspresent till Albert Viksten 1939. Albert Viksten beskrev torpet och trakten i boken Mitt Paradis 1959. Torpet är från 1863, då det anlades av en norsk skogsarbetare i dalgången Skrälldalen.

Mellan stranden och torpet finns en blomsteräng, som Albert Viksten flera gånger beskrivit i sina dagböcker, med omkring hundra olika arter. Stranden har tidigare kantats av grova aspar med knipholkar, men bävern har fällt de flesta av träden.

Vikstenstorpet hotades av skogsbranden i norra Hälsingland 2018. Det klarade sig, bland annat efter att ha vattenbombats från helikopter.

Bildgalleri

Källor
Om Ängratörn på www.albertviksten.se

Noter

Externa länkar
Webbplats för Albert Viksten
Vikstenstorpet vid Ängratörn på ww.farila.se
Foto av köket på Digitalt museum
Foto av rum på Digitalt museum
Foton på Digitalt museum

Författarmuseer i Sverige
Ljusdals kommun

redpajama_set_name: RedPajamaWikipedia


SKU: N/A. Categories: Dog, Food, James Wellbeloved, Manufacturers. Tags: 15kg, 2kg, 7.5kg, adult, dog food, duck, hypoallergenic, James wellbeloved.
A complete dry food with the bonus that it is hypo-allergenic. With selected protein source duck and selected carbohydrate sources of rice and oats, it is a dietetic food, excellent for the reduction of ingredient and nutrient intolerences.
Made with natural ingredients with added vitamins and minerals. Hypoallergenic – ideal for dogs with skin or digestive sensitivities. Single meat protein – the only meat protein in this food is Duck and we complement that with tasty duck fat and delicious duck gravy. No added artificial colours, flavours or preservatives. We avoid those ingredients known to cause many food intolerances. Complete balanced dog food.


For a race with the personalized along with amazing heritage of the Tour de France, as much campaign needs to become part of the preparation job of annual's variation as the bikers took right into finishing the race in beginning factor. The Tour de France is prominent for its dimension, its variety, as well as likewise the strenuous requirements it places on those that attempt to control it, along with the numerous other competitors. The race planners must put a great deal of effort as well as likewise time prep work yearly's race, to ensure that each installment is beneficial of the integrity that the Tour de France has really gotten over the last 105 years.
When preparing the yearly course of the Tour de France, there are whole lots of factors that have really to be taken right into account. For one, stages need to integrate to make a specific overall dimension that will absolutely approach races past.
Amongst among one of the most charming aspects of the Tour de France is that the race highlights French neighborhoods that otherwise would absolutely never ever before acquire the kind of worldwide emphasis that they do throughout the race. The Tour de France is the when of year that a relatively little location can wind up being, for at some point a minimum of, the center of the cycling globe. The experience might be aggravating, impressive, as well as likewise a wish revived all at the identical time for the neighborhoods consisted of.
To likewise be considered as an area that will definitely enter into the Tour de France's program, neighborhoods require to send their need in addition to entered into an extensive along with sometimes tiring option treatment. Meetings are had, area leaders use their perfect disputes for their enhancement in addition to tallies are implemented, among others factors that require to be done to establish which areas will definitely be residence to Tour de France stops. The option might be a hard one, as areas require to have the capability to fit all the buzz as well as likewise saturation that might occur from entering into such a historical in addition to enormous event.
The exclusive stages need to be integrated to make a deliberate whole along with to give the race an all-natural sensation. The Tour de France requires to be planned completely, to make sure that cyclists do not have many stages directly of large hillside dashboards or climbs. Rest days have really to be established in, as well as likewise in a neighborhood that can match the swell of the human race that will absolutely go as well as come by a 24 to 48 human resources period as an end result of the Tour de France quiting by.
It's in addition important that the race itself not be a stationary retread of the ones from years past. Each Tour de France requires to value the method of the race while establishing its extremely own recognition simultaneously. Due to this, some neighborhoods belong of the race evidently yearly, while yearly, the race planners attempt to consist of some new preferences to the regular stew to preserve factors fresh.
As you can see, preparing the Tour de France is instead a difficult work. The people behind the scenes will definitely never ever before get the enjoyment as well as additionally concentrate that the bicyclists that cross the race acquire, they remain in many methods merely as necessary when considering the outcome of the race as well as additionally simply exactly how enjoyable it is.
For a race with the method along with superb heritage of the Tour de France, as much effort needs to go right into the preparation job of yearly's variation as the motorcyclists put right into finishing the race in extremely initial area. The race planners need to put a lot of campaign as well as additionally time prep work annually's race, to make certain that each installment is beneficial of the on the internet credibility that the Tour de France has in fact transformed the last 105 years.
Among one of the most exciting aspects of the Tour de France is the fact that the race highlights French areas that otherwise would absolutely never ever before acquire the sort of worldwide emphasis that they do throughout the race. As soon as, each Tour de France has to value the personalized of the race while establishing its extremely own recognition all at.
For a race with the personalized as well as unbelievable heritage of the Tour de France, as much campaign has to get in right into the preparation job of annual's variation as the bicyclists took right into finishing the race in beginning factor. The race organizers ought to put an entire great deal of campaign as well as likewise time prep work each year's race, to ensure that each installment is beneficial of the reliability that the Tour de France has in fact gotten over the last 105 years.
Amongst one of the most charming aspects of the Tour de France is that the race highlights French neighborhoods that or else would definitely never ever before get the kind of worldwide emphasis that they do throughout the race. Each Tour de France requires to value the technique of the race while creating its really own recognition simultaneously.


text:
João Pinto de Freitas do Amaral (30 May 1948 – 21 March 1995) was a Portuguese politician and journalist.

Background
He was the fourth but second surviving son of Duarte de Freitas do Amaral and wife Maria Filomena de Campos Trocado and the younger brother of Diogo de Freitas do Amaral.

Career
He was an Assistant to the Secretary of State of Sports and a Journalist, etc.

Marriages and issue
He married firstly in Porto, Nevogilde, on 2 January 1971 and divorced Maria Inês Fernandes Marinho, born in Porto, Nevogilde, 5 April 1946, daughter of Henrique Pascoal Marinho and wife Maria do Céu Pereira Fernandes, and had two children:
 Duarte Fernandes Marinho de Freitas do Amaral (b. Lisbon, 27 November 1971)
 Mariana Fernandes Marinho de Freitas do Amaral (b. Lisbon, 4 July 1974)

He married secondly in Sesimbra on 9 September 1980 and divorced Isabel Maria Braz de Oliveira, born in Lisbon on 16 March 1955, daughter of Roque Braz de Oliveira and wife Maria Carlota Pinto Nogueira, and paternal granddaughter of Cassiano Maria de Oliveira (born Alcongosta, Fundão) and wife Júlia Preto Chagas Braz (born Sesimbra), and had a daughter:
 Maria Brás de Oliveira de Freitas do Amaral (born Lisbon, 28 February 1981)

References
 Anuário da Nobreza de Portugal, III, 2006, Tomo IV, pg. 862 to 873
 Costados, Gonçalo de Mesquita da Silveira de Vasconcelos e Sousa, Livraria Esquina, 1.ª Edição, Porto, 1997, N.º 55

1948 births
1995 deaths
Portuguese journalists
Male journalists
Portuguese politicians
People from Lisbon
20th-century Portuguese writers
Freitas do Amaral family
20th-century journalists


We believe every person should strive for something bigger than himself/herself. We have certainly set our goals extremely high … outrageously high. To many of the people we expect to encounter during our testing, we anticipate our goals will appear impossible to achieve. We understand and accept that fact. We feel it is an indication of just how far our American culture has moved away from that great "principled" society that once was accepted as a norm and shared among the majority of The Greatest American Generation.
We are intentionally leaving our goals at an outrageously high level. And, have intentionally designed our mission such that with each significant success, any person should easily be able to identify the groups and individuals that are to benefit most without us having to point it out.
As you know, many of your residents are a part of that greatest generation any society has ever produced. These very men and women fought not for fame and recognition, but because it was the "right thing to do." If not directly part of the military fighting force, there was a distinct and noticeable level of productivity back at the "home front" that no doubt made a decisive material contribution to the war effort. And yes, it produced a little pride in accomplishment.
Achieving goals in that "right thing to do" and "productive" environment can be a very rewarding and fulfilling experience. We believe recent generations are losing that "feeling" and level of understanding. Today appears to be more about the "me" and "my fame and recognition." This growing attitude is something especially visible in the entertainment world. Can we highlight and potentially influence the attitudes of today's youth regarding the disappearance of our once "Best of Life" culture? This is our "why" for what we do. Some will choose to brush-it-off as a futile exercise.
Our prayer is that we can demonstrate an appropriate level of effort, integrity and selflessness in developing and executing our potential services to local communities beyond our Liberty venue. To that end, we do have our roadmap and our journey has begun. As I'm sure you can probably imagine, to date, any sharing of that objective or roadmap, has been a bit of a challenge in itself. This is especially true in the early stages of such an unusual effort in today's world like our testing that is now underway. No one else does what we are attempting to do. And perhaps, folks will never get it. But, does that mean it should never be attempted?
Therefore, our focus is to quietly and calmly deliver on commitments made as we implement and execute each and every normal step taken along the roadmap. We believe at points along the way we will have very visible demonstrations of effort, integrity, and selflessness. It is our hope and design to be in a position to be able to share such moments with our youth of today. As you know, they are the very future of this great country.


text:
Next in Retail Podcast Transcript
Episode 2 - Big & Nimble
Reva Bhatia:
You're listening to Next in Retail from Publicis Sapient, the podcast that shares insights on unlocking what's next in digital transformation. Remember Montgomery Ward? Toys R' Us? How about Forever 21? Examples of massive retailers failing to adapt to the changes around them are becoming the norm. With this, the message is clear. Retailers need to find a way to be both big and nimble. Today, we will be discussing what it means to be agile in these evolving times, and how retailers should adapt so they can swim and not sink. Joining me are Jon Reily, business and customer strategy lead at Publicis Sapient, Hilding Anderson, retail strategy lead. I'm your host for the session, Reva Bhatia. Thanks for joining me, gentlemen. Now, let's dive in.
First question, in today's times, the definition of what it means to be nimble can mean a lot of different things. What does it mean to you? I'm going to start with you, Hilding.
Hilding Anderson:
I think for large organizations, their challenges are that they've got to continue to fly the plane while they completely reinvent the way that they interact and connect to the customer. And the question is, how do you do that? That requires a level of flexibility and reinvention and almost an entrepreneurial spirit within organizations that, over the years, haven't invested or set that as a core value of their company. I think for me, it's about rediscovering what it means to be agile and nimble for a lot of these larger firms.
Jon, what's your take?
Jon Reily:
To continue with the airplane metaphor, I would say also coming to grips with the fact that while you're fixing the engine while the airplane is flying, you need to look out the window and realize there's a mountain coming, and not pretend that that's not a mountain or the mountain is going to move by the time that you get there. And what I mean by that is I think that many retailers have a somewhat "head in the sand," or "it's the customer's problem, not us. We're fine. Everything's been going great. We've been in business for 75, 100 years and we know how to do business. And this internet thing, it's a fad."We've seen a lot of that of various retailers over the course of the last 20 years -- the companies that you listed earlier, of course. Montgomery Ward, boy, that was a flashback. Hadn't thought about Montgomery Ward in a long time. But, the point being {is} that retailers have to also be in the now as well as trying to fix what the problems are, and realizing that -- to continue another metaphor -- skating to where the puck's going to be and realizing that what you're doing right now may not be what customers are going to want in two years, or even 18 months. Being nimble means being able to react to that when it does happen versus having an antiquated organizational structure that doesn't allow you to pivot when you need to.
I do think it's interesting, Jon. There are few interactions I've had with executives where they're like, "oh, no, we don't need to change." We recently did some research where we looked at 400 or 500 executives and asked them(this is from 2018) but only 6% felt like they were truly digitally mature, that their transformation was done. I guess it's rare that I have a conversation where they're like, "oh, yeah, we've got it all figured out." I think the challenge that I see is whether they know the path to walk, as well as can they execute on that path. Do they have the talent, do they have the vision, do they know where they need to go and how to get there? I'm curious if that's what you've seen.
Absolutely. But I think the struggle there is communicating that within their organizations, and visionis a very difficult thing to communicate. And what I was describing there is not necessarily the leaders at the top, but the people who actually do the work. And not to name any names, but we've seen several old school retailers struggle a little bit with the modern era in terms of their ground troops and doing what needs to be done in the moment for the customer based on the digital era we live in -- versus how they've been working at that job for 10 or 15 years, {or they} worked their way up through the organization and they "understand retail." That's an accurate statement, but retail is a lot different. So when you have a command from the top of we're going to change, we're going to transform, being able to communicate that completely down the chain is a huge challenge and I think that's a large part of what we see with these companies. I use Forever 21 is a pretty good example of that. They failed to modernize for the modern era and it cost them and I think that you had a labor force of ground troops in the field who didn't get the same messages that were being communicated from the top.
And just building on that -- we're in conversations with a large retailer and they have, over the last 30 years, looked at IT mostly as a cost center, not as a source of competitive differentiation. As a result, they're now sitting looking at that landscape and saying, "oh crap, we have to be digitally led, we have to put digital at the core of the enterprise and everything's on green screens." Now you're looking at a 25-year debt of technology that they've got to overcome and they can't wait 20 years to get there.
Those types of challenges --and that's just the technology, that's not even the people -- that's not even the mindset. That's a huge part of this pain point, , around transitioning to be more nimble.
Right. And what you both are describing is often that retailers, when faced with the need for transformation, find it to be exceptionally daunting, especially when you're a massive organization. And we see so many retailers specifically just trying to dip their toes in and make minor changes to their overall digital presence versus understanding the imperative to make {a} more sweeping change. I'd love you both to give your take on whether or not you think that "dip-the-toe-in approach" works, and why or why not? I'm going to start with you, Jon.
Well, you have to start somewhere and {if} you're going to get in the pool, you're going to start with your feet probably. However, there's lots of, well, "I have a toe in and everything's fine," but that doesn't work for what we're talking about. An analogy I use is health. You can't diet or improve your health because you have some sort of heart condition. You have to dive right in. And I think a lot of retailers suffer from that obesity. And we're going to diet tomorrow, but we're going to put this one portion on a diet and everything else will fall and it'll be fine. And that's the whole thing about transformation. It has to be a lifestyle change in order for it to be effective. And so, that "dip a toe in the water to see if it works" probably is not a good long-term strategy. You have to start somewhere. Every journey starts with one step. But unfortunately, a lot of journeys stop at that one step for retailers and that's not a healthy way for retailers to go.
I'm going to be a little provocative. I actually don't, in my experience, think that most retailers are like, "oh, I just need to dip my toe in at this point." Maybe three years ago, but today, everybody knows that their platforms are on fire, in my experience. And maybe this is just the organizations, the 30, 40 organizations I've talked with in the last year, but the problem is "our platform's on fire, our board mandates that we continue to pay out dividends and our IT investments have just been cut by 20%. How do we self-fund this transformation? And yeah, I've got a 15-year, 20-year tech debt that I've got overcome to just do the basic blocking and tackling." That's fundamentally the challenge that I see. It's not because they're only wanting to dip the toe in the water. That's the reason everyone looks at them and says,"hey, you've only dipped the toe in the water" {is} because it's so bloody hard to update everything because they're running all these antiquated systems. There's no question there are secrets to transformation and to accelerating transformation. One of the key ones is around agility and embedding agility in small teams, and using some of this product and agile methodologies that really have fundamentally changed just in the last three to five years. A lot of executives and retailers aren't familiar with them or, if they are, they're familiar with them only in a fairly limited sense of technology projects, which it I think underestimates the amount of impact they can have. But I think we're in broad agreement, except for the part around how much are they intending to change.
I will say, speaking of intent to change, Walmart is really a hallmark story here. They're massively large, but they also found a way to revamp their operating model to compete in these changing times. That journey didn't happen overnight for them. What do you think they did well, and where do you think they still have left to go?
Walmart I think is a great example of what I was referring to earlier, which is communicating vision and the importance of doing that through the entire organization. From the CEO's office in Bentonville, Arkansas, to the person working the cash register in Muskogee, Oklahoma - there is no question as to what Walmart's mission {is} and what their goals are. I think that that is a huge portion of Walmart's recent success, because they've been able to communicate that vision to the people who are actually doing the work, and communicate that vision to their customers of "this is what we offer and this is the types of solutions we can offer it for your problems." Walmart's core business is grocery. They're the largest grocer in the United States, and that is a large part of their bread and butter after having the center of their stores hollowed out by the replenishment revolution that took place in the last couple of years. So, for Walmart to be able to say, "we want to be your hub for your home and everybody from the top of the company to the bottom of the company is going to help you as a consumer achieve that," -- that's a perfect example of communicating with the ground troops, making sure everybody's on the same page and having that shared vision. So, when I talk about Walmart, I am singing from the rooftops about Walmart, about taking a company that, on the surface, looks like it would be stuck in the 20th century, but they're not.
I actually think that it'll be really interesting to see if they can sustain this shift that they've made in the last three, five years, in part through acquisition and bringing in some new leadership, and sustain that movement. I think that the challenge for Walmart, it's going to become even greater over the next 36 months, as Amazon continues to grow and eat away at their business, as well as some of the other players start to beef up from a technology perspective. I think that we've seen, and it's been publicly talked about on the board, a real question that they're asking around "what is the role of digital within the broader mandate for profitability?" If you look at their digital division, I think they announced they've lost over $2 billion in, I think it might have even been in six months, or even a quarter, which, given their scale, isn't as big of a problem as it would be at a lot of retailers.- But the realization {is} that the digital still isn't a profitable enterprise for them. And you have a management and a board that looks at that and says, "well, why are we investing all of this in a losing channel when we're making good money in the store?" And that's the classic near-term orientation that many public companies are forced to take. I think if that mindset continues to dominate the board, it's going to lead to a set of bad decisions, and it's going to lead them down a path that is going to make them ultimately less competitive.
So, we're just a bunch of provocateurs here, so let's just establish that. I'll come back to that and say, yes, but is that the new expense? Is it knowing that e-commerce may not be profitable right out of the gate, that you have to spend on the short tail in order to possess the long tail, which would be the Amazon philosophy?, It almost becomes an investment in the future that, yes, I understand that here, in the year 2019, I'm going to lose X amount of dollars with e-commerce knowing that, , in that 2023, I know that my e-commerce will be more profitable than it is today, thanks to operational enhancement, efficiencies, et cetera. And I will own these customers… {But} is it worth it? If I'm going to a board and I'm going to look at the long tail of this rather than a quarter by quarter look at it, and look at a year by year or half decade by half decade…that's the kind of thing that I'm thinking about. Now, the question is whether you can afford to do that because not everybody has the enormous borrowing capital that some other companies in Seattle may have. And whether or not that is sustainable over the long tail, that remains to be seen.
We're in agreement. I think that if you look at the history of disruptive innovation, a lot of it is around how you invest in something that is initially underperforming the current status. I look at electric cars in America in 2019, 2020, and you can say that technology is still, with the exception of one manufacturer, still largely not at mass scale. And a lot of that is because I live in Texas, as do you, and it's hard to not be able to go 400 miles here, which occasionally you need to do. And you're not going to have a lot of options for charging. And there's still some pain points with this technology, just as there is with online. But that doesn't, for me, question the long-term viability of e-commerce and its role and its importance as a touchpoint for customers.
Large retailers often really want to buy themselves out of the problem that we're describing here by simply acquiring smaller, digitally native firms to inject that culture and sense of being digitally forward. You saw this with Nordstrom as an example with their acquisition of Trunk Club. Does having an eye on M&A to solve these issues really work for retailers? When does it work, and when is it not such a great idea?
I actually think that acquisition plays a role, but it plays a role in the early stages of that business maturation cycle where you're just starting to try to rapidly grow your IQ., A lot of acquisition, I believe, should be around talent management more than the individual products. I think for CPG, that answer is probably a little bit different, but for an apparel retailer, I think it's mostly about the fact that many retailers are what we call "talent starved." They struggle to get and retain the best people, and doing acquisitions is one solution to that at scale.
Yeah, the "acqui-hire" is always attractive because you feel like you can get a turnkey group of folks that could come in and inject life into your business, but it's also dangerous because there's culture that has to be taken into account. I would say that probably a pretty good illustration of that collision with Jet.comand Walmart. They have since overcome a lot of that, of course. But retailers who are somewhat healthy that have the ability to have an M&A strategy to be able to try and purchase opportunity and talent and technology.... I would also caution a lot of retailers to not make that "midlife crisis" mistake of going out and purchasing the red sports car of, "okay, this is going to solve all my problems here,"when rather maybe that talent exists already within your business, or that money would be better spent elsewhere, as opposed to picking up something new and shiny that you think is "going to be the thing that's going to drive me forward."
I think the other lens to take on that is that there is a product opportunity around acquisition that if you understand a frame where retailers are being commoditized and challenged - on one side, from brands that have their own product that's proprietary, that you can basically only shop where they want(not very substitutable), and marketplaces that are going for scale and availability and a large footprint. You, as a retailer, have a choice. You can either go for more scale and build up your own marketplace, and build up some of your own selection and options, make convenience a key part of your play…or you can look at having your own product. And if you choose that option, then I think there probably is a portfolio strategy around acquisition that lets you more quickly build up your private label capabilities. And we're seeing that at some European retailers and we're seeing that in North America as well to a limited degree.
So maybe shifting gears a little bit, and we touched on this briefly when we talked about M&A as a strategy to change the culture of your organization -- how do large retailers need to view their organization models in order to be able to become fully nimble and fully agile? Jon, I'm going to have you kick this one off.
This comes back to the "dipping a toe in." If we look at a pattern of e-commerce over the course of the last 20-ish years, it's weird to think that we're about to enter the third decade of e-commerce, but the path of it within most organizations is they're a successful brick and mortar retailer, this internet thing comes along, {and} they think, "okay, well we probably need a website. We may want to sell some stuff. Let's go find some nerds and stick them in a closet down in the basement and they can create this website, maybe sell some stuff." And then, eventually it gets to the point where that website's making enough money where it starts to compete with the rest of the business. I personally experienced this in my past lives... Then the brick and mortar guys are like, "wait a minute, you're stealing my customers." And rather, those are all the same customers. So those organizational structure problems that we saw in the earlier part of the previous decade and up into the early 2010s, those have largely been pushed aside. But now we're starting to see it in different ways in the entire lifecycle of the customer and the customer experience. And something I will jokingly say to executives is if I, as a consumer, can sense when I've crossed a P&L, you've failed at customer experience because the customer doesn't care whether they're dealing with you in the store, online, on their phone, on a website, mobile, whatever. From the customer's standpoint, it's all retailer X, and they don't care what channel they're using in order to communicate with them. The organization, on the other hand, is probably pretty segmented into various divisions to service all of those needs. And so, when you look at the modern era and you look at the success of digital DTC companies that have come along with this direct-to-consumer market, the reason they're able to do that, and, coming back to our original comment about being nimble, is because they're just a group of people that are trying to solve a problem and offer a service. And big companies struggle with that for various reasons because you have in communication over P&L's, you have starving for talent, as Hilding pointed out. And it may not spread across the entire organization. And thenyou have to realize that you have a problem and not just continue to Band-Aid it and say, "okay, well, we're just going to get better at communication," or "we're just going to get better at sharing information across silos" because that's just not going to work. The unified experience for the customer across the entire experience is critical for retailers to survive in the modern era.
I would just add that we see multiple models be successful. That being said, for example, we have one client that has that traditional digital business arm that owns all of their e-commerce -- which pretty siloed from the traditional technology arm, yet is one of the top performing retailers in North America. We have other businesses where that same structure causes all sorts of divisiveness and problems, especially as it conflicts with the P&L responsibility. I think ultimately my recommendation is to absolutely keep it customer centric, look at your organization and try to make sure that you have that customer be the key target and set up teams that are focused on different aspects of the customer journey; making sure you think about what kind of a product orientation is an aspect of that. But then look and understand that power in most of these organizations is ultimately linked to that P&L responsibility.The extent that that is in conflict with building a great experience for the customer, the organization is not going to perform as well. And that's an essential part of this puzzle.
Do you think that there's a certain sense of outdatedness with many retailers viewing, say, mobile as a product within their business or viewing it as its own independent channel?. And their website is its own independent product or channel, rather than integrating all of these different moving parts and pieces of their consumer-facing business, into one, more customer-centric model where the organization is collapsed, where all of these different channels aren't treated as separate communities? I know, Hilding, you mentioned that we have examples of where that works, but are those more the, anomaly than what we more consistently see?
It really varies on the organization. The customer research shows that mobile, for example… 65, 70 plus percent of US customers use their mobile phone while in the store and it quickly gets into the question {of}"okay, well, if you purchase on the website something {that's} in the store, who gets credit for that? And that's where that P&L battle begins. Digital today is on the agenda of every board, and how you respond to that challenge with digital is on that agenda. And organizations today understand much better than they used to that that omnichannel shopper is incredibly important. And I feel like in each of their own constructs have made some considerable progress in terms of solving that issue around channel conflict.
I think all retailers… there's a maturity now where they get it, they watch their own usage, they watch their friends and neighbors and children's usage of how we interact with brands and interact with everything. So I don't think anyone really has the, "oh, mobile needs to be a separate entity, and what's our mobile strategy?" I haven't heard anyone ask that for some time, where just three years ago that was a super common thing that people would ask: "What's our mobile strategy? Mobile first. Responsive website." When was the last time you heard somebody say that? I think that retailers now get that the goal is to reach the customer where they are and where they want to be in the right place at the right time. But, to Hilding's point, that attribution model comes up where this vice president wants to make sure that they get credit for that sale because it occurred over this vehicle. And that's what I'm talking about.That mindset is not how it's going to work for very much longer, especially as we're seeing a massive generational shift to generation Z -- that's going to be the largest consumer cohort here in just a couple of years, and no one under the age of 25 is buying things without touching their phone. So, if you're going to have a attribution model where, even though I'm in the store and I'm using my phone and there's bickering about that, that is time wasted that can be better spent creating a better customer experience.
Great. So let's wrap with each of your key thoughts on how retailers can become the proverbial elephant on a balancing ball. I'm going to kick it over to you, Hilding.
I think the key is to move faster as an organization. Think about adopting a product mindset and really unpacking how you {can} just move and test and learn and make hundreds of changes every quarter to all of your digital
touchpoints. I think that will force you to look at your organization and measure yourself against, frankly, the best. Measure yourself against the Walmarts and the Targets and the Amazons of the world from an engagement perspective, from a customer experience perspective. And use that {as}the measuring stick for your nimbleness and your organizational readiness and fit for purpose.
Absolutely, can't echo that enough. And we're not going to be provocative on this one. If you don't know your customer, you're not going to succeed, and you can't learn about your customer unless you're taking lots of ways and offering them new things to learn more about them. Because unfortunately, consumers are somewhat reticent to share the information with retailers thatretailers require to enable them to offer the experiences that the customers want. And if you're not testing and learning, you're not going to be able to crack that nut and determine what it is that they want., Amazon is fast - they can do things very, very quickly and they test and learn everything. And other large retailers are the same way to the point where you visit any top 20 website, chances are there's a half a dozen or a dozen tests running on every single page that you see. And that's an example of who's going to be successful and who isn't. Because if you don't have a learning mindset, you're not going to make it.
Awesome. Well, Jon, Hilding, thank you so much for joining. This was a great conversation. I appreciate it.
Thanks. Great to be here.
Thanks for tuning into Next in Retail. Be sure to subscribe so you don't miss a beat on the future of digital in retail.
{{entry.eyebrow}}
{{activeTagName}}
{{entry.title}}
{{seeAllLabel}}
{{exploreLabel}}

redpajama_set_name: RedPajamaCommonCrawl


Swish enables private individuals to quickly, simply and securely send money to other users in real time by connecting mobile phone numbers to bank accounts.
To use the service, one needs a smartphone, the safety solution mobile Bank ID and the Swish app.
$16.89 ($50.66) GET 98 points!


This post on teaching kids about money was written by me in a partnership with the SheHeard Influencer Network.
Every Tuesday night my husband takes the kids to his grandma's house for dinner. One day she gave Ryan a little antique bank where you put coins in a dog's mouth, push a lever, and the dog flies through a hoop held by a circus man and drops it in a barrel. He LOVES it and his great-grandma started giving him quarters on special occasions to use just for his new bank.
This started Ryan's fascination with money and he was just 2 years old. Over the past year he has received more money–at his birthday, during Christmas, etc.–and we started a bank account for him. He didn't really understand the purpose of the money at the time, it was like a toy.
As Ryan goes to the store with us and watches us pay for groceries and things, he now knows that money is used to "buy stuff." Recently we've been working with him on simple math and teaching him about money.
Ohhhh, wouldn't that be nice, kid! If only. Looks like we have some work to do, but that was an excellent lesson for Ryan… to learn that his precious $10 bill wouldn't be coming back, but in return he got some of his favorite food. Was the exchange worth it? After the initial shock that his money wasn't coming back to him, I think he was okay with it…. but I'm really curious to see what he'll pick out next time at the store (or if he'll want to save it and not buy anything!).
I was reading this article about how women are gaining power and earning potential in the workforce, graduating with more college degrees than men, and we're quickly climbing ranks…. BUT women still seem to slack on financial planning. Compared to men, women have yet to keep up with building savings, investing, creating a retirement plan, and having long-term security.
Yikes. I can relate… I certainly let all financial worry go to my husband. I'm very aware of our income and our expenses, where our money goes, and what we have in savings… but he pays all the bills, plays the stock market, and researches investment plans. I do not want my children to grow up without the knowledge to create their own plan and I don't think it's ever too early for teaching kids about money!
If you're going to be teaching kids about money and how to budget, finance, and save, first YOU need to know what you're doing and you need to set the right example for your children. There are great resources available from Genworth Financial on creating a budget, preparing for long-term care and retirement, being smart about mortgage insurance, finding a financial advisor, and more.
I WISH I could tell everyone that I needed my money back after I paid for things–my 3-year-old has the right idea! Haha. How do you teach your kids about money?
I wish the world worked like your son thought it did, lol! Love his "when you're done with that, I need it back" line. I think it's great that you started teaching him about money at such a young age!
I LOVE that! I want my money back too!! haha!! It's fantastic that you're taking the time to teach your child about money.
A lost tooth and a visit from the Tooth Fairy is also a great way to teach children about saving money! He will be loosing a lot of teeth down the road.
I wish I learned more about money when I was younger. The older you are the more costly mistakes are!
Great post and I love the savings idea my oldest blows his money before he even gets it in his hands. I have tried to get him to learn savings but maybe we need a bank account or piggy bank for him.
We haven't let Bryson take money to the store yet, but I think I will soon, because I'm curious how he will react/ what he he will do/ buy. We have a savings account set up for him, but he also has a piggy bank in his room.
Ha! So true! Kind of hard to teach them about money and saving if you can't even do it right yourself.
Ryan and I have a lot in common, I want my money back too!
I really need to get better about budgeting so I can teach the kids how to budget!
My kids are only 2 & 3, so they don't really understand the concept of money, yet. But anytime they ask us for new toys, I try to explain to them that we don't have the money to just buy whatever we want because their daddy is the only one that works and he has to pay for our house, food, etc.
Great post! Our kids are older. So now they really understand how important it is to save for things you really want. We have taught them that if you don't have the money for it you can't get it. Credit cards are for emergencies and not to be used everyday. We also discuss big purchases in front of them so they understand why or why not we are buying an item.
It's true that women still don't have that equal footing with men on financial matters. Perhaps it's a gender pressure put upon men to learn the know how and women aren't given that same motivation, or maybe it's something entirely else, but I do agree that it would probably create massive change in society if women were given the tools and encouragement to learn from early on. As for children, it's always better that good money management and knowing the value of money versus work is a concept that's understood as early as possible! I think Ryan has the right idea with his comment, but he's probably well on his way to becoming a savvy money manager.
« when to stop breastfeeding?


text:
Save Career
A Day in the Life of a Geologist
One geologist said she owns a bumper sticker which reads "I've got rocks in my head." A little levity may be appreciated in between analyzing rock formations, interpreting data, and fieldwork studying rocks. Geologists who are reviewing land in the field or consulting on environmental issues can expect to spend five to fifteen hours a day outdoors, usually during the more pleasant months of the year. They take samples and measurements and explore underneath the initial layers of the earth. Once they've completed their field work, most return to the lab and test their samples for content and composition. One geologist said, "You'll be asked simple questions, and you've got to come up with ways of answering them when no one method is foolproof. Is there oil under here? If so how much? How long will it take to get it out? Those questions can only be answered with probabilities, not certainties." It takes a person not only good at approaching problems but also good at dealing with people to satisfy all requirements of this occupation. Many geologists do prospective development for the potential value of land sites for the oil and gas industry. They write reports recommending whether or not to purchase a particular plot of land. A good geologist can be worth millions to a venture-capital-based oil company. "Don't count on seeing any of the money you make for them," wrote one semi-disgruntled geologist. Pay is low in this academic industry. Many who enter it cite the intellectual challenge and the ability to work both in a lab and outdoors as the most positive features of the profession. Geologists appreciate the supportive and very involved community of geological scientists: "You learn every day from your peers and the world around you. It's a perfect combination." A geologist may find herself in the field for somewhere between three and seven months per year. Those long periods abroad can make life not so predictable for those who value family life and a stable work environment. Those who don't work in the private sector may find work under the auspices of the largest hirer of geologists, the federal government. Many are employed by the Department of Agriculture, the Department of the Interior, and the Department of Defense.
Paying Your Dues
A geologist must have at least a bachelor's degree in geology or geophysics. Those who wish to advance should consider a Master's degree and, in certain cases, a Ph.D. Coursework includes such scientific staples as math, physics, chemistry, and statistics, but should also include mineralogy, stratigraphy, and structural geology. Entry-level positions, characterized by a lack of responsibility and paltry remuneration, include field research assistant and lab assistant. Most people work in teams. "I've never heard of an occupation that depends more on how well you work with others," wrote one geologist, "and you'll never hear more jokes about rocks." Someone interested in this career should be good with numbers and people, be interested in sciences and natural formations, and should be comfortable working both alone and in groups. This person should also be willing to work long hours under uncertain working conditions (indoors and out) and be happy with a smaller-than-average paycheck.
Online Nursing Master's programs have advantages over on-campus. Find the best programs here.
Present and Future
At the end of the eighteenth century, literature on the beginning and history of rock formations first began to be published in England by A. Werner and J. Hutton. The field grew with explorations in Europe and the New World. In the near future, geological jobs opportunities should remain about the same but over the next twenty years, the nature and the process of the job should change dramatically. Technological innovations will be important in changing methods of ground exploration and analysis, and the number of undiscovered sites will diminish, shrinking the available job pool. Geologists may find their role more related to environmental questions than resting on issues of venture capital.
Most geologists do field exploration and lab testing in their first two years. Usually paired with a "mentor" or "senior geologist," entry-level employees visit sites and learn how to take samples, label and store them. Back at the office, duties turn to proofreading, summarizing professional articles and learning specific lab techniques. While not glamorous, the education is important, and those who rise in the profession cite those initial training years as important to their continued success.
FIVE YEARS OUT
Most who've decided to leave the profession have left by this point, although a few more will leave between years six and eight. Many in the field are promoted to "senior geologist" positions which involve the supervision of newer geologists and have more supervisory and oversight responsibilities, moving away from those as tester or field agent. Hours become more predictable and schedules become more flexible to allow for greater family and personal life. Many write articles on their own explorations or projects which act as an introduction to the community of geologists. A number of respondents cite the discovery of this community as significant to their satisfaction.
TEN YEARS OUT
The majority (over 60 percent) of ten-year geological survivors are employed by large companies, universities, or the federal government. The remaining 40 percent are private consultants or work for small firms with fewer than six employees. Salaries have increased, but from here on out, geologists can only expect cost-of-living adjustments. Many Ph.D.s who once worked in the private sector have returned to academia, relying on their experience to help them as teachers. Government geologists have settled in administrative and oversight positions, and more direct issues of policy and administration rather than individual testing and report writing. Those who leave the profession at this point do so for reasons of health or retirement.
Natural Resources Conservation
Sustainable Resource Management
Featured MBA Programs For You
Are you seeking the right type of b-school? Connect with MBA programs seeking candidates like you.
Explore schools of all sizes, ranked colleges, city and big-campus schools and more.
Apply. Pay. Prep. Study. Succeed. We've got you covered.
Explore Graduate Programs For You
Connect with master's programs around the country to get an edge over the competition.


2. To prepare the turkey, remove the giblets and neck. Place the giblets and neck in 5 cups water and bring to a boil. Simmer for 1 hour, strain the stock and set it aside for the gravy and basting.
3. Rinse the turkey with cool water and pat dry. In a plastic bag, combine 2 tablespoons olive oil, 2 tablespoons Turkey Rub, the lemon, oranges, fennel, carrots, and celery. Stuff the turkey neck and main cavity with the orange-fennel mixture. Don't bother sewing the cavities up. Leaving them open will add to the juices and flavor.
4. Add the remaining tablespoon of olive oil to coat the breast and legs. Working with your hands to loosen the skin from the breast, add 2-3 more tablespoons of Turkey Rub between the turkey skin and the breast meat and all over the bird.
5. Cook for 15 minutes per pound until the internal temperature of the thickest part of the thigh is 160°F. Occasionally baste the bird with the juices.
6. Remove the turkey from the pan, place on a cutting surface and cover tightly with foil for 20 minutes before carving.
Leave the orange-fennel "stuffing" in the bird (this is NOT to eat). This is the key to a juicy and flavorful bird.


text:
<project xmlns="http://maven.apache.org/POM/4.0.0" xmlns:xsi="http://www.w3.org/2001/XMLSchema-instance"
	xsi:schemaLocation="http://maven.apache.org/POM/4.0.0 http://maven.apache.org/xsd/maven-4.0.0.xsd">
	<modelVersion>4.0.0</modelVersion>
	<groupId>com.github.softonic</groupId>
	<artifactId>yuicompressor-server</artifactId>
	<version>__VERSION__</version>
	<name>yui-compressor server</name>
	<description>Standalone yui-compressor server</description>

	<properties>
		<project.build.sourceEncoding>UTF-8</project.build.sourceEncoding>
		<project.reporting.outputEncoding>UTF-8</project.reporting.outputEncoding>
		<jetty.version>9.1.1.v20140108</jetty.version>
		<yuicompressor.version>2.4.6</yuicompressor.version>
		<ehcache.version>2.8.0</ehcache.version>
		<commons-cli.version>1.2</commons-cli.version>
		<slf4j-log4j12.version>1.7.5</slf4j-log4j12.version>
		<maven-compiler-plugin.version>2.3.2</maven-compiler-plugin.version>
		<jdk.version>1.7</jdk.version>
		<version>0.2.3</version>
	</properties>

	<dependencies>
		<dependency>
			<groupId>com.yahoo.platform.yui</groupId>
			<artifactId>yuicompressor</artifactId>
			<version>${yuicompressor.version}</version>
		</dependency>

		<dependency>
			<groupId>org.eclipse.jetty</groupId>
			<artifactId>jetty-server</artifactId>
			<version>${jetty.version}</version>
		</dependency>

		<dependency>
			<groupId>org.eclipse.jetty</groupId>
			<artifactId>jetty-servlet</artifactId>
			<version>${jetty.version}</version>
		</dependency>

		<dependency>
			<groupId>net.sf.ehcache</groupId>
			<artifactId>ehcache</artifactId>
			<version>${ehcache.version}</version>
		</dependency>

		<dependency>
			<groupId>commons-cli</groupId>
			<artifactId>commons-cli</artifactId>
			<version>${commons-cli.version}</version>
		</dependency>

		<dependency>
			<groupId>org.slf4j</groupId>
			<artifactId>slf4j-log4j12</artifactId>
			<version>${slf4j-log4j12.version}</version>
		</dependency>

		<dependency>
			<groupId>junit</groupId>
			<artifactId>junit</artifactId>
			<version>4.11</version>
			<scope>test</scope>
		</dependency>

		<dependency>
			<groupId>org.mockito</groupId>
			<artifactId>mockito-all</artifactId>
			<version>1.9.5</version>
			<scope>test</scope>
		</dependency>

		 <dependency>
            <groupId>org.apache.httpcomponents</groupId>
            <artifactId>httpclient</artifactId>
			<version>4.3.2</version>
            <scope>test</scope>
        </dependency>
	</dependencies>

	<build>
		<plugins>
			<plugin>
				<!-- This plugin is needed for the servlet example -->
				<groupId>org.mortbay.jetty</groupId>
				<artifactId>jetty-maven-plugin</artifactId>
				<version>${jetty.version}</version>
			</plugin>
			<plugin>
				<groupId>org.codehaus.mojo</groupId>
				<artifactId>exec-maven-plugin</artifactId>
				<version>1.1</version>
				<executions>
					<execution>
						<goals>
							<goal>java</goal>
						</goals>
					</execution>
				</executions>
				<configuration>
					<mainClass>com.github.softonic.yuicompressorserver.YuiCompressorServer</mainClass>
				</configuration>
			</plugin>

			<plugin>
				<artifactId>maven-assembly-plugin</artifactId>
				<version>2.4</version>
				<configuration>
					<descriptorRefs>
						<descriptorRef>jar-with-dependencies</descriptorRef>
					</descriptorRefs>
					<archive>
						<manifest>
							<mainClass>com.github.softonic.yuicompressorserver.YuiCompressorServer</mainClass>
						</manifest>
					</archive>
				</configuration>
			</plugin>

			<plugin>
				<groupId>org.apache.maven.plugins</groupId>
				<artifactId>maven-compiler-plugin</artifactId>
				<version>${maven-compiler-plugin.version}</version>
				<configuration>
					<source>${jdk.version}</source>
					<target>${jdk.version}</target>
				</configuration>
			</plugin>
		</plugins>
	</build>
</project>

redpajama_set_name: RedPajamaGithub


text:
Q: issues in installation of mongo DB I was installing mongo DB on my Ubuntu-12.04 system, but while i give the following command in my terminal
apt-key adv --keyserver keyserver.ubuntu.com --recv 7F0CEB10

It gives me the following error
gpg: requesting key 7F0CEB10 from hkp server keyserver.ubuntu.com
gpg: keyserver timed out
gpg: keyserver receive failed: keyserver error

Is there any other way of installing mongo db or what can be done to avoid the above situation?

A: The command that is failing is the one that installs the key that is used to sign the MongoDB packages, so that apt-get can determine whether the packages are genuine.
You could try skipping installation of the key and adding --allow-unauthenticated when you run apt-get to install the packages. See How do I bypass/ignore the gpg signature checks of apt? for more detail.
But ideally, you need to figure out why you cannot connect to the key server to install the key.
Firstly, you can check your Internet connection and DNS by visiting http://keyserver.ubuntu.com/ in a browser. If your Internet connection is working you will see a simple page entitled SKS OpenPGP Public Key Server. This shows that your computer can look up and connect to the key server.
If this is the case, then it is likely that the problem is a firewall or proxy server restricting your access to the specific port that apt-key wants to connect to. See No gpg key from behind a firewall for details for how to allow apt-key to connect via a proxy server.

A: The problem was with proxy, blocking connection to keyserver,  add http-proxy details in the apt-key command itself.
sudo apt-key adv --keyserver hkp://keyserver.ubuntu.com:80 --keyserver-options http-proxy=http://username:password@proxy:port --recv-keys KEYID

A: Try this command
sudo apt-key adv --keyserver keyserver.ubuntu.com --recv 7F0CEB10
otherwise use this package to install instead
http://downloads-distro.mongodb.org/repo/ubuntu-upstart/dists/dist/10gen/binary-amd64/mongodb-10gen_2.2.2_amd64.deb

A: I have also mongodb installed in my system and I take the help from this site http://www.mkyong.com/mongodb/how-to-install-mongodb-on-ubuntu/
And it always works.

A: Simple Mongo Setup on AWS Ubuntu 14.0
sudo apt-key adv --keyserver hkp://keyserver.ubuntu.com:80 --recv 7F0CEB10

echo 'deb http://downloads-distro.mongodb.org/repo/ubuntu-upstart dist 10gen' | sudo tee /etc/apt/sources.list.d/mongodb.list

sudo apt-get update
sudo apt-get install -y mongodb-org
sudo apt-get install php5
sudo apt-get install apache2
sudo apt-get install libsasl2-dev
sudo apt-get install php-pear php5-dev
sudo pecl install mongo

Add the lines below in /etc/php5/apache2/php.ini:
extension_dir = "/usr/lib/php5/20121212"
extension=mongo.so

Then restart apache:
sudo service apache2 restart

Create a php file in /var/www/html, with these contents:
<?php
phpinfo();
?>

Run the file in a browser and find the Extension "Mongo".

redpajama_set_name: RedPajamaStackExchange


text:
Chapter One - Arranged Love
Release day is almost here! January 20th, 2o14. I'm so excited for this release. Love, love, love this story. This upcoming week, I will be sharing some fun snippets from the book, so be sure to follow me on Facebook (Fan) & Facebook (Friend). And now, chapter one!
"You're kidding me, right? Please, I'm begging you. Tell me this is all some sort of joke." Kayla Ames stared at her parents in disbelief.
"Give it a chance," her mother said. "Besides, you're thirty-two and not doing a good job on your own."
"This isn't a foreign country though. I don't need your help."
"We're your parents. We know you better than you know yourself," her father added.
Was he serious? "I doubt that. If so, you'd have known how much this would upset me."
"We knew. But it's what's best." He took a sip from the coffee cup he held.
Kayla crossed her arms and slumped against the door frame. "This isn't happening." The statement was more for her than it was for them. If she knew her parents, then they weren't listening anyway. They'd come up with yet another scheme to make her settle down.
"At least meet him," her mother said.
Kayla sighed. Arguing with her parents was like talking to a brick wall. It didn't matter how many times she told them 'no', they were going to find a way around it. She might as well give in. "Fine. Whatever."
"Oh, Kayla. You make me so happy," her mother gushed.
She rolled her eyes. When she left there, she was getting a drink. "Don't get to ahead of yourself. I'll meet him on my terms. No way am I meeting him here with you two around. I'd be married by the end of dinner."
Her parents laughed and she wasn't sure what was so amusing. Her mother reached out and held Kayla's hand. "We understand you don't want to have your first encounter with us there. That would be awkward."
Awkward…this whole thing was strange. Hell, meeting him with her parents might be the easiest route. She had no idea what to expect and didn't know anything about him. "What does he do again?"
"He's a scientist," her father said.
Kayla sighed. "A nerd."
"No, dear. He's a very handsome man. Ryan Newell. When I spoke to his parents, they were just as shocked that he isn't married yet either." Her mom squeezed her hand.
Oh yeah, most likely the man had a face only his mother could love. Men didn't usually need to be set-up—unless there was something wrong with them. God, what was she getting herself into? One date. That was it. After that, she'd tell her parents he was a complete dud and hopefully they could move on from this little fiasco.
"I'm going to head home. When you have the details, let me know. I'll be sure to schedule it in." Kayla pushed herself up from the wall.
She hugged both her parents and left as fast as she could. As she climbed into her car, she hoped this might have been some sort of dream. But fifteen minutes later, she entered her one bedroom apartment and it hit her. She was thirty-two and single, had never been close to the altar. Her only companion was her pet rabbit named Bunny. Perhaps she was the one with a face only a mother could love.
Ryan Newell locked up his office for the evening. Tonight he could use a beer. A tall, cold one. And he knew just the place. McDuffy's. The service was crap, but the beer was cheap, and sometimes that was more important. It also helped that McDuffy's was right next to his condo, so he could walk home if he got too sloshed, which was the plan.
His cellphone rang. Pulling it from his pocket, he glanced at the screen. His mother. She loved to talk, and at the moment he was just too exhausted, both physically and mentally, to listen to her talk about the cat or any of the other things she usually went on about for hours.
The ringing stopped and he felt slightly guilty about ignoring her. He'd make sure to call her tomorrow.
Ten minutes later, he parked in front of McDuffy's. As he entered the dimly lit building, he heard someone call from a corner pool table. "What's up, Newell?"
He nodded in that direction, but continued to make a beeline toward the bar. He sat down on the tall stool, and a sultry looking redhead came over, leaning forward enough so her cleavage was the first thing he noticed.
"What can I get for ya?" She winked.
"Whatever is on tap tonight."
"Bad day?"
He groaned. "Long day. Make the mug frosted as well."
"I can do that." She turned, leaving a trail of strong perfume. A moment later, she slid the cup in his direction, beer spilling over the sides.
Ryan grabbed a napkin from the stack and cleaned up the spot. He crumpled the paper and tossed it aside before picking up his cool mug and spinning around slightly on the stool. He'd been working on a new project at work and it wasn't going the way he wanted it to. He was at that point where he wanted to start over. Somewhere along the way, something hadn't been calculated correctly. He had a whole notebook of notes he needed to start looking over.
He took two big gulps then set the beverage down. A woman a few stools down caught his attention. She sucked on a bright pink straw, enjoying what he assumed to be a fruity drink with the fruit lining the cup. She must have sensed him watching her, because her gaze caught his and she smiled at him. Something about those lips intrigued him.
Maybe tonight he'd really let loose. Perhaps that's what his brain needed. Ryan could take that woman back to his place, sink into her, and for an hour at least, his problems wouldn't exist.
Sliding off the stool, he went over to her.
"Hi," he said as he set his beer down next to her fruit concoction. "What's a beautiful woman like yourself doing down here by herself?"
"Trying to forget that her parents run her life."
He nodded, thinking of the ignored phone call from his mom. "I have a set of those too."
"Oh, yeah?" She raised an eyebrow at him.
"I think it might be our parents' job though." He stared at her, taking her in. She wore her brown hair long and straight. She wasn't the skinniest girl he'd ever seen, but her curves could definitely get his motors pumping. "What's your name?"
She took a long drink before answering. "Ah, Tatiana."
Tatiana? Why did he have a feeling that was a made up name? Perhaps that was best. Leave this anonymous. If he did get lucky, he knew it would be only for tonight.
"I'm Doug. It's nice to meet you, Tatiana."
He took a deep breath. He was never forward. He was usually an over-thinker, but staring at this woman in front of him, he decided that tonight he was 'Doug' and 'Doug' didn't over think. He took life by the reins, and when something as hot and scrumptious as Tatiana was presented, he was going to take it.
"How about we go somewhere where we can get to know one another a little better," he suggested nervously. She was going to laugh and turn him down flat; he just knew it.
Tatiana stared at him, chewing her bottom lip. Then she spoke. "I thought you'd never ask."
Holy crap! She'd agreed. "G-Good. Let's go." He held a hand out to her.
She took it, her skin soft in his palm. "Where are we going?"
"It just so happens that my place is within walking distance. If you'd prefer though, we could—"
"Your place is fine."
They left the bar, and Ryan hesitated a moment about leaving his car there, but figured it would be fine. He didn't expect Tatiana to stay the night. They'd connect, have a little fun, and he'd send her on her way once he knew she was sober enough. At least, that's how he thought it would go. He'd never done anything like this before.
At his condo, he unlocked the door. Pushing it open, he motioned for her to go inside first. Was this going to get awkward? Did they just go straight to his room?
She turned to him. "I don't usually do this sorta thing."
He was about to tell her that he didn't either, but if he was going to keep up with this Doug shenanigan, then he was certain that Doug did. "So far you're doing great. Can I get you anything to drink?"
She shook her head. Her breathing was quick.
Ryan walked over, slid his hand around to the back of her neck, tilted her head up with his thumb, and kissed her. She moaned and molded her body against his. As they kissed, he took the time to build up his courage. He had to get her from the living room to his bed. But damn, he didn't want to stop kissing her. She was good, and his cock was ready to explode.
He lifted her, and she wrapped her legs around his waist. He carried her to his room and sat on the bed slowly. Tatiana broke the kiss and shoved him back onto the mattress.
"I don't want a lot of foreplay. What I need is a thorough fuck. Got it?"
He gazed at her, wondering if he was imagining this. Did he drink too much and hit his head on the bar? But she was there, in the flesh. And she was taking her shirt off.
"Let me help." He started to sit up, but she stopped him.
"You get your clothes off, and I'll do mine." She climbed off him.
He watched as she reached behind her back and unclasped her bra. When the material dropped to the floor, he thought he might be paralyzed. She had big breasts. He could imagine doing so many naughty things to them.
She unzipped her jeans and slid them down her thighs, along with her panties. She was naked. Oh God, he was going to burst. He needed to get inside of her quick.
Ryan removed his clothes in record speed. He took the only condom he had from his wallet. Once he had it on, he decided to fully embrace this new side of him. He grabbed Tatiana by the waist and spun her around so her back was to him. "Spread them," he commanded.
And she did. She leaned over the bed, and he couldn't hold back any longer. He tangled his hands in her dark locks and guided himself to her entrance. He then thrust into her, finding the stress relief he'd been seeking all along.


text:
Analysis: Problematic provisions in new USDA rule for GE plants
Greg Jaffe | Cornell Alliance for Science | October 15, 2020
Over the last three months, the United States Department of Agriculture (USDA) has published materials and conducted webinar presentations to provide additional clarity around how it will implement its regulations for genetically engineered (GE) organisms, with particular emphasis on explaining the exemptions, self-determination and confirmation provisions in its newly promulgated SECURE Rule.
In my previous analysis of the SECURE rule, I noted significant problems with the four exemptions and the provision allowing developers to self-determine if their products qualify for exemption. In this analysis, I provide several examples of GE products that would be exempt under the SECURE rule, based on the latest USDA information, and discusses potential adverse impacts that could arise if developers take advantage of the self-determination option.
Exemption and self-determination
The SECURE Rule applies to organisms produced through "genetic engineering," which the rule defines as "techniques that use recombinant, synthesized, or amplified nucleic acids to modify or create a genome." This broad definition includes GE plants produced using classical GE techniques, in which one or more gene is transferred from one organism to another using recombinant DNA methods (what consumers consider "GMOs"), and newer genome editing techniques (such as CRISPR), which use enzyme systems to more precisely change the DNA of a cell at a specified sequence. However, after establishing an all-encompassing definition for GE plants, the SECURE Rule exempts many GE plants from any substantive oversight.
The first three exemptions, found at 7 CFR 340.1(b), state that a plant that contains a single genetic change is exempt if the change: (1) results from natural cellular repair of a targeted DNA break without any introduced DNA to direct the repair; (2) is a targeted single base pair substitution; or (3) introduces a gene known to occur in the plant's gene pool, or causes a change in a gene that corresponds to a version of that gene present in the organism's gene pool. These exemptions were primarily designed to exclude from oversight a single deletion, substitution or addition (if the addition is from the plant's gene pool) created using CRISPR, TALENS, ZFNs or other genome editing techniques. However, the regulation was not especially clear about how it applies to edited plants with multiple edits. USDA has since clarified that a GE plant with multiple edits qualifies as exempt if each edit arises from individually exempt events that are combined through conventional breeding. GE plants with multiple edits that were achieved at the same time or carried out serially in the same organism do not qualify for an exemption.
Importantly, the regulations do not require developers to submit their products to the USDA to determine if they qualify for the exemption, but they do provide a voluntary procedure (7 CFR 340.1(e)) if developers want the USDA to confirm their self-determination. While it is likely that multinational companies producing products with a potentially large market will seek USDA confirmation, it is less clear whether small and mid-size companies will voluntarily seek confirmation. USDA has stated that those three exemptions and the self-determination/confirmation process replace the voluntary "Am I Regulated?" process that developers previously used to determine whether their products fall within or outside of USDA regulations. While submitting an "Am I Regulated" request was voluntary, it was the only way a developer avoid USDA oversight, whereas the new regulations provide both exemption categories and self-determination.
The SECURE Rule provides an additional exemption for any new GE plant that contains a plant-trait-mechanism of action (MOA) combination that is the same as a GE plant already evaluated under USDA regulations and determined not to be regulated (7 CFR 340.1(c)). The USDA recently clarified that an MOA is the same if it results in the same biochemical process. According to the SECURE Rule, if a new GE plant is the same plant (e.g. soybean) with the same trait (e.g. herbicide tolerance) achieved with the same MOA as a GE plant already reviewed by USDA and found not to be a plant pest, it is exempt.
Therefore, a glyphosate-tolerant corn developed using the same gene as a previous GE corn approved by USDA or with a new gene that carries out the same biochemical process (e.g., a gene producing a different enzyme but that catalyze the same biochemical reaction), both would be exempt. The USDA has stated that this exemption replaces the "Extension" process (found at the old 7 CFR 340.6(e)), which allowed for an expedited decision of "non-regulated status" for GE plants "functionally equivalent" to a previously deregulated plant. Developers can use the list — published on the USDA website — of plant-trait-MOA combinations previously granted non-regulated status to determine if their GE plant qualifies for this exemption.
As I previously discussed, these exemptions are problematic because they are not sufficiently supported by scientific evidence showing that these GE plant categories do not pose risks. They are made more worrisome by the SECURE Rule's allowance for self-determination of exemption status.
GE plants qualifying for exemption
To anticipate the potential impacts of the four exemptions, it is helpful to consider three examples of hypothetical GE products that would qualify for an exemption:
Example 1. Non-browning Honeycrisp apple. Okanagan Fruits has developed and commercialized GE apples with a modified fruit quality trait that reduces browning introduced through Agrobacterium. They previously received non-regulated status for three apple varieties with the same introduced gene. The Golden Delicious and Granny Smith varieties went through the USDA's petition process, while the Fuji variety was granted non-regulated status through the USDA's extension process. Now, if Okanagan Fruits decides to engineer the same modification in Honeycrisp apples using the same gene, they could self-determine that their product met the plant-trait-MOA exemption (7 CFR 340.1(d)) and market it to consumers without USDA oversight.
Example 2. Herbicide-tolerant rice. Years ago, Bayer CropScience developed a GE rice variety with tolerance to the herbicide glufosinate using Agrobacterium to add a PAT gene, which carries out a chemical reaction that detoxifies the active ingredient in glufosinate, thereby eliminating the herbicide's ability to kill the plant. The product was never commercially grown, but after undergoing regulatory review, its plant-trait-MOA was placed on the USDA's list of products that do not require regulation. Today, a rice seed developer could engineer a glufosinate-tolerant rice variety by introducing the same PAT gene that Bayer CropScience used, or a different gene with the same MOA, and take advantage of the previous determination of non-regulated status to self-determine their product to be exempt.
Example 3. Non-browning mushroom. Penn State researchers made headlines several years ago for developing a non-browning mushroom using CRISPR to knock out a single gene. They have not commercialized their product. If a seed developer were to develop and market their own non-browning mushroom using CRISPR to knock out that same or a different gene, they could self-determine the product as exempt from oversight as long as is the new product has just a single deletion that did not involve a DNA repair template. The product could enter commerce without USDA oversight.
Related article: As consumers become more and more detached from farming, ignorance about modern agriculture and GMOs grows
Ramifications of self-determined exemptions
The most obvious impact of developers self-determining whether their products are exempt is that there is no process for the USDA to review the accuracy of that decision. For example, the hypothetical glufosinate-tolerant rice developer might introduce a new gene that inactivates L-phosphinothricin and self-determine that it has the same MOA as the PAT gene, while the USDA might have found that the MOA is not the same had they reviewed it. Similarly, the non-browning mushroom developer might believe that they only made one deletion, but an independent USDA review might find additional deletions. Without submitting those self-determinations to the USDA, an intentional or unintentional misapplication of an exemption would be missed, preventing the agency from assessing if the GE plant poses a risk that requires oversight.
Credit: Ag Web
Another impact of developers self-determining an exemption is that the US government and other stakeholders will not know which GE plants have been commercialized, unless voluntarily informed by the developer.[1] This could prevent the government from carrying out two important functions. First, self-determination that a new GE crop (i.e., one never before commercially grown, such as rice) is exempt would make it difficult (or impossible) for the USDA to provide an accurate annual list of bioengineered foods that require disclosure under the National Bioengineered Food Disclosure Law. This law is intended to provide consumers with transparent information on the bioengineered content of foods to support consumer choice.
If farmers began growing a GE glufosinate-tolerant rice without the government being aware of the product's commercialization, the USDA could not include that variety on its bioengineered food list. An incomplete list would prevent food manufacturers from asking their suppliers the proper questions to ensure accurate bioengineered disclosures on their products. It could also lead to issues with food exports (both processed and unprocessed products) by making it difficult to ensure compliance with an importing country's GE food labeling laws and biosafety laws. Some countries, including many of our trading partners, might require pre-market biosafety approval for products such as the GE rice, the GE Honeycrisp apple and even the non-browning mushroom. The potential trade problems could be exaggerated for GE plants that have never been grown anywhere in the world.
Additionally, due to the self-exemption option, the US government may not be able to alert other nations to GE plants grown in the US, as required by the Cartagena Biosafety Protocol (CBP). The US is not a party to the CBP or its parent agreement, the Convention on Biological Diversity, because Congress has never ratified those treaties. However, the US has historically met the CBP's obligation to identify GMOs that have been approved for environmental release. Both the hypothetical GE Honeycrisp apple and the glufosinate-tolerant rice clearly fall under the CBP, and other nations would expect the US to disclose their status in the Biosafety Clearinghouse (BCH) — the CBP's international disclosure mechanism. If the US is not aware that these GE plants are being grown commercially, their BCH disclosure will be incomplete. This could cause other nations to question the integrity of all US entries in the BCH, as well as the overall adequacy of the US biosafety regulatory system
Finally, failing to notify the public about new GE plants could have significant impacts on consumer trust. If consumers are unable to find out if the apples in their grocery store are GE, will they become skeptical about those products and their safety? While the presence of GE ingredients does not, to our best understanding, dictate anything related to the safety of a food, consumers who care about this information should be able to find it. The lack of accurate information about GE products in the marketplace would not only affect the accuracy of the required "bioengineered" disclosure but could also impact the National Organic Program, whose regulations exclude both genetically engineered and genome edited ingredients from products certified "organic." How will organic farmers know to avoid the hypothetical Honeycrisp apples, rice or mushroom varieties if it is not known that some varieties are engineered? Lack of information on GE crops could lead to inaccurate product certifications, hurting the integrity of the organic program and consumer trust in that program. Exposés revealing that foods declared GMO-free actually contain GE ingredients, through no fault of their own, might be damaging to food manufacturers.
The USDA should revisit the problematic provisions I've outlined. Until it does, I call on GE plant developers to commit to requesting the USDA confirm any self-determinations that they make.
[1] Rice, apples, and mushrooms are regulated by FDA under the Federal Food, Drug, and Cosmetic Act. The U.S. government would be aware of these products if the developers submit to the FDA's consultation process for foods derived from new plant varieties. However, the consultation process is voluntary.
Greg Jaffe is the Biotechnology Project Director at the Center for Science in the Public Interest. Find Greg on Twitter @JaffeGregory
This article originally ran at Cornell Alliance for Science and has been republished here with permission. Follow the Alliance for Science on Twitter @ScienceAlly


We understand that it is of paramount importance that your warehouse or store runs as efficiently as possible. This is why here at Attenborough Doors Ltd we offer a number of automatic doors throughout Leicester that will allow you to work as well as possible. They will automatically rise and close when it is approached. This makes a driver's job a little easier when they back up to the warehouse as the doors will automatically rise, allowing for a much quicker unload and load.
The warehouse workers will also see benefits if fast action doors are fitted. For areas that are separated off from the main building, these could be useful if people are often in and out on fork lifts. It will speed up the processes and allow for easier access.
The rapid roll doors are designed to be safe so that you can be sure that all of your health and safety standards are still being adhered to. They are manufactured with safety measures in place and these will always be checked once installation is complete. We know that this is important to companies especially within a warehouse environment where accidents could happen more frequently if precautions were not in place. We are also able to supply security grilles to businesses in Leicester.
As well as high speed roller shutters we can also supply commercial and industrial properties with effective and reliable security grilles in Chesterfield that can assist with the protection of your assets.
If you are interested in finding out more about any of the automatic warehouse doors we supply, or are would like to receive a quote on a high speed roller shutter, call us today by filling in our online enquiry form.


This autumn, it seems that mobile payments are finally taking off. In October, Sainsbury's and Asda said they would be joining Thomas Cook and House of Fraser in accepting Zapp, an app that lets people pay at the checkout using their mobile phone.
This follows the 'game-changing' launch of Apple Pay.
We can draw a parallel with Uber, which has achieved global success through the simple way it connects pedestrians to nearby taxis. Likewise, Airbnb is shaking up the world of bed and breakfasts.
The point is that simple design – giving customers what they want, when they want it – is better, but often overlooked.
So how can you simplify a business with digital design? Through our work with companies across industry, we have come up with an appropriately pared-down answer: reduce, remove and manage.
We saw a global pharmaceutical company apply this thinking to its underperforming clinical testing division and used social intelligence to identify more suitable clinical trials.
A large outdoor advertising company used this principle to cut the time it took to authenticate its clients' adverts. To assure clients that their adverts have been placed in the correct area and time, they now use smartphone technology to improve the flow of data.
As the ad is put up, photos are taken with a time and date stamp which shows clients that their specification has been met – but also allows them to bill clients from the second the ad is up. This has reduced the manpower required, removed a layer of complexity, and restructured how their business works.
Some businesses, and functions within these businesses, can handle complexity better than others.
In certain environments, you can achieve greater success through managing complexity than trying to eradicate it. High-frequency trading, for example, is built on digital complexity because it uses sophisticated algorithms.
Similarly, when easyJet added complexity and introduced allocated seating, it had to ensure it ring-fenced the complexity from areas that drive its competitive advantage, such as pricing and operational efficiency.
The digital environment offers businesses opportunity and complexity in equal measure. Left unmanaged, the complexities can outweigh the opportunities, but through a solid understanding of business design, the digital environment can offer routes to simplicity.