Sentences with phrase «global needs of»

Now the world's largest law firm, Dentons» global team builds agile, tailored solutions to meet the local, national and global needs of private and public clients of any size in more than 125 locations serving 50 - plus countries.

In order to stay competitive and address the global needs of customers, both Chinese businesses and foreign companies are rushing to develop sophisticated corporate legal departments.

Our Miami Corporate Practice addresses both the local, regional and global needs of publicly traded and privately owned corporations, as well as financial institutions and investment funds.

Unlike Amazon and Kobo, Barnes & Noble already has a catalogue of Russian books provided by the Russian e-book store Litres to address the global needs of 50 million Russian ex-pats.

Designed to serve the global needs of the 21st century, the programs provide innovative and inspirational strategies to teachers through the Sanford Education Programs, and to nonprofit and for - profit leaders through the Institute of Philanthropy.

«You have to be willing to change with the data to support the global needs of the startup,» Widmaier says.

«Packaging has opportunities to solve many of the global needs of the world,» he said, «including food distribution and supplying areas of the world that need nourishment.»

Not exact matches

Salespeople need to recognize subtle differences across a range of global markets.

I should also note a thrust of my Leadership and the Environment keynote is that although I support science, education, innovation, and the approaches to reducing pollution, resource depletion, overpopulation, global warming, and our other environmental problems, I believe we need leadership in the style of Martin Luther King Junior, Nelson Mandela, Vaclav Havel, Mohandas Gandhi, and so on.

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.

And when I say procto - parents, I mean parents who are totally into minding their kids» and everyone else's business, but don't know the first thing about effective education, or how to build the kind of self - sufficient, self - starting students that we actually do need to compete in the global marketplace.

The global network of business leaders was supposed to help emerging - market entrepreneurs scale up, but now the organization is needed closer to home.

«To get the true value, you need the network effect,» said Graham Warner, head of global transaction banking product development in the Americas at Deutsche Bank, told Business Insider in 2016.

For example, it is a partner of the conference of the 55 members of the Global Engineering Deans Council (GEDC), to share its best practices and communicate its education innovation and skills development needs.

If you need evidence of this fact, consider China's massive state mining operations and stake in Bitcoin, undeniably viewed as a tool for leverage on a global scale.

«Our applicants realize the global energy industry is undergoing profound change and that they need more skills and knowledge to prosper,» says Claire Dixon, Haskayne's director of MBA programs.

Beth Pickens, Managing Director of Global Consumer and Retail at William Blair, explains how society has shifted from a «need culture» to a «want culture» when it comes to retail.

Lane talked of Canada's need to restore its place in global supply chains after the Great Recession and how a stronger currency «battered» exporters after the financial crisis.

Investors need to be more «forensic» about their portfolios given current levels of volatility, Bill Street, head of investments EMEA at State Street Global Advisors, said.

With 80 % of the world's farmable land already in use, Dickson Despommier, an ecologist at Columbia University's Mailman School of Public Health, says that in 50 years we would need «another Brazil - sized landmass» to feed the three billion people expected to be added to the global population.

China's economic rebalancing towards more consumer - oriented growth has global businesses cautious, but pessimists need only look at the country's annual e-commerce event for a powerful reminder of consumer buying power.

Releasing a report responding to Ceres — a group made up of institutional investors which has for years been pushing resource companies to disclose their carbon bubble risks — Exxon vice-president of corporate strategic planning William Colton said, «All of ExxonMobil's current hydrocarbon reserves will be needed, along with substantial future industry investments, to address global energy needs.»

Global growth should hit 3.5 percent of gross domestic product this year and the next, but leaders need to address several financial vulnerabilities, the International Monetary Fund said Wednesday ahead of a G20 meeting.

During Naseba's 19th Global Women in Leadership (WIL) Economic Forum 2017 forum, H.E. Noura Al Kaabi asserted in a keynote address about the significance of women empowerment, emphasizing on the need for flexible working practices for women in the workplace.

«But the industry we're in and the global nature of our business is rapidly changing, and we need to change with it.»

Investors are right to be optimistic about the global economy, but need to accept that volatility will be part of the ride, says Jeff Klingelhofer of Thornburg Investment Management.

Many airlines around the world feed into this need for prestige by offering arcane top tiers, the best known of which is United's Global Services, which is said to be based not on miles flown but how much you paid for your tickets.

What neither group seems to fully comprehend is that retail needs to fundamentally change to succeed, far beyond the addition of an online component, to meet the experience expectations of today's generation, an oversupplied global marketplace, and technology for instant pricing and distribution.

He identified three obstacles that could affect any possible recovery in the global employment rate: «Over the fore ¬ seeable future, the world economy will probably grow less than was the case before the global crisis,» complicating «the task of generating the over 42 million jobs that are needed every year in order to meet the growing number of new entrants in the labor market.»

Yes, but its status quo is too wedded to corruption, easy credit, coal and delusions of global grandeur to make the kind of commitment needed to develop clean energy on the scale China needs to continue industrializing.

As much as I see the U.S. Global Empire as a tragic waste of wealth and resources, I also see very clearly that all the Empire needs to do to continue its dominance is:

What these people know — and what more Canadians need to understand — is that truly innovative companies tend to create more value as time goes on, as they shed the hype and tumult of the startup phase and gain the customers, experiences and processes needed to become global businesses.

According to Deloitte's 2016 Global Outsourcing survey, approximately 3 in 10 of companies surveyed that used outsourcing wanted access to intellectual capital and saw outsourcing as critical to meeting business needs and enhancing service quality.

Similarly, to support its global data - collecting network, will Saildrone need to become one of the largest ship builders in the world?

To truly be a global leader in digital technology, innovation needs to become a significant part of the city's identity — how the world sees it and how it sees itself.

«Boards need to spend a bigger proportion of time looking forward to where global forces are moving their markets,» says Wiseman.

Another good example is Johnson & Johnson, a global organization with employees all over the world, who realized that they needed culturally relevant and appropriate content for distance learning and training that would make sense to each specific region of the world in which they do business in order for their employees to truly feel connected.

«Confidence» was the theme of Poloz's opening statement before the House of Commons Finance Committee, which identified a need to restore the faith of Canadians in pursuing business opportunities following the shake - up of the global financial crisis.

Any company tempted to take a «see if they catch me» approach to avoid compliance costs needs to consider this: The fines for non-compliance can range as high as $ 20 million (almost U.S. $ 24 million) or 4 percent of global annual turnover — whichever is greater.

Dean Baquet, the executive editor of the Times, told his own newspaper in an interview that the cuts boil down to «needing to free up resources to build a digital report,» which the paper is trying to do with NYT Global and its other efforts.

This means that in the global fight against malaria, we need to do everything we can to slow the rise of drug - resistant forms of the disease.

Deb is the author of «Tips of the Tongue: The Nonnative English Speaker's Guide to Mastering Public Speaking» for global leaders who need to master the confidence, competence and cultural comfort of making presentations.

The managing director of Summerhill Venture Partners on the Radian6 deal, having a vision and why Canadian companies need to be global companies.

If I was a CEO of some big company, I would look into the future and see some pretty heavy waves coming at me, and start taking very seriously the idea that the future doesn't compute, that this $ 1 trillion sloshing around the global economy each day has turned it into a casino that needs to be dismantled.

Iain Black, president and CEO, Vancouver Board of Trade This budget reflects the type of long - term thinking that needs to be shown in a global context of the need for more free trade, particularly with Asia, South America and Europe.

Your marketing chief may be well - versed in dealing with customers, but you also need to hire someone who has experience interacting with investors and the global media, says Elizabeth Saunders, senior managing director of FTI's strategic communications practice in the Chicago office.

We need to ensure Canadian companies can stay one step ahead of their global competitors, rather than always playing catch - up.

I've already mentioned some of the things that you need to plan for, such as global expansion and what systems you need to integrate with, but you should also think about whether you will be supporting multiple brands and products over time and whether your customer support solution can scale as you grow.

In today's highly technical and globally competitive business world, it might seem that remarkable leaders need to have a heightened understanding and appreciation of technology, multi-national cultures, and global business trends.

The argument will continue, especially among younger entrepreneurs, that remarkable leaders differentiate themselves these days with their ability to navigate the complex and evolving needs of a global and technical while meeting the generational demands of young talent.