Sentences with phrase «driving change from»

Driving change from within this community can have immediate and far - reaching impacts.

If the focus were shifted toward creating and protecting time for staff to drive change from the inside, we could see the implementation of more successful solutions.»

You're the default; you have access and influence and the ability to drive change from the inside.

I especially like what you said in your third tip, «Drive change from within.»

I would think involvement and the desire to drive change from within would be a far better Strategy.

Not exact matches

Recognizing that carbon emissions resulting from consumption of these fuels is driving catastrophic global climate change, my role as leader of the company is to ensure that Virgin provides financial support to non-profit groups that are exploring renewable energy and seeking market - based solutions to climate change, like the Carbon War Room.

Prince explained that being afraid to say no to clients changes a company from being engineering - driven to being customer - driven.

From electric cars that can drive themselves to modernized public transport such as the Hyperloop to human - sized drones and hover boards (real ones, not those silly two - wheeled contraptions that catch on fire), we are entering an era of potentially dramatic change on the transportation front.

The pace of change driven by startups seems to be accelerating as companies devoted to essential needs — from reducing procurement costs and improving operational efficiency, to delivering more efficient primary care or dialysis care — try to do something about the sorry state of health care.

They opened up about what drives and inspires them — from the struggles and mistakes that led to life - changing lessons to family influences and secret quirks.

From the Industrial Age to the rise of the globally integrated enterprise, every new era has been driven by a fundamental change in how organizations relate to the world.

The most profound changes may come from the development of a truly intelligent car — vehicles with increasing levels of knowledge about the driver and driving conditions, from the road itself to traffic patterns to even the weather.

Due to growing pressures from short - term shareholders and increasing regulations, companies have been severely constrained in making targeted, long - term investments that drive social change.

The review and the changes that will result from it comes on top of a decision to build a new $ 200 million modern home for the business school on the waterfront of Lake Michigan, a reorganization of the school's top leadership, and the creation and launch of Kellogg's new branding campaign — all initiatives driven by Blount since her arrival some 18 months ago.

One of the potential unintended consequences of a US exit from the Paris accord could be a change in OPEC's current strategy of production cuts to drive crude prices higher.

Margo Oge, who served as the director of the EPA's Office of Transportation and Air Quality from 1994 to 2012, is the author of Driving the Future: Combating Climate Change with Cleaner, Smarter Cars.

For these reasons, Uber is Fortune's most important private company of 2016, a global bully that is ferociously fighting competitors with names like Lyft, Didi, and Ola, even while it is changing assumptions about everything from drunk driving to seamless payment for services rendered.

Along with these kinds of changes, and the growing popularity of autonomous driving, the consistent design of services and experiences from within the car and beyond will become much more important to car manufacturers — to a point where it will drive brand identity, said Nils Uellendahl, the Shanghai - based design director of BMW Group's (bmwyy) global creative consultancy Designworks.

Because gene drives can pass such changes down from one generation to the next, each potential alteration in the code of life could have a lasting and unknowable effect.

«When someone is looking at the data from all three of these angles, they will see gaps and can drive change.»

From «talking» cars to self - driving cars, what it means to build, own or simply drive a car will fundamentally change in the next 25 years, says Ford Chairman Bill Ford.

A commodities boom has driven the Canadian dollar from a 62 cents US low up to parity, vaporizing any labour cost advantage we previously enjoyed over the U.S. and changing the structure of the economy; at the margin, a Canadian worker adds far more to our economy by extracting resources than by building cars.

Page oversaw major changes to Google's business structure in 2015, starting with the creation of Alphabet, the holding company that manages Google and all of its related ventures, including Nest, Calico, and Google X. Previously the chief executive of Google, Page moved up to helm Alphabet, which has its hands in everything from home automation to self - driving cars to prolonging human life.

Based on the best evidence I can find, the genesis of this trend and the advantages come from several evolutionary changes in the startup investment industry, and some innovations driven by the recent recession:

Those changes weren't appealing, but Kinni viewed them as essential to keeping the company's health - insurance bill from driving him out of business.

From marketing to personalization to A.I. - driven shopping bots, the online retail experience for consumers and retailers is set to change dramatically.

These risks and uncertainties include: Gilead's ability to achieve its anticipated full year 2018 financial results; Gilead's ability to sustain growth in revenues for its antiviral and other programs; the risk that private and public payers may be reluctant to provide, or continue to provide, coverage or reimbursement for new products, including Vosevi, Yescarta, Epclusa, Harvoni, Genvoya, Odefsey, Descovy, Biktarvy and Vemlidy ®; austerity measures in European countries that may increase the amount of discount required on Gilead's products; an increase in discounts, chargebacks and rebates due to ongoing contracts and future negotiations with commercial and government payers; a larger than anticipated shift in payer mix to more highly discounted payer segments and geographic regions and decreases in treatment duration; availability of funding for state AIDS Drug Assistance Programs (ADAPs); continued fluctuations in ADAP purchases driven by federal and state grant cycles which may not mirror patient demand and may cause fluctuations in Gilead's earnings; market share and price erosion caused by the introduction of generic versions of Viread and Truvada, an uncertain global macroeconomic environment; and potential amendments to the Affordable Care Act or other government action that could have the effect of lowering prices or reducing the number of insured patients; the possibility of unfavorable results from clinical trials involving investigational compounds; Gilead's ability to initiate clinical trials in its currently anticipated timeframes; the levels of inventory held by wholesalers and retailers which may cause fluctuations in Gilead's earnings; Kite's ability to develop and commercialize cell therapies utilizing the zinc finger nuclease technology platform and realize the benefits of the Sangamo partnership; Gilead's ability to submit new drug applications for new product candidates in the timelines currently anticipated; Gilead's ability to receive regulatory approvals in a timely manner or at all, for new and current products, including Biktarvy; Gilead's ability to successfully commercialize its products, including Biktarvy; the risk that physicians and patients may not see advantages of these products over other therapies and may therefore be reluctant to prescribe the products; Gilead's ability to successfully develop its hematology / oncology and inflammation / respiratory programs; safety and efficacy data from clinical studies may not warrant further development of Gilead's product candidates, including GS - 9620 and Yescarta in combination with Pfizer's utomilumab; Gilead's ability to pay dividends or complete its share repurchase program due to changes in its stock price, corporate or other market conditions; fluctuations in the foreign exchange rate of the U.S. dollar that may cause an unfavorable foreign currency exchange impact on Gilead's future revenues and pre-tax earnings; and other risks identified from time to time in Gilead's reports filed with the U.S. Securities and Exchange Commission (the SEC).

The whiskey industry has been in bubbles before, when spikes in demand drove up production, only to have sudden changes in consumer preferences pull the floor out from under it.

The remarkable story of how a technophilic car salesman from Salmon Arm, B.C., created a website, changed the way Canadians buy vehicles and built the No. 1 company on the 2016 PROFIT 500 — Canada Drives

Driving the change is a growing acceptance in the industry that revenue from print advertising, which collapsed during the financial crisis, is never coming back.

With investment in fintech rising from $ 520 million in 2010 to about $ 3 billion in 2014, the financial services industry is well funded to drive unprecedented change.

The most important factor driving that change, according to analysts, is not the possibility that papers will get huge new revenues from paywalls.

«Even if they only get half of what they're proposing done, the change that would drive in terms of how they think about the business and how they manage the business would be pretty material,» Kenric Tyghe, an analyst with Raymond James Securities said by phone from Toronto yesterday.

One problem is that dangerous levels of climate change are exacerbated by positive feedback loops — changes that release more greenhouse gases from nature due to warming driven by humans.

Changing the landscape Everything about Benevity, from our suite of technology products to our passionate client service, is driven by our shared value mission to make Goodness matter more for companies, charities and communities.

[01:10] Introduction [02:45] James welcomes Tony to the podcast [03:35] Tony's leap year birthday [04:15] Unshakeable delivers the specific facts you need to know [04:45] What James learned from Unshakeable [05:25] Most people panic when the stock market drops [05:45] Getting rid of your fear of investing [06:15] Last January was the worst opening, but it was a correction [06:45] You are losing money when you sell on corrections [06:55] Bear markets come every 5 years on average [07:10] The greatest opportunity for a millennial [07:40] Waiting for corrections to invest [08:05] Warren Buffet's advice for investors [08:55] If you miss the top 10 trading days a year... [09:25] Three different investor scenarios over a 20 year period [10:40] The best trading days come after the worst [11:45] Investing in the current world [12:05] What Clinton and Bush think of the current situation [12:45] The office is far bigger than the occupant [13:35] Information helps reduce fear [14:25] James's story of the billionaire upset over another's wealth [14:45] What money really is [15:05] The story of Adolphe Merkle [16:05] The story of Chuck Feeney [16:55] The importance of the right mindset [17:15] What fuels Tony [19:15] Find something you care about more than yourself [20:25] Make your mission to surround yourself with the right people [21:25] Suffering made Tony hungry for more [23:25] By feeding his mind, Tony found strength [24:15] Great ideas don't interrupt you, you have to pursue them [25:05] Never - ending hunger is what matters [25:25] Richard Branson is the epitome of hunger and drive [25:40] Hunger is the common denominator [26:30] What you can do starting right now [26:55] Success leaves clues [28:10] What it means to take massive action [28:30] Taking action commits you to following through [29:40] If you do nothing you'll learn nothing [30:20] There must be an emotional purpose behind what you're doing [30:40] How does Tony ignite creativity in his own life [32:00] «How is not as important as «why» [32:40] What and why unleash the psyche [33:25] Breaking the habit of focusing on «how» [35:50] Deep Practice [35:10] Your desired outcome will determine your action [36:00] The difference between «what» and «why» [37:00] Learning how to chunk and group [37:40] Don't mistake movement for achievement [38:30] Tony doesn't negotiate with his mind [39:30] Change your thoughts and change your biochemistry [40:00] The bad habit of being stressed [40:40] Beautiful and suffering states [41:50] The most important decision is to live in a beautiful state no matter what [42:40] Consciously decide to take yourself out of suffering [43:40] Focus on appreciation, joy and love [44:30] Step out of suffering and find the solution [45:00] Dealing with mercury poisoning [45:40] Tony's process for stepping out of suffering [46:10] Stop identifying with thoughts — they aren't yours [47:40] Trade your expectations for appreciation [50:00] The key to life — gratitude [51:40] What is freedom foChange your thoughts and change your biochemistry [40:00] The bad habit of being stressed [40:40] Beautiful and suffering states [41:50] The most important decision is to live in a beautiful state no matter what [42:40] Consciously decide to take yourself out of suffering [43:40] Focus on appreciation, joy and love [44:30] Step out of suffering and find the solution [45:00] Dealing with mercury poisoning [45:40] Tony's process for stepping out of suffering [46:10] Stop identifying with thoughts — they aren't yours [47:40] Trade your expectations for appreciation [50:00] The key to life — gratitude [51:40] What is freedom fochange your biochemistry [40:00] The bad habit of being stressed [40:40] Beautiful and suffering states [41:50] The most important decision is to live in a beautiful state no matter what [42:40] Consciously decide to take yourself out of suffering [43:40] Focus on appreciation, joy and love [44:30] Step out of suffering and find the solution [45:00] Dealing with mercury poisoning [45:40] Tony's process for stepping out of suffering [46:10] Stop identifying with thoughts — they aren't yours [47:40] Trade your expectations for appreciation [50:00] The key to life — gratitude [51:40] What is freedom for you?

Important factors that may affect the Company's business and operations and that may cause actual results to differ materially from those in the forward - looking statements include, but are not limited to, increased competition; the Company's ability to maintain, extend and expand its reputation and brand image; the Company's ability to differentiate its products from other brands; the consolidation of retail customers; the Company's ability to predict, identify and interpret changes in consumer preferences and demand; the Company's ability to drive revenue growth in its key product categories, increase its market share, or add products; an impairment of the carrying value of goodwill or other indefinite - lived intangible assets; volatility in commodity, energy and other input costs; changes in the Company's management team or other key personnel; the Company's inability to realize the anticipated benefits from the Company's cost savings initiatives; changes in relationships with significant customers and suppliers; execution of the Company's international expansion strategy; changes in laws and regulations; legal claims or other regulatory enforcement actions; product recalls or product liability claims; unanticipated business disruptions; failure to successfully integrate the Company; the Company's ability to complete or realize the benefits from potential and completed acquisitions, alliances, divestitures or joint ventures; economic and political conditions in the nations in which the Company operates; the volatility of capital markets; increased pension, labor and people - related expenses; volatility in the market value of all or a portion of the derivatives that the Company uses; exchange rate fluctuations; disruptions in information technology networks and systems; the Company's inability to protect intellectual property rights; impacts of natural events in the locations in which the Company or its customers, suppliers or regulators operate; the Company's indebtedness and ability to pay such indebtedness; the Company's dividend payments on its Series A Preferred Stock; tax law changes or interpretations; pricing actions; and other factors.

In Canada, a group of men and women, largely from the west coast, who were watching the changes across the Pacific believed that if Canada was to adjust to the new Asia, it must understand something of the cultures and policies driving the transformation.

On the positive side, we see potential regulatory changes and the possibility of a tax holiday on corporate repatriation of cash from overseas as potential developments that could support event driven managers.

During eras of rapid technological change, this baseline could move quite quickly, making it easier to get returns from state driven investments.

The two - day conference looks at the technologies driving change in both business and society, the progress these technologies can create, and the potential peril that comes from missteps and unintended consequences.

Important factors that may affect the Company's business and operations and that may cause actual results to differ materially from those in the forward - looking statements include, but are not limited to, operating in a highly competitive industry; changes in the retail landscape or the loss of key retail customers; the Company's ability to maintain, extend and expand its reputation and brand image; the impacts of the Company's international operations; the Company's ability to leverage its brand value; the Company's ability to predict, identify and interpret changes in consumer preferences and demand; the Company's ability to drive revenue growth in its key product categories, increase its market share, or add products; an impairment of the carrying value of goodwill or other indefinite - lived intangible assets; volatility in commodity, energy and other input costs; changes in the Company's management team or other key personnel; the Company's ability to realize the anticipated benefits from its cost savings initiatives; changes in relationships with significant customers and suppliers; the execution of the Company's international expansion strategy; tax law changes or interpretations; legal claims or other regulatory enforcement actions; product recalls or product liability claims; unanticipated business disruptions; the Company's ability to complete or realize the benefits from potential and completed acquisitions, alliances, divestitures or joint ventures; economic and political conditions in the United States and in various other nations in which we operate; the volatility of capital markets; increased pension, labor and people - related expenses; volatility in the market value of all or a portion of the derivatives we use; exchange rate fluctuations; risks associated with information technology and systems, including service interruptions, misappropriation of data or breaches of security; the Company's ability to protect intellectual property rights; impacts of natural events in the locations in which we or the Company's customers, suppliers or regulators operate; the Company's indebtedness and ability to pay such indebtedness; the Company's ownership structure; the impact of future sales of its common stock in the public markets; the Company's ability to continue to pay a regular dividend; changes in laws and regulations; restatements of the Company's consolidated financial statements; and other factors.

This was largely driven by an increase in workers» compensation expense of $ 1.4 billion, resulting from changes in interest rates.

Work Institute provides insights created from over 240,000 employee interviews to inform changes that drive engagement, performance and retention.

Important factors that may affect the Company's business and operations and that may cause actual results to differ materially from those in the forward - looking statements include, but are not limited to, increased competition; the Company's ability to maintain, extend and expand its reputation and brand image; the Company's ability to differentiate its products from other brands; the consolidation of retail customers; the Company's ability to predict, identify and interpret changes in consumer preferences and demand; the Company's ability to drive revenue growth in its key product categories, increase its market share or add products; an impairment of the carrying value of goodwill or other indefinite - lived intangible assets; volatility in commodity, energy and other input costs; changes in the Company's management team or other key personnel; the Company's inability to realize the anticipated benefits from the Company's cost savings initiatives; changes in relationships with significant customers and suppliers; execution of the Company's international expansion strategy; changes in laws and regulations; legal claims or other regulatory enforcement actions; product recalls or product liability claims; unanticipated business disruptions; failure to successfully integrate the business and operations of the Company in the expected time frame; the Company's ability to complete or realize the benefits from potential and completed acquisitions, alliances, divestitures or joint ventures; economic and political conditions in the nations in which the Company operates; the volatility of capital markets; increased pension, labor and people - related expenses; volatility in the market value of all or a portion of the derivatives that the Company uses; exchange rate fluctuations; risks associated with information technology and systems, including service interruptions, misappropriation of data or breaches of security; the Company's inability to protect intellectual property rights; impacts of natural events in the locations in which the Company or its customers, suppliers or regulators operate; the Company's indebtedness and ability to pay such indebtedness; tax law changes or interpretations; and other factors.

But let's separate that for a second from the point I'm making, which is this hopefully not temporary, but maybe temporary, move to high deductible plans is driving change in the marketplace that is resulting in better care for consumers, from my point of view.

These risks and uncertainties include food safety and food - borne illness concerns; litigation; unfavorable publicity; federal, state and local regulation of our business including health care reform, labor and insurance costs; technology failures; failure to execute a business continuity plan following a disaster; health concerns including virus outbreaks; the intensely competitive nature of the restaurant industry; factors impacting our ability to drive sales growth; the impact of indebtedness we incurred in the RARE acquisition; our plans to expand our newer brands like Bahama Breeze and Seasons 52; our ability to successfully integrate Eddie V's restaurant operations; a lack of suitable new restaurant locations; higher - than - anticipated costs to open, close or remodel restaurants; increased advertising and marketing costs; a failure to develop and recruit effective leaders; the price and availability of key food products and utilities; shortages or interruptions in the delivery of food and other products; volatility in the market value of derivatives; general macroeconomic factors, including unemployment and interest rates; disruptions in the financial markets; risk of doing business with franchisees and vendors in foreign markets; failure to protect our service marks or other intellectual property; a possible impairment in the carrying value of our goodwill or other intangible assets; a failure of our internal controls over financial reporting or changes in accounting standards; and other factors and uncertainties discussed from time to time in reports filed by Darden with the Securities and Exchange Commission.

The appointments to these newly created positions are designed to better serve customer needs and are reflective of the rapidly changing corporate governance landscape — from one of interactions driven primarily by shareholder voting to an era of broad, year - round engagement.

I will find ways to learn from this difficult experience — and to help drive necessary changes in the broader venture community.»

The driving sources of energy are changing as we move from a hydrocarbon fuel focus toward renewables.