Things change in this business and they can change rapidly.
Not exact matches
With a plan
in place and an eagle eye on how
things are
changing, you can make sure that your
business doesn't fall behind.
Here are the three key areas
in which Intel is
changing its
business practices to allow it to become diverse — and how
things are going so far.
Important factors that could cause actual results to differ materially from those reflected
in such forward - looking statements and that should be considered
in evaluating our outlook include, but are not limited to, the following: 1) our ability to continue to grow our
business and execute our growth strategy, including the timing, execution, and profitability of new and maturing programs; 2) our ability to perform our obligations under our new and maturing commercial,
business aircraft, and military development programs, and the related recurring production; 3) our ability to accurately estimate and manage performance, cost, and revenue under our contracts, including our ability to achieve certain cost reductions with respect to the B787 program; 4) margin pressures and the potential for additional forward losses on new and maturing programs; 5) our ability to accommodate, and the cost of accommodating, announced increases
in the build rates of certain aircraft; 6) the effect on aircraft demand and build rates of
changing customer preferences for
business aircraft, including the effect of global economic conditions on the
business aircraft market and expanding conflicts or political unrest
in the Middle East or Asia; 7) customer cancellations or deferrals as a result of global economic uncertainty or otherwise; 8) the effect of economic conditions
in the industries and markets
in which we operate
in the U.S. and globally and any
changes therein, including fluctuations
in foreign currency exchange rates; 9) the success and timely execution of key milestones such as the receipt of necessary regulatory approvals, including our ability to obtain
in a timely fashion any required regulatory or other third party approvals for the consummation of our announced acquisition of Asco, and customer adherence to their announced schedules; 10) our ability to successfully negotiate, or re-negotiate, future pricing under our supply agreements with Boeing and our other customers; 11) our ability to enter into profitable supply arrangements with additional customers; 12) the ability of all parties to satisfy their performance requirements under existing supply contracts with our two major customers, Boeing and Airbus, and other customers, and the risk of nonpayment by such customers; 13) any adverse impact on Boeing's and Airbus» production of aircraft resulting from cancellations, deferrals, or reduced orders by their customers or from labor disputes, domestic or international hostilities, or acts of terrorism; 14) any adverse impact on the demand for air travel or our operations from the outbreak of diseases or epidemic or pandemic outbreaks; 15) our ability to avoid or recover from cyber-based or other security attacks, information technology failures, or other disruptions; 16) returns on pension plan assets and the impact of future discount rate
changes on pension obligations; 17) our ability to borrow additional funds or refinance debt, including our ability to obtain the debt to finance the purchase price for our announced acquisition of Asco on favorable terms or at all; 18) competition from commercial aerospace original equipment manufacturers and other aerostructures suppliers; 19) the effect of governmental laws, such as U.S. export control laws and U.S. and foreign anti-bribery laws such as the Foreign Corrupt Practices Act and the United Kingdom Bribery Act, and environmental laws and agency regulations, both
in the U.S. and abroad; 20) the effect of
changes in tax law, such as the effect of The Tax Cuts and Jobs Act (the «TCJA») that was enacted on December 22, 2017, and
changes to the interpretations of or guidance related thereto, and the Company's ability to accurately calculate and estimate the effect of such
changes; 21) any reduction
in our credit ratings; 22) our dependence on our suppliers, as well as the cost and availability of raw materials and purchased components; 23) our ability to recruit and retain a critical mass of highly - skilled employees and our relationships with the unions representing many of our employees; 24) spending by the U.S. and other governments on defense; 25) the possibility that our cash flows and our credit facility may not be adequate for our additional capital needs or for payment of interest on, and principal of, our indebtedness; 26) our exposure under our revolving credit facility to higher interest payments should interest rates increase substantially; 27) the effectiveness of any interest rate hedging programs; 28) the effectiveness of our internal control over financial reporting; 29) the outcome or impact of ongoing or future litigation, claims, and regulatory actions; 30) exposure to potential product liability and warranty claims; 31) our ability to effectively assess, manage and integrate acquisitions that we pursue, including our ability to successfully integrate the Asco
business and generate synergies and other cost savings; 32) our ability to consummate our announced acquisition of Asco
in a timely matter while avoiding any unexpected costs, charges, expenses, adverse
changes to
business relationships and other
business disruptions for ourselves and Asco as a result of the acquisition; 33) our ability to continue selling certain receivables through our supplier financing program; 34) the risks of doing
business internationally, including fluctuations
in foreign current exchange rates, impositions of tariffs or embargoes, compliance with foreign laws, and domestic and foreign government policies; and 35) our ability to complete the proposed accelerated stock repurchase plan, among other
things.
It's here where
things get interesting: Like
businesses, campaigns will often
change in reference to technology and tactics, and innovation will carve out new ways for the candidates to connect with their «customers» — the voters.
A pivot can
change any of nine different
things in your
business model.
But,
in a perfect illustration of how quickly
things can
change in business and
in life, by 1991 we were flying.
One of the most challenging
things to deal with
in business is handling difficult customers who are never satisfied and who continue to
change the game as the relationship progresses.
After taking the helm as CEO
in 2013, one of the first
things he did was
change up GoDaddy's advertising strategy to show women
in a more positive light, often as
business owners.
But a new study on patent infringement, one packed with lots of great data on
things like the law firms and courts most involved, pulls back the curtain on fantasy and reveals the role of big
businesses in the fast -
changing patent law landscape.
With few exceptions, every
business now grapples with how the digital economy
changes how
things were done
in the past.
«It's hard to put your hand into a car's engine when the car is still running, but that's what disruptive innovation is —
changing the way
things are done before your
business is backed into a corner,» said Williams, who spoke to a crowd of 800
business leaders at the World Innovation Forum
in New York City last week.
Such risks, uncertainties and other factors include, without limitation: (1) the effect of economic conditions
in the industries and markets
in which United Technologies and Rockwell Collins operate
in the U.S. and globally and any
changes therein, including financial market conditions, fluctuations
in commodity prices, interest rates and foreign currency exchange rates, levels of end market demand
in construction and
in both the commercial and defense segments of the aerospace industry, levels of air travel, financial condition of commercial airlines, the impact of weather conditions and natural disasters and the financial condition of our customers and suppliers; (2) challenges
in the development, production, delivery, support, performance and realization of the anticipated benefits of advanced technologies and new products and services; (3) the scope, nature, impact or timing of acquisition and divestiture or restructuring activity, including the pending acquisition of Rockwell Collins, including among other
things integration of acquired
businesses into United Technologies» existing
businesses and realization of synergies and opportunities for growth and innovation; (4) future timing and levels of indebtedness, including indebtedness expected to be incurred by United Technologies
in connection with the pending Rockwell Collins acquisition, and capital spending and research and development spending, including
in connection with the pending Rockwell Collins acquisition; (5) future availability of credit and factors that may affect such availability, including credit market conditions and our capital structure; (6) the timing and scope of future repurchases of United Technologies» common stock, which may be suspended at any time due to various factors, including market conditions and the level of other investing activities and uses of cash, including
in connection with the proposed acquisition of Rockwell; (7) delays and disruption
in delivery of materials and services from suppliers; (8) company and customer - directed cost reduction efforts and restructuring costs and savings and other consequences thereof; (9) new
business and investment opportunities; (10) our ability to realize the intended benefits of organizational
changes; (11) the anticipated benefits of diversification and balance of operations across product lines, regions and industries; (12) the outcome of legal proceedings, investigations and other contingencies; (13) pension plan assumptions and future contributions; (14) the impact of the negotiation of collective bargaining agreements and labor disputes; (15) the effect of
changes in political conditions
in the U.S. and other countries
in which United Technologies and Rockwell Collins operate, including the effect of
changes in U.S. trade policies or the U.K.'s pending withdrawal from the EU, on general market conditions, global trade policies and currency exchange rates
in the near term and beyond; (16) the effect of
changes in tax (including U.S. tax reform enacted on December 22, 2017, which is commonly referred to as the Tax Cuts and Jobs Act of 2017), environmental, regulatory (including among other
things import / export) and other laws and regulations
in the U.S. and other countries
in which United Technologies and Rockwell Collins operate; (17) the ability of United Technologies and Rockwell Collins to receive the required regulatory approvals (and the risk that such approvals may result
in the imposition of conditions that could adversely affect the combined company or the expected benefits of the merger) and to satisfy the other conditions to the closing of the pending acquisition on a timely basis or at all; (18) the occurrence of events that may give rise to a right of one or both of United Technologies or Rockwell Collins to terminate the merger agreement, including
in circumstances that might require Rockwell Collins to pay a termination fee of $ 695 million to United Technologies or $ 50 million of expense reimbursement; (19) negative effects of the announcement or the completion of the merger on the market price of United Technologies» and / or Rockwell Collins» common stock and / or on their respective financial performance; (20) risks related to Rockwell Collins and United Technologies being restricted
in their operation of their
businesses while the merger agreement is
in effect; (21) risks relating to the value of the United Technologies» shares to be issued
in connection with the pending Rockwell acquisition, significant merger costs and / or unknown liabilities; (22) risks associated with third party contracts containing consent and / or other provisions that may be triggered by the Rockwell merger agreement; (23) risks associated with merger - related litigation or appraisal proceedings; and (24) the ability of United Technologies and Rockwell Collins, or the combined company, to retain and hire key personnel.
That's why the controversial proposals to dramatically
change the taxation of private
business in Canada are proving three
things: tax literacy is alive and well
in Canada, most people understand and value the incredible entrepreneurial spirit that drives the economic engine
in this country, and the government thought these tax
changes wouldn't be a big deal.
One of the most difficult
things to do
in all of
business is to
change the course of a fledgling operation.
A few simple
changes incorporating the practices of some of the biggest names
in business can help you turn
things around and get ahead.
However, he explained that the so - called Internet of
things,
in which everything from cars to home appliances to factory equipment are connected online, has made companies want «to fundamentally
change their
business strategy through technology.»
Tom has been
in the
business of job applications for a decade, and she's seen
things change significantly
in that time.
I'd love to hear from you, and I'm eager to see how we can
change business, together, doing
things in a way that goes beyond «bottom line» focus.
And while nobody has a magic pill or potion or piece of software, entrepreneurs can always find impactful, simple
things to
change in their
business.
«You want to set a time when the two of you can sit down together, maybe 30 minutes a week if you can, to review what happened that week and
things that may have
changed in the
business.
I was kind of like I said interested
in gambling or at least speculating or figuring
things out and then taking a calculated gamble and what they were telling me was don't try, there were saying that no one can beat the market and the stock prices are efficient and just through simple observation looking at the newspaper and they used to have the 52 - week high low prices
in the newspaper, it seemed unreasonable that you know the fair price was 51 day and eight months later, it was 120, and that was pretty much every stock had that kind of range every year and it didn't make sense to me that the fundamentals of the underlying
businesses were actually
changing that much.
As Matt Sweetwood eloquently concluded, «If there is one
thing I learned from my parents» experience
in constantly having to reinvent their store and dramatically revise their
business model, it's the transformational concept that the time to reinvent yourself is when you're at the peak, not when the world has
changed around you and you're desperately scraping to survive.
«Our
business is dynamic and
changing quickly, and so,
things like Ripple and partnerships with wallets around the world... are going to be critical to our success,» Holmes said, adding that «you'll see a lot of interesting announcements from us
in the coming months.»
In our fast - paced world,
things change constantly - including your
business budget.
This new identity was introduced March 3 during a special event with Harvard
Business School Professor Michael Porter, arguably the globe's leading expert on business strategy and — among other things — the importance of innovation in an ever - changin
Business School Professor Michael Porter, arguably the globe's leading expert on
business strategy and — among other things — the importance of innovation in an ever - changin
business strategy and — among other
things — the importance of innovation
in an ever -
changing world.
Things change so fast
in the
business and investment world, and the only way you can keep up with these
changes is by learning constantly.
Part of the reason
things changed in 2015 was because the social network figured out it was better for
business to keep all that information about its millions of users
in house, Vaidhyanathan said.
There are no guarantees
in the investing
business other than that
things will
change.
We value management experience
in our directors as it provides a practical understanding of organizations, processes, strategies, risk management and the methods to drive
change and growth that permit the Board to, among other
things, identify and recommend improvements to our
business operations, sales and marketing approaches and product strategy.
We tell each other how each other's book has
changed each of our lives and how God is
in the
business of miracles, of using obedient yeses from the weak and unlikely to do the impossible, and how heat like this does crazy
things to our hair.
Once we resist critiquing and make the correlation between their actions and the
things that need to
change in us, our
business is simply to own the issue and work on fixing ourselves (and ask God to work
in us).
«
Business was pretty much the same for about 50 to 60 years and then with the growth of craft beer — the No. 1 buzzword
in the industry —
things started
changing,» President Randy Truitt says.
We need to show Alexis that we have ambition and one
thing to do is get a replacement
in for the 2, if Alexis sees AFC getting ahead
in business and getting quality then he may
change his mind.
I can only hope that this attempt is taken more seriously than the largely muted and clearly unsuccessful protests of late last season... although the plane writing escapade brought some much - needed attention to the matter, it failed to resonate with fence - sitters and those who had just recently fell off the Wenger truck... without a big enough showing of support the whole endeavor appeared relatively weak and poorly organized, especially to the major media outlets, whose involvement could have significantly
changed what was to follow... but I get it, few wanted to turn on their club, let alone make a public display of their discord... problem is, they are preying on that vulnerability,
in fact, their counting on you to keep your thoughts to yourself... who are you to tell these fat cats how to steal your money... they have worked long and hard to pull the wool over your eyes... they even went so far as to pay enormous sums of cash to your once beloved professor to be their corporate spokesmodel so that the whole
thing would be more palatable... eventually the club made it appear as if this was simply a relatively small fringe group of highly radicalized supporters, which allowed the pro-Wenger element inside the club hierarchy to claim victory following the FA Cup win... unfortunately what has happened to this club can't be solved by FA Cups or a few players coming
in, the very culture of this club needs to be
changed and that starts at the top...
in order to
change the unhealthy and dysfunctional narrative that has absorbed this club we need to remove everyone who presently occupies a position of power... only then can we get back to the
business of playing championship caliber football, which should always be the number one priority of this organization... on an important side note, one of the most devastating mistakes made
in the final days of this hectic and poorly planned transfer window didn't have to do with the big name players like Sanchez or Lemar, but the fact that they failed to secure Jadon Sancho, who might even start for Dortmund this season... I think they might seriously regret this oversight... instead of spending so much time, energy and manpower pretending that they were desperately trying to make big moves, they once again lost the plot due to their all too familiar tunnel vision
Time for some brutal honesty... this team, as it stands, is
in no better position to compete next season than they were 12 months ago, minus the fact that some fans have been easily snowed by the acquisition of Lacazette, the free transfer LB and the release of Sanogo... if you look at the facts carefully you will see a team that still has far more questions than answers... to better show what I mean by this statement I will briefly discuss the current state of affairs on a position - by - position basis...
in goal we have 4 potential candidates, but
in reality we have only 1 option with any real future and somehow he's the only one we have actively tried to get rid of for years because he and his father were a little too involved on social media and he got caught smoking (funny how people still defend Wiltshire under the same and far worse circumstances)... you would think we would want to keep any goaltender that Juventus had interest
in, as they seem to have a pretty good history when it comes to that position... as far as the defenders on our current roster there are only a few individuals whom have the skill and / or youth worthy of our time and / or investment, as such we should get rid of anyone who doesn't meet those simple requirements, which means we should get rid of DeBouchy, Gibbs, Gabriel, Mertz and loan out Chambers to see if last seasons foray with Middlesborough was an anomaly or a prediction of
things to come... some fans have lamented wildly about the return of Mertz to the starting lineup due to his FA Cup performance but these sort of pie
in the sky meanderings are indicative of what's wrong with this club and it's wishy - washy fan - base...
in addition to these moves the club should aggressively pursue the acquisition of dominant and mobile CB to stabilize an all too fragile defensive group that has self - destructed on numerous occasions over the past 5 seasons... moving forward and building on our need to re-establish our once dominant presence throughout the middle of the park we need to target a CDM then do whatever it takes to get that player into the fold without any of the usual nickel and diming we have become famous for (this kind of ruthless haggling has cost us numerous special players and certainly can't help make the player
in question feel good about the way their future potential employer feels about them)...
in order for us to become dominant again we need to be strong up the middle again from Goalkeeper to CB to DM to ACM to striker, like we did
in our most glorious years before and during Wenger's reign... with this
in mind, if we want Ozil to be that dominant attacking midfielder we can't keep leaving him exposed to constant ridicule about his lack of defensive prowess and provide him with the proper players
in the final third... he was never a good defensive player
in Real or with the German National squad and they certainly didn't suffer as a result of his presence on the pitch... as for the rest of the midfield the blame falls squarely
in the hands of Wenger and Gazidis, the fact that Ramsey, Ox, Sanchez and even Ozil were allowed to regularly start when none of the aforementioned had more than a year left under contract is criminal for a club of this size and financial might... the fact that we could find money for Walcott and Xhaka, who weren't even guaranteed starters, means that our whole
business model needs a complete overhaul... for me it's time to get rid of some serious deadweight, even if it means selling them below what you believe their market value is just to simply right this ship and
change the stagnant culture that currently exists... this means saying goodbye to Wiltshire, Elneny, Carzola, Walcott and Ramsey... everyone, minus Elneny, have spent just as much time on the training table as on the field of play, which would be manageable if they weren't so inconsistent from a performance standpoint (excluding Carzola, who is like the recent version of Rosicky — too bad, both will be deeply missed)...
in their places we need to bring
in some proven performers with no history of injuries... up front, although I do like the possibilities that a player like Lacazette presents, the fact that we had to wait so many years to acquire some true quality at the striker position falls once again squarely at the feet of Wenger... this issue highlights the ultimate scam being perpetrated by this club since the arrival of Kroenke: pretend your a small market club when it comes to making purchases but milk your fans like a big market club when it comes to ticket prices and merchandising... I believe the reason why Wenger hasn't pursued someone of Henry's quality, minus a fairly inexpensive RVP, was that he knew that they would demand players of a similar ilk to be brought on board and that wasn't possible when the
business model was that of a «selling» club... does it really make sense that we could only make a cheeky bid for Suarez, or that we couldn't get Higuain over the line when he was being offered up for half the price he eventually went to Juve for, or that we've only paid any interest to strikers who were clearly not going to press their current teams to let them go to Arsenal like Benzema or Cavani... just part of the facade that finally came crashing down when Sanchez finally called their bluff... the fact remains that no one wants to win more than Sanchez, including Wenger, and although I don't agree with everything that he has done off the field, I would much rather have Alexis front and center than a manager who has clearly bought into the Kroenke model
in large part due to the fact that his enormous ego suggests that only he could accomplish great
things without breaking the bank... unfortunately that isn't possible anymore as the game has
changed quite dramatically
in the last 15 years, which has left a largely complacent and complicit Wenger on the outside looking
in... so don't blame those players who demanded more and were left wanting... don't blame those fans who have tried desperately to raise awareness for several years when cracks began to appear... place the blame at the feet of those who were well aware all along of the potential pitfalls of just such a plan but continued to follow it even when it was no longer a financial necessity, like it ever really was...
Although it will be incredibly difficult to ever match his contributions on the pitch, it's vitally important for a former club legend, like Henry, to publicly address his concerns regarding the direction of this club... regardless of those who still feel that Henry has some sort of agenda due to the backlash he received following earlier comments he made on air regarding Arsenal, he has an intimate understanding of the game, he knows the fans are being hosed and he feels some sense of obligation, both professionally and personally, to tell it like he sees it... much like I've continually expressed over the last couple months, this team isn't evolving under this current ownership / management team... instead we are currently experiencing a «stagnant» phase
in our club's storied history... a fact that can't be hidden by simply
changing the formation or bringing
in one or two individuals... this team needs fundamental
change in the way it conducts
business both on and off the pitch or it will continue to slowly devolve into a second tier club... regardless of the euphoria surrounding our escape act on Friday evening, as it stands, this club is more likely to be fighting for a Europa League spot for the foreseeable future than a top 4 finish... we can't hope for the failures of others to secure our place
in the top 4, we need to be the manufacturers of our own success by doing whatever is necessary to evolve as an organization... if Wenger, Gazidis and Kroenke can't take the necessary steps following the debacle they manufactured last season, their removal is imperative for our future success... unfortunately, I strongly believe that either they don't know how to proceed
in the present economic climate or they are unwilling to do whatever it takes to turn this ship around... just look at the current state of our squad, none of our world class players are under contract beyond this season, we have a ridiculous wage bill considering the results, we can't sell our deadwood because we've mismanaged our personnel decisions and contractual obligations, we haven't properly cultivated our younger talent and we might have become one of the worst clubs ever when it comes to way we handle our transfer
business, which under Dein was one of our greatest assets... it's time to get
things right!!!
Cousins» brutal assessment of one facet of his team's
business is revealing, as he told ESPN reporter Adam Schefter
in a recent podcast when asked if he doubts he will be with the team this season: «Well, I think you never know
in the sense that,
in this league,
things change so fast and players can get blindsided all the time with decisions.
Things has
changed since than and this Walesh side means
business who play as a compact unit while defending and very clinical
in front of goal when presented with opportunities.
It's true we've knocked down a few walls since then, and the
business has continued to grow along with Lincoln Square — but
in another sense,
things haven't
changed all that much.
With the
changes in the economy Heather realized there were
things about her
business that she wanted to
change to meet the needs of the moms she was selling her items to.
Now we are visible
in the City and big
business,
things may
change.»
There was never any chance that this government, voted into office with a mandate for
change, would dare to do
things in the
business as usual manner.
Though most of their problems can be blamed on how they (the gospel musicians) have branded themselves over the years, gospel musician Cynthia Semabia Alorku, known
in the music industry as Senam, believes that with time,
things can
change if they the gospel musicians consider the
business aspect of their artistry.
I think those are all
things we have to work on, especially
in this economy, but it can be done because MWBE
businesses are going to be the backbone of
change in this state.»
And the places
in which
changes to those attitudes are most pervasive are institutions or
businesses which have at least one
thing in common with Parliament: size.
But
in 1939, Joseph Schumpeter, one of the most influential economists of the twentieth century, defined innovation as the
thing that happens when firms figure out how to transform inventions into constructive
changes in their
business model:
in products, processes and organizational design.
As 2014 rolls
in, most of us self - reflect on the last year, and resolute to try something new, introduce some life
changes, and finally start that coveted own
business thing.
I know that
changing actors is very risky
business, but I am sure that Draco legally able to by Alcohol
in the USA is quite a ridiculous
thing.
There's this family — the Godfrey family — and they were formerly
in the steel
business and they
change over to buy a medical institute where they do all sorts of mysterious
things, which my character's very much a part of.