Turning conventional wisdom on its head, a Senior Partner and an Innovation Specialist from McKinsey & Company debunk the myth that high-octane, built-to-last companies can continue to excel year after year and reveal the dynamic strategies of discontinuity and creative destruction these corporations must adopt in order to maintain excellence and remain competitive. In striking contrast to such bibles of business literature as In Search of Excellence and Built to Last, Richard N. Foster and Sarah Kaplan draw on research they conducted at McKinsey & Company of more than one thousand corporations in fifteen industries over a thirty-six-year period. The industries they examined included old-economy industries such as pulp and paper and chemicals, and new-economy industries like semiconductors and software. Using this enormous fact base, Foster and Kaplan show that even the best-run and most widely admired companies included in their sample are unable to sustain their market-beating levels of performance for more than ten to fifteen years. Foster and Kaplan's long-term studies of corporate birth, survival, and death in America show that the corporate equivalent of El Dorado, the golden company that continually outperforms the market, has never existed. It is a myth. Corporations operate with management philosophies based on the assumption of continuity; as a result, in the long term, they cannot change or create value at the pace and scale of the markets. Their control processes, the very processes that enable them to survive over the long haul, deaden them to the vital and constant need for change. Proposing a radical new business paradigm, Foster and Kaplan argue that redesigning the corporation to change at the pace and scale of the capital markets rather than merely operate well will require more than simple adjustments. They explain how companies like Johnson and Johnson , Enron, Corning, and GE are overcoming cultural "lock-in" by transforming rather than incrementally improving their companies. They are doing this by creating new businesses, selling off or closing down businesses or divisions whose growth is slowing down, as well as abandoning outdated, ingrown structures and rules and adopting new decision-making processes, control systems, and mental models. Corporations, they argue, must learn to be as dynamic and responsive as the market itself if they are to sustain superior returns and thrive over the long term. In a book that is sure to shake the business world to its foundations, Creative Destruction, like Re-Engineering the Corporation before it, offers a new paradigm that will change the way we think about business.
The field of endocrine disruption has been the focus of increasing attention from scientists and the general public in the past 30 years, amidst concerns that exposure to environmental chemicals with the potential to alter endocrine system function, known as endocrine disrupting chemicals (EDCs), may be contributing to an overall decline in wildlife populations and the reproductive health of humans. These concerns are based on observations of adverse effects of EDCs on marine and land animals, an increased incidence of reproductive and endocrine disease in humans, epidemiological evidence for links between body burden and disease, and endocrine disruption in laboratory animals following exposure to EDCs. Owing to its role in regulation of endocrine function as well as its responsiveness to hormones, the developing brain is an especially vulnerable target for many classes of EDCs. This book will address the evidence for EDC action on the developing brain, organized into 7 chapters. Topics covered include background about EDCs, evidence for exposures, concerns about EDC effects in the developing organism, and particularly on the developing nervous system, how EDCs perturb the brain's neuroendocrine systems, transgenerational epigenetic effects of EDCs, EDC effects on non-reproductive behaviors, and future perspectives. This is the first book completely dedicated to understanding links between EDCs and the developing brain, an area of emerging importance for human health.
Nearly the whole of America’s partisan politics centers on a single question: Can markets solve our social problems? And for years this question has played out ferociously in the debates about how we should educate our children. From the growth of vouchers and charter schools to the implementation of No Child Left Behind, policy makers have increasingly turned to market-based models to help improve our schools, believing that private institutions—because they are competitively driven—are better than public ones. With The Public School Advantage, Christopher A. and Sarah Theule Lubienski offer powerful evidence to undercut this belief, showing that public schools in fact outperform private ones. For decades research showing that students at private schools perform better than students at public ones has been used to promote the benefits of the private sector in education, including vouchers and charter schools—but much of these data are now nearly half a century old. Drawing on two recent, large-scale, and nationally representative databases, the Lubienskis show that any benefit seen in private school performance now is more than explained by demographics. Private schools have higher scores not because they are better institutions but because their students largely come from more privileged backgrounds that offer greater educational support. After correcting for demographics, the Lubienskis go on to show that gains in student achievement at public schools are at least as great and often greater than those at private ones. Even more surprising, they show that the very mechanism that market-based reformers champion—autonomy—may be the crucial factor that prevents private schools from performing better. Alternatively, those practices that these reformers castigate, such as teacher certification and professional reforms of curriculum and instruction, turn out to have a significant effect on school improvement. Despite our politics, we all agree on the fundamental fact: education deserves our utmost care. The Public School Advantage offers exactly that. By examining schools within the diversity of populations in which they actually operate, it provides not ideologies but facts. And the facts say it clearly: education is better off when provided for the public by the public.
The extraxial-axial theory (EAT) and universal elemental homology (UEH) are often portrayed as mutually exclusive hypotheses of homology within pentaradiate Echinodermata. EAT describes homology upon the echinoderm bauplan, interpreted through early post-metamorphic growth and growth zones, dividing it into axial regions generally associated with elements of the ambulacral system and extraxial regions that are not. UEH describes the detailed construction of the axial skeleton, dividing it into homologous plates and plate series based on symmetry, early growth, and function. These hypotheses are not in conflict; the latter is rooted in refinement of the former. Some interpretive differences arise because many of the morphologies described from eleutherozoan development are difficult to reconcile with Paleozoic forms. Conversely, many elements described for Paleozoic taxa by UEH, such as the peristomial border plates, are absent in eleutherozoans. This Element recommends these two hypotheses be used together to generate a better understanding of homology across Echinodermata.
Naked Male Figurines in the EIA Aegean -- Iconographic and Regional Patterns in EIA Bronze Figurines and the History of Ritual Action -- The Lost Wax Method of Production and EIA Bronze Figurines -- Bronze Figurines, Transformative Processes, and Ritual Power -- EIA Nudity and Ritual in Historical Perspective -- Method and Approach in the Archaeology of the EIA Aegean.
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