The Basset Hound is a descendent from the Bloodhound breed. The name itself comes from the French word "bas," which means low. This points to their short legs keeping them low to the ground. The dog breed became popular in Europe, and was used as a show dog, companion, and even as a hunting dog. When the breed reached America, they were bred to be both hunters and companions. The American Kennel Club officially recognized the breed in 1885. Basset Hounds are known for the exceptional sense of smell. However, that can get them into trouble as they may become completely distracted by a scent.
If a family is looking for a dog, look no further than the Basset Hound. The sweet and gentle dog fits right in with any family looking to add a new companion. Its mild and affectionate temperament is not only great for its master, but also for small children in a household. Basset Hounds do need a strict owner. The owner must make the Basset Hound understand that they are in control, not the dog. If trained properly, the well behaved, peaceful breed will prove to be great.
The coat of a Basset Hound is very smooth. This makes it very easy to groom. Be sure to use a firm bristle brush, and only use shampoo when necessary. Basset Hound nails can grow rather rapidly, so they should be cut regularly. The Basset Hound is also a constant shedder.
Males Basset Hounds can grow to be around 12 to 15 inches. Their weight at full growth can be from 50 to 65 pounds. Females typically grow a little shorter, ranging from 11 to 14 inches. They also weigh less, averaging between 45 and 60 pounds. They are expected to live about 10 to 12 years, like most dog breeds. Basset Hounds do better at locations with a yard. If kept inside, they are prone to become inactive. While they will be okay indoors, they would be much better suited for a location with and outdoor area for them to run.
Overfeeding can quickly become an issue if a Basset Hounds diet is not watched. If they overeat, the extra weight puts too much pressure on the dog's legs and spine. This has been known to cause paralysis in this breed because their legs are very short. Basset Hounds are also prone to bloating. To counteract this, they should be fed smaller meals throughout the day. They should not be eating any large meals.


This reading passage describes how genes in the nuclear DNA and in the mitochondrial DNA (mtDNA) code for proteins found in the inner membrane of the mitochondria. Mutations in those genes can cause the protein to not work, resulting in cells not getting enough energy. This article has specific details about the five protein complexes found in the inner membrane, but students do not need to understand cellular respiration at this point. In fact, this is a good bridge between the cell chapter and the chapter on cellular respiration. It can also be used to introduce the "one gene, one protein" hypothesis.
The reading was designed for AP Biology students but it can work for other levels with some guidance. Mitochondrial disease is introduced in freshman biology, but students are not given very many details. The worksheet asks students to define basic terms related to the passage, identify the CLAIM being made and provide evidence, or details, that support the claim.
The lecture slides also include an image of the 5 protein complexes color-coded to show which part of the protein is coded by nDNA and which is coded by mtDNA. The goal is to introduce students to cellular respiration and gene theory. Discussion can follow about why it will be difficult to cure mitochondrial disease.


text:
Mandell Pinder
Louise Mandell, Q.C.	Partner Emeritus
Email: louise@mandellpinder.com
Assistant: Donna Ward | donna@mandellpinder.com
On January 1, 2011, Louise moved out of the day-to-day practice of law – she remains connected in the esteemed capacity of 'partner emeritus' to the firm.
On behalf of many First Nations clients, Louise has, for three decades, devoted her professional life to the advancement of their Aboriginal and Treaty rights. She was brought into the area of Aboriginal law when it was in its infancy, working under the direction of the late Grand Chief George Manuel, President of the Union of B.C. Indian Chiefs and the World Council of Indigenous Peoples. Louise has been one of the major conceptual thinkers in this area of the law, shaping the legal and evidentiary principles which have been accepted by the courts at every level and found reflection in the existing state of the law. Her tireless spirit, creativity and devotion have been acknowledged by her clients and by her colleagues in the many awards she has received.
In addition to litigating major cases contouring the dynamics of Aboriginal/Crown relations, she provides legal options, presents claims to government, and negotiates settlements on behalf of Aboriginal peoples.
She has made presentations to Standing Committees of the House of Commons and, in the last few years, has been a speaker on every aspect of native rights at over twenty conferences sponsored by the Pacific Business and Law Institute, The Canadian Institute, Continuing Legal Education Society, Insight Information, Banff Centre for Management, Australian Racism Conference, to name a few.
Louise is an engaging public speaker and is committed to passing on her knowledge through her involvement in continuing legal education workshops and forums.
Louise was appointed Queen's Counsel in 1997. She is married and the mother of two children, Max and Sarah.
"Latest Developments in Aboriginal Rights Litigation" (with Robert Ratcliffe and Bruce Elwood), for Constitutional Litigation in Civil Matters Conference, June, 2004.
"Consultation: Haida Nation v. B.C. and Weyerhaeuser: What the Case Means", for Canadian Aboriginal Law Conference, December, 2002.
"The Delgamuukw Decision": Native Title in Perspective: Selected Papers from the Native Title Research Unit 1998 – 2000, Lisa Strelein and Kado Muir (eds), (Aboriginal Studies Press), pp. 199 – 220.
"Gitksan-Wet'suwet'en Land Title Action", Canadian Current Law, Issue 8807.
"Birth of the White Buffalo", prepared for the Native Investment and Trade Association and the Ontario Bar Association, 1996.
"The Treaty Commission", prepared for the Pacific Business and Law Institute, April 22, 1994.
"Fisheries Law: 1991, Sparrow, Gitksan and Related Decisions", prepared for the Continuing Legal Education Society of British Columbia, May, 1991.
"Native Culture on Trial, Equality and Judicial Neutrality": S.L. Martin & K.E. Mahoney (eds), Introduction to Legal Studies, 3e, Canadian Legal Studies Series (Toronto, Carswell, 1987), pp. 358-365.
"The Union of British Columbia Indian Chiefs Fight Patriation", Socialist Studies/Etudes Socialistes: A Canadian Annual No. 2, 1984.
Professional Awards
Georges Goyer Q.C. Memorial Award for exceptional contribution to the development of Aboriginal and treaty rights jurisprudence across the country (2001)
LL.B University of British Columbia, 1975
B.Ed. University of British Columbia, 1971
Professional Standing & Affiliations
Member, Law Society of B.C. (1976)
Retired Member, Law Society of Alberta (1984)
Aref Amanat	Associate Counsel
Alex Arsenault	Associate
Janelle Dwyer	Partner
Brenda Gaertner	Managing Partner
Cody Hall	Associate
Rosanne Kyle	Partner
Mary Macaulay	Partner
Virginia Mathers	Associate
Kelsey McDermott	Associate
Peter Millerd	Associate
Stephen Mussell	Associate
Clarine Ostrove	Partner
Elisa Penn	Associate
Crystal Reeves	Associate
James Reynolds	Associate Counsel
Krista Robertson	Partner
Cheryl Sharvit	Partner
Kendra Shupe	Associate
Elin Sigurdson	Associate
Erica Stahl	Associate
Kris Statnyk	Associate
Aaron Wilson	Associate
Ann Cullingham	Paralegal
Anna Martinello	Corporate Paralegal
Darren Friesen	Historian
Get the latest news from our firm direct to your inbox.
Mandell Pinder LLP – 422 - 1080 Mainland Street Vancouver, BC, V6B 2T4
info@mandellpinder.com

redpajama_set_name: RedPajamaCommonCrawl


We haven't been yet but looking forward to going soon hopefully… I have seen from their website virtual tour that the splash pool has the same slide so I think she will be excited about that!
My SPD daughter is water-obsessed too, so will have to make a note of these when we are in those areas. Thanks!


Hola and Happy St. Patrick's Day!!
This recipe is a special shout out to all of my Irish friends. While certainly not an Irish recipe, it is keeping "in the spirit", it's green!
I hope you are doing well because this last week almost everyone has been sick or has a cold. The weather has been beyond crazy here. Cold to hot, back to cold. I am really looking forward to Spring. Since I am one of those people who has a cold, I though it would be a good idea to eat something warm and healthy.
For today, I made a classic zucchini soup. This soup is great for all seasons. It's great cold or hot, either way its delicious. In Spain it's a pretty popular soup. It's so easy to make it, it takes less than 30 minutes and its so healthy. It is also something good to eat at home or to twork. My mom used to make it often when I was a kid, and I loved it. I think that one of the secrets of the soup is the small amount of cheese that gives it a little kick.
Bring some water to boil in a medium pot. Meanwhile, cut the zucchini and the onion into chunks and peel and cut the potato. Once the water is boiling, add the ingredients and boil for about 10 minutes. Transfer the ingredients to a blender (I didn't have to use any water, you can save some of the water in case you want the soup more liquidy ) and blend it up!
Season with salt and pepper and enjoy!
May the luck of the Irish be with you.


text:
Bumgarner's complete game, Crawford's 5 RBIs carry San Francisco Giants
Giants starting pitcher Madison Bumgarner throws against the San Diego Padres during the first inning of baseball game Tuesday, May 17, 2016, in San Diego. (AP Photo/Lenny Ignelzi)
SAN FRANCISCO -- Madison Bumgarner threw a five-hitter and struck out 11 for his first complete game this season and Brandon Crawford homered and drove in all five runs to lead the NL West-leading San Francisco Giants to a 5-1 victory against the San Diego Padres on Tuesday night.
The benches cleared after Bumgarner struck out Wil Myers to end the third. Bumgarner stared at Myers as he walked off the field, and the two exchanged words. They had to be separated, but no punches were thrown. Bumgarner and Myers, the Padres' first baseman, appeared to laugh off their differences when the pitcher walked leading off the ninth.
Bumgarner (5-2) came within three outs of a shutout before allowing Matt Kemp's homer off the third deck of the Western Metal Supply Co. building in the left field corner, his 10th.
The Giants won their season-high sixth straight game. The Padres were shut out for the 10th time, most in the majors. The Giants have beaten the Padres 12 times in their last 15 games and all four this season.
Bumgarner was dominant from the start in pitching his 12th career complete game. He retired the first six batters before Jose Pirela doubled to left and was stranded.
The Padres had a big chance to break through against Bumgarner in the sixth. Brett Wallace hit a leadoff single and moved to third on Myers' one-out double to left-center. Bumgarner struck out Derek Norris, and first baseman Brandon Belt made a nice catch of Kemp's foul pop to end the threat.
Bumgarner, who walked none, is 4-0 in his last six starts against the Padres.
Crawford hit a three-run homer to right-center off Colin Rea in the second, his fifth. He added a sacrifice fly in the sixth and hit an RBI double in the eighth and was thrown out trying to stretch it into a triple to end the inning.
Belt doubled and Hunter Pence singled ahead of Crawford's homer. Pence scored on Crawford's double.
Rea (3-2) allowed three runs and four hits in five innings, struck out three and walked two.
sportssan franciscosan diego padressan francisco giantsmlbbaseball


Bimal Roy's 105 Birth Anniversary is being celebrated in Mumbai in an inimitable style. As a salute to the greatest filmmaker of India a rare exhibition titled Bimal Roy: Life and Times is being held at Chhatrapati Shivaji Maharaj Vastu Sangrahalaya, formerly called 'Prince of Wales Museum', the famous museum in Mumbai. The exhibition pays a humble tribute to the filmmaker's legacy.
The exhibition scheduled from July 7 till July 20 was inaugurated by famed filmmaker Hansal Mehta, who is recently making waves with his critically acclaimed movie CITYLIGHTS, which itself is being equaled with Roy's celebrated 1954 classic DO BIGHA ZAMEEN.
The exhibition has on display stills (Photographers) from his best works, including those of Kishore Kumar in NAUKRI (1954), Dilip Kumar and Vyajanthimala in MADHUMATI (1958) and Nutan in SUJATA (1959). The exhibition has Roy's camera from the 1950s and the rare collection of the costumes worn by the actors and actresses in his movies like BANDINI, SUJATA AND MADHUMATI.
The museum will also screen some of Roy's movies across two weekends at the seminar room in the extension wing. On Friday, July 11, Bimal Roy's classic SUJATA and DO BIGHA ZAMIN were shown. Today on Saturday, July 12, movie buffs can watch MADHUMATI at 11am, and DEVDAS at 2pm; and on Sunday, July 13, BANDINI at 11am, and KABULIWALA at 2pm. DO BIGHA ZAMIN and MADHUMATI will be repeated on Friday, July 18 at 11am and 2pm respectively, while on Saturday, July 19, movie buffs can watch PARAKH at 11am, and USNE KAHA THA at 2pm.


Dexcom is here to provide you with ongoing support and answer any questions you may have about your Dexcom CGM System. Locate the right support department below based on your immediate needs.
Dexcom G6® CGM System will be covered for Medicare beneficiaries, having met the category requirements for therapeutic CGM systems by the U.S. Centers for Medicare & Medicaid Services (CMS). Coverage for therapeutic CGM includes certain beneficiaries who have either Type 1 or Type 2 diabetes and intensively manage their insulin.
We encourage customers to get started with Dexcom G5 now as they'll be automatically upgraded when G6 becomes available and they're out of warranty on their Dexcom G5 transmitter.
What features are included in the latest update to the Dexcom G5 Mobile App?
If you rely on your Apple or Android device to view your Dexcom Continuous Glucose Monitoring (CGM) System glucose readings, you will see new features when you update your Dexcom G5 Mobile App to version 1.7.5. These updates are a result of requests from our valued customers, like you. We hope they help.
We know that your life runs on more than one schedule – and now your Dexcom G5 Mobile can, too! The new Dexcom G5 Mobile App feature, Alert Schedule lets you schedule and customize a second group of alerts that only apply during the hours you specify. For example, set the schedule to match your work hours, active Monday-Friday 8am-5pm.
The first time you turn on Alert Schedule in the app's Alert Menu, you will be guided through setting up your schedule and choosing days and times for which the schedule applies.
We've also added a setting to Alerts called Always Sound, which replaces Mute Override and is on by default.
Use Always Sound to ensure Alerts sound when your device is silenced or on Do Not Disturb. For example, you want to silence your phone during school, but still hear your Low Alert. To do this, turn on Do Not Disturb in your phone settings, turn on Always Sound in the Dexcom App, and choose a sound other than Vibrate Only for your Low Alert.
On Android, all Alarm/Alerts are silenced when using the most restrictive Do Not Disturb setting.
On Apple, your Signal Loss can't sound in Silent or Do Not Disturb.
You can find more information on both Alert Schedule and Always Sound in your Dexcom G5 Mobile User Guide.
If you have questions about CLARITY, please contact the Dexcom Care Team at PatientCare@dexcom.com or call 1 (888) 738-3646, ext 4900.
How do I insert my sensor?
How Can I Reinforce my Sensor Adhesion?
Having problem with the sensor pod not sticking? Before inserting the sensor make sure your skin around the insertion site is free of creams, lotions, or perfume. After cleaning the area with alcohol wipes, let it dry completely. Still having problems? Put medical tape (such as Blenderm, Tegaderm, IV 300 or 3M tape) over the sensor pod's adhesive patch, making sure you don't tape over the transmitter.
Q: Is Dexcom covered by Medicare?
Dexcom is now shipping the Dexcom G5® Continuous Glucose Monitoring (CGM) System to Medicare patients with traditional fee-for-service coverage. Please note that at this time, we are not able to process Medicare Advantage plans. We are continuously working to make this happen and will provide updates as more information becomes available. We certainly appreciate your ongoing patience as we continue working through our queue of Medicare orders in the order they were received.
We have contracted with Ascensia to provide the Contour® Next One blood glucose meter in the bundle of products covered by Medicare. Today, we are not licensed to service all 50 states, so we will also be using Medicare distributors to support us.
I'm a Medicare patient. How do I know if I'm covered?
The beneficiary's insulin treatment regimen requires frequent adjustments by the beneficiary on the basis of therapeutic CGM testing results.
Every six (6) months following the initial prescription of the CGM, the beneficiary has an in-person visit with the treating practitioner to assess adherence to their CGM regimen and diabetes treatment plan.
Is Dexcom G6 covered by Medicare?
When will the G6 System be available to Medicare customers?
Dexcom will start shipping G6 to all Medicare customers in Q4 2019.
I am a current Medicare customer using Dexcom G5 Mobile - how do I upgrade to G6?
When we begin shipping Dexcom G6 in Q4 2019, existing customers will be automatically upgraded to G6 when they are out of warranty on their Dexcom G5 transmitter. Customers do not need to do anything currently. Dexcom will be checking their eligibility at the monthly check in.
How can I view my glucose data?
According to the CMS policy, Medicare patients are permitted to use a smart device in conjunction with the Dexcom G5 Receiver to view glucose data.
Coverage of CGM system supplies and accessories are available for those therapeutic CGM systems where the beneficiary uses a receiver classified as DME to display glucose data. There is no Medicare benefit for supplies used with equipment that is not classified as DME. However, Medicare coverage is available for the CGM system supplies and accessories if a non-DME device (smartphone, tablet, etc.) is used in conjunction with the durable CGM receiver. Coverage of CGM system supplies and accessories are available for those therapeutic CGM systems where the beneficiary uses a receiver classified as DME to display glucose data. If a beneficiary intends to never use a receiver classified as DME as the display device, the supplies and accessories are not covered by Medicare.
Beneficiaries should reach out to 1-800-MEDICARE with any questions about the Medicare requirements for Dexcom CGM.
I have a compatible smart device. How do I use my smart device to see my Dexcom G5 readings?
1. Go to the App Store or Google Play store from your smart device. Search for "Dexcom G5 Mobile". Download and open the app.
2. Create account or log in using your Dexcom account. For example, a Dexcom Clarity account.
3. Follow the instructions in the app. When asked, enter the serial number (SN) of the transmitter you're wearing. This can be found on the transmitter box, back of the transmitter or in your Receiver Settings.
4. Your app joins your current sensor session.
How do I set up Dexcom Share?
Dexcom Share is a feature of the Dexcom G5 Mobile app. To set up Dexcom Share, press the Share icon (triangle in upper right hand of screen) and follow the instructions. The app will walk you through sending invitations to up to 5 Followers. Your Followers will need to download the Dexcom Follow app.
The ruling specifically states that only CGM products labeled as a replacement of fingerstick blood glucose testing for diabetes treatment decisions by the FDA and referred to in the ruling as "therapeutic CGM" will be covered.
How do I get my Dexcom G5 CGM System?
New patients should contact Dexcom by visiting www.dexcom.com/medicare-coverage and submitting a Dexcom G5 CGM interest form. Priority will be given to existing Dexcom CGM patients followed by new patients in the order they were originally received. As our sales representatives work through the queue, patients can expect to hear from Dexcom or an authorized Dexcom distributor about getting started. This will be a slow process and we appreciate everyone's ongoing patience during this process.
Who will send me my Dexcom G5 CGM System?
Dexcom is now shipping G5 CGM supplies directly to eligible Medicare fee-for-service coverage. We have contracted with Ascensia to provide the Contour® Next One blood glucose meter in the bundle of products covered by Medicare. Today, we are not licensed to service all 50 states, so we will also be using Medicare distributors to support us.
How much can I expect to pay for my Dexcom G5 CGM System?
Patients who are covered by Medicare can expect to cover 20% of the costs, although this additional amount may be covered by secondary insurance. Medicare will cover the remaining 80%.
I am using a Dexcom G4 PLATINUM CGM. How will this affect me?
The ruling specifically states that only CGM products approved by the FDA as a replacement of fingerstick blood glucose testing for diabetes treatment decisions (therapeutic) would be covered, so the Dexcom G4 PLATINUM will not apply. Currently, only the Dexcom G5 CGM System meets this criteria and would be eligible for Medicare coverage. Patients using Dexcom G4 PLATINUM may want to talk to their physicians or Dexcom to see if they would be eligible for Dexcom G5 CGM System.
How do I know if my smart device is compatible with the Dexcom G5 CGM System?
For a list of compatible devices, visit www.dexcom.com/compatibility.


text:
class Indigo < Cask
  url 'http://cloud.goprism.com/download/Indigo.dmg'
  homepage 'http://www.perceptiveautomation.com/indigo/index.html'
  version 'latest'
  sha256 :no_check
  install 'Indigo Installer.pkg'
  uninstall :kext => 'com.perceptiveautomation.indigo_overrides.kext',
    :pkgutil => 'com.perceptiveautomation.pkg.*'
end

redpajama_set_name: RedPajamaGithub


How can I get to heaven? This question is asked by millions of people every day. Help, encouragement, and definite answers await the reader, as page after page unfolds with the explanation of this exciting place—heaven—and how we can get there. With tremendous insight, D. L. Moody offers easy to understand explanations that make this book one that must be read and shared with others.


The Kenya Haemophilia Association (KHA) was established in Nairobi in 1979. In 1992, it was recognised as a National Member Organisation (NMO) by the World Federation of Hemophilia (WFH). With this status, it is the official Kenyan patient organisation in charge of representing the rights of all patients living with Haemophilia and allied bleeding disorders in Kenya.
To achieve the highest standard of care for people living with Haemophilia and other bleeding disorders in Kenya.
To work together with other stakeholders for the social good and greater benefit of all people living with Haemophilia and other bleeding disorders in Kenya.
To train and build the capacity of care givers involved in management of haemophilia and other bleeding disorders.
"My mum recalls I bled a lot during teething. By the time I started crawling, she realised my condition was not normal when my feet and elbows kept swelling whenever I stumbled and hit an object.


Theres also will part of dealing with will scent out of paint. Along with yourRancho Santa Fe painterbeing in a position to in depth will painting in record time period, you'll also feel spared after dealing with will intoxicating scent out of color. If you delay to paint as soon as transferring you might have to call home and one headache brought on by will scent of this paint for a couple times.Be in depth there are a great number of bit information your homeowners often disregard otherwise forget to mention during the course of an expense calculate. When you yourself have per dark room and you want to paint that it at per lighter color. In this situation, the inner dwelling painters will have to are the cost of extra primer to ultimately achieve the color you need. Still another if the microsoft windows that are painted shut. Your Very Own contractors does fix all lacking way too much trouble.Whether you are interested in a painter at Batemans Bay otherwise a cleaner for pressure cleaning, ensure that you trust just the specialist for such tasks. Of all of the projects at home artwork will driveway is most likely perhaps not on top for the record. Nevertheless, their a thing that could apply personality to your residence pinpointing this after all others round the neighbor hood.however in the event you decide to move forward realize that prepping the site was high priced if you do it your self can be quite effort. The Top must be washed well so that little residue stays that'll influence will paints lives as soon as its used.You for sure want your house artwork to stand out of the rest. Hence, towards in which, you need the finest painters into the city to operate for you personally. The companies you decide on for the work should be loaded with the information out of present styles as part of artwork.Remember in which Quality CostsThe first thing you will need to consider anytime hoping to boost your painting skills plus paint including a professional painter is spend money on good primer, paint, plus caulking compound. After purchasing a top-quality paint, make sure that you choose a paint that a very long time warranty opposing a defects which will can be found in the final. kitchen remodel near me Additionally It Is wise to buy completely acrylic paint.Anytime creating a house painting project, lots of people tend to concentrate most on inside, nevertheless have you considered a very important factor assuming its about making per statement, wouldnt the surface of your house situation most? Most Likely, that is what folks are likely to notice very first well?
After you decide regarding sort of paint you will purchase, don't forget buying the right volume. Make use of an excellent paint calculator to ensure that one do not purchase excessively or too less paint.Fix the prevailing ProblemsIf you need on paint task in order to last after some duration about, then you need to ensure your paint was used and then your clean, dry exterior that doesnt have any dilemmas like peeling or flaking. Typically, this may mean that you need to do considerable sanding or scraping before starting on artwork procedure.
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You truly hope your home painting to face out from the sleep. Hence, for that, you will need the best possible painters inside city to function available. The providers you decide on for the work should be equipped with the information of recent styles at painting.
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text:
Steffie Spira (2 de junio de 1908 – 10 de mayo de 1995) fue una actriz teatral, cinematográfica y televisiva alemana.

Biografía
Su nombre de nacimiento era Stephanie Spira, y nació en Viena, Austria. Spira era hija de los actores Fritz y Lotte Spira, y era hermana de Camilla Spira, también actriz.

En 1924 asistió a una escuela teatral, recibiendo su primer compromiso sobre el escenario en 1925. En 1926 trabajó para la sociedad de actores, y en 1928 actuó en el Volksbühne de Berlín. En 1931 ingresó en el Partido Comunista de Alemania, y fue cofundadora de la compañía teatral de ideología comunista Truppe 1931. Ese mismo año se casó con el director teatral Günter Ruschin, y en 1933 emigró a Suiza. A lo largo de 14 años de exilio, ella fue actriz teatral en París, representando obras de Bertolt Brecht, y trabajó en el cabaret Die Laterne de esa capital. Tras separarse de su marido, fue encarcelada en las prisiones de La Roquette, y después en el campo de internamiento de Rieucros. Desde allí, la familia huyó a México, donde perteneció al club de exiliados Heinrich-Heine-Klub.

El año 1947 volvió a Alemania a bordo de un carguero soviético, y al siguiente año actuaba en el Deutschen Theater de Wolfgang Langhoff. Pero sobre todo empezó a actuar en el Volksbühne, con papeles en obras como Der Biberpelz (de Gerhart Hauptmann), además de trabajar en el Theater am Schiffbauerdamm. También participó, entre otras, en la película de 1954 dedicada a Ernst Thälmann Ernst Thälmann – Sohn seiner Klasse, dirigida por Kurt Maetzig), que reflejaba la historia oficial del Partido Socialista Unificado de Alemania.

El 4 de noviembre de 1989 se llevó a cabo en la Alexanderplatz de Berlín la Manifestación de Alexanderplatz, con una asistencia de cerca de medio millón de personas, y en la cual Steffie Spira dio un discurso en el cual exigía que el gobierno de Alemania del Este presentara su renuncia.

Steffie Spira falleció en Berlín, Alemania, en 1995, a los 86 años de edad. Fue enterrada en el Cementerio Zentralfriedhof Friedrichsfelde de Berlín. Tuvo un hijo, Thomas Ruschin, que se dedicó al doblaje.

Filmografía (selección)
{{lista de columnas|2| 1927 : Wenn die Mutter und die Tochter 1929 : Des Haares und der Liebe Wellen 1948 : Der große Mandarin 1949 : Die Brücke 1950 : Bürgermeister Anna 1951 : El súbdito 1955 : Ernst Thälmann – Führer seiner Klasse 1956 : Thomas Müntzer – Ein Film deutscher Geschichte 1958 : Der Prozeß wird vertagt 1959 : Das Feuerzeug 1960 : Alwin der Letzte 1961 : Schneewittchen 1963 : Die Glatzkopfbande 1972 : Die große Reise der Agathe Schweigert 1972 : Die Bilder des Zeugen Schattmann (miniserie TV)
 1972 : Florentiner 73 (TV)
 1974 : Neues aus der Florentiner 73 (TV)
 1977 : Du und icke und Berlin (TV)
 1979 : Gelb ist nicht nur die Farbe der Sonne (TV)
 1982 : Die Beunruhigung 1984 : Eine sonderbare Liebe 1984 : Klassenkameraden (TV)
 1986 : Blonder Tango 1986 : Fahrschule 1986 : Neumanns Geschichten (serie TV)
 1988 : Die Schauspielerin 1988 : Die Geschichte von der Gänseprinzessin und ihrem treuen Pferd Falada 1990 : Polizeiruf 110: Allianz für Knete (TV)
}}

 Premios
 1985: Miembro honorario de la Asociación de Artistas Teatrales de la RDA

 Bibliografía
 Edwards, Lee. The Collapse of Communism. Hoover Press, 2000.Trab der Schaukelpferde, editorial Aufbau-Verlag, Berlín (RDA), 1984So wie es ist, bleibt es nicht. Die Geschichte von Camilla und Steffie Spira Filmbiographie (1991)
 Theaterspielen als Überlebensmittel. Exil in Mexico: Steffie Spira in: Lebenswege. 15 Biographien zwischen Europa und Lateinamerika'' Hg: Gert Eisenbürger. Hamburg: Libertäre Assoziation o.J., identisch: Assoziation A, 1995 ISBN 3-922611-48-6

Referencias

Enlaces externos

 Spira en https://www.bundesstiftung-aufarbeitung.de
  Spira en http://www.filmportal.de
  Spira en https://portal.dnb.de
 Breve biografía, entrevista y obituario
 Archivo de Steffie Spira en la Academia de las Artes de Berlín

Actrices de cine mudo de Austria
Actrices de cine de Alemania
Actores de teatro de Alemania
Comunistas de Alemania
Exiliados del nazismo
Nacidos en Viena
Miembros del Partido Comunista de Alemania

redpajama_set_name: RedPajamaWikipedia


Did you know that every day, almost 30 people in the United States die in automobile accidents involving drivers who are under the influence of alcohol or drugs? According to the Centers for Disease Control and Prevention, this amounts to one death every 48 minutes. This statistic does not reflect the additional number of persons who are injured, but not killed, by drunk drivers. Unfortunately, Jacksonville has its fair share.
In Florida, the department of Highway Safety and Motor Vehicles reported more than 17,000 car accidents involving alcohol in 2010. To be considered "intoxicated," the blood alcohol level for Florida drivers over age 21 is .08. Any driver under age 21 with a blood alcohol level higher than .02 will have his or her driver's license suspended for six months.
Even moderate drinking can impair drivers and lead to accidents. The National Highway Transportation and Safety Administration recently came out with a new ad campaign, "Buzzed Driving is Drunk Driving," to raise awareness about the devastating consequences of driving even while slightly impaired.
Despite awareness campaigns and tough laws, many people still drive while under the influence of alcohol or drugs. In fact, in Florida, police arrest more than 60,000 people for driving under the influence each year. Of course, drunk driving accidents are 100 percent preventable.
Injuries resulting from drunk driving car and truck accidents are usually severe and lead to significant losses for the victims and their families. Fortunately, the law provides an injured person the right to recover damages from the responsible party for medical bills, lost wages and the loss of the enjoyment of life (pain and suffering). In addition, punitive damages can also be recovered from a driver who chooses to drive while under the influence. While money can never compensate for a person's personal injuries, it can ease the financial burdens caused by the accident.
It is also important for attorneys to investigate whether the drunk driver was working at the time of an accident. Under Florida law, the employer will be liable for injuries and economic losses and may also be liable for punitive damages if it knew the driver's past issues with alcohol or substance abuse.
Unfortunately, in our auto accident practice here in Jacksonville, we notice that very often drunk drivers causing personal injuries have little or no insurance. This makes having uninsured motorist coverage all the more important. Uninsured motorist insurance covers you for personal injuries, lost wages and medical expenses if you are injured by another driver who has little or no bodily injury insurance coverage.
If you or a family member have been injured by a drunk driver, it is critical to hire an attorney with proven experience in drunk driving accidents. The Lawrence Law Group, P.A., aggressively pursues claims against drunk drivers responsible for serious injuries and death. Contact us today for a free consultation.


Horizontal size 8.50" x 11.00"
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text:
Le ministre des Affaires étrangères de la Mongolie est chargé de la politique étrangère du pays.

Liste
 1939–1950 : Horloogiyn Choybalsan
 1950–1953 : Nantayshiriyn Lkhamsüren
 1953–1955 :
 1955–1956 : Sandavyn Ravdan (intérim)
 1956–1957 :
 1957–1958 :
 1958–1963 :  (intérim jusqu'en 1959)
 1963–1968 :
 1968–1970 :
 1970 : Daramyn Yondon (intérim)
 1970–1976 :
 1976–1988 :
 1988–1996 :
 1996 : Mendsaikhanii Enkhsaikhan
 1996–1998 : Shukher Altangerel
 1998 : Rinchinnyamyn Amarjargal
 1998–2000 : Nyam-Osoryn Tuyaa
 2000–2004 : Luvsangiyn Erdenechuluun
 2004–2006 :
 2006–2007 : Nyamaa Enkhbold
 2007–2008 : Sanjaasuren Oyun
 2008–2009 : Sükhbaataryn Batbold
 2009–2012 :
 2012–2014 :
 2014–2016 :
 2016-2017 :
 2017-2020 : Damdin Tsogtbaatar
 2020-2021 : Nyamtseren Enkhtaivan
 2021-présent :

Source

Liens externes
 Rulers.org – Foreign ministers L–R

Mongolie
Politique en Mongolie


Movezo.com - This great name is for sale on Brandroot!
A fast paced name to get your business moving! The great combination of "move" and "ease", will give your customers added confidence. Perfect for couriers, shipping, cabs, trains, removals, etc.


I think that one of the effects of being in a digital information world is that traditional media and industries such as radio and record label no longer have the hegemonic power they once held. I can get on the internet and find audio or videos of a Bhangra performance, or J-pop, or Sudanese Hip-Hop, or Shaabi.
Jon playing with multi-Grammy Award winner, Ray Price, in Conroe, Texas.
The wealth of the musical world is literally an embarrassment of riches and there's far less reason to have our tastes shaped by the local, regional, or even national media outlets.
This is good for those who don't much care for Euro-American pop music or Western Classical music (especially immigrants) but makes things a bit tricky for [mainstream] musicians trying to make a living doing music. Concert halls and clubs will now have touring artists from other countries and traditions regularly or, if a local musician is playing music from a non-mainstream American tradition, then he or she also has many more opportunities. Not only is there the normal competition from other mainstream musicians; but with a shrinking marketplace of live performing venues and events for mainstream music, as well as a growing population of non-mainstream musicians (both immigrant and non-immigrants) the idea of being able to sustain a musical career just became a bit more difficult for the former, while becoming [just a bit easier] for the latter.
I believe this is a good thing, as I talked about in the post about last weekend, I was able to play a show and go to a show the next night, which, pound for pound, had far more variety on it than I would have otherwise have found in clubs 20, 10, or even 5 years ago. Live music and dance that originated from over a dozen countries, all performed by local (to Louisville) immigrants or non-immigrants who just happen to prefer performing music from another culture to the normal mainstream fare. This weekend will be the same. Tonight I'll see one of the local Flamenco groups (four musicians, four dancers); tomorrow I'll be performing a benefit with musicians playing music from the Silk Road and a Thai dancer; and to cap it off on Sunday, I'll be recording with my local Arabic Band for an upcoming show.
And this is something I really believe in and fully support. As I've mentioned in the past about my own personal mission statement, the quote at the beginning of this post completely fulfills that stance. Fortunately, my personal fancy also happens to fall in line with the musical and dance communities I want to support and see flourish. And if my activities as a musician can help make immigrants feel more comfortable performing their own arts, as well as show a wider public that there is just as much to enjoy outside of their normative tastes, then I will have stuck true to my mission. There's just way too much beauty in the world to let it be crowded out by a slowly dying mainstream taste!


Taxonomic Literature: Roux C. & Triebel D., Bull. Soc. Linn. Provence 45: 451-542  (1994).
Biogeography: Northern hemispheric, submontane, montane, subalpine, and alpine. Continent: Europe, Northern America, and Southern America. Region(s): Northern Europe, Middle Europe, and Southern South America (dry and subtropical). Country or state(s): Norway, Sweden, Austria, and Switzerland (incl. Liechtenstein); Greenland; Southern Chile (Chile).
Ecology: Biotroph; lichenicolous; endosubstratic or episubstratic (vegetative hyphae forming a reticulum on the thallus of the host); growing on inorganic soil, bark, or calciferous rock. Host or Phorophyte Taxonomy: Ochrolechia upsaliensis; Pertusaria sp.; Varicellaria rhodocarpa.
Thallus: Indistinct (vegetative hyphae brown, torulose).
Medulla: Iodine reaction in Lugol's solution positive (vegetative hyphae BCr+ dark blue).
Reproduction Strategy: With sexual (and possible asexual) stages. Ascocarps: Perithecioid, globose or subglobose, forming inside the thallus or mycelium of the host, within the ascocarp margin of the host or within the ascocarp disks of the host, not emerging, becoming adnate, moderately abundant (gregarious), 40-100 µm wide, with a black surface. Wall: Not carbonized. Margin: Black, 7-17-(20) µm wide; external filaments absent. Disk: Smooth. Exciple: Paraplectenchymatous; hyphae 1-6 µm wide, 3.5-11 µm long; not carbonized; dark brown. Periphyses: Present (very distinct, 7-13 x 1.5-3.5 µm). Hymenium: Iodine reaction: Lugol's negative, not hemiamyloid. Interascal Hyphae: Present, scarcely branched, not or scarcely anastomosed; cells 1.5-3 µm wide. Hypothecium: Dark brown.
Asci: Globose (exceptionally subglobose), clavate, or broadly cylindrical, distinctly stipitate (shortly stipitate), 34-45 µm long, 14-16 µm wide; tholus not amyloid; ocular chamber present; indistinct; dehiscence bitunicate (fissitunicate); exoascus not amyloid, not hemiamyloid.
Ascospores: Not uniseriate, c. 8 per ascus, spores 8 per ascus, ellipsoid, oblong-obtuse, or sub clavate, (12.5)-13.5-15.1-17-(22) µm long, (3.5)-5-5.9-7-(7.5) µm wide, obtuse; septa present; transversally septate, 1-(3)-transversally septate; lumina of equal size or apically enlarged, constricted at the centre; wall thin, not constricted where the septum meets the spore wall or laterally constricted where the septum meets the spore wall, becoming pigmented, middle brown or hyaline, not ornamented or ornamented (interne perispore becoming brownish and distinctly granulose), distinctly halonate, i.e., with a thick mucilaginous sheath.
Conidia: 2.5-3.5 µm long, 1-1.5 µm wide.


Start at the end of the actual decision process and represent the size of the herd in year 10 as x10. The herd is to be sold at $150 per head at the beginning of year 10 and consider f10(x10) = 150 x10.
Assume that the breeder plans to sell his entire herd at the beginning of 10 years from now and retire. Determine the optimal strategy (of breeding and selling in the market place) for the breeder over the next ten years using dynamic programming, so that his profits are maximised at the time of retirement.
a. Explain the meaning of the word non-orthogonal. b. What condition(s) must exist for non-orthogonality to occur? Be specific.


Retail sales for DaimlerChrysler business units in the United States totaled 219,493 in October, down nine percent compared with sales of 239,998 units for October 1999. The Chrysler Group posted sales of 192,019, an eight percent drop. Calendar year sales remained even compared with the same period in 1999.


text:
Reformed Druids of North America
Reformed Druids in the Media
In episode 15, an atheist is recorded as a reformed Druid in the Army registry…
Capt. Benjamin Franklin "Hawkeye" Pierce: [creating Tuttle's service record] Religion? Army Capt. 'Trapper John' McIntyre: Atheist. Capt. Benjamin Franklin "Hawkeye" Pierce: I don't believe in atheism. Let's make him a Druid. Cpl. Walter 'Radar' O'Reilly: What's that? Capt. Benjamin Franklin "Hawkeye" Pierce: They worship trees. Cpl. Walter 'Radar' O'Reilly: Ah, a tree surgeon. Capt. Benjamin Franklin "Hawkeye" Pierce: [writing] Druid, reformed. They're allowed to pray at bushes.
Old Time Religion (Parody)
This parody song, which may have been in the film A Fool and His Money but was definitely featured in "Rise Up Singing", is about to be about the old religions, but instead mentions American and British modern Druid traditions. We invented the "fermented fluids", but we don't do the nudist thing, I swear!
We will pray with those old druids They drink fermented fluids Waltz naked through the woo-ids…
Listen to the song
In Spaceballs, the Planet Druidia is home to the First Intergalactic Temple (Reformed) of the Druids.
Marion Zimmer Bradley's The Mists of Avalon gives a shout out to us in the acknowledgements.
Encyclopaedia Britannica
We are mentioned in Britannica's print edition entry on Neo-Paganism… we're also in over 500 encyclopedias of world religion and paganism, to be found on Google Books! We seem to be mentioned in the children's book "Franklin Fibs"…?!
Avery Morrow
Carleton College Grove
Archdruids
A Reformed Druid Anthology and Druidic Resources
International Druid Archives
Reformed Druids of North America pages maintained by Josephine Berlage
This page was last updated on 13 July 2020


text:
Q: I keep getting error: cannot find symbol when I compile my code When I run my code I get "error: cannot find symbol" when it gets to
tile = board.get(col-1); //get tile.
I've tried taking the board arraylist out of the constructor, but then I get error: < identifier > expected when it get's to board = b.getBoard();. I don't know what I'm doing wrong. I'm terrible at coding so any help is really appreciated.
import java.util.ArrayList;

/**
 *The game class holds data about the game
 */
public class Game
{
   private int row; //row
   private int col; //columb

   //create array list of rows
   ArrayList<Integer> rows = new ArrayList<>();

   //create array list of columbs
   ArrayList<Integer> columbs = new ArrayList<>();

   //create array list of selected tiles
   ArrayList<Tile> selected = new ArrayList<>();

   private int index = 0; //set index to 0

   /**
      This constructor sets up a game board
   */

   public Game()
   {
      //create new Board
      Board b = new Board();

      //create array list tiles of type Tile
      ArrayList<Tile> board = new ArrayList<>();

      //call Board's getBoard method
      board = b.getBoard();
   }

   /**
      This constructor sets columb and row variabules
   */

   public Game(int r, int c)
   {
      row = r; //row of tile being tested
      col = c; //columb of tile being tested
   }

   /**
      isValidSelection method  takes the columb and row of
      a tile and returns a boolean value for if the tile is
      adjacent to the previous tile or not
      @param the row of the tile
      @param the columb of the tile
      @return true if tile is adjacent t previous tile
   */

   public boolean isValidSelection(int row, int col)
   {
      //check if array is empty (no previous tile)
      if (rows.isEmpty())
      {
         rows.add(row); //add to rows array
         columbs.add(col); //add to columbs array
         return true; //return that tile is adjacent
      }
      else
      {
         //check if tile is adjacent to previous
         if (Math.abs(rows.get(index)-row)<=1)
         {
            rows.add(row); //add to rows array
            columbs.add(col); //add to columbs array
            return true; //return that tile is adjacent
         }
         //check if tile is adjacent to previous
         else if (Math.abs(columbs.get(index)-col)<=1)
         {
            rows.add(row); //add to rows array
            columbs.add(col); //add to columbs array
            return true; //return that tile is adjacent
         }
         //case if tile is not adjacent
         else
         {
            return false; //return that tiles aren't adjacent
         }
      }

      index += 1; //add 1 to index

   }

   /**
      addToSelected method takes the columb and row of a
      tile and adds them to array of selected tile row and col
      @param the row of the tile
      @param the columb of the tile
   */

   public void addToSelected(int row, int col)
   {
      if (row == 1)
      {
         Tile tile; //tile
         tile = board.get(col-1);//get tile
         selected.add(tile); // add to selected
      }
      else if (row == 2)
      {
         Tile tile; //tile
         tile = board.get(col+3);//get tile
         selected.add(tile); // add to selected
      }
      else if (row == 3)
      {
         Tile tile; //tile
         tile = board.get(col+7);//get tile
         selected.add(tile); // add to selected
      }
      else
      {
         Tile tile; //tile
         tile = board.get(col+11);//get tile
         selected.add(tile); // add to selected
      }
   }

   /**
      removeFromSelected method takes the columb and row of a tile
      and deletes them from array of selected tile row and col
      @param the row of the tile
      @param the columb of the tile
   */

   public void removeFromSelected(int row, int col)
   {
      if (row == 1)
      {
         Tile tile; //tile
         tile = board.get(col-1);//get tile
         selected.add(tile); // add to selected
      }
      else if (row == 2)
      {
         Tile tile; //tile
         tile = board.get(col+3);//get tile
         selected.add(tile); // add to selected
      }
      else if (row == 3)
      {
         Tile tile; //tile
         tile = board.get(col+7);//get tile
         selected.add(tile); // add to selected
      }
      else
      {
         Tile tile; //tile
         tile = board.get(col+11);//get tile
         selected.add(tile); // add to selected
      }
   }
   /**
      toString method
      @return A string containing the board
   */

   public String toString()
   {
      // Create a string representing the board
      String str = board.get(0) + board.get(1) +
                   board.get(2) + board.get(3) + "\n"+
                   board.get(4) + board.get(5) +
                   board.get(6) + board.get(7) + "\n"+
                   board.get(8) + board.get(9) +
                   board.get(10) + board.get(11) + "\n"+
                   board.get(12) + board.get(13) +
                   board.get(14) + board.get(15);

      //return the string
      return str;
   }
}

import java.util.ArrayList;

import java.util.Scanner;

public class BoggleText {

    public static void main(String[] args) {

        // create game

        Game g = new Game();

        // create scanner for user input

        Scanner keyboard = new Scanner(System.in);

        // variables for user input

        int row, col;

        String input;

        // create flag to end game

        boolean stop = false;

        while (!stop) {

            // print board

            System.out.println(g);

            // prompt user for choices

            System.out.print("(s)elect, (d)eselect, (l)ist selected, " +
                             "(c)lear  selected, (t)est selected, (e)nd: ");

            // get choice

            input = keyboard.nextLine();

            // select

            if (input.equalsIgnoreCase("s")) {

                // prompt for row & column

                System.out.print("row / column [r c]: ");

                // get row, col from input

                row = keyboard.nextInt();

                col = keyboard.nextInt();

                input = keyboard.nextLine(); // clr new line left in buffer

                // test if the r/c combination is a valid move

                if (g.isValidSelection(row, col)){

                    // add tile to selected tiles

                    g.addToSelected(row, col);

                }

                else {

                    System.out.println("Invalid selection! Please select " +
                        "a letter adjacent to the previously " +
                        "selected letter.");

                }

            }

            // deselect

            else if (input.equalsIgnoreCase("d")) {

                // prompt for row & column

                System.out.print("row / column [r c]: ");

                // get row, col from input

                row = keyboard.nextInt();

                col = keyboard.nextInt();

                input = keyboard.nextLine(); // clr new line left in buffer

                // remove tile from selected tiles

                g.removeFromSelected(row,col);

            }

            // list currently selected tiles

            else if (input.equalsIgnoreCase("l")) {

                ArrayList<Tile> selected = g.getSelectedTiles();

                System.out.println(selected);

            }

            // clear currently selected tiles

            else if (input.equalsIgnoreCase("c")) {

                g.clearSelected();

            }

            else if (input.equalsIgnoreCase("t")) {

                g.testSelected();

            }

            // end game

           else if (input.equalsIgnoreCase("e")) {

                stop = true;

           }

         }

    }

}

I haven't finished writing out game class, but boggletext should be right

A: It is exactly like Compass says. If you want to access your variable Board 'b', you should define Board b outside constructor, and then initialize inside your constructor.
public class Game{
 ...
 private Board b;
 ...
 public Game(){
    b = new Board();
    ...
 }

}

redpajama_set_name: RedPajamaStackExchange


text:
You are here: Admissions » Year 7 Admissions 2022
Moving from Primary to Secondary School
In accordance with the School Admissions Code, please find below the determined Admissions Policy for 2022 at the bottom of the page.
Ursuline High School, Wimbledon is a voluntary-aided, comprehensive high school for Roman Catholic girls from 11-18. Under the Trusteeship of the Catholic Archdiocese of Southwark
Please follow the steps below to apply for a place at Ursuline High School Starting Year 7 September 2022 by 31st October 2021.
1. Read the determined Admissions Policy 2022 in accordance with the School Admissions Code.
2. Complete the Ursuline High School Supplementary Information form to enable the Governing Body to rank applications according to our Policy.
a. Register on Applicaa: https://ursulinehigh.applicaa.com/6
b. You will receive a Welcome email from Applicaa. (Contact 020 3908 3167 or email:salvina.barcellona@ursulinehighmerton.sch.uk if you have not received your welcome email within 24 hours or have any questions.
c. Click on the validation link. Once you click on the link, you can start the application.
i. The Religious form for Category 2 applicants can be downloaded in step 2 of the application.
ii. The baptism certificate and Religious form can be uploaded in Applicaa once it has been completed and stamped by a priest.
iii. Reference letters on headed paper for Category 4 applicants can be uploaded on Applicaa
d. Submit the Supplementary Information form on Applicaa and upload any documents required by 31st October.
3. Name Ursuline High School as one of your choices on eAdmissions www.admissions.org.uk by 31st October 2021.
31st October 2021 Closing date for submitting the Common Application form to your local authority and Supplementary Information Form to Ursuline High School.
2nd December 2021 Deadline for submitting 'late for good reason' applications. e.g due to change of address.
1st March 2022 National Offer Day. All online applications will be notified by their local authority in the evening. Ursuline High school will notify applicants the following day.
15th March 2022 Deadline for the return of acceptances. You must let Ursuline High School know whether you accept or decline the place offered.
End of March
2nd Round offers. Any vacancies will be offered to girls on the waiting list according to the admissions policy.
If a place cannot be offered because the school's accommodation and resources are fully committed, parents will be offered the opportunity of placing their child's name on the waiting list. Placing a child's name on the waiting list does not guarantee that a place will become available.
Parents / carers whose applications for places are unsuccessful may appeal to an Independent Appeal panel set up in accordance with the School Standards and Framework Act 1998. You should carefully consider the reasons given for not offering a place and look at our Admissions Policy. Appeals must be made in writing and must set out the reasons on which an appeal is made. If an applicant decides to appeal, they will be contacted by the Clerk to the Admissions Panel with the confirmation of exact date and time of their appeal hearing.
You should note an appeal can only be upheld in the following limited circumstances:
· the appeals panel finds that the admission arrangements did not comply with admissions law or had not been correctly and impartially applied, and the child would have been offered a place if the arrangements had complied or had been correctly and impartially applied; or
· it finds that the admission of additional children would not prejudice the provision of efficient education or efficient use of resources.
· it considers that the appellant's case outweighs the prejudice to the school.
Year 7 Appeals timeline
25th March 2022 Deadline for Parents/Carers to inform the school of their intention to appeal by requesting an appeal form.
15th April 2022 Deadline for parents to submit their appeal form
29th April 2022 Deadline for any other additional paperwork to support appeal
June 2022 Appeals scheduled to be heard
Open Events Information
SIGN UP TO OUR OPEN EVENTS HAS NOW CLOSED AND THERE WILL UNFORTUNATELY NOT BE ANY MORE MAIN SCHOOL OPEN EVENTS TAKING PLACE UNTIL SEPT 2022.
MORE DETAILS ABOUT THESE WILL BE RELEASED IN THE SUMMER TERM.
Admissions Policy 2022_


/EHR / Customizations / How to quickly add a Level-2 ?
All the Level-2's in the Consultation Sheets can be edited and new ones can be easily added to improve or update your notes.
1. Click on ALLERGIES, the list of Level-2's to include in ALLERGIES will be displayed on the right.
2. Click on the search button to quickly search from a repository and add to the list.
3. In the Repository Search screen that appears, type 'Penicillin' or simply type the first 3 letters 'Pen'. A list of the Level-2's with fulfilling the search criteria will immediately be displayed as shown below.
4. Click on Penicillins and click the Add button to add this to the Level-2 list.
The Level-2 named Penicillins will be immediately added and updated at the bottom of the list.


Adjustable mannequins from Diana, Sieraa and Prym. All in good quality with several adjustable wheels.
Prym sewing box with threads tray.
Lady Valet in black, 8 parts, with wood features.
Diana Mannequin, 8 pieces, dark red, small and medium.


text:
HomeBooksCareer & Money
Competing for the Future
by Gary Hamel and C. K. Prahalad
384 pages11 hours
New competitive realities have ruptured industry boundaries, overthrown much of standard management practice, and rendered conventional models of strategy and growth obsolete. In their stead have come the powerful ideas and methodologies of Gary Hamel and C.K. Prahalad, whose much-revered thinking has already engendered a new language of strategy. In this book, they develop a coherent model for how today's executives can identify and accomplish no less than heroic goals in tomorrow's marketplace. Their masterful blueprint addresses how executives can ease the tension between competing today and clearing a path toward leadership in the future.
Publisher: Harvard Business Review PressReleased: Mar 21, 1996ISBN: 9781422131800Format: book
Read More From Gary Hamel
Gary Hamel
What Matters Now: How to Win in a World of Relentless Change, Ferocious Competition, and Unstoppable Innovation
The Executive in Action: Three Drucker Management Books on What to Do and Why and How to Do It
Team Genius: The New Science of High-Performing Organizations
The Peter F. Drucker Reader: Selected Articles from the Father of Modern Management Thinking
The Clayton M. Christensen Reader
Clayton M. Christensen
Stats and Curiosities: From Harvard Business Review
Competitive Advantage of Nations: Creating and Sustaining Superior Performance
Michael E. Porter
Harvard Business Review on Thriving in Emerging Markets
Corporate Culture and Performance
John P. Kotter
Running Virtual Meetings (HBR 20-Minute Manager Series)
Virtual Collaboration (HBR 20-Minute Manager Series)
Rise and Fall of Strategic Planning
Henry Mintzberg
Being Strategic: Plan for Success; Out-think Your Competitors; Stay Ahead of Change
Erika Andersen
Design to Grow: How Coca-Cola Learned to Combine Scale and Agility (and How You Can Too)
Inside the Tornado: Strategies for Developing, Leveraging, and Surviving Hypergrowth Markets
Geoffrey A. Moore
Strategy Safari: A Guided Tour Through The Wilds of Strategic Mangament
Bruce Ahlstrand
HBR's 10 Must Reads on Sales (with bonus interview of Andris Zoltners) (HBR's 10 Must Reads)
Competitive Strategy: Techniques for Analyzing Industries and Competitors
The Death of Competition: Leadership and Strategy in the Age of Business Ecosystems
James F. Moore
The New Rules
Managing In Turbulent Times
Reengineering the Corporation: Manifesto for Business Revolution, A
Michael Hammer
Who Says Elephants Can't Dance?: Leading a Great Enterprise Through Dramatic Change
Louis V. Gerstner, Jr.
Competitive Advantage: Creating and Sustaining Superior Performance
In Search of Excellence: Lessons from America's Best-Run Companies
Thomas J. Peters
Advice to Younger Moms: Really Listen to What Others Are Saying, Be Cautious With Your Time
Advice to Younger Moms
Leaderspeak
Resume Issues? Need An Internship? This Organization Can Help
Go Scorched Earth
Four books suggest you overhaul everything at work, including your allotted business book reading time. So we read them for you. Bottom line: Abandon everything that's not nimble, fast, and friendly.
Democratic Republic Of Work
4 Questions to Ask Yourself Before Accepting a Job in a New City
"I Have Two Computers, At Different Ends Of A Room."
LEE CHILD AUTHOR I start writing on the first day of September. That was the day I started my first book, so it's kind of sentimental, but it's also common sense. I publish a book a year, so this gives me a structure, which is useful. I drink about
The lifestyle expert and author, 32, helps female artisans achieve their dreams of financial independence
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Preface to the Paperback Edition
Since its publication in autumn 1994, Competing for the Future, now translated into more than a dozen languages, has had a profound impact on how companies all over the world think about and prepare for their futures. While the book presents a radically different way of thinking about strategy and competition, the heart of its message, and its appeal, is hope. We believe that every company really does have the opportunity to shape its own destiny; no company is destined to be a laggard. We believe it is possible to move beyond incrementalism to create a broad and enticing new opportunity horizon; a lack of resources needn't limit a company's ambitions nor its accomplishments. We believe a sense of excitement and possibility can replace the fear and resignation that so often accompany downsizing and reengineering. And we believe it is possible to regenerate purpose, meaning, and direction in the absence of a crisis. These beliefs are not the product of simpleminded optimism, but of deep experience. We have seen our concepts and practices put to work in hundreds of companies around the world—we know the difference they can make.
We are hopeful, but we are not naive. Substantial challenges face any organization intent on getting to the future first. The first challenge, how to navigate from here to there, arises as both public and private institutions struggle to plot a course through an increasingly inconstant environment, where experience is rapidly devalued and familiar landmarks no longer serve as guideposts. Never before has the industrial terrain been changing so quickly or have industry boundaries been so malleable. Never before have competitors, partners, suppliers, and buyers been so indistinguishable. How, then, does one get to the future first, even when there's no map? How does one invent one's own route to the future? This book is for anyone who is more interested in creating the future than in watching it happen.
The second challenge, made altogether more pressing by the first, is how to oppose the forces of institutional entropy that, seemingly inevitably, undermine organizational effectiveness and sap institutional vitality. Never before have robust strategies been so quick to atrophy. Never before have precedent and tradition been so dangerous and incumbency worth so little. Enormous managerial energy, and acres of newsprint, have been devoted to turnarounds, rescues, and massive change programs, yet isn't the real goal to avoid a crisis-sized transformation problem by creating a capacity for continuous renewal deep within the company? This book is for anyone who views him- or herself as an enemy of entropy.
The third challenge, which must be addressed in concert with the second, is how to stem the tide of individual estrangement that threatens to wash over those who have borne the pain of downsizing, delayering, divesting, and refocusing. Never has the level of employee anxiety and disenchantment been higher than it is today in large Western companies. Never before have the costs of top management's shortsightedness been more apparent or poignant. Never before has the firm's loyalty to its members been so in doubt and the individual's loyalty to his or her employer so sorely tested. Rather than calculating the number of people to fire in order to become competitive, companies should be asking How can we create the sense of purpose, possibility, and mutual commitment that will inspire ordinary individuals to feats of collective heroism? This book is for anyone who believes that reenergizing individuals can do more for competitiveness than reengineering processes.
Competing for the Future starts with a fundamental premise: We've reached the limits of incrementalism. Squeezing another penny out of costs, getting a product to market a few weeks earlier, responding to customer inquiries a little bit faster, ratcheting quality up one more notch, capturing another point of market share, tweaking the organizational one additional time—these are the obsessions of managers today. But pursuing incremental advantage while rivals are fundamentally reinventing the industrial landscape is akin to fiddling while Rome burns. This book is not about catching up, it's about getting ahead.
Many companies have already done much of the hard work of catching up on cost, quality, speed, and flexibility. Now they are turning their attention to growth. But there are as many foolhardy ways to grow as there are to downsize. Pouring money into so-called synergistic acquisitions, merging with other behind-the-curve laggards, or getting caught up in a high-tech acquisition land rush may temporarily increase the top line but will have virtually no effect on the long-term bottom line.
The choice is not between incrementalist operational improvements on the one hand and ego-driven mega deals on the other. Instead, the goal is to fundamentally reinvent existing competitive space (First Direct's telephone banking service in the United Kingdom) or invent entirely new competitive space (Netscape's Web browsers) in ways that amaze customers and dismay competitors. Sustainable, profitable growth is not the product of a deal, it's the product of foresight. In turn, foresight is not the product of perspicuity, but of unconventional, out-of-the-box thinking.
Ralph Waldo Emerson once wrote, There are always two parties, the party of the past and the party of the future; the establishment and the movement. A substantial truth lurks in this observation: The future belongs not to those who possess a crystal ball, but to those willing to challenge the biases and prejudices of the establishment. The future belongs more to the unorthodox than it does to the prognosticators, more to the movement than to the starry-eyed.
We believe that the goal is not to predict the future, but to imagine a future made possible by changes in technology, life style, work style, regulation, global geopolitics, and the like. And there are as many viable futures as there are imaginative firms that can understand deeply the dynamics at work right now which hold opportunities to become the author of the new. For the future is not what will happen; the future is what is happening. The present and the future don't abut each other, neatly divided between the five-year plan and the great unknown beyond. Rather they are intertwined. Every company is in the process of becoming—of becoming an anachronism irrelevant to the future, or of becoming the harbinger of the future. The long-term is not something that happens someday; it is what every company is building or forfeiting by its myriad daily decisions. As William Jennings Bryan put it, Destiny is no matter of chance. It is a matter of choice: It is not a thing to be waited for, it is a thing to be achieved.
But without a point of view about the opportunity for change— for revolution—a company is more likely to forfeit the future than own it. The goal of this book is to help individuals, and the institutions to which they devote their efforts, develop such a point of view and turn it into reality. Only those who can imagine and preemptively create the future will be around to enjoy it.
This book is about strategy—about a company's strategy for shaping its future. In many ways, strategy has been discredited over the past several years. Consulting companies that once focused on strategy are now turning to operational issues. Strategic planning departments are being disbanded. The view that strategy is the easy part, and implementation is the hard part goes unchallenged in many quarters. Most strategic planning is strategic in name only, ritualistic and formulaic, seldom deeply creative. No wonder strategy has lost much of its credibility. But make no mistake—strategy is hard work. Creating a compelling view of tomorrow's opportunities and moving preemptively to secure the future are tasks for neither dilettantes nor the merely intellectually curious. Those who want to put the ideas in this book to work in their own companies will find that they have embarked on a task as intellectually and emotionally demanding as any they have undertaken in their professional lives. They will also find the challenge immensely rewarding: Nothing is more liberating than becoming the author of one's own destiny.
We argue that successfully competing for the future requires the capacity to bring about a revolution in one's industry or market space, which in turn requires a revolution in how one creates strategy. Luckily, this revolution needn't start at the top. Anyone can spawn a revolution. Yet front-line employees and middle managers today, inclined to regard themselves as victims, have lost confidence in their ability to shape the future of their organizations. They have forgotten that historically it has been the dispossessed—from Gandhi to Mandela, from the American patriots to the Polish shipbuilders—who have led revolutions. Notwithstanding all the somber incantations that change must start at the top, one must ask how often the monarchy has led a revolution. In our work and research, we have found the ferment of intellectual revolution more often in the middle of organizations than at the top. Understanding this, any employee, at any level, who cares deeply about the future of his or her company must be willing to become an activist. This is a book for activists.
Competing for the Future provides would-be revolutionaries with the tools and concepts they need to challenge the protectors of the past.
The book you are holding is the record of a unique partnership spanning seventeen years. In 1977 one of us (Gary) was a doctoral student in international business at the University of Michigan and the other (C.K.) a newly hired associate professor of strategy. We first met when the professor crossed departmental lines to give a seminar to the international business Ph.D. students. What we both remember is that the afternoon quickly turned into an extraordinarily pointed, take-no-prisoners debate between the two of us. Each of us was determined to deliver an unequivocal intellectual coup de grace. Others present thought we might never speak to each other again, let alone work together. But the seeds of mutual respect, and, ultimately, friendship, were sown that afternoon. Other, equally contentious debates followed, but we quickly discovered that we had more in common than a passion for academic sparring. We both believed that the ultimate test of business school research is its managerial significance. We were both deeply concerned with the ability of large enterprises to maintain their competitive vitality. And we both felt there was a great deal of managerial and competitive reality that lay beyond the boundaries of existing theory. These shared interests laid the foundation for the ensuing years of joint research, shared consulting assignments, and co-authorship.
The collaboration started in earnest when a consulting relationship C.K. had with a large and respected American firm became the grounds for our first joint research. Though the company declined to release the specifics of the study, the ideas generated became the basis for our first Harvard Business Review article, Do You Really Have a Global Strategy? As our research and consulting took us to other companies, we were intrigued by how smaller rivals, many from Japan, could apparently prevail against much larger, richer companies. How, we wondered, could competitors with such apparently meager resources manage to successfully challenge corporate giants? What prevented industry leaders from turning aside the challenge of impertinent newcomers? We saw this pattern, of an incumbent's failing to adequately defend itself against smaller, resource-limited challengers, again and again. How could we square what we were observing with the prevailing theory about the market power of incumbents and the advantages of market share? What theory could explain how Canon managed to make such a huge dent in Xerox's market share? How could Honda manage to outgun, in so many ways, the behemoths of Detroit? And what about Sony versus RCA?
The marked differences we observed in resource effectiveness could not be explained by incremental differences in operational efficiency, nor by institutional factors such as the cost of labor or capital. No static comparison of cost structures could account for the seeming ability of some companies to constantly invent new ways of accomplishing more with less. What, we asked ourselves, could account for such disparities in resource effectiveness?
It was clear that the challengers were driven by something more than short-term financial goals. As we looked back across their investments, alliances, international expansion strategies, and new product announcements, we observed a consistency to their actions that presupposed a point of view about the future. As we interviewed managers in these companies, they often referred to amazingly ambitious goals—goals that stretched far beyond the temporal bounds of typical strategic plans. Where did such aspirations come from? How did they get by the reality test that truncates ambition in so many companies? And how could such seemingly incredible goals be made tangible and real to employees at all levels?
Many times the challengers had succeeded in creating entirely new forms of competitive advantage and in dramatically rewriting the rules of engagement. Flexibility advantages were built atop speed advantages, which were built atop supplier-management advantages, which were built atop quality advantages. What interested us was not the particulars of any single advantage; those could be easily accounted for by traditional notions of competitive advantage. Instead, we were intrigued by the process of advantage creation. What drove some companies, and not others, to continuously search for new advantages? What was the dynamic at work?
We saw companies making commitments to particular skill areas—optical media, financial engineering, miniaturization—far in advance of the emergence of specific end-product markets. Senior executives seemed to see competition as a race to build competencies, not simply to gain immediate market share. What was the basis, we asked ourselves, for such commitments? How could one write a business case for a market that might not emerge for a decade or more? What was the logic behind the emotional and intellectual commitment so much in evidence? How did executives select which capabilities to build for the future?
We had to conclude that some management teams were simply more foresightful than others. Some were capable of imagining products, services, and entire industries that did not yet exist and then giving them birth. These managers seemed to spend less time worrying about how to position the firm in existing competitive space and more time creating fundamentally new competitive space. Other companies, the laggards, were more interested in protecting the past than in creating the future. They took the industry structure as a given, seldom challenging the prevailing conventions. But where did the foresight come from? How was it possible to imagine markets that hadn't yet come into being?
Existing theories of strategy and organization, while providing a solid base for discovery, do not fully answer these questions. While they help us understand the structure of an extant industry, they provide little insight into what it takes to fundamentally reshape an industry to one's own benefit. While they illuminate the attributes of a transformational leader, they say little about what it takes for a leadership team to develop a prescient, well-grounded point of view about the future, much less to make it happen. While they provide a scorecard for keeping track of relative competitive advantage, they fail to capture the dynamic of competence-building.
The gap, then, between theory and observation provoked this book. We wrote it at a time when companies were disbanding corporate strategy departments, when consulting firms were engaged more often to improve operating efficiency than to plot strategy, and when many companies were rushing to downsize rather than to create the markets and industries of tomorrow. It is, perhaps, not too overstated to say that strategy has been in crisis. Our goal in this book is to enlarge the concept of strategy so that it more fully encompasses the emerging competitive reality—a reality in which the goal is to transform industries, not just organizations; a reality in which being incrementally better is not enough; a reality in which any company that cannot imagine the future won't be around to enjoy it. In closing the gap between theory and reality, we hope to return to strategy a little of its lost luster.
While this book is about strategy, about how to think, it draws heavily on the experience of companies around the world that have managed to overcome resource disadvantages and build positions of global leadership. It devotes even more attention to companies that have managed to escape the curse of success and have rebuilt industry leadership a second and third time. Nevertheless, the companies held as exemplars in this book don't necessarily pass a comprehensive test of excellence. There is no single company that fully embodies the approach to strategy, competition, and organization we are advocating, though some come closer than others. We believe there is plenty of upside potential for every company willing to commit to the action agenda laid out in these pages.
So Competing for the Future is not for dilettantes; it is not for the merely intellectually curious. It is a handbook for those who are not content to follow, for those who believe that the best way to win is to rewrite the rules, for those who are unafraid to challenge orthodoxy, for those who are more inclined to build than cut, for those more concerned with making a difference than making a career, and for those who are absolutely committed to staking out the future first.
We have had the opportunity to interact with tens of thousands of managers over the last decade and a half, and this book is, in large part, the product of that interaction. Through a series of research programs, through executive education (on behalf of the London Business School and the University of Michigan, and in dozens of companies), and through consulting assignments in many of the world's leading companies, we've learned much about what it takes to successfully compete for the future. We owe an enormous debt to the managers from whom we learned and to the companies that gave us an opportunity to test our ideas.
In particular, we would like to thank Rob Wilmott and Peter Bonfield, the past and present chief executives of ICL plc. Our research and executive development partnership with ICL, formed in the mid-1980s, provided much of the early impetus for our thinking on global competition, strategic alliances, and strategic intent. A similar relationship with Motorola, under the sponsorship of then Chairman Bob Galvin and CEO George Fisher, provided us an opportunity to form and test our ideas around the notion of core competence. Executives at EDS made a significant contribution to the development of our thinking on strategic architecture and the process of strategy regeneration. We would like to thank especially Les Alberthal, chairman of EDS, as well as Nick Barretta and Greig Trosper. Other companies that provided fertile ground for action research included AT&T, Cargill, Trinova, Ford, Rockwell, Philips, Colgate-Palmolive, and Eastman Chemical. We would also like to acknowledge the contribution of the Gatsby Charitable Foundation in providing financial support for our research.
We have benefited greatly from a wide variety of research that has preceded this book. Our intellectual debt to strategy pioneers Ken Andrews, Igor Ansoff, Alfred Chandler, and to many others is substantial. Our work resonates with their concern for the setting of corporate direction and the accumulation of distinctive competencies. We are also indebted to Michael Porter, who so successfully integrated corporate strategy and industrial economics. He reminded his colleagues that corporate strategy can be neither created nor pursued in a competitive vacuum. Any strategy that is not grounded in a deep understanding of the dynamics of competitive rivalry will fail. Hence our emphasis in this book on competition for the future. Professor Henry Mintzberg has made a similarly valuable contribution to our learning. We are entirely sympathetic to his view of strategy outcomes as always evolutionary and often unpredictable. Professor Mintzberg's view of strategy as an organic process and Professor Porter's somewhat more analytical and deterministic view of strategy are often seen as antithetical to each other. Yet we believe that both scholars have illuminated important truths about the nature of strategy. Strategy is both a process of understanding and shaping competitive forces and a process of open-ended discovery and purposeful incrementalism.
Like the pioneers, we believe that top management must develop a point of view about desired competitive outcomes. Like Professor Porter, we believe that that point of view must be fully cognizant of the aspirations and strategies of rivals seeking to occupy the same competitive space. Like Henry Mintzberg, we believe that much cannot be known about the future, and that planning can never be a wholly acceptable substitute for discovery and learning.
Our book is just one thread in a tapestry of new perspectives on strategy and competition. Through seminars, reading, and personal conversations we have benefited enormously from the fresh ideas brought to the strategy marketplace by Richard Pascale, Peter Senge, James Brian Quinn, Hiroyuki Itami, Kenichi Ohmae, Ikujiro Nonaka, Richard Rumelt, David Teece, Robert Burgleman, Ingemar Dierickx, Karel Cool, Jay Barney, Yves Doz, and several others. Rather than providing a footnote at every point where their ideas coincide with ours, we simply wish to direct the reader's attention to the substantial body of sound, innovative thinking that is contained in the work of these new age strategy scholars. Though these researchers have, for the most part, worked in parallel, rather than in serial, and have often used different words to describe similar phenomena, their perspectives on the challenges facing managers are broadly similar to our own. Like us, they emphasize invisible assets, learning, innovation, capabilities, knowledge, vision, and leadership. Like us, they are working hard to ensure that the strategic tools and perspectives available to managers are up to the task of crafting strategy for the twenty-first century. We have drawn inspiration from these scholars and assurance that perhaps we are on the right track after all. For readers interested in the work of the strategy pioneers that formed the point of departure for this book, or in the more recent work of scholars whose work complements that of our own, we provide a bibliography at the end of this volume.
There is another individual whose wisdom has benefited our work enormously, one who is both a pioneer and a latter-day guru—Professor Peter Drucker. Professor Drucker has never lost sight of the fact that, for a theory or concept to be useful, it must ultimately be translated into the language and context of managers and managerial action. He has also been an unfailing beacon, lighting the way toward the management issues of tomorrow. Whatever small amount of managerial relevance and thoughtful foresight we achieve in this book owes much to Professor Drucker's shining example.
Our editor at the Harvard Business School, Carol Franco, deserves much credit for this book. It was her encouragement, as well as her penchant for deadlines, that ensured the project was completed before the turn of the millennium. Karen Moss, Gary Hamel's able assistant at the London Business School, did a heroic job of keeping the world at bay, thus creating time for writing. Thanks are also due Mark Bleackley, a Ph.D. candidate at the London Business School who provided substantial research support. Dr. Jim Scholes, a consulting colleague and friend for more than ten years, helped substantially with the preparation of Chapter 5. His contribution is gratefully acknowledged.
Most of all we must thank our wives, who exercised a degree of forbearance far beyond that which we had any right to expect. The demands of producing this book often pushed family responsibilities into second place. The unfailing enthusiasm and support of ElDona and Gayatri made us feel less guilty than we should have. To them goes our biggest and most heartfelt Thanks!
Getting Off the Treadmill
Look around your company. Look at the high-profile initiatives that have been launched recently. Look at the issues that are preoccupying senior management. Look at the criteria and benchmarks by which progress is being measured. Look at the track record of new business creation. Look into the faces of your colleagues and consider their dreams and fears. Look toward the future and ponder your company's ability to shape that future and regenerate success again and again in the years and decades to come.
Now ask yourself: Does senior management have a clear and broadly shared understanding of how the industry may be different ten years in the future? Are its headlights shining farther out than those of competitors? Is its point of view about the future clearly reflected in the company's short-term priorities? Is its point of view about the future competitively unique?
Ask yourself: How influential is my company in setting the new rules of competition within its industry? Is it regularly defining new ways of doing business, building new capabilities, and setting new standards of customer satisfaction? Is it more a rule-maker than a rule-taker within its industry? Is it more intent on challenging the industry status quo than protecting it?
Ask yourself: Is senior management fully alert to the dangers posed by new, unconventional rivals? Are potential threats to the current business model widely understood? Do senior executives possess a keen sense of urgency about the need to reinvent the current business model? Is the task of regenerating core strategies receiving as much top management attention as the task of reengineering core processes?
Ask yourself: Is my company pursuing growth and new business development with as much passion as it is pursuing operational efficiency and downsizing? Do we have as clear a point of view about where the next $10 million, $100 million, or $1 billion of revenue growth will come from as we do about where the next $10 million, $100 million, or $1 billion of cost savings will come from?
Ask yourself: What percentage of our improvement efforts (quality improvement, cycle-time reduction, and improved customer service) focuses on creating advantages new to the industry, and what percentage focuses on merely catching up to our competitors? Are competitors as eager to benchmark us as we are to benchmark them?
Ask yourself: What is driving our improvement and transformation agenda—our own view of future opportunities or the actions of our competitors? Is our transformation agenda mostly offensive or defensive?
Ask yourself: Am I more of a maintenance engineer keeping today's business humming along, or an architect imagining tomorrow's businesses? Do I devote more energy to prolonging the past than I do to creating the future? How often do I lift my gaze out of the rut and consider what's out there on the horizon?
And finally: What is the balance between hope and anxiety in my company; between confidence in our ability to find and exploit opportunities for growth and new business development and concern about our ability to maintain competitiveness in our traditional businesses; between a sense of opportunity and a sense of vulnerability, both corporate and personal?
These are not rhetorical questions. Get a pencil. Rate your company.
If your marks fell somewhere in the middle, or off to the left, your company may be devoting too much energy to preserving the past and not enough to creating the future.
We often ask senior managers three related questions: First, what percentage of your time is spent on external, rather than internal, issues—understanding, for example, the implications of a particular new technology versus debating corporate overhead allocations? Second, of this time spent looking outward, how much of it is spent considering how the world could be different in five or ten years, as opposed to worrying about winning the next big contract or how to respond to a competitor's pricing move? Third, of the time devoted to looking outward and forward, how much of it is spent in consultation with colleagues, where the objective is to build a deeply shared, well-tested view of the future, as opposed to a personal and idiosyncratic view?
The answers we get typically conform to what we call the 40/ 30/20 rule. In our experience, about 40% of senior executive time is spent looking outward, and of this time, about 30% is spent peering three, four, five, or more years into the future. And of the time spent looking forward, no more than 20% is spent attempting to build a collective view of the future (the other 80% is spent looking at the future of the manager's particular business). Thus, on average, senior management is devoting less than 3% (40% X 30% X 20% = 2.4%) of its energy to building a corporate perspective on the future. In some companies the figure is less than 1%. As a benchmark, our experience suggests that to develop a prescient and distinctive point of view about the future, a senior management team must be willing to spend about 20 to 50% of its time, over a period of several months. It must then be willing to continually revisit that point of view, elaborating and adjusting it as the future unfolds.
It takes substantial and sustained intellectual energy to develop high-quality, robust answers to questions such as what new core competencies will we need to build, what new product concepts should we pioneer, what new alliances will we need to form, what nascent development programs should we protect, and what long-term regulatory initiatives should we pursue. We believe such questions have received far too little attention in many companies.
They have received too little attention not because senior managers are lazy; most are working harder than ever. Stress, burnout, and perpetual jet lag are less occasional occupational hazards than a way of life for most executives today. It is not even the sheer, bloody, time-consuming difficulty of answering these questions that scares top teams off. These questions go unanswered because to address them senior managers must first admit, to themselves and to their employees, that they are less than fully in control of their company's future. They must admit that what they know today—the knowledge and experience that justify their position in the corporate pecking order—may be irrelevant or wrong-headed for the future. These questions go unanswered because they are, in a sense, a direct challenge to the assumption that top management really is in control, really does have better headlights than anyone else in the corporation, and already has a clear and compelling view of corporate direction. So the urgent drives out the important; the future goes largely unexplored; and the capacity to act, rather than the capacity to think and imagine, becomes the sole measure of