Sentences with phrase «change team strategy»

Jordan Kent, Splatoon player / Nintendo fan / athlete / broadcaster, and members from Nintendo Treehouse get ready for the 2017 Splatoon 2 World Inkling Invitational by chatting about how the single - player mode can help train you in the essentials before hopping into multiplayer, the importance of using recon to understand how stages change based on the mode, and how Ink Rails being added to Moray Towers can change team strategy.

Not exact matches

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

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.

Even the best strategy in the world — even something that could change the world — is worth far less than something far simpler that a team can actually execute on.

He brings expertise in: human capital strategy; building talent and strong teams; building strong corporate cultures; employee engagement; and leading change.

The president has repeatedly said he intends to intervene in the Justice Department, and leaks and changes to his legal team telegraph a strategy of escalation.

Not only did he safely navigate Volkswagen through that time; together with his team, he also fundamentally realigned the Group's strategy, initiated cultural change and, with great personal commitment, made sure that the Volkswagen Group not just stayed on track but is now more robust than ever before.

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.

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

As an internal and external consultant, she has led strategic projects such implementing self - managing teams in factory and white collar workplaces, implementing Work - Out ™ (employee - involvement process improvement activity) and change management processes, designing and implementing diversity awareness activities, customer satisfaction and leadership development strategies, and implementing performance improvement processes.

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.

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.

Every team will loose few games but we should change our strategy against top teams, be little defensive.

So while bitter rival Stanford has sent assistant coaches to scout Cal — marking the team's splits and the timing of its «moves» (power strokes)-- O'Neill never changes strategy from race to race.

Injuries indeed a factor, but then again that is every season (should take a look at that) but we CONSISTENTLY fail specially this season, because our Manager does not innovate, adapt, change strategies when he needs to... we have a team that could beat the Top 4 other teams with lesser quality do it why shouldn't we??

We need a change is strategy to beat these well organised teams.

Alongside a number of rule changes agreed at the last F1 Strategy Group, the F1 teams were told that «sporting regulations will be strictly enforced» to make sure driver names and numbers are clearer.

The way of football team managing and buying strategies have changed a lot since 2006.

There's also the possibility that we are going to change things up a bit offensively because, let's be honest, other teams have figured out our offensive strategy and it isn't really working anymore.

But there is no denial that a tactical change in the team's strategy is needed to get the best out of Cesc Fabregas.

They are also have progressive football strategy.They are now in discontinuities about winning performance.They are trying so much specially manager Pellegrino tried to change / modify the team strategy for better performances in the matches.They have few talented players.I hope the team will able to come back in winning / better performances.

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.

From Challenge Success, her team learned how to use strategies, grounded in university - based research, that would change the pace at school and allow kids to work in ways that felt meaningful.

She also coaches Challenge Success school teams in their visions and action plans for change, and supports research and student engagement strategies.

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.»

Develop educational strategies aimed for consumers, providers, insurers, legal professionals, and institutional risk management teams to promote change

Certainly an agency which sees a failing strategy should be bold and tell the client so, and the in - house team needs to have the courage to advise its board of the need for change if a campaign isn't working.

Prosecutors say they expect some unspecified «changes» in the testimony, while Silver's defense team says that ambiguity remains at the core of their strategy — to try to convince jurors that Silver's receipt of legal outside income was separate, and his official behavior was based on the merits of legislation and grants rather than a «quid pro quo» for a bribe.

Mr Rowley added: «It is clear from the discussion yesterday that dissent in public from the leadership view is perceived as disloyalty, but I am convinced we need a fundamental change in direction and strategy and therefore can not sign up to your leadership as one of your shadow team.»

Paladino's team, however, is questioning whether a majority of board members illegally met and informally decided to change course on their strategy to remove him.

As well as collecting weight - change data and logging emotional effects, the Lift team will use surveys to explore which strategies are the most likely to lead to weight - loss success.

Along with rapid validation techniques allowing in - house teams to test assumptions in hours or days, such insights enable internal innovators to drive change in health systems efficiently, instead of discovering months or years later that they invested in the wrong strategy.

An international team of scientists has developed a strategy to boost people's ability to adapt to climate change, revealed in a new study published today in the journal, Nature Climate Cchange, revealed in a new study published today in the journal, Nature Climate ChangeChange.

In a new study titled «Mating strategy flexibility in the laboratory: Preferences for long - and short - term mating change in response to evolutionarily relevant variables», the research team captured the relationship preferences of 151 heterosexual male and female volunteers (75 men and 76 women) by asking them to look at pictures of 50 potential partners, and to indicate whether they would prefer a long or short - term relationship with each.

«Hybrid» solution with small barriers affordable now Assuming a «middle climate change» scenario of about a foot of sea - level rise by midcentury, the team further assessed the cost - effectiveness of each flood - control strategy by measuring whether its benefits, or avoided risk, would outweigh the investment costs.

Warren talks about the state the company was in when he returned to take it over, how they streamlined the team to 190 staff, brought in executives including COO Armen Avedissian and changed their business strategy.

Shannon and the team at Perfect Partners are determined to coach their clients on how to implement strategies that can impact real change in their lives and the way they approach the game of love.

Keep up to date with social trends and strategy recommend changes, optimizations, and share learnings across all teams.

This team is creating the centralized capacity for facilitating and supporting the development of (a) new interventions strategies and materials, (b) highly precise theories of change associated with these interventions, and (c) measurement and evaluation of both child and caregiver outcomes that is closely tied to the theories — within individual pilots and across the entire portfolio.

«Anecdotal evidence from a cross section of healthcare teams in England and Wales (27 out of 57 contacted) suggests that although there are obesity clinics working specifically within local healthcare teams, some clinicians are not confident in knowing how to implement behaviour change and motivation strategies.»

The design team used the following strategies to mitigate the impact of content changes across the deliverables:

In addition to Kiernan Mathews, this institute will include the very best scholars bridging research and practice in academic leadership: Jerlando Jackson on leading diverse teams and harnessing existing diversity in the academic workforce; Adrianna Kezar on implementing change strategies in support of faculty and reconfiguring today's faculty roles into new faculty models; and KerryAnn O'Meara on strategies and solutions that make faculty workloads more visible, accountable, equitable, and credited.

And by impact we mean, for example, stating specific changes in a teacher's classroom strategies or clarity about a changed approach by a middle leader to addressing variation in teaching quality in her team.

Our team of coaches meets for about three hours each week to delve into the latest research on school leadership, effective teaching strategies, the change process, and the craft of coaching.

The studies reviewed here suggest that participation on school teams is a common strategy used by teacher leaders to effect change.

Inevitably at this stage, the team must make adjustments to the action plan or the instructional strategies; once those adjustments have been made and teaching and learning are clearly improving, it's time to celebrate the success of using data to fuel change!

Throughout his tenure, he has supported his team in creating innovative partnerships with the Oakland Unified School District, strengthening the credibility and standing of TFA within the community, and aligning the organization's overall strategy to the Oakland community's vision for change.

Thus, the Teaching and Technology Teams strategy is a way to change the way preservice teachers are taught by providing technology - related professional development to faculty members responsible for preparing preservice teachers.

Facilitated sessions and individual coaching calls throughout the year bring together teams to deepen their learning around Academic and Personal Behaviors, share strategies and approaches to help students persist in the face of rigorous learning challenges, and build capacity both within and across schools to implement changes and share learning.

Arguing that schools will be changed by conflict or attempts to avoid it, she describes a strategy of using a team of students, teachers, and the principal to intervene in crises and exploit their potential for constructive change.