Sentences with phrase «change in strategy by»

The current impasse on the women's agenda is the result of a last - minute change in strategy by the governor and the coalition just days before the end of session, when it became apparent that Senate Republican Leader Dean Skelos wasn't going to allow the abortion plank onto the floor — and that there weren't 32 declared votes in the chamber to support that section.

Not exact matches

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.

In my company's culture change process, clients begin by formalizing their team's organizational constitution (purpose, values and behaviors, strategies, and goals).

They should remain something that complements your existing strategy or indeed allows growth, but you should not be reliant upon them as they have the power to change the very rules you live by... They could increase commission or block sellers in your category and even undercut you on your best - selling product.

After a two - year investigation by Canada's antitrust agency, Amazon Canada has agreed to change its pricing strategy in Canada and pay a fine of Can $ 1.1 million (about US$ 840,000) for displaying misleading prices about savings.

who may have been slightly blindsided by the change in retirement strategy over the past few decades

Taking dangerous quantities of the otherwise safe loperamide is one strategy being used by people addicted to opioid painkillers and other drugs since it can increase opioid absorption in the gut; the FDA says it is now working with loperamide manufacturers to change its packaging so that it comes with fewer doses and is thus harder to abuse.

For Aetna, the deal would mark a change in strategy after its attempted tie - up with Humana was blocked by a federal court on antitrust grounds.

Pivot, a term coined by The Lean Startup author Eric Ries that means «a change in strategy without a change in vision,» is the answer to building a successful mobile app.

According to a 2013 survey of more than 22,000 business executives by the Katzenbach Center at Strategy &, most leaders understand the key point I just mentioned — that culture plays a critical role in achieving great financial performance - and successfully leading and managing change.

Among the factors that could cause actual results to differ materially are the following: (1) worldwide economic, political, and capital markets conditions and other factors beyond the Company's control, including natural and other disasters or climate change affecting the operations of the Company or its customers and suppliers; (2) the Company's credit ratings and its cost of capital; (3) competitive conditions and customer preferences; (4) foreign currency exchange rates and fluctuations in those rates; (5) the timing and market acceptance of new product offerings; (6) the availability and cost of purchased components, compounds, raw materials and energy (including oil and natural gas and their derivatives) due to shortages, increased demand or supply interruptions (including those caused by natural and other disasters and other events); (7) the impact of acquisitions, strategic alliances, divestitures, and other unusual events resulting from portfolio management actions and other evolving business strategies, and possible organizational restructuring; (8) generating fewer productivity improvements than estimated; (9) unanticipated problems or delays with the phased implementation of a global enterprise resource planning (ERP) system, or security breaches and other disruptions to the Company's information technology infrastructure; (10) financial market risks that may affect the Company's funding obligations under defined benefit pension and postretirement plans; and (11) legal proceedings, including significant developments that could occur in the legal and regulatory proceedings described in the Company's Annual Report on Form 10 - K for the year ended Dec. 31, 2017, and any subsequent quarterly reports on Form 10 - Q (the «Reports»).

However, the Pan Canadian Framework on Clean Growth and Climate Change lays out a number of policies that will compel more clean tech innovation in Canada, he said, including a price on pollution with a carbon price, to be in place across Canada by the start of next year, as well as a promised national clean fuels strategy, better energy efficiency standards and limits on greenhouse gases like methane.

From kicking off a professional wrestling career back in the 1990s, to the present day, where WWE sees Levesque «revolutionizing the business» with his developmental training processes and global recruiting strategy, Levesque concluded the discussion with CNBC, by stressing how putting in the hard work and taking a gamble can lead to life - changing developments.

It also sparked several changes in strategy, including a rumoured privatisation push by Mr Packer, and an aborted push to created a real estate investment trust containing Crown hotels.

From our headquarters in Fairfax, Va., and from offices and locations around the globe, our more than 6,000 employees support government clients in civilian, defense, health, intelligence, law enforcement and homeland security agencies by delivering IT solutions and professional services in such areas as information technology lifecycle services; cloud and mobile computing; cyber security; solutions development and integration; and, strategy development and organizational change management.

Conviction sentiment is determined by the K2 Advisors» Research group based on a variety of factors deemed relevant to the analyst (s) covering the strategy or sub-strategy and may change from time to time in the analyst's sole discretion.

Previously, Phil was Chief Financial Officer, Manulife Asia, leading transformational change within the finance function in Asia and providing strong financial leadership to business decisions by influencing divisional strategy and business unit profitability, as well as leading financial due diligence of all merger and acquisition opportunities.

A financial auction earlier this year, following a failed attempt by activist shareholders to change Yahoo's strategy, culminated in the Verizon - Yahoo transaction.

Factors that could cause actual results to differ materially from those expressed or implied in any forward - looking statements include, but are not limited to: changes in consumer discretionary spending; our eCommerce platform not producing the anticipated benefits within the expected time - frame or at all; the streamlining of the Company's vendor base and execution of the Company's new merchandising strategy not producing the anticipated benefits within the expected time - frame or at all; the amount that we invest in strategic transactions and the timing and success of those investments; the integration of strategic acquisitions being more difficult, time - consuming, or costly than expected; inventory turn; changes in the competitive market and competition amongst retailers; changes in consumer demand or shopping patterns and our ability to identify new trends and have the right trending products in our stores and on our website; changes in existing tax, labor and other laws and regulations, including those changing tax rates and imposing new taxes and surcharges; limitations on the availability of attractive retail store sites; omni - channel growth; unauthorized disclosure of sensitive or confidential customer information; risks relating to our private brand offerings and new retail concepts; disruptions with our eCommerce platform, including issues caused by high volumes of users or transactions, or our information systems; factors affecting our vendors, including supply chain and currency risks; talent needs and the loss of Edward W. Stack, our Chairman and Chief Executive Officer; developments with sports leagues, professional athletes or sports superstars; weather - related disruptions and seasonality of our business; and risks associated with being a controlled company.

Darin Kingston of d.light, whose profitable solar - powered LED lanterns simultaneously address poverty, education, air pollution / toxic fumes / health risks, energy savings, carbon footprint, and more Janine Benyus, biomimicry pioneer who finds models in the natural world for everything from extracting water from fog (as a desert beetle does) to construction materials (spider silk) to designing flood - resistant buildings by studying anthills in India's monsoon climate, and shows what's possible when you invite the planet to join your design thinking team Dean Cycon, whose coffee company has not only exclusively sold organic fairly traded gourmet coffee and cocoa beans since its founding in 1993, but has funded dozens of village - led community development projects in the lands where he sources his beans John Kremer, whose concept of exponential growth through «biological marketing,» just as a single kernel of corn grows into a plant bearing thousands of new kernels, could completely change your business strategy Amory Lovins of the Rocky Mountain Institute, who built a near - net - zero - energy luxury home back in 1983, and has developed a scientific, economically viable plan to get the entire economy off oil, coal, and nuclear and onto renewables — while keeping and even improving our high standard of living

By all indications, the Conservative party is about to once again go on a federal campaign with little more than a fig leaf in lieu of a serious climate change mitigation strategy.

Forward - looking statements are based on estimates and assumptions made by BlackBerry in light of its experience and its perception of historical trends, current conditions and expected future developments, as well as other factors that BlackBerry believes are appropriate in the circumstances, including but not limited to the launch timing and success of products based on the BlackBerry 10 platform, general economic conditions, product pricing levels and competitive intensity, supply constraints, BlackBerry's expectations regarding its business, strategy, opportunities and prospects, including its ability to implement meaningful changes to address its business challenges, and BlackBerry's expectations regarding the cash flow generation of its business.

An expert in leadership and social change, John was named among the «Top Management Articles of the Decade» by Strategy & Business and his TED talks are widely viewed.

is that we'll see plenty of strategy number two by retail and entertainment companies in the years ahead because of the changes caused by Amazon and Netflix in these two areas.

In fact, Bloomberg reported back in September that Chinese property transactions had risen in 2017, although prices and sizes of the properties eyed by Chinese buyers were lower as they changed their investment strategies to opt for more affordable properties in emerging investment destinationIn fact, Bloomberg reported back in September that Chinese property transactions had risen in 2017, although prices and sizes of the properties eyed by Chinese buyers were lower as they changed their investment strategies to opt for more affordable properties in emerging investment destinationin September that Chinese property transactions had risen in 2017, although prices and sizes of the properties eyed by Chinese buyers were lower as they changed their investment strategies to opt for more affordable properties in emerging investment destinationin 2017, although prices and sizes of the properties eyed by Chinese buyers were lower as they changed their investment strategies to opt for more affordable properties in emerging investment destinationin emerging investment destinations.

In this year B2B content marketing strategies show a drastic change by adopting various tactics such as, videos, research reports, mobile content and virtual conferences.

Facebook changed its policy in 2015 after concerns about misuse of data by third parties and a shift in strategy tied to its relationships with developers.

They then seek to boost the value of their stakes by putting pressure on management to adopt a change in strategy — such as a spinoff, sale, or other organizational restructuring or changes in capital allocation — aimed at «enhancing shareholder value.»

He focuses on delivering strategies and analyses in the currency market as defined by fundamentals, changes in macroeconomic themes, and technical developments.

If after you opt - in, you change your mind, you may withdraw your consent for us to contact you, for the continued collection, use or disclosure of your information, at anytime, by contacting us at [email protected] or mailing us at: Corporation for Social Security Claiming Strategies 74 Taunton Street Plainville MA USA 02762

Hedge funds and private equity funds trade in diverse complex strategies that are affected in different ways and at different times by changing market conditions.

Examples of these risks, uncertainties and other factors include, but are not limited to the impact of: adverse general economic and related factors, such as fluctuating or increasing levels of unemployment, underemployment and the volatility of fuel prices, declines in the securities and real estate markets, and perceptions of these conditions that decrease the level of disposable income of consumers or consumer confidence; adverse events impacting the security of travel, such as terrorist acts, armed conflict and threats thereof, acts of piracy, and other international events; the risks and increased costs associated with operating internationally; our expansion into and investments in new markets; breaches in data security or other disturbances to our information technology and other networks; the spread of epidemics and viral outbreaks; adverse incidents involving cruise ships; changes in fuel prices and / or other cruise operating costs; any impairment of our tradenames or goodwill; our hedging strategies; our inability to obtain adequate insurance coverage; our substantial indebtedness, including the ability to raise additional capital to fund our operations, and to generate the necessary amount of cash to service our existing debt; restrictions in the agreements governing our indebtedness that limit our flexibility in operating our business; the significant portion of our assets pledged as collateral under our existing debt agreements and the ability of our creditors to accelerate the repayment of our indebtedness; volatility and disruptions in the global credit and financial markets, which may adversely affect our ability to borrow and could increase our counterparty credit risks, including those under our credit facilities, derivatives, contingent obligations, insurance contracts and new ship progress payment guarantees; fluctuations in foreign currency exchange rates; overcapacity in key markets or globally; our inability to recruit or retain qualified personnel or the loss of key personnel; future changes relating to how external distribution channels sell and market our cruises; our reliance on third parties to provide hotel management services to certain ships and certain other services; delays in our shipbuilding program and ship repairs, maintenance and refurbishments; future increases in the price of, or major changes or reduction in, commercial airline services; seasonal variations in passenger fare rates and occupancy levels at different times of the year; our ability to keep pace with developments in technology; amendments to our collective bargaining agreements for crew members and other employee relation issues; the continued availability of attractive port destinations; pending or threatened litigation, investigations and enforcement actions; changes involving the tax and environmental regulatory regimes in which we operate; and other factors set forth under «Risk Factors» in our most recently filed Annual Report on Form 10 - K and subsequent filings by the Company with the Securities and Exchange Commission.

It can, however, block meaningful social change and punish «enemies» by integrating economic, psychological, diplomatic, and military aspects of warfare into a comprehensive strategy that includes suffering in its definition of victory.

Furthermore, it is obvious that this shift in strategy has been facilitated by his change of view on the relation between the historicity of natural processes and human affairs.

They do not deny the value of tradition or social order, but they are searching for a new strategy by which to bring about basic changes in society without too much delay.

By contrast, the National Security Strategy paper speaks not of permanent superiority but of leadership, calls for a secure presence in space but not control of it (or cyberspace), implies the possibility of regime changes without stating it explicitly, and does not mention developing smaller nuclear weapons.

According to evolutionary psychology, the emergence of the human species was accompanied by a change in reproductive strategy, a switch to producing a smaller numbers of offspring whose parents made a correspondingly greater investment in seeing them reach adulthood.

Instead, Packaging Progressions works hard to exercise its continuous improvement strategy in the product design and fabrication stage by incorporating changes suggested by customers.

«The change in chairman, I wouldn't expect it to change the strategy at all as it's being driven by the CEO,» said Mr Teh.

ConAgra Foods, Inc.'s strategy to change the way they transition from one pudding flavor to another in a manufacturing facility by creating blended flavors rather than waste product while flushing the manufacturing line from one flavor to another.

The deal reflects the change in development strategy adopted by Javed Ahmed, the new chief executive of Tate & Lyle.

The Internet of Everything is Key to Optimizing Supply Chain Processes December 8, 2015: By adopting an IoE strategy, manufacturers and supply chain operators across industries can prepare for changes in product demand or packaging design.

Launched in 2015, the Women of the Vine trade alliance is anchored by the websitewww.WomenoftheVine.com, which offers information on education through the Women of the Vine Global Symposium (to be held March 13 - 15, 2017 in Napa, CA), regional meetings, webinars, best - practice strategies, a job board, discussion forum, networking and collaboration opportunities, and tools for forward - thinking employers and employees seeking to change the industry from within.

... it [was] premature to bring forward legislative changes to food and beverage advertising while the [Labor Government «s] National Obesity Strategy is developed by the National Preventative Health Taskforce and before the industry's initiatives in relation to responsible advertising can be properly assessed.

In fact, the league has implicitly condoned it by refusing to sanction such strategies in the rule changIn fact, the league has implicitly condoned it by refusing to sanction such strategies in the rule changin the rule change.

The biological link between the subjective sensation of effort and the physiological changes occurring during exercise is of crucial importance, because it provides a mechanism by which the RPE could, in theory, contribute to the regulation of exercise performance, the limit to exercise and pacing strategy.

As I mentionned above that ive just watched all the Arsenal game 2007 and 2008, Ive personnaly gave up with this idea of strngthenin our defence.Its obvious, we need CDM, and I strongly recommend Toure for that job, but finally, I found out our main PBM: AW is a man who beleives in: THE BEST DEFENCE IS ATTACKIN.He has built the team that way.When I watched our 2007 games, i could see that most of these teams who has defeated us this season played exactly the same style of game last season but they couldnt perform so much as our attackin side were so strong for them so that they were always held at their own defensive side.The game is completely Psycological.At the 1st 10mn of the game, they try to attack @their best, but just when we start attackin then all their mdlfldr start to pull back coz most of our attack are all dangerous.And this is what makes the diffrence between the so called BIG 4 and the rest of the league.The Pbm isnt really that our defence is so weak, It is our attack which is WEAK.Durin the first half of this season, Our guys couldnt perform any attackin strategy planned by AW, coz 1st: they were new to it, coz they have only practiced it durin trainin session.2 nd: Some of the key players are gone.3 rd: Even AW did nt know where exactly is the best position for those new players, the likes of Nasri, Vela, and some of them were all subsitute last year.Plus they are all young players who can improve and change their style game after game.

In an editorial accompanying the study, Russell Pate and Dr. Jennifer O'Neil of the Department of Exercise Science at the University of South Carolina said the study showed the «need to learn ways in which the doses of physical activity provided during youth sports and activity programs can be most effectively increased by modifying the manner in which the practices and contests are conducted... [such as] by changes in instructional practices that produce greater emphasis on keeping youth active while they learn individual skills and team strategies.&raquIn an editorial accompanying the study, Russell Pate and Dr. Jennifer O'Neil of the Department of Exercise Science at the University of South Carolina said the study showed the «need to learn ways in which the doses of physical activity provided during youth sports and activity programs can be most effectively increased by modifying the manner in which the practices and contests are conducted... [such as] by changes in instructional practices that produce greater emphasis on keeping youth active while they learn individual skills and team strategies.&raquin which the doses of physical activity provided during youth sports and activity programs can be most effectively increased by modifying the manner in which the practices and contests are conducted... [such as] by changes in instructional practices that produce greater emphasis on keeping youth active while they learn individual skills and team strategies.&raquin which the practices and contests are conducted... [such as] by changes in instructional practices that produce greater emphasis on keeping youth active while they learn individual skills and team strategies.&raquin instructional practices that produce greater emphasis on keeping youth active while they learn individual skills and team strategies.»

The complementary strategy of maintaining a consumer boycott of Nestlé products is now rarely referred to by the Methodist Church, in part because JACEI and CFB give the impression that Nestlé changed (not explaining that the FTSE4Good criteria were weakened) and violations are now isolated occurences, whereas monitoring evidence shows they are systematically produced by Nestlé management systems.

Nestlé promised to changes it practices by 2015 (typical of its strategy of diverting criticism by promising future action — in 2000 it promised to stop child slavery and labour in its cocoa supply chain within five years, but has not done so).