Sentences with phrase «change strategy at»

Investment Strategies — iMaximize Plan has 2 options here — you can change the strategy at any point of the policy term though.

«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.

Piacentini and Tenaglia then presented a project that integrates urban and peri-urban agriculture and forestry into city climate change strategies at work in Rosario, Argentina.

The Galaxy S8 and S8 + were believed to be the first Samsung smartphones to feature a dual - camera setup, but the Korean company changed its strategy at some point and featured a single lens camera on the latest flagships.

Not exact matches

The slower hiring isn't a sign of trouble at small businesses, but instead a change in strategy from before the Great Recession.

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.

The one - stop strategy really hasn't changed, it's just repeating itself in different industries at an accelerating rate.

«While this might make Putin look like a tough guy flexing new nuclear muscles ahead of upcoming undemocratic elections in Russia that will coronate him again, the new systems don't change the essential deterrence equation between the US and Russia,» Barry Pavel, a senior vice president and director of the Scowcroft Center for Strategy and Security at the Atlantic Council wrote.

«The issue is not that middle - class workers are doomed by automation and technology, but instead that human capital investment must be at the heart of any long - term strategy for producing skills that are complemented by rather than substituted for by technological change.»

When the pressure's on in the workplace, the Alignment Express can go off the rails: shrinking budgets, org changes, and shifting strategies force teams to do whatever it takes to keep trains on time... often at the expense of culture and values.

Tell me about a time when you had to adjust to a change in direction, whether it was a new business strategy, change in a project or customer focus, or leadership at the top.

Tony Fratto, founding partner at Hamilton Place Strategies, talks about the bipartisan system in the U.S., and whether change is needed.

You will find that at the very least they will change your strategies the next time you are looking to influence someone.

The term disrupt, at least as pertains to business, is defined by Dictionary.com as «to radically change an industry, business strategy, etc., as by introducing a new product or service that creates a new market.»

Even before Heinz bought Kraft, the small - town ways of Oscar Mayer were changing, says Mike Judge, former head of consumer insights and strategy there and now Director of the Center for Brand and Product Management Center at the University of Wisconsin Business School.

«This Petrov probe could change the narrative of Putin in the West — from being a Stalinist tyrant defending the interests of his country to being a product of gangster Petersburg who united authorities with organized crime,» Stanislav Belkovsky, a Kremlin adviser during Putin's first term who consults at Moscow's Institute for National Strategy, told Bloomberg.

«The finding that generational differences in PWE do not exist suggests that organizational initiatives aimed at changing talent management strategies and targeting them for the «very different» Millennial generation may be unwarranted and not a value - added activity,» they conclude.

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.

Understand that the world is changing faster than ever, and your strategy must be agile and ready to change with it at moment's notice.

The result is a radical change in the practice of strategy at this big company, letting market response to cheap experiments prevail over a battle of managerial egos.

Luca Solca, sector head of luxury goods at Exane BNP Paribas, speaks about British fashion brand Burberry's change of strategy.

Winegard said customers aren't likely to notice many of the immediate changes at the stores since those may involve merging logistics and supply chain infrastructure, or developing joint corporate strategies.

«The people who are at the vanguard of the investment community in and around San Francisco are starting to come to grips with the fact that there's a gaping hole in the strategy that investors are using today, and are now looking at things that are disruptively world - changing, fundamental technologies that will take five to 15 years to develop and are extremely capital intensive,» he says.

Anyway, on Sept. 11, the New York Times published an article that noted the increasing frequency of extreme market gyrations has regulators «looking at changes in the markets and automated trading strategies.»

Another candidate for the position had this impressive response: «I looked at all of your social media platforms and tried to back out of that what your communications strategy is, and how I would advise you to change or refine it.

Regulators at the Securities and Exchange Commission have been looking at changes in the markets and automated trading strategies in connection with volatility.

It requires a deep look at how the changing profile of work (technology, generations, talent sourcing, physical layout, talent strategy, etc.) requires organizations to adapt if they are to exist in the future.

Avoid making sudden, emotion - based changes to your investing strategy, and continue on as you would at any other point in the year.

You can contact us at any time to discuss changing either your investment strategy or your investment approach if you believe that your financial situation or goals have changed.

Karen Holdhouse, an analyst at Goldman Sachs, asked executives on the corporation's first - quarter conference call what they would do from an operational perspective if changing the company's communication strategies were not successful, and in particular, if the company planned to extend «an olive branch» to Canadian Tim Hortons consumers or to its franchisees.

The first example of this strategy was a motion at the beginning of June, after Donald Trump pulled out of the Paris Accord on climate change, declaring Parliament's support for the very same Paris Accord.

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.

Given changes in the business at home — namely CEO Travis Kalanick resigning amid a host of scandals involving sexual harassment and other bad management practices — the company appears to be having a wider thinking of its overall strategy.

Hug Your Haters will make you money, save you money and completely change the way you look at customers, and was named one of 2016's top 3 business books by Strategy: Business Magazine.

The discussion of the investment strategy of The Oakmark Funds represents the views of the portfolio managers and Harris Associates L.P. at the time of this material and are subject to change without notice.

At DiscoverOrg, this might take the form of a data enrichment and matching exercise, a custom buildout to support changes in a go - to - market strategy, or something as simple as a workshop on how to overcome email deliverability issues or how to write email sequences for a drip campaign.

Kevin Grandia, a noted climate - change blogger, observes that this time around, Canada has adopted a passive, do - nothing strategy: before, it had actively blocked attempts at real progress.

Business leaders at Booz Allen Hamilton, a strategy and technology consulting firm, discussed areas of change that could be implemented at graduate business schools in the article «What Business Needs from Business Schools.»

Cash Flow Mantra @ Cash Flow Mantra writes Net Worth TV Reviews How Investing Strategies Change at Various Employment Stages — Net Worth TV with Terry Bradshaw reviews how different people look at money at different stages in their lives.

Strategies that will help you overcome changing search engine algorithms, and at the same time teach you methods for creating new traffic streams so you are less reliant on search engines for traffic.

While it may seem that markets are dynamically changing at warp speed, it pays to pull back the throttle a bit and invest in gaining the requisite insight into customer strategy via customer insight and buyer persona development.

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.»

The discussion of the Fund's investments and investment strategy (including current investment themes, the portfolio managers» research and investment process, and portfolio characteristics) represents the Fund's investments and the views of the portfolio managers and Harris Associates L.P., the Fund's investment adviser, at the time of this letter, and are subject to change without notice.

I should still be young enough at that point to change strategy.

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.

Dr Lawrence Hrebiniak, Professor of Management in the Wharton School at the University of Pennsylvania, states in his book, Making strategy work: leading effective execution and change: «What's absolutely critical... is that the organization celebrates success.

Jeffries's departure reflects a change in strategy, said Simeon Siegel, a New York - based analyst at Nomura Holdings Inc..

«Global Strategy,» a new program of evangelism, was introduced at the recent session, and its emphasis could change Adventism considerably.