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Make Tools Like Slack Work for Your Company
Tsedal Neeley, a professor at Harvard Business School, and Paul Leonardi, a management professor at UC Santa Barbara, talk about the potential that applications such as Slack, Yammer, and Microsoft Teams have for strengthening employee collaboration, productivity, and organizational culture. They discuss their research showing how effective these tools can be and warn about common traps companies face when they implement them. Neeley and Leonardi are co-authors of the article "What Managers Need to Know About Social Tools" in the November-December 2017 issue of Harvard Business Review.
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CURT NICKISCH: Welcome to the HBR IdeaCast from Harvard Business Review. I'm Curt Nickisch, in for Sarah Green Carmichael.
Slack, Yammer, Chatter, and Jive-n. They don't sound very corporate, do they? They sound more like names that got picked up because Twitter was taken. But these social tools are getting pretty comfortable in a suit and tie.
McKinsey Global Institute surveyed more than 4,000 firms, and almost three out of four of them reported using these social tools to facilitate employee communication.
And they're not just doing it to be cool and attract younger employees. They're increasingly doing it because there's a clear business case.
Our guests today have studied firms that use these internal tools. The result? Employee collaboration is up. So is knowledge sharing across silos. So is the speed of decision making. So is innovation. So is employee engagement.
Joining us now to tell us how your company can effectively use these social tools are Tsedal Neeley and Paul Leonardi. She's at Harvard Business School. He's a management professor at UC Santa Barbara. Together they wrote the article, "What Managers Need to Know About Social Tools" in the November-December 2017 issue of Harvard Business Review.
Paul and Tsedal, thanks for talking with the HBR IdeaCast.
PAUL LEONARDI: Our pleasure.
TSEDAL NEELEY: Thanks for having us.
CURT NICKISCH: What's the biggest fear that companies have when it comes to implementing social tools in their workplaces?
TSEDAL NEELEY: That they'll roll it out and no one will use it. A second fear is that they might use it too much, personal, work-related, crossing boundaries, putting them in all sorts of legal predicaments.
PAUL LEONARDI: There's a real concern amongst a lot of leaders at companies that people are going to be wasting time on these tools. That if you think about the quintessential posts of Facebook that people like to complain about, it's someone posting what they ate for lunch. A big worry that companies have is that people are going to be, or their employees are going to be posting the equivalent of this is what I ate for lunch instead of actually doing their work.
CURT NICKISCH: Yeah and to be fair if you look at the statistics for the number of hours people spend on Facebook, like that's kind of scary.
PAUL LEONARDI: Yeah, it can be. But the kind of tools that Tsedal and I have spent the last couple of years studying aren't Facebook. They're not tools that people use in their personal lives, but they're the kinds of enterprise-scale tools like the jives or the Yammer's or the Slacks or the Trello's that companies implement internally to help their employees work more effectively. But still, that concern is there most of the time that I'm going to implement these tools as a leader and then what's going to happen? My employees are going to be on there, screwing around and engaging in all kinds of chit-chat that I'm not going to be able to control and it's going to sap their productivity.
CURT NICKISCH: So are those fears fair?
TSEDAL NEELEY: Those fears are actually not fair because we find that employees do think very differently about social tools that are in their organization compared to Facebook. In fact, they make the distinction so much so that they might hesitate to use companywide social tools precisely because they know what they do on Facebook and other social media and they don't want to replicate those.
PAUL LEONARDI: I would say that one of the biggest surprises that we found was that the employees that you would think would be wasting most of their time on these tools, younger employees, who grew up in the, in a world where they didn't know what it was like to not be online. Typically millennials, and we actually found that it's quite the opposite. That they're the most consistently concerned about their own appearances and so they often shy away from using these tools in the workplace more than senior people do because they don't want, they're afraid that they might give the impression that they're too casual or too informal or their bosses might be seeing what they're doing outside of work. And so, they end up shying away from these tools.
CURT NICKISCH: The names, social tools, right? It almost sounds, just the word social makes it sound like non-work related. That's almost like a bad name for these.
PAUL LEONARDI: It is in some sense because are a tendency as leaders in companies would be to look at that and say, well: that's not work. They're talking about all of these other things that are probably distracting them from actually doing their calculations that I want them to do, or from developing a new marketing plan or whatever the task might be. But one of the things that we found pretty consistently in our own research is that having those kinds of what we might consider non-work conversations on these tools actually can be a really great benefit to companies. Because if you think about it, so much of the work that gets done in companies happens around the water cooler. We don't have water coolers in most organizations exactly anymore, but social tools can become like a virtual water cooler of sorts where I can get to know somebody, so I can learn what Tsedal, what sports team Tsedal likes. Or, I can learn that Tsedal has a few kids and that can endear me to Tsedal in a way that would be very much the same as if we sat two cubicles away from one another and we chatted about our kids. Then I'm more likely to ask them for help on work related topics or to ask them to join me in some new innovation project that I'm working on.
CURT NICKISCH: I want to ask about your research because you found some kind of startling numbers when it came to how social tools, using them at work could affect productivity, help people better across teams, things like that. So, first of all what companies did you study?
PAUL LEONARDI: Yeah, we studied a range of companies. Some in the financial services industry, others in software and product development, telecommunications.
TSEDAL NEELEY: E-commerce.
PAUL LEONARDI: E-commerce. Research organizations, so —
CURT NICKISCH: It sounds pretty corporate. And what did you find?
TSEDAL NEELEY: Well we found a number of things. Once you break barriers to people engaging with one another you create the condition for people to collaborate more, to increase innovation activities, to be more productive because they're not duplicating work and to give people the sentiment that they're part of one organization that increases their sense of commitment and loyalty to the organization and then feeds their motivation to do more. So, it really effects an important aspect of organizational work. Innovation, collaboration and learning, right Paul?
PAUL LEONARDI: Mm hm.
CURT NICKISCH: So, basically anybody who used them —
TSEDAL NEELEY: Will see increases in those areas.
PAUL LEONARDI: It's the nature of the 21st Century information economy. That information moves at us so quickly that one of the best ways you respond to this is to increasingly break your organization down into smaller and smaller units so that you can more effectively deal with it. I think the smallest company that I've seen where this was a problem was maybe 30 or so people. And it's a funny story. They had spent somewhere on the order of $5 million working on this new product. Thirty-person company all located in the same building spread across two floors and found out that they already, one of the other teams had already basically developed this exact same product.
CURT NICKISCH: That doesn't seem possible.
PAUL LEONARDI: It doesn't seem possible, but we've seen countless examples of this kind of thing. Where teams are so siloed and insulated from what's going on in the rest of the company and management can't quickly enough figure out what everybody's doing and how to connect the right people. You need some kind of secret weapon that cuts across the middle of the organization or slices it open in ways that allows the employees to make those connections that senior management once did. And that's where these tools are starting to come in really handy.
CURT NICKISCH: It's almost letting management off the hook in a way, right?
PAUL LEONARDI: If you think about that one company, they might have saved $5 million by installing a $200 watercooler. Management's job is to figure out sort of where the strengths are and tie everybody together. I mean this is the new technology that helps them do that in a way that they haven't been able to do before.
TSEDAL NEELEY: Particularly important in global organizations too where not only do you have geographic distribution that Paul's talking about, but you also have differences in the maturity of markets. So, if you have subsidiaries of an organization in emerging markets and if you have others in more developed markets they can actually help each other advance in their market development based on what they know. An example of this is we had employees in one particular company not knowing how to do some optimization work from a software standpoint, but those in a much more developed market knew how to do it and once the employees in the emerging markets learned about the skills that their fellow engineers had in the developed markets, they were able to bridge the knowledge gap very, very, very quickly. So, instead of trying to learn and figure it out and spending weeks, and weeks and weeks trying to get it right, they were able to get it right in four days. So, to be able to leverage the knowledge and the power within the company is very difficult in the absence of the secret weapon that Paul's talking about, the social tools.
CURT NICKISCH: What's one of the coolest successes you've seen?
PAUL LEONARDI: Maybe one of the biggest successes comes from a big financial services organization. And this organization had 15,000 employees. They're distributed across multiple sites in the United States and some abroad as well. They went through a pretty big implementation of a tool called Jive. Sort of the instruction from the senior leadership was if there was something that you would have typically communicated to someone else through email, private or completely proprietary that others in the company couldn't see it, what we want you to do is to shift your communication onto Jive. People commented after they'd been doing this for a couple of months, how boring it was to read what everybody else was saying because they were just talking about really basic fundamental work tasks like, hey, we need to get this contract signed. And legal's pushing back at us. What do we need to include in here to make legal happy? Those kinds of things. What they started to see over time was that because other people were watching those communications those people often had answers to the questions that people were asking each other so they could chime in and say, hey I worked with legal on a very similar problem and here's three things that we did to make this contract process go more smoothly. And I was fortunate enough to be able to do an experiment with this company. And what we found was pretty striking. So, there was over a 30% increase in people's ability to identify experts in the company. And they did it just by reading those really boring communications that were going on like hey, I'm having trouble with contracts and seeing someone respond and say, hey I've got a lot of experience working with legal. Let me give you some pointers. And they increased their ability to find people that could connect them with experts by almost 90 percent of increase. It was huge. And all of this happened just because the normal everyday kinds of communications that they were making around work related tasks with their colleagues became visible for anyone else in the organization to see. And that's really a powerful change for companies that use these kind of tools.
CURT NICKISCH: Tsedal, do you have a favorite success from a company you studied?
TSEDAL NEELEY: You know one of the things that has been striking for me with social tools, we know that global employees always struggle to build relationship and to forge a shared identity with a particular company. There's always this global/local tension that managers and global employees and leaders always talk about.
CURT NICKISCH: Yeah. I'm from corporate, she's from regional.
TSEDAL NEELEY: Exactly. I'm from corporate, she's from regional. I'm from Boston, she's from Kentucky. I'm from China, he's from London. We're so distant. We're so far away. We are struggling to come together as a common group. Social tools I found can create an environment for people that allows them to feel connected with one entity.
CURT NICKISCH: I had an interesting experience coming to work for Harvard Business Review because they use Slack before I got here and I found it super helpful, not to start from scratch, but actually to be able to log in and go back through past discussions just to see how they spoke with each other and the things they talked about and the questions they had for each other. For months in retrospect I was able to go back and see how all of that was done and it was a really interesting way of just kind of getting a sense of the culture, how people work together. Yeah, just bringing me up to speed that much faster.
TSEDAL NEELEY: Totally. That's one of the powerful things that you can get with social tools, this window that I spoke about gave you a window into your team, past interactions and you're able to even begin to assess who can I connect with, who can I trust about these future activities I want to discuss. It's a really powerful window.
CURT NICKISCH: Let's provide a window into the future now for companies that are thinking about doing this. So, how do you do it? What questions should you be asking? What's the right way?
TSEDAL NEELEY: Well the first thing that I think is important is to, I mean once you select a tool that's appropriate for you, is to help the organization or employees in the organization understand what the social tool is meant to do. If you just implement these tools and expect people to understand what the boundaries are and how to use it, it's not going to work. If you're looking to increase innovation, say so. If you're looking to increase collaboration, say so. If you're looking to increase learning, say so. If you're looking to increase networking, say so. Define the purpose of this tool and surprisingly many companies just don't do that.
CURT NICKISCH: They just say hey —
TSEDAL NEELEY: Here it is. Not enough.
CURT NICKISCH: Right, OK.
PAUL LEONARDI: Most the time senior leadership just doesn't do it all, right. Here's a new tool, use it. They'll throw out some kind of number or just say we're going to see dramatic increases in innovation. And what happens is if employees don't feel like their seeing dramatic increases in innovation, you've essentially given them a license to stop using the tool. Put the right kind of metrics in place so that you can assess if the tools are actually doing the things that you want them to do and then making sure that that's reflected to employees so that they understand, OK, this really is increasing innovation in our company, so I better continue to use it.
CURT NICKISCH: For the companies that are afraid of people sharing too much, sort of personally, or socially, what would you tell them?
TSEDAL NEELEY: Companies and leaders in companies have to be comfortable with seeing a different type of interaction among their employees when it comes to social tools. To have a dose of non-work communication on these social tools is actually an important prerequisite for people to organically begin using the social tools for work purposes.
CURT NICKISCH: And why is that? Why is that a lubricant?
PAUL LEONARDI: Think of it this way. Imagine that you go to a party and you don't know anybody at the party.
CURT NICKISCH: I'm already leaning against the kitchen table. Let me get a drink in my hand.
PAUL LEONARDI: Right, exactly. You're trying to look at the artwork on the walls. Why am I out of sorts here? It's, why is it so difficult? It's because we don't have a conversational opener with anybody, right? Now imagine you go to that same party and one of your friends says, Curt, see that person over there? They used to work in radio just like you used to work in radio before you came to HBR, right? And they worked at such and such a station. And you'd say oh, great. There's something I can talk to them about. And immediately the apprehension about going to talk to that person drops.
CURT NICKISCH: Right. And it's not just sort of professional transactional.
PAUL LEONARDI: No, it's not.
TSEDAL NEELEY: Same thing with social tools. Leaders have to use them as well. They have to lead by example.
PAUL LEONARDI: And they have to use them in the ways that they want their employees to use them.
TSEDAL NEELEY: Precisely. Which means they use them for non-work things. They use them for exchanging information with individuals.
PAUL LEONARDI: Recipes.
TSEDAL NEELEY: Whatever. It could be recipes. It could be a question. To lead by example could also be about frequency of use as well. Because people need to see their managers, their executives, even their most senior people on these social tools so that they themselves use them. But the thing not to do is for them to use the social tools for this one on many type of announcements that you may have on email. Any significant announcements hires and acquisitions and things like that still need to continue to take place on email. Go somewhere else.
PAUL LEONARDI: Right. Let me give you the best CEO post I've ever seen and the worst CEO post I've ever seen. Let's start with the worst. The worst was, congratulations. Today is a huge milestone. We have just exceeded X hundred million dollars in sales. Thank you to everybody who made this possible. OK? The worst.
CURT NICKISCH: Does that guy have to put a star on his thread?
PAUL LEONARDI: Right, exactly. What am I supposed to do with that?
CURT NICKISCH: A party emoji.
PAUL LEONARDI: You know this is me telling you how great our company is. The best CEO post that I've ever seen was, hey Joe. I completely forgot why we have this equation in that excel sheet to predict sales for the next five months. Can you tell me why? And then Joe responded, I'm not totally sure I know, but I think Tony does. And then Tony responded, oh the reason we have that equation is that da, da, da, da, da. It makes you feel like as an employee, I've just seen some of the interworking's of my company happen. Right? I've seen my CEO doesn't know everything. I've seen that my CEO is not afraid to ask for help when he or she doesn't know everything. I've seen that Tony is the guy who knows a lot about how to calculate projected earnings in the future at our company in which I didn't know either. It's really important for organizations to encourage people to eavesdrop on each other.
CURT NICKISCH: Or your hustle I think is like that. It's a slang term of reasons.
PAUL LEONARDI: Exactly. Right?
TSEDAL NEELEY: Your hustle. All right.
PAUL LEONARDI: I mean you might look at that example and then think, well maybe Tony should be CEO. He's the one who knows these equations. So, is there a danger of looking at interactions and some people are better at using these tools than others or knowing just how to communicate in kind of fun, free, informative ways. Looking really stronger in this forum and great employees who have a lot of knowledge, actually not doing well in this system.
TSEDAL NEELEY: Tell him about Peggy.
CURT NICKISCH: Who's Peggy?
PAUL LEONARDI: I was doing this project at this organization and the organization had recently gone through a restructuring. And the manager implemented a social tool to try to help these newly formed groups communicate more effectively. What started to occur was that as people began communicating about how they solved different problems and how they dealt with particular client needs, this was a professional services organization. They began to realize that some of the more junior people in the organization were actually the most technically competent. And the person who was the most senior in the organization began to realize that people weren't asking her for advice as much as they had in the past and she started to feel devalued. And she eventually decided to quit.
CURT NICKISCH: This is Peggy.
PAUL LEONARDI: This is Peggy. And Peggy told the boss when she quit that I used to be a really important employee at this organization and now nobody seems to value what I bring anymore, so I'm gone. Exactly. And the senior manager was initially quite ecstatic actually that Peggy left because he said well, if Peggy's not the most technically competent than why, we don't want her working here right? I pay her the most out of anybody because she's the most senior, so she should be out. And what the manager did was had these quarterly evaluations of how well this group was doing with the customers and after Peggy left, the customer evaluations scores plummeted. Peggy had been giving lots of really important information that was social or cultural or political in nature. Like if you're going to deal with this problem, fix this thing first rather than this because then the person will be very happy. Or, deal with this issue in this way rather than in that way and this person will be very happy. Peggy couldn't execute on a lot of the technical stuff.
CURT NICKISCH: Wouldn't that come out via whatever social tool they were using?
PAUL LEONARDI: Well it didn't and that's exactly the sort of point of the story here is that the norm that got established on this tool was to talk about the technical successes that you had. And so, everyone who was using the tool started to get this distorted sense that some people were more expert than others, but they were basing that evaluation just by looking at their reports of their technical competence. People sort of stopped remembering that Peggy was actually a very useful member of the team. And so, the senior manager had to end up hiring Peggy back at a 30% premium.
CURT NICKISCH: Go Peggy.
PAUL LEONARDI: Yeah.
TSEDAL NEELEY: Go Peggy.
PAUL LEONARDI: But then, put into place a system whereby on these tools people would communicate, not just technical information, but information about what's the best way to talk to the clients and what's the best order in which, that you should be dealing with client requests and complaints and things.
CURT NICKISCH: These social tools also let you kind of cross hierarchies much quicker? Like you can actually slack at the CEO, or your bosses boss. You can reach out to them, so is there danger there that it seems so transparent that maybe your company's hierarchy is maybe more fluid than you think it is and you can get in trouble that way? You're nodding.
TSEDAL NEELEY: There's no doubt that social tools loosen the strict organizational chart and hierarchy.
CURT NICKISCH: And that's good.
TSEDAL NEELEY: That's good.
CURT NICKISCH: To some extent.
TSEDAL NEELEY: That's good in many ways. The thing to be cautious about is not divulging information inadvertently that could be problematic especially doing it so publicly, violating some cultural hierarchical norms in the organization with very limited ways to recover. Because everyone seeing it, so how does the target person respond? How does your manager feel about you going to his or her manager in order to engage them? So, there's a bit of that concern there.
PAUL LEONARDI: There's all kinds of different channels available to us through which we can communicate in our companies. There's a critique that you want to make or a concern that you have that you want to elevate to your bosses boss. I think those kinds of things are better to do through other channels that are more private in nature, so it's not that we're advocating in any way that companies should shift all of their communication onto these platforms, but the kind of communication that would help to foster better connection and help employees learn about what each other's doing and what they know seem to be, at least in our experience, the appropriate kinds of reasons to move on the social tools and the appropriate ways to use them.
TSEDAL NEELEY: I always say that people just have to use common sense. Understanding how these social tools work, they have to use common sense.
CURT NICKISCH: There was a New York magazine article that talked about major slack leaks as chilling possibilities. I mean IT departments at firms must be worried about having kind of, what's pretty essential communication happening on a platform that's handled by a third party. What do you tell companies that are worried about leaks or putting all this stuff in the Cloud?
PAUL LEONARDI: Well, most of the software companies that produce these tools still offer a choice where you can have "on prem" hosting, so the company hosts it on premises. Or, it can be hosted by the software vendor in the Cloud. And honestly, over the last three or four years, we've seen about a 50/50 split of companies deciding no, we want to host it locally versus we'll let you host it on the Cloud. The ones that seem to air more towards we want to host it locally are those that have sensitive client information that they're really concerned it's going to get broadcast in some way.
CURT NICKISCH: Another question. Some criticism of these platforms is that they're great for conspiring. They also amplify bad parts of people at work which is conspiring, being envious of coworkers leading to office romances, things that are tricky for companies to deal with. Do you think that's a fair conception?
PAUL LEONARDI: We just really haven't seen it.
TSEDAL NEELEY: Yes, haven't seen that much. In fact, if people are using social tools and using them consistently that's great news for companies.
PAUL LEONARDI: In order for social tools to work, senior leadership has to be comfortable with the fact that I'm not going to be able to script every interaction. There's going to be things that happen on here that I'm not going to like and have some faith that because we've set the right ground rules for people that our employees are going to come in and they're going to, as my grandmother used to say, be the heavy. Right? And tell people, hey, you can't do that. You got to stop talking about these kinds of things. That's a very uncomfortable feeling for senior executives that are used to being in control of much of what happens in their organizations. But we've seen it work effectively when leaders are setting those ground rules and modeling the kinds of behavior that they want to see on the tools.
CURT NICKISCH: Yeah. Because in the end, control has made companies less productive.
PAUL LEONARDI: They're trying to take away control a little bit.
CURT NICKISCH: Where do you think this is going? I mean these are relatively new technologies. Where do you think this is going and what do you envision companies doing with tools like this down the road when they really get rolling?
PAUL LEONARDI: Well let me start on the technical side. So, one of the things that we're seeing in terms of technology is that tools like Yammer or Jive maybe even Slack because Slack's still early in its evolution that have been standalone tools that companies implement are not gaining the kind of traction that they were five or six years ago. Instead what's happening is tools for other purposes, project management tools like Trello for example are starting to get social functions built into them so that you can be on a platform like Trello doing project management related things and reproducing some of the functions that you would have had on a separate tool like Slack, let's say or Yammer. So, I think we're going to see more of that happening in the coming years.
CURT NICKISCH: So, not just companies integrating social tools, but the social tools integrating with each other.
PAUL LEONARDI: And the tools that companies are already using, the sort of productivity tools that they're already using are going to become more social. So, where we today are sort of talking about how you manage social tools, I don't think we'll be talking about that in five years. Instead what we'll be talking about how do you manage the social communication environment of your organization because that social communication environment is going to happen in all kinds of tools that we're using in the workplace.
CURT NICKISCH: Got you. Like Salesforce or Microsoft Teams or whatever.
PAUL LEONARDI: Exactly. And Salesforce is a good example, right? I mean they developed this tool called Chatter that looks like Facebook and for a while they were giving it away free to clients that were using the Salesforce CRM. Because they found that there were incredible synergies between the two tools. When people started talking more about their work then you ended up seeing more, getting more input that was able to then sort of translate into more effective use of the CRM. And eventually what we're going to see is that the CRM's themselves will be social tools rather than having to have another standalone. And that's going to be a big change for a lot of companies.
TSEDAL NEELEY: From a workforce or an employee standpoint, I think more and more people will be fluent in the use of these social tools. They're not going to need the guidelines as much as an individual goes from one company to the next the use of social tools will be part of their repertoire. What we're going to see is that these numbers are just going to grow and grow and grow and grow and so the next five years we're going to see the massive spread of these social tools and people become much more sophisticated in how they use them and they'll be part of their regular communication repertoires.
PAUL LEONARDI: In terms of changes to work, I think the biggest change that we're starting to see, but we're going to see grow, is people today often work in a way that's invisible to others in the company. You sit at your desk —
CURT NICKISCH: Tell me about it.
PAUL LEONARDI: You do right, but you're sitting at your desk and you're typing away at something right, or you're building an application or you're putting a spreadsheet together. And other people don't know what you're doing and don't know the steps that you've taken. What we're going to start to see is that that process of work is going to become more and more visible. So, we're going to have lots of these questions that are going to pop up about the nature of work and what it means to do work that we haven't had to think really hard about over the last couple of decades because we sort of hire experts. We maybe give them a process they're supposed to follow, then we send them away to do that process and as long as the output looks good, we're happy. Now we're going to start to get in the weeds and see how everybody's working and what's going on. That presents tremendous learning opportunities for our organizations, but it's also going to raise a whole host of questions about what does it mean to be a worker and what does it mean to be a manager that we're going to be dealing with for the next several years.
CURT NICKISCH: Tsedal Neeley, Paul Leonardi, thank you.
PAUL LEONARDI: Thanks so much. This is a great conversation.
TSEDAL NEELEY: Thank you, it's terrific to be with you today.
CURT NICKISCH: That's Tsedal Neeley and Paul Leonardi. She's a professor at Harvard Business School. He's a management professor at UC Santa Barbara. They co-wrote the article, "What Managers Need to Know About Social Tools" It's in the November-December 2017 issue of Harvard Business Review and at hbr.org.
Thanks for listening to the HBR IdeaCast from Harvard Business Review. I'm Curt Nickisch.
This article is about COLLABORATION


I decided it might not be a bad idea to try my hand at growing these indoors; if anything I'll learn a bit more about indoor gardening along the way. I'm not yet interested in hydroponics, since that looks like it's a bit more involved than the time I have available to invest in it.
From left to right: two varieties of hot pepper, scallions, chives, catnip, and catgrass. Not pictured here, a garlic clove that had started sprouting in my fridge that I decided to also plan for lols.
If you've noticed, the numbers shown on the labels show how many days till expected germination. Here's to crossing fingers that those numbers are accurate!
That's it for now. I'll be posting more on progress later over the next few weeks.


The Helena Thompson Museum will be hosting an exhibition of Workington Reds memorabilia over a three day period commencing next Saturday, 21 April.
Hundreds of photographs, programmes, old kit, books and publications will be on display in the Park End Road premises with the public allowed to view over a three day window.
The exhibition will be accessible next Saturday (10am to 4pm), Sunday (12noon to 6pm) and Monday (10am to 2pm).
Supporters are invited to display any of their own personal collection of Workington souvenirs and should liaise with Tricia or Steve at the museum (01900 64040) to arrange.
 Damage limitation exercise Twelve months ago, Reds played their part in an epic Monday evening shoot out in the Premier Division play-off semi-final at Amblecote.
Gingerbread on the menu  Grantham Town are confident of returning to winning ways at Borough Park after losing their two most recent games.


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This article was published on November 13, 2017
UK threatens to shut down popular Bitcoin investment site BitConnect
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It turns out Ethereum founder Vitalik Buterin might have been right to suggest popular Bitcoin investment platform, BitConnect, has been running a Ponzi scheme after all: the UK Registrar of Companies has threatened to shut down the dodgy platform and dissolve its operation.
BitConnect has two months to prove "cause to the contrary" until the decision has been formally enforced, according to an official filing on the British Companies House website. Should the company fail to comply with these terms, the government agency will strike off its registration and seize its assets.
"Upon dissolution all property and rights vested in, or held in trust for, the company are deemed to be bona vacantia, and accordingly will belong to the crown," the document reads. Many have speculated that BitConnect likely stashes its funds abroad, though there is no evidence to back this up.
You can see the full letter of notice in the image below:
While the notice makes no mention of the people behind the shifty Bitcoin investment platform, another filing [PDF] reveals BitConnect was registered by a British man going by the name of Ken Fitzsimmons. According to the same filing, Fitzsimmons holds 75 percent or more of the shares in the company.
Curiously, the name of Fitzsimmons doesn't appear anywhere on Bitconnect's site – and nobody seems to know what his involvement in the investment platform is.
Numerous concerned cryptocurrency enthusiasts have since interpreted this lack of information as suspicious, with one user going as far as reporting BitConnect for illegal activity to the British government.
Unfortunately, details about Fitzsimmons continue to remain scarce at this point.
Shortly after the UK Companies House strike-off notice began circulating Reddit, the price of BitConnect Cash (BCC) took a dip from $287 to under $230 – though it has since climbed back up to $245. Here are some stats from Coin Market Cap:
Meanwhile, BitConnect has carried on promoting its platform to new investors. In fact, the company hosted a cheesy suit-and-gown networking event in Thailand on October 28.
Despite action-packed program featuring "acrobatic performances, dance and live entertainment," the keynote offered little insight into the company's plans for the future and its current financial situation.
Instead, the highlight of the celebratory gala night became this cringe-inducing hyping performance by one of the event hosts:
Could not stop laughing at this!
Posted by Sam Capizzi on Tuesday, November 7, 2017
Those interested to see the full BitConnect presentation in Thailand can check out this video.
Following the abrupt disappearance of suspicious Bitcoin investment platform Bitpetite two weeks ago, the cryptocommunity has grown increasingly distrustful of BitConnect, with numerous people calling respected crypto influencers to chime in on the situation with their expertise.
Eventually, Ethereum's Buterin responded to the requests, suggesting the fishy Bitcoin investment site could indeed be running a Ponzi scheme.
Yeah, if 1%/day is what they offer then that's a ponzi.
— Vitalik Buterin (@VitalikButerin) November 2, 2017
Since then, Redditors have began noticing a slew of major red flags on BitConnect's site, including this schematic that uses a picture of a pyramid to explain the platform's revenue structure.
Here is a screenshot from the post in question:
Say what you will, but this is not a good look for BitConnect and its investors.
In the meantime, we have contacted BitConnect to ask whether the company has any intentions to appeal the strike-off notice from the UK Companies House, and will update this piece accordingly if we hear back.
Clarification: As pointed out by readers, BitConnect also listed on Companies House's registrar as BITCONNECT INTERNATIONAL PLC.
Neither of the filings – for the PLC or the LTD – mention how BITCONNECT PLC will be affected in the event that Companies House proceeds with BITCONNECT LTD's removal from the registrar – or how it will affect the company's operation in the UK.
Update: It has been brought to our attention that, in addition to the other two instances in which BitConnect appears on the UK company registrar, BitConnect has also been listed on Companies House as BITCOIN AMR LIMITED.
One thing to keep in mind is that, prior to assuming the name BITCOIN AMR LIMITED, the company used to be registered as BITCONNECT PUBLIC LIMITED – not to be mistaken with BITCONNECT LTD.
According to the documents, BITCONNECT PUBLIC LIMITED (now BITCOIN AMR LIMITED) and BITCONNECT LTD were two separate entities, registered under two different company numbers: the former was logged under company number 10944876, and the latter – 10278342.
BITCONNECT INTERNATIONAL PLC, on the other hand, also has its own company number: 10948031.
The filings do not outline what the connection between the three separate companies is – or whether there is one to start with.
Looking through the names attached to the companies though. It appears that a person named Le Thi Thannh Huy is involved in both BITCOIN AMR LIMITED as well as BITCONNECT INTERNATIONAL PLC.
Interestingly, the documents suggest this is not the same person. Despite the similarities in name, the filing suggests the person named Thannh Huy involved in BITCOIN AMR was born in 1978, while the one involved in BITCONNECT PLC was born in 1984.
Weirdly enough, both of them appear to have indicated a correspondence address on the exact same street; the exact street numbers are not the same, however.
Additionally, BITCOIN AMR says there is a Mr. Santoso, born in 1981 who is also director in the company. Coincidentally, BITCONNECT PLC lists a person named Wardah Santoso as a director in the company. Unlike Mr. Santoso though, Wardah Santoso was born in 1983.
Just like Thannh Huy and Thannh Huy, Mr. Santoso and Wardah Santoso live on the same street.
Published November 13, 2017 - 1:06 pm UTC

redpajama_set_name: RedPajamaCommonCrawl


Traditional marketing may have been all the rage years ago, but the tides have been changing in recent years to prioritize digital. Digital marketing not only takes advantage of the limitless space offered by the internet, and the seemingly limitless number of individuals who sign online every day, but it allows for better tracking and analytics than traditional methods. What this means is that your marketing efforts are better tracked than ever before, and you'll be able to see what's working, what's not, and what you can do better.
Digital marketing does take something of a learning curve, however, and naturally, you'll want the best ROI possible. For this reason, hiring a digital marketing agency to take care of marketing your business is your best bet. Whether you're a multi-site company with unique needs, or you want to really learn how to communicate your unique brand voice, a digital marketing agency puts specialized marketers to work for you.
Having a highly skilled in-house team of digital marketing professionals isn't always feasible, as the costs can be high to have this type of team managed and on-staff full time. Having a full-time team for digital marketing, when it's not necessarily a constant need, can take up company resources that may be better utilized elsewhere. Using a digital marketing agency gives you access to these experienced skillsets just when you need them.
With digital marketing agencies, you use services when you need them, and this directly correlates to better management of your bottom line. By outsourcing your digital marketing using a digital marketing agency, you have complete flexibility with your marketing needs, and this allows brands of all sizes to better manage their marketing budgets.
Digital marketing agencies work and produce on strict timelines, which allows you to meet deadlines that may not be possible with in-house marketing teams. Being able to count on having your marketing tasks done on time provides peace of mind, and helps you to keep propelling your business forward.
There is such thing as being too close to the situation, and this can be the case with in-house marketing teams. By outsourcing your marketing to a digital marketing agency, you're getting a fresh new perspective from skilled and experienced marketing professionals. The fresh ideas they provide can push your business in new directions, and certain flaws that may have been looked over before can have a chance to be noticed and smoothed out.
A digital marketing agency can also help you to make the most of your marketing investment. In-house marketing can be costly, and a digital marketing agency works solely to provide you with results. This means that the investment you're making in a digital marketing agency, whose services you use in a flexible way, will often provide a higher ROI.
Companies with multi-site businesses face unique problems and require unique solutions. With a digital marketing agency at the helm of your multi-site marketing, you can trust the professionals you're working with know just what solutions you're looking for, and how to implement them in real-time. Reaching local audiences, avoiding bottleneck situations, and tying your child sites to your main brand will help to build your digital presence in an organic way.
Contact SeedLogix to see if outsourcing your multi-site marketing is the answer you've been looking for.


Lord of the Rings Super-fan Misha Pollack recently had a dream come true when Tim Baker, a specialty prop, sculptor, makeup and makeup FX artist created a Lord of the Rings – themed gift for Pollack and his cats.
This entry was posted in Cat Videos and tagged cat litter, Hobbit Hole, Lord of the Rings, Tower of Sauron by Purr and Roar. Bookmark the permalink.
I don't think you are alone! Not a fan of LOTR but I do like this & how they created the scratch post with a catnip eye.


Attack: Move the ball quickly to generate a scoring opportunity.
Defense: Communicate, work to put pressure on the ball and create a turnover then attack quickly.
Set up the drill as seen in the diagram below with 4 lines at the top in one color piney, 3 lines below the goal line extended in another color piney, and a coach at the restraining line with balls. The coach rolls a ball out to one of the 3 players behind the cage and 2 players from the middle two top lines drop in to play defense. The attack should look to move the ball quickly and play out the 3 v 2 looking for the best scoring opportunity. If the goalie makes a save or the defense causes a turnover, they outlet to one of the outside lines and attack as a 4 v 3 with the initial 3 attackers now becoming defenders. If the attack scores in a 3 v 2, the coach sends a ball into one of the two outside lines at the top and they immediately attack as a 4 v 3. If the defense or goalie gets the ball in the 4 v 3, play it out until they clear it past the restraining line. All players clear out and the coach rolls a ball into a new group and the drill starts again. Play for 5 – 10 minutes then switch the teams so each gets to play the 3 v 2 and 4 v 3.


Join us for a tasty evening in our barrel room! The Cheese Shop of Salem will be visiting us, and pairing four delectable cheeses with four of our unique brews. The evening will include a guided tasting, a little bit of science, and a lively discussion about how to create the perfect pairings. Plus, we'll have something new and funky coming out of the barrels for this one!
Get your tickets today - limited space is available!


This exclusive edition Canvas Print, designed by Anamorphosis, comes with a numbered and signed certificate of authenticity. Ready to hang, this image is printed onto a 450gsm white finish, 100% cotton canvas and stretched over 1.5" deep wood stretcher bars (3/4" for XS). Each print comes with wall hanging hardware.
No matter the distance when you can send a midnight message.


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Your title search for Clinical Trials Regulations in legislation from 2004-* has returned 8 results.
Legislation by Type
UK Statutory Instruments (6)
Regulations originating from the EU (2)
Legislation by Year
Browse by Any year
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Regulation (EU) 2020/1043 of the European Parliament and of the Council of 15 July 2020 on the conduct of clinical trials with and supply of medicinal products for human use containing or consisting of genetically modified organisms intended to treat or prevent coronavirus disease (COVID-19) (Text with EEA relevance) 2020 No. 1043 Regulations originating from the EU
Regulation (EU) No 536/2014 of the European Parliament and of the Council of 16 April 2014 on clinical trials on medicinal products for human use, and repealing Directive 2001/20/EC (Text with EEA relevance) 2014 No. 536 Regulations originating from the EU
The Medicines for Human Use (Clinical Trials) (Amendment) (EU Exit) Regulations 2019 2019 No. 744 UK Statutory Instruments
The Medicines for Human Use (Clinical Trials) and Blood Safety and Quality (Amendment) Regulations 2008 2008 No. 941 UK Statutory Instruments
The Medicines for Human Use (Clinical Trials) Amendment (No.2) Regulations 2006 2006 No. 2984 UK Statutory Instruments
The Medicines for Human Use (Clinical Trials) Amendment Regulations 2006 2006 No. 1928 UK Statutory Instruments
The Medicines for Human Use (Clinical Trials Fees Amendments) Regulations 2004 (revoked) 2004 No. 1157 UK Statutory Instruments
The Medicines for Human Use (Clinical Trials) Regulations 2004 2004 No. 1031 UK Statutory Instruments


Congratulations to the Elite Academy U12B Pre-ECNL squad for capturing the championship of the U12 Sterling division of the Fall 2017 EDP Cup in NJ. The boys capped the event with a 2-1 victory over the NY Stars Premier Scorpio in the final match. Well done boys!


Engineers at NASA's Johnson Space Center in Houston are evaluating how crews inside a mockup of the Orion spacecraft interact with the rotational hand controller and cursor control device while inside their Modified Advanced Crew Escape spacesuits. The controllers are used to operate Orion's displays and control system, which the crew will use to maneuver and interact with the spacecraft during missions to deep space destinations.
The testing aims to provide data that teams need to make sure astronauts who ride to space in Orion can appropriately interact with the control system while in their suits.


FCA Gives Back was in full swing this year! Read on to hear staffer, Tim Matthews, tell about what happened in his area.
- Samaritan's Purse, Operation Christmas Child: several of our local huddles were able to put together numerous shoeboxes of items for needy children. Below is a picture from one of our local huddles that collected 29 shoeboxes to donate.
- Gospel for Asia: this organization sends much needed supplies, animals, Bibles, water wells, etc. to impoverished people and missionaries in Asia. One of our FCA huddles was able to collect donations from students, faculty, and student organizations and donated $200 to this organization. The $200 will provide 2 rabbits, 6 chickens, 2 pigs, 1 lamb, 15 Bibles, 8 New Testaments, and 600 Gospel tracks to God's children in different parts of Asia. To God be the glory!
- Local Community Outreach: Many of our huddles went out into their local communities and served in various capacities. Several of our huddles visited local nursing homes and handed out Christmas cards, candy, and some even did some Christmas caroling! Christmas time can be a wonderful time for some, but a lonely time for others. So thankful that FCA is being a blessing in the local community and demonstrating Christ's love with those around them."
Above: Highland Park HS - FCA serving with Dallas Metro Project & FCA student leaders with Dallas Metro truck team.


Let's get into this Sendlane Review and see if this autoresponder company may meet your needs and objectives for your business.
Sendlane makes it effortless to create a native connection from inside Sendlane to your site. Additionally, you can connect to popular internet affiliate marketing programs such as WooCommerce and Clickbank. Integrations are being added constantly, so your favourite application may not be available today, but it is going to probably be available soon. Sendlane's team is always available to choose any integration requests, so make your voice be heard and ask your favorite program!
Using Sendlane's event monitoring and a simple"copy and paste" Shopify integration set up, Sendlane will monitor your customers on each step of their buying journey.
You'll have the ability to know exactly how your visitors move and browse through your website. Plus, it displays and stores all that data within their customer profile in your Sendlane account.
The newest Deep Data capabilities enable you to catch the whole record of your clients behaviors on your Shopify store.
The best way to see if Sendlane integrations will operate with your software is to sign up for a free 14 day trial and try it out!
You may then decide what actions to send to every tagged subscribers. This makes the segmentation merchandise as automatic as it can be.
One of the hottest buzzwords in 2018 is retargeting or remarketing. It's a term used to describe a way of marketing that gets clients or potential customers back to your site.
Sendlane has only introduced e mail retargeting for all its clients as a new feature included free of price.
Their average response time is really a whooping 3 moments, but odds are you will be speaking to a Sendlane Support Specialist in under that. Additionally, they've worked on a comprehensive knowledge base full of very helpful tutorials at which you can readily learn how to begin with Sendlane.
I should say that deliverability is dependent on several different issues and it's hard to make a judgement on deliverability without sending the specific same message, with exact subject line to a listing which has substantially the same average open rates.
I discovered the Sendlane open speed was slightly lower compared to my other responder open speed, but it is not easy to tell if that was a deliverability issue or not.
Sendlane does offer a free trial. It's a 14 day free trial plus a credit card is needed because it will upgrade to a paid accounts after 14 days based on the number of subscribers which you have on your account.
I discovered Sendlane a couple of years back, but they were only getting the company off the floor and with almost any young company, there were difficulties.


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Ingrid Appelqvist
Research Group Leader and Food R&D policy leader, CSIRO
Ingrid is a senior research scientist and is the Group Leader for Food Structure in CSIRO Food and Nutrition Flagship. The group research involves developing healthier foods that retain functionality and palatability and designing food breakdown in the body to control sensory perception and bioaccessibility (bioavailability) of nutrients.
She is also the food R&D policy leader for the food and nutrition flagship. In this role she has responsibility for negotiating collaborative agreements with federal and state governments in strategic food research and for leading the secretariat and the development of the national food and nutrition R&D and TT strategy, which was recently signed-off by Department of Agriculture and has gained commitment from Australian food and nutrition stakeholders.
Since joining CSIRO in 2006, Ingrid has been instrumental in the building of collaborative links with international companies and the international science community in material science, engineering, nutrition, consumer science and health. Her research in oral processing of foods is internationally recognised and has lead to multi-partner research collaborations.
From 2007 Ingrid led the theme for food design and biomaterials in which the theme research used a multidisciplinary, structural engineering approach that integrated research on raw material structure-function, biomaterial and food structuring and disassembly of food under physiological conditions to deliver mission focused outcomes.
Ingrid currently leads the international Knowledge Based Bio-Economy (KBBE) food and health theme collaboration on behalf of Australia. This has involved collaborating with the EU commission, Canada and New Zealand scientists and government agencies to organise staff exchanges, training, and a series of international science workshops and conferences in food, nutrition and health.
Ingrid is also technical advisor to the Department of Health's National Food and Heath dialogue initiative, which seeks to reduce salt, sugar and saturated fat from the food supply and she represents DoH when negotiating reduction targets with the food sector companies.
Ingrid holds a Bachelor of Science (Honours), completed at University of East Anglia and a Ph.D. from the University of Birmingham, England.
Joined November 3, 2016


I understand that the relationship between home buyers and REALTORS® must be based on trust, mutual goals and understanding. This is why your interests are my top priority. The real estate process requires negotiation of complex issues. I am committed to working to help you meet your goals and objectives. I will help you secure the best possible price, with favorable terms, in the shortest period of time. Working with Mortgage professionals, Property Inspectors and Lawyers will ensure that all aspects of the transaction are covered.
When searching for your dream home, it's important to be well informed of the Real Estate market. To help you with this process, consider the following factors: What features do you require in a home to satisfy your lifestyle now? Five years from now? Will your needs change? What is your budget? Once you have made these decisions, I will do everything possible to match you with your dream home.
Let's get together to start your journey.


During Christmas, thieves have an abundance of opportunity to steal. For one, some thieves will shoplift at busy malls days before Christmas. This is because inventory is typically scattered during the holidays and oftentimes it is harder to keep track of what is taken from the store and what is paid for. As well, some thieves target shoppers' cars. These thieves will break into cars while shoppers are in the mall and lift their brand new purchase. With so many online retail websites, many individuals steal brand new items and then list them online to make a profit.
In addition to these types of thievery, some individuals will steal packages off porch steps. This very common type of stealing is also considered a federal crime because it has to do with usurping packages sent by the mailing system. Stealing packages is a serious crime and can result in major prosecution. Sometimes, individuals will also rob houses on Christmas. While this sounds extremely Grinch-like, it is true that some robbers want to take the presents that are so neatly wrapped and new. They may sneak into homes and lift all of the presents before a family wakes up.
Theft crime during Christmas is serious. If you are caught committing a theft crime during Christmas, you may be charged and need to face the court. If your case is taken to trial, you may find that you have a difficult time defending your position as the jury is emotionally wrapped up in the fact that you stole something from a family on Christmas. If you want assistance in your case, don't hesitate to call the Houston criminal defense attorneys at our firm today to learn more. With a former prosecutor on your side, you have a better chance of getting the results that you want in your case. Hire The Martinez Law Firm today to learn more!


This user has an alternative account named Wimmo.
using the nick Wim_b or Wimmo.
If you find this page on any site other than a Wikimedia project, you are viewing a mirror site. Be aware that the page may be outdated, and that the user this page belongs to may have no personal affiliation with any sites other than one or more Wikimedia project(s). The original page is located at https://meta.wikimedia.org/wiki/User:Wim_b.
This page was last edited on 15 March 2019, at 17:26.


Mark Bittman is one of my food heroes. I love his low-pressure approach to cooking and his simple recipes. His old Minimalist videos are inspiring and often humorous. I've also been enjoying his more recent columns focusing on food policy and related health, environmental, and social issues. His blog, On Food, is located here: http://bittman.blogs.nytimes.com.
from The New York Times Magazine, Sunday, August 14, 2011, page 43.
1. Put the oil in a large skillet over medium heat. Add the onion and garlic and cook, stirring occasionally, until softened, 3 to 5 minutes.
2. Add the olives and herbs and cook, stirring occasionally, until they soften and become dry, 2 to 3 minutes. Meanwhile, beat together the eggs, milk, flour and some salt and pepper.
Note: It took closer to 10-14 minutes for my eggs to set on the stovetop, then I did stick the pan in the oven for an additional 4 minutes at 350 degrees. They did not seem overcooked to me.


Onsite wastewater treatment systems (OWTS) are an important part of water management infrastructure in the United States. Thus, proper OWTS selection, design, installation, operation and management are essential. To aid this life-cycle, a toolkit was developed to enable evaluation and design of expected soil treatment unit (STU) performance.
The toolkit includes a Guidance Manual, a companion Toolkit User's Guide, two Excel-based spreadsheet tools (STUMOD and N-CALC), and a supplemental volume of visual-graphics information. The toolkit also includes a literature and model review (published in 2009). This framework provides detailed information to less experienced users while enabling more experienced users to start directly with STUMOD or other tool implementation referring to limited sections of the Guidance Manual or User's Guide.
The toolkit was developed for a wide range of users faced with different needs of varying complexity when evaluating treatment of nitrogen, microbial pollutants (bacteria and virus), and organic wastewater contaminants (OWCs). Progressing through simple to more complex tools ultimately guides the user to the simplest tool that is appropriate, but discourages using a tool that is too simple for the decision at hand. The simplest tools include look-up tables and cumulative frequency distributions (CFDs) to direct the user to available pertinent information. Nomographs enable initial screening and quick insight into expected nitrogen removal based on the predicted output from STUMOD. Cumulative probability graphs illustrate modeling results in a risk-based framework while numerical model simulations demonstrate the usefulness of complex tools. Finally, two spreadsheet tools were developed, N-CALC and STUMOD, allowing the user to evaluate a range of STU operating conditions, soil hydraulics, and/or treatment parameters, as well as the relative influence of these factors on performance.


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by Mike Davis | Dec 20, 2021 | Blog
Recently there have been calls in conservative quarters to move away from a commitment to originalism in constitutional interpretation. Often these missives do not call for a total abandonment of originalism, merely for relegating it to one tool of many. Whether these...
OK Supreme Court's Outstanding Opioid Opinion
by Mike Davis | Nov 10, 2021 | Blog
"This court has not extended the public nuisance statute to the manufacturing, marketing, and selling of products, and we reject the State's invitation to expand Oklahoma's public nuisance law." — Oklahoma Supreme Court, State v Johnson & Johnson The Oklahoma...
Do Not Put Your Hope in the Courts; Actively Fight for Yourselves
by Mike Davis | Sep 20, 2021 | Blog
Conservatives have been disappointed by several recent Supreme Court rulings. From declaring half of Oklahoma a tribal reservation to a strained interpretation that conflates sexual orientation and gender identity with one's sex for purposes of Title VII of the Civil...
Public Nuisance Liability: A $572 Million Jaywalking Ticket?
by Mike Davis | Mar 29, 2021 | Blog
What happens to a state when businesses don't have some assurance that their good-faith efforts to comply with laws, regulations, and best practices will protect them from massive civil liability? Well, what would you do? If you thought that merely becoming unpopular...
Abating Economic Disaster: A Call to Reform Oklahoma's Public Nuisance Statute
by Mike Davis | Mar 29, 2021 | Legal, Research
Abating Economic Disaster: A Call to Reform Oklahoma's Public Nuisance Statute Author Mike Davis Abstract This paper examines the history of public nuisance law and how Oklahoma's public nuisance statute was misapplied in Oklahoma v. Johnson and Johnson. It lists the...


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Alfresco to embed Data Modeling in its own Business Process Management (BPM) System
Alfresco is a software libre, i.e. a free software company, which is an Enterprise Content Management (ECM) solutions provider for Microsoft Windows and Unix-like operating systems. The company has recently started to provide Business Process Management (BPM) with its flagship ownership product of Alfresco Activiti 1.5 BPM. The company has decided to upgrade its technology with the addition of Data Modeling technology to this platform. This platform provides users with simple access to any connected data collection unit. This helps in enhancing abilities of an enterprise to create a model based data for many co-operate applications.
Data modeling in Big Data analysis for the software industry is the method of making a data model for an Enterprise solution by performing data modeling procedures. These procedures involve proper analysis and provide the meaning of data for the business process in the Enterprise solution. The Data modeling process will have a close relationship with business shareholders and the future buyers of the Enterprise Solutions. There are three types of data models for the Enterprise solutions, conceptual model, logical model and a physical model. These procedures of Data modeling involve standard, steady and expected modeling of data for resource management.
Alfresco Activiti which is providing a solution for enterprise Business Process Management (BPM), is pointing towards enterprise companies and business developers. Alfresco claim, Alfresco Activiti has a high-performance business process engine which provides users with elasticity and ability to optimize the product for handling mission detailed procedures. The latest technology provided for BPM solution also included a strong platform and tools for end user product, and embed alongside a series of enterprise content management systems. This latest technology development also includes Alfresco One.
Data modeling has become very important in enterprise solution due to the need of addition of data in the business procedures. The data from different internal sources and external sources are difficult to access due to complications in data structures. Alfersco has managed to embed BPM with external data in an everyday procedure. This helps the operator to facilitate himself by replicating a number of databases into the object. These objects then can be integrated into Alfresco Activiti. Operators can retrieve data through the database by providing queries. Some example can be given as collecting important and specific information of employee for the particular role he plays in the organization. Operators can also edit and rewrite data which is inside of a database.
Fraport (Frankfurt Airport Services Worldwide), which is working alongside Alfresco is handling more than a million documents, involves a number of instruction sets and confidential materials ranging from an executive board meeting to the different regular procedural data. Kai Stephan, Consultant at Frankfurt Airport Services Worldwide, has recently said, "Alfresco Activiti gives us course documents in the entire organization with attractive workflows, alongside the mixture of meta data. This helps us to make sure that the important and critical material is obtainable at the particular time and in the given place."
Changing the Look of Business Process
Under a given condition, an operator can customize integral guidelines set its own instructions or guideline accordingly, which belongs to the business process itself. The flexibility is an added advantage of the Alfresco's platform, as it enables operators to reinitialize content management features. The operators with less knowledge can also produce its own content in business applications.
The user or operator can also create documents for the content also for the business procedures. These documentations can be very useful in the sectors like finance, mobility, production and Governmental services in defiance.
Extra added Features to the Alfresco's Activiti 1.5
Operators/users can view file attachments through aligned processes.
Operator teams can handle the workload through better management.
Faster and better advancing through different levels in production.
Customizing Activiti's integral libraries and analytics.
Paul Hampton who is a senior director in the marketing team for Alfesco has said, "We were able to succeed with Alfresco Activiti 1.5 which permitted developers in all stages of development to produce a rich content product for older and latest business procedures." Surely, Alfersco's Activiti 1.5 (BPM System) with an added Data modeling concept, will prove to be handy for users with private and local cloud in their enterprise.
-Pankaj P Shrotre
RuPay card usage rose by 118% in 1st week of demonetisation
Microsoft is working for 'Home Hub' alongside Intel with Project Evo
insights success December 8, 2016


Hidden controls give this top performing toaster a sleek look.
Programable coffee maker comes with a dishwasher-safe carafe.
This cookware combines copper's excellent heat conduction with hard-anodized aluminum's durability.
This aluminum set is quite the looker — but beauty isn't its only attribute.
We tested 73 cookware sets for searing, simmering, and non-stickiness — and here are our winners.


Members are to maintain high ethical professional standards consistent with sound practices, regulatory requirements, and SPCP guidelines.
Members will strive to promote the mission of the Society and encourage a cohesive relationship throughout the cosmetic tattoo industry.
Members agree to only offer procedures they have been trained to perform with hands-on oversight.
Members recognize the importance of continuing education to upgrade and improve their knowledge and skills.
a. Members will only use products that are professionally manufactured and follow all regulations for their use.
b. Members who are manufacturers and/or distributors of equipment or supplies, including pigments and anesthetics, agree not to provide false or misleading statements and will fully disclose all ingredients.
Members will utilize safe practices of disinfection and sterilization of all machine, device, or other components that can potentially be contaminated by bloodborne pathogens. Disposable parts, including needles, will not be reused, nor will manual device handles be detached from needle groupings prior to disposal.
Members agree that permanent cosmetics/makeup/microblading procedures, among other names for depositing pigment into the skin with a needle is tattooing and is not to be considered a semi-permanent nor a fully painless process.
Members will make no false or misleading statements to the public through material; including but not limited to: websites, social media, brochures, or forms regarding the process of tattooing.
Members agree that technicians who are not a licensed medical professional shall not participate in any behavior that could be construed as diagnosing and that the client's health and privacy of records in accordance with regulatory requirements are protected at all times.
Members who conduct fundamental training agree that programs at the fundamental level shall be a minimum of 100 hours (Not less than a minimum of 65 classroom hours) in duration and shall include practical components under direct instructor supervision. Only trainer members may use SPCP logos in association with training.
Members agree that Society or fellow member materials, including items such as articles, videos, handouts, images, and membership lists may not be used without written authorization from the SPCP, or the member owning the materials.
Members agree that in the event of a lapse in SPCP membership or CPCP certification, they will remove all associated logos and references within fourteen days of expiration.


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How was the Tet Offensive both a victory and a defeat for the US?
At the end of the Tet Offensive, both sides had endured losses, and both sides claimed victory. The U.S. and South Vietnamese military response almost completely eliminated the NLF forces and regained all of the lost territory. The job of finding a way out of Vietnam was left to the next U.S. president, Richard Nixon.
Why was Tet a political disaster for America?
The offensive had a strong effect on the U.S. government and shocked the U.S. public, which had been led to believe by its political and military leaders that the North Vietnamese were being defeated and incapable of launching such an ambitious military operation; American public support for the war declined as a …
What effect did the Tet offensive have on public opinion at home?
American and South Vietnamese forces lost over 3,000 men during the offensive. Estimates for communist losses ran as high as 40,000. While the communists did not succeed militarily, the impact of the Tet Offensive on public opinion in the United States was significant.
What was the main impact of the Tet Offensive in the US?
What was the MAIN impact of the Tet Offensive in the United States? it fueled the credibility gap between what Johnson said about the war and what americans saw on television; it also created a growing opposition amongst americans towards the war. It made the US realize they couldn't win.
What was the outcome of the Tet Offensive?
Despite heavy casualties, North Vietnam achieved a strategic victory with the Tet Offensive, as the attacks marked a turning point in the Vietnam War and the beginning of the slow, painful American withdrawal from the region.
Why did the Tet Offensive weaken American support for the war?
Why did the Tet Offensive weaken American support for the war? The government had been promising that victory was right around the corner. American soldiers massacred more than 200 men, women, and children.
Why did American soldiers call Vietnamese Charlie?
It comes from "Việt Nam Cộng-sản", which just means "Vietnamese Communists". From here, "Viet Cong" was commonly further shortened to "VC", which in the NATO phonetic alphabet is pronounced "Victor-Charlie", which gave rise to the further shortened, "Charlie" designation.
What impact did the Tet offensive have on America?
The Tet Offensive, a surprise attack launched by North Vietnam in the pre-dawn hours of Jan. 31, 1968, was a major turning point in the war. It shocked the American public into reality about the escalating conflict and led to President Johnson's decision not to seek re-election.
How did the Tet offensive impact American public opinion quizlet?
How did the Tet Offensive influence American public opinion about the war? Unconvinced that the Tet Offensive was a U.S. victory, American opposition to the war increased. They saw the United States as another colonial power that had to be expelled from their country.
How did the military outcome of the Tet Offensive differ from its impact?
How did American public perception of the Tet Offensive differ from its military reality? The military recognized the Offensive as disastrous for the North Vietnamese, but the public saw it as an American defeat. They opposed it because it challenged traditional American social norms.
What was the outcome of the Tet Offensive quizlet?
What was the outcome and significance of the Tet Offensive? The end of the war was not in sight. Vietcong struck throughout South Vietnam. America and South Vietnam had heavy losses.
Why was the Tet offensive a turning point in the war?
Although a military loss, the Tet Offensive was a stunning propaganda victory for the communists. In fact, it is often credited with turning the war in their favor. The South Vietnamese began to lose influence as Viet Cong guerrillas infiltrated rural areas formerly held by the South Vietnamese government.
What was reason for Vietnam War?
In general, historians have identified several different causes of the Vietnam War, including: the spread of communism during the Cold War, American containment, and European imperialism in Vietnam.
Why did President Johnson raise taxes quizlet?
By 1967, the war had devolved into a stalemate. the war cost much + Johnson's great society, heavy govt. spending, rising prices, and inflation forced Johnson to raise taxes.
What is the significance of the Tet Offensive quizlet?
The Tet Offensive was the series of surprise attacks on major cities, towns, and military bases all throughout South Vietnam. These were launched by the Viet Cong and North Vietnamese troops. It showed American forces in Vietnam that the Viet Cong were a formidable enemy.
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In the stress of everyday life, it is hard to simply relax and find time to pamper ourselves. We invite you to enjoy a retreat of your face, hands, and feet with our one of a kind spa treatment. Give yourself permission for these delightful and heavenly experience.
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THE CAMERAS WILL RECORD OFFICERS' INTERACTIONS WITH THE PUBLIC. OFFICERS IN THE CENTRAL ... MID-CITY AND SOUTHEASTERN DIVISIONS OF THE DEAPRTMENT WILL INTIALLY WEAR THE CAMERAS. HOWEVER... THEIR USE WILL EVENTUALLY BE SPREAD ACROSS THE CITY.


Aston Crean has completed the flooring installation for a number of affordable housing units above Lidl stores.
Aston Crean worked through P.Elliott & Company on the multi story apartment accommodation in Norbury and New Addington in London. In Norbury the scheme includes 20 residential units and at New Addington there are 14 units for the Family Mosaic Housing Association.
The primary works were the installation of Polyflor floor and wall finishes to apartments and installation of Polyflor heavy duty rubber flooring to communal walkways and stair cores.


The Racquet Club of Ann Arbor is a member-owned club located in Ann Arbor Hills between Gallup Park and Ann Arbor Hills Golf Course. Built on nine acres of beautifully landscaped grounds, the club boasts a state-of-the-art aquatics facility, 12 tennis courts (8 hard courts and 4 Har-Tru Clay Courts), 4 locker rooms, a Pro-Shop, and a professional staff of instructors and team coaches for both tennis and swimming.
Between Memorial Day and Labor Day the Club has many organized activities for children and adults, including swim and tennis clinics for all ages and swim and tennis teams that compete with other clubs in the area. In season, a number of parties provide members with opportunities for organized get-togethers.
But the tenor of the club is informal, with members relaxing around the pool and playing tennis with friends. The snack bar is open daily, providing a range of food for purchase. While the club is seasonal, the tennis courts are open to members year-round.


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Regulation (EU) 2017/2403 of the European Parliament and of the Council of 12 December 2017 on the sustainable management of external fishing fleets, and repealing Council Regulation (EC) No 1006/2008
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OJ L 347, 28.12.2017, p. 81–104 (BG, ES, CS, DA, DE, ET, EL, EN, FR, GA, HR, IT, LV, LT, HU, MT, NL, PL, PT, RO, SK, SL, FI, SV)
OJ L 347, 28.12.2017, p. 81–104
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CELEX number:
BG, ES, CS, DA, DE, ET, EL, EN, FR, GA, HR, IT, LV, LT, HU, MT, NL, PL, PT, RO, SK, SL, FI, SV
European Parliament, Council of the European Union
12/12/2017; Date of signature
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Regulation (EU) 2016/2336 of the European Parliament and of the Council of 14 December 2016 establishing specific conditions for fishing for deep-sea stocks in the north-east Atlantic and provisions for fishing in international waters of the north-east Atlantic and repealing Council Regulation (EC) No 2347/2002
OJ L 354, 23.12.2016, p. 1–19 (BG, ES, CS, DA, DE, ET, EL, EN, FR, GA, HR, IT, LV, LT, HU, MT, NL, PL, PT, RO, SK, SL, FI, SV)
OJ L 354, 23.12.2016, p. 1–19
Regulation (EU) No 1380/2013 of the European Parliament and of the Council of 11 December 2013 on the Common Fisheries Policy, amending Council Regulations (EC) No 1954/2003 and (EC) No 1224/2009 and repealing Council Regulations (EC) No 2371/2002 and (EC) No 639/2004 and Council Decision 2004/585/EC
OJ L 354, 28.12.2013, p. 22–61 (BG, ES, CS, DA, DE, ET, EL, EN, FR, GA, HR, IT, LV, LT, HU, MT, NL, PL, PT, RO, SK, SL, FI, SV)
OJ L 354, 28.12.2013, p. 22–61
Current consolidated version:
Commission Regulation (EU) 2022/32 of 6 January 2022 establishing a fisheries closure for herring in Union and Norwegian waters of 4 north of 53°30' N for vessels flying the flag of Lithuania
C/2022/95
OJ L 7, 12.1.2022, p. 14–16 (BG, ES, CS, DA, DE, ET, EL, EN, FR, GA, HR, IT, LV, LT, HU, MT, NL, PL, PT, RO, SK, SL, FI, SV)
OJ L 7, 12.1.2022, p. 14–16
European Commission, Directorate-General for Maritime Affairs and Fisheries
Commission Regulation (EU) 2022/31 of 6 January 2022 establishing a fisheries closure for anchovy in area 8 for vessels flying the flag of Spain
Information communicated by Member States regarding closure of fisheries 2022/C 14 I/04
OJ C 14I , 12.1.2022, p. 4–4 (BG, ES, CS, DA, DE, ET, EL, EN, FR, GA, HR, IT, LV, LT, HU, MT, NL, PL, PT, RO, SK, SL, FI, SV)
OJ C 14I , 12.1.2022, p. 4–4
52022XC0112(02)
12/01/2022; Date of publication
Commission Regulation (EU) 2022/17 of 4 January 2022 establishing a fisheries closure for herring in Union and Norwegian waters of 4 north of 53°30′ N for vessels flying the flag of France
OJ L 5, 10.1.2022, p. 3–5 (BG, ES, CS, DA, DE, ET, EL, EN, FR, GA, HR, IT, LV, LT, HU, MT, NL, PL, PT, RO, SK, SL, FI, SV)
OJ L 5, 10.1.2022, p. 3–5
Information communicated by Member States regarding closure of fisheries 2022/C 9/03
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OJ C 9, 10.1.2022, p. 3–3
Commission Delegated Regulation (EU) 2021/2324 of 23 August 2021 amending Regulation (EU) 2019/1241 of the European Parliament and of the Council as regards technical measures for certain demersal and pelagic fisheries in the Celtic Sea, the Irish Sea and the West of Scotland
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OJ L 465, 29.12.2021, p. 1–7 (BG, ES, CS, DA, DE, ET, EL, EN, FR, GA, HR, IT, LV, LT, HU, MT, NL, PL, PT, RO, SK, SL, FI, SV)
OJ L 465, 29.12.2021, p. 1–7


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Air Arabia named the 'Most Punctual Airline in 2021' at Moscow
Middle East Business
Tue, 11 Jan 2022 Tue, 11 Jan 2022
The most punctual airline award
Air Arabia, the Middle East and North Africa's first and largest low-cost carrier (LCC), has been named the most punctual airline in 2021 at Moscow Domodedovo Airport.
Moscow Domodedovo Airport, the largest in Russia, announced the winners of the most punctual airline, with the goal of further enhancing the quality of passenger service.
Moscow Domodedovo Airport evaluated the performance of a number of worldwide partner airlines, based on punctuality - calculated based on flight frequency and the number of flights performed without delay from the airport during the reporting period. Air Arabia came top in the category of 'Foreign Airlines with more than seven flights per week'.
Adel Al Ali, Group Chief Executive Officer, Air Arabia, said: "At Air Arabia, we are committed towards passenger experience and operational excellence. Our recognition from Moscow Domodedovo Airport is a testament towards our efforts to ensure the on-time performance of our flights and enhance our operational efficiency, despite the continued challenges that the global aviation industry is facing. We remain confident about the strong business model Air Arabia operates and the carrier's management team in creating long-term value for all our customers and stakeholders."
The Moscow Domodedovo Airport punctuality competition is held on an annual basis among its partner airlines. The winners are divided into four categories, which are formed depending on the frequency of flights and the affiliation of the air carrier — Russian and foreign.
The categories are: 'Airlines of the Russian Federation more than 10 flights per day,' 'Airlines of the Russian Federation of 10 flights or less per day,' 'Foreign Airlines of more than seven per week' and 'Foreign Airlines of seven or less per week.'-- TradeArabia News Service


Thomas Michael Bohnert is Professor at Zurich University of Applied Sciences and is the founder of the ICCLab and SPLab.
His interests are enabling ICT systems, coarsely ranging across cloud computing infrastructures and platforms, cloud-native applications, as well as cloud-robotics and network function virtualization as specific application domains.
During his tenure he was visiting scholar at NEC Research (Germany), Tampere University of Technology and VTT Research (Finland), and Beijing University of Posts and Telecommunications (China). He completed his PhD at University of Coimbra (Portugal).
He owns a ICT consultancy and contributes to several expert groups of the European Commission on the future of ICT. The same applies to his role as regular proposal evaluator and project reviewer for the EC, the Swiss National Science Foundation, and the DAAD.
The Future Internet Public-Private-Partnership (www.fi-ppp.eu) appointment him as Deputy Chief Architect, presiding the FI-PPP Architecture Board and the FI-WARE project. He was technical coordinator of the Mobile Cloud Networking project and has a history of projects at European and national level.


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The JJW Weekly Podcast is a Podcast for Muslimas
ROQ_11 #93_Ad-Dhuhaa (The Morning Bright)
Qur'an Ad-Dhuhaa For the chronological order of the revelation of the Qur'an, I first referred to two reliable sites: Tanzil Documents and Mission Of Islam. Both sites followed the same chronological order as the majority of opinions. The opinion was founded on several reliable sources, including numerous narrations traceable back to the great prophet (PBUH)'s companion and cousin, Abd Allah Ibn Abbas, also known as Ibn Abbas. The detailed information is extracted from 'The History of Qur'an' by Allamah Abu Abd Allah al-Zanjani. I am aware that there are many sound opinions based on historical events to form the chronological order of the Qur'an, including the work of a German orientalist, Theodore Noldeke, but I chose Ibn Abbas' version for this series. As the goal of this series is to get as early a glimpse of the order of revelation to Prophet Muhammad (PBUH) as possible so that we can internalize the revelations in our modern day. Because this is my first attempt to record the Qur'an in its original order, I am pleased to release Ibn Abbas' version first. If given the opportunity, I would make a second series based on Theodor Noldeke's chronological order of the Qur'an, which al-Zanjani himself regards as the most important work by a European on the history of the Quran. In that second series, Insha Allah, I will connect the order of the Qur'an to historical events involving Rasulullah PBUH and his companions. But first, let us just internalize the content of the Surah (Chapters) and Ayaat (Verses) inside our hearts with the help of Ibn Abbas's opinion of the revelation order of the Qur'an. The Qur'an was revealed mostly in Makkah (before the immigration) and Madinah (after the immigration). As a result, I'll divide this series into two parts. However, a few verses have been revealed outside of Makkah and Madinah, such as in Juhfa, Mina, and Hudaibiyya. Another possibility is that some verses were revealed later in Madinah, despite the fact that the majority of the verses that comprised its chapters were revealed earlier in Makkah. I will make a sidenote for those affected surahs as I get to that specific surah. Insha Allah.
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Is salt bad? If you aren't sure, you are not alone. There is so much contradicting research. Why do we make food so complicated? For most of history food was food. There were no nutritionists, scientists, businesses, or government officials telling people what to eat. Food was not a commodity. It was a way to survive.
Salt is essential to your health.
Salt is a compound of two elements, sodium and chloride. Sodium, along with other elements help balance the water in our bodies.
Since our body relies on electrolytes, (including salt) to carry out electrical impulses, salt is essential in keeping our body functioning properly.
Salt is also important to stimulate muscle contractions, which keeps muscles from cramping.
Salt keeps calcium and other minerals in the bloodstream.
Salt stimulates the adrenal glands.
Salt is very important in the prevention of heat prostration and sunstroke.
Salt contains nutrients that are vital to the digestive system as it plays a primary role in the process of digestions and absorption.
A lack of salt is dangerous… leading to shock if the blood pressure is decreased too severely.
So why am I told to consume less salt?
I know what you are thinking: But what about high blood pressure? Or water retention? Or all the other horrible things I've been told that are linked to salt consumption? Why does the governement keep coming out with reports telling us to decrease our salt intake if salt is so good? Clearly salt is bad. Right?
Like most things in life, the real answer lies in the details.
Some salt is bad. Some salt is good.
Do you know what makes salt bad or good? If you listen to the fancy chefs and nutritionists the answer is simple: sea salt is good and table salt is bad. But hold on. Did you know that all salt is sea salt?
The sea is the source of all salt, whether that salt was mined from ancient sea beds or harvested from current (or "dead") oceans. So even the cheap white stuff is sea salt. This means that a label with the word "sea" on it does not immediately qualify the salt as good.
No, the difference between "good" and "bad" salt is what is added… and what is taken out.
Once again man is looking to profit from food. By stripping salt of these 60+ trace minerals what is left is a bitter flavor. Not quite what you want to sprinkle on your popcorn, right? So manufacturers try to mask the bitterness with chemicals or even sugar. (Just look for the word dextrose.) Not only are you missing out on those extra minerals, but your body now has to deal with chemical garbage.
Salt has been part of the human diet forever. The body knows how to process salt when it's consumed in its natural state. Even though salt is technically just sodium chloride, in nature it's always found with other minerals. This complex, synergistic relationship is what the body has known for thousands and thousands of years. When we divorce these minerals our body is now dealing with something like a foreign object. Sure, it still needs the sodium chloride, but without its friends around the body can start to react poorly.
No wonder there is so much conflicting data. Not all salt is created equal.
So if how can I tell if my salt is bad?
Start by checking the label. You'd be surprised how many expensive "sea salts" are still full of additives. If you see a bunch of other ingredients, like anti-caking agents or sugar, I'd definitely avoid it. Remember, you don't want any extra stuff added in.
So yeah. Stripped and chemical salt is bad. But real salt is very, very good.


Caldron Peak from Mistaya Mountain.
Scramble: RT 13.0 (including Mistaya Mountain); 1.0 from the saddle, bottom of Caldron's southern west ridge. This ascent is not as pleasant as Mistaya Mountain's snow gully. The initial traverse in blocky terrain to the westerly slopes followed by loose rubble makes one look for firm ground. Once at the top, it clearly becomes a worthwhile outing, which offers awesome views. The fact that this was the second summit today also added a sense of accomplishment! Now we must return to the car in good time to go pick-up our hounds boarded at the kennel for the first time!
A simple plod to the summit.
Mistaya Mountain and the snow gully ascent.
Peyto Lake below the sheer east side.
Caldron Lake, Peyto Peak and Mount Baker (right).
Peyto Lake and the gravel flats.
Mount Thompson and more lovely landscape.
The approach from above the headwall.
Looking back at the trail above the headwall.
Well-worn trail on the moraine.
Logs bridging a raging, milky torrent.