Sentences with phrase «key management change»

Monsanto's New Chief Information Officer IT sales experts should be alerted to a key management change at Monsanto's.

- Daimler to Break Into Three Companies - Ford Makes Key Management Changes - Mid-Size Pickup Sales Breakdown - ADAS Technology Proving to be Effective - Volkswagen Introduces the T - Roc CUV - BMW Adding Roadster Version of i8

Not exact matches

Instead, management's key job is to communicate — openly and transparently — about all matters, from changing market realities to internal operations.

That's why BI Intelligence spent months putting together the best and most comprehensive guide on robo advisors entitled The Robo - Advising Report: Market forecasts, key growth drivers, and how automated asset management will change the advisory industry.

The key turning point came a decade ago, when Smith made significant changes to Winters» management structure after reading Jim Collins» bestselling business book Good to Great.

Know that when a key executive leaves, it needs careful management — perhaps the most damaging thing an executive team can do is to gloss over the change.

With agile project management, the key is that what is delivered changes but the time limit is always fixed.

That's why BI Intelligence spent months putting together the greatest and most exhaustive guide on robo advisors entitled The Robo - Advising Report: Market forecasts, key growth drivers, and how automated asset management will change the advisory industry.

These risks include, in no particular order, the following: the trends toward more high - definition, on - demand and anytime, anywhere video will not continue to develop at its current pace or will expire; the possibility that our products will not generate sales that are commensurate with our expectations or that our cost of revenue or operating expenses may exceed our expectations; the mix of products and services sold in various geographies and the effect it has on gross margins; delays or decreases in capital spending in the cable, satellite, telco, broadcast and media industries; customer concentration and consolidation; the impact of general economic conditions on our sales and operations; our ability to develop new and enhanced products in a timely manner and market acceptance of our new or existing products; losses of one or more key customers; risks associated with our international operations; exchange rate fluctuations of the currencies in which we conduct business; risks associated with our CableOS ™ and VOS ™ product solutions; dependence on market acceptance of various types of broadband services, on the adoption of new broadband technologies and on broadband industry trends; inventory management; the lack of timely availability of parts or raw materials necessary to produce our products; the impact of increases in the prices of raw materials and oil; the effect of competition, on both revenue and gross margins; difficulties associated with rapid technological changes in our markets; risks associated with unpredictable sales cycles; our dependence on contract manufacturers and sole or limited source suppliers; and the effect on our business of natural disasters.

To understand and analyze the growing robo advisor market, BI Intelligence spent months putting together the best and most extensive guide on robo advisors entitled The Robo - Advising Report: Market forecasts, key growth drivers, and how automated asset management will change the advisory industry.

For example, the expected timing and likelihood of completion of the proposed merger, including the timing, receipt and terms and conditions of any required governmental and regulatory approvals of the proposed merger that could reduce anticipated benefits or cause the parties to abandon the transaction, the ability to successfully integrate the businesses, the occurrence of any event, change or other circumstances that could give rise to the termination of the merger agreement, the possibility that Kraft shareholders may not approve the merger agreement, the risk that the parties may not be able to satisfy the conditions to the proposed transaction in a timely manner or at all, risks related to disruption of management time from ongoing business operations due to the proposed transaction, the risk that any announcements relating to the proposed transaction could have adverse effects on the market price of Kraft's common stock, and the risk that the proposed transaction and its announcement could have an adverse effect on the ability of Kraft and Heinz to retain customers and retain and hire key personnel and maintain relationships with their suppliers and customers and on their operating results and businesses generally, problems may arise in successfully integrating the businesses of the companies, which may result in the combined company not operating as effectively and efficiently as expected, the combined company may be unable to achieve cost - cutting synergies or it may take longer than expected to achieve those synergies, and other factors.

Following are nine key types of wealth management industry players, listed in order of biggest potential losers to biggest winners in asset gains or losses by 2020, and some of the changes they will have to make.

Such risks and uncertainties include, but are not limited to: our ability to achieve our financial, strategic and operational plans or initiatives; our ability to predict and manage medical costs and price effectively and develop and maintain good relationships with physicians, hospitals and other health care providers; the impact of modifications to our operations and processes; our ability to identify potential strategic acquisitions or transactions and realize the expected benefits of such transactions, including with respect to the Merger; the substantial level of government regulation over our business and the potential effects of new laws or regulations or changes in existing laws or regulations; the outcome of litigation, regulatory audits, investigations, actions and / or guaranty fund assessments; uncertainties surrounding participation in government - sponsored programs such as Medicare; the effectiveness and security of our information technology and other business systems; unfavorable industry, economic or political conditions, including foreign currency movements; acts of war, terrorism, natural disasters or pandemics; our ability to obtain shareholder or regulatory approvals required for the Merger or the requirement to accept conditions that could reduce the anticipated benefits of the Merger as a condition to obtaining regulatory approvals; a longer time than anticipated to consummate the proposed Merger; problems regarding the successful integration of the businesses of Express Scripts and Cigna; unexpected costs regarding the proposed Merger; diversion of management's attention from ongoing business operations and opportunities during the pendency of the Merger; potential litigation associated with the proposed Merger; the ability to retain key personnel; the availability of financing, including relating to the proposed Merger; effects on the businesses as a result of uncertainty surrounding the proposed Merger; as well as more specific risks and uncertainties discussed in our most recent report on Form 10 - K and subsequent reports on Forms 10 - Q and 8 - K available on the Investor Relations section of www.cigna.com as well as on Express Scripts» most recent report on Form 10 - K and subsequent reports on Forms 10 - Q and 8 - K available on the Investor Relations section of www.express-scripts.com.

Trade Minister Michael Fortier asserted at the negotiations that «our position on supply management will not change,» but this assertion did not have to be tested since the key players walked away from the table.

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.

• Inform the Board regularly regarding the status of key initiatives and any trends or foreseeable changes that, in the judgment of management, may help the Company avoid surprises.

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.

Many factors could cause BlackBerry's actual results, performance or achievements to differ materially from those expressed or implied by the forward - looking statements, including, without limitation: BlackBerry's ability to enhance its current products and services, or develop new products and services in a timely manner or at competitive prices, including risks related to new product introductions; risks related to BlackBerry's ability to mitigate the impact of the anticipated decline in BlackBerry's infrastructure access fees on its consolidated revenue by developing an integrated services and software offering; intense competition, rapid change and significant strategic alliances within BlackBerry's industry; BlackBerry's reliance on carrier partners and distributors; risks associated with BlackBerry's foreign operations, including risks related to recent political and economic developments in Venezuela and the impact of foreign currency restrictions; risks relating to network disruptions and other business interruptions, including costs, potential liabilities, lost revenues and reputational damage associated with service interruptions; risks related to BlackBerry's ability to implement and to realize the anticipated benefits of its CORE program; BlackBerry's ability to maintain or increase its cash balance; security risks; BlackBerry's ability to attract and retain key personnel; risks related to intellectual property rights; BlackBerry's ability to expand and manage BlackBerry ® World ™; risks related to the collection, storage, transmission, use and disclosure of confidential and personal information; BlackBerry's ability to manage inventory and asset risk; BlackBerry's reliance on suppliers of functional components for its products and risks relating to its supply chain; BlackBerry's ability to obtain rights to use software or components supplied by third parties; BlackBerry's ability to successfully maintain and enhance its brand; risks related to government regulations, including regulations relating to encryption technology; BlackBerry's ability to continue to adapt to recent board and management changes and headcount reductions; reliance on strategic alliances with third - party network infrastructure developers, software platform vendors and service platform vendors; BlackBerry's reliance on third - party manufacturers; potential defects and vulnerabilities in BlackBerry's products; risks related to litigation, including litigation claims arising from BlackBerry's practice of providing forward - looking guidance; potential charges relating to the impairment of intangible assets recorded on BlackBerry's balance sheet; risks as a result of actions of activist shareholders; government regulation of wireless spectrum and radio frequencies; risks related to economic and geopolitical conditions; risks associated with acquisitions; foreign exchange risks; and difficulties in forecasting BlackBerry's financial results given the rapid technological changes, evolving industry standards, intense competition and short product life cycles that characterize the wireless communications industry.

Deutsche Bank WM is also pursuing a digital revamp of sorts and the change of leadership at the very top of the bank — John Cryan is out and former wealth management and commercial banking boss Christian Sewing is in — may bode well for the German lender, which has stated on record that it will focus on building its wealth management business in key markets, including Hong Kong and Singapore.

This management change is just one example of the kind of signal you can use to accelerate the sales cycle — they provide golden opportunities to quickly get in front of key decision makers.

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.

Water management and climate change are two key issues in coffee production.

With nearly 90 % of all the seafood consumed by Americans coming from imports and nearly 50 % of these imports coming from often unregulated aquaculture sources *, Dock to Dish Key West is dedicated to engineering a fundamental change in the seafood marketplace through a revival of traditional values and principles, while focusing on freshness and transparency under an ecosystem - based management approach to sustainability.

the key function of the dairy sector in the management of terrestrial ecosystems and the need to address environmental degradation and climate change, and to support biodiversity;

Her experience across sales and marketing, change management, communication and strategic planning were key factors to her appointment.

sorry, just not wanting wenger to have the excuse again of a tie in a second leg, to get change we need to get beat, if we finish behind spurs, loose to watford at home and get humiliated in the ucl, and they still do not buy a w / c striker, spend on key players, or change management then i know where i stand...

Environmental management can potentially devise separate strategies to target key phases in the lifecycle of males and females, respectively, with the aim of minimising the influence of climate change on their development and ultimately the success of the species.»

One key take - away is that biologists can't look to annual changes in nesting activity as a way to gauge the success of any particular management strategy, she says.

Maintaining and restoring healthy ecosystems plays a key role in adapting to and mitigating climate change through biodiversity conservation, sustainable use and sustainable land management and yields multiple environmental, economic and social benefits.

Campus Project Management activity brings together a number of groups and individuals that all play a key role in identifying, scoping, developing and delivering Campus related projects in support of the Campus vision to drive, catalyse and lead the advance of life - changing science for the benefit of the world.

Knowledge of these thresholds is key to the sustainable management of ecosystems and to anticipating irreversible changes and / or ecological collapse,» wrote Alfredo Huete, a researcher at the University of Sydney in Australia, in an accompanying commentary on the study in Nature.

I'm a Take Shape For Life Health Coach, and I believe, and my clients would testify, that the key for long - term weight management is lifestyle change.

In an ever - changing business where the shelf life for stardom and multi-million-dollar contracts are short, Spencer is intent on proving that the key to successful sports management isn't just about making money and having fun — it's about delivering on the promises you make.

Principals are key change agents for their schools; driving change requires the management and leadership skills to help diverse stakeholders establish priorities and improve practice.

The peer - led programme covering topics such as change management, effective leadership and futureproofing education will help leaders build vital collaborative links with peers, key education stakeholders and suppliers.

Make the Change - an in - depth resource to develop research, presentation, project management and writing sills Say What Definition Match - teaches key words including reuse, recycle, reduce in a fun definition match activity Earth Day Litter Pick - a fun activity to get children thinking about the rubbish that's thrown away.

Over the next few years it will be a key management enabling tool to support institutions make important decisions regarding their teaching and research activities in the changing financial climate.

When I consult organisations looking to hire managers, for example, occasionally senior staff members stress «real» management skills, the importance of facts and figures, key performance indicators, change and control.

The overall goal of this extension of our existing work in partnership with TFF and Achievement First Bridgeport Academy (AFBA) is to continue and expand our work in Bridgeport focusing in several keys areas: (1) building knowledge about (a) children's emerging skills and areas of challenge in the social - emotional domain and why these skills are critical to school success, and (b) the ways in which adult stress and skills in the social - emotional domain can impede or foster children's social - emotional skill development; (2) identifying, deploying, and evaluating strategies to build adult and child skills in social - emotional learning with an emphasis on the Tauck Family Foundation's (TFF) five essential SEL skills; and (3) developing and testing a performance management system for SEL that (a) guides the identification of strategies, (b) provides a mechanism for ongoing progress monitoring, feedback, and changes to practice, and (c) serves as an anchor point for ongoing coaching and support in using SEL strategies.

«The key lever to changing schools is changing systems, which means you have to change the labor - management dynamic to be one that is very disciplined and very collaborative,» she said, noting the combative environment in New York, a finalist state that didn't have an overwhelming amount of local district and union buy - in.

Key finding 5: Performance management processes have improved and most teachers feel their schools» policies are fair, but the changes have added to teachers» workloads.

These changes are discussed in detail in our report, but one of the key messages is that performance management processes were reported by both senior leaders and teachers to be more transparent, robust and rigorous as a result.

Founded in 1987, The Consortium for Educational Change (CEC)'s mission is to build collaborative structures, processes and cultures with and among key educational stakeholders, including labor and management, to transform educational systems to continuously improve learning and achievement for ALL students.

Based on RFA's research on Philadelphia's prior experience with governance changes and diverse providers, the experiences of other districts, and an examination of the relevant literature, key considerations include funding, management capacity, accountability, choice and equity, and politics.

Options: Burmester surround sound system ($ 3,990); adaptive cruise control including Porsche Active Safe ($ 2,690); extended leather interior package ($ 1,975); illuminated carbon fiber front and rear door sill guards ($ 1,850); thermal and noise insulated privacy glass ($ 1,120); Porsche entry and drive system ($ 1,090); four - zone climate control ($ 1,020); leather steering column ($ 855); lane change assist ($ 850); extended LED comfort lighting package ($ 845); front seat ventilation ($ 800); panorama roof system ($ 660); ParkAssist with rear camera ($ 655); trailer hitch not including receiver or tow ball ($ 650); cargo management ($ 590); Porsche dynamic lighting system plus ($ 550); painted key fob ($ 335); comfort lighting package including memory package ($ 250); online services ($ 210)

Being able to change the spring rate (the system reduced the amount of air when it needs to increase the spring rate — less air is harder to compress for a given suspension movement) in conjunction with tuning the damping rate via Porsche's PASM (Porsche Active Suspension Management) system is key to the Panamera's ability to offer excellent ride and yet still deliver sharp, sports - car - like handling.

Porsche Entry & Drive, in - car transmitter, interior and exterior antenna system, proximity sensors, locking buttons on exterior door handles and double closing button for the automatic tailgate, Front Seat Ventilation, seat squabs and backrests in the front featuring three - stage ventilation and separate controls for left and right, 14 - Way Power Seats, memory for driver and front passenger seat settings, steering column and exterior mirror positions and settings for lights, wipers, air conditioning, door locking, instrument cluster and PCM on the key remote, Memory Package, Lane Change Assist (LCA), a visual signal from the exterior mirrors, Front & Rear Seat Heating, three - stage heating w / separate controls for left and right seats, LED Headlights, Porsche Dynamic Light System Plus (PDLS Plus), Comfort Lighting Package (PP6), Reversing Camera w / Front & Rear ParkAssist,; a color camera image w / dynamic guidelines on the audio system CDR Plus and the Porsche Communication Management (PCM) screen facilitates controlled and precise reverse parking and maneuvering, Electric Slide & Tilt Glass Sunroof, tinted single - sheet safety glass w / manual sunscreen and comfort closing facility, Electric Sunblinds for Rear Side Windows

Porsche Entry & Drive, in - car transmitter, interior and exterior antenna system, proximity sensors, locking buttons on exterior door handles and double closing button for the automatic tailgate, Front Seat Ventilation, seat squabs and backrests in the front featuring three - stage ventilation and separate controls for left and right, 14 - Way Power Seats, electric seat squab length adjustment and four - way lumbar support for driver and front passenger, Comfort Memory Package, memory for driver and front passenger seat settings, steering column and exterior mirror positions and settings for lights, wipers, air conditioning, door locking, instrument cluster, PCM on the key remote and exterior mirror parking aid (automatic mirror dipping), Lane Change Assist (LCA), a visual signal from the exterior mirrors, Front & Rear Seat Heating, three - stage heating w / separate controls for left and right seats, Panoramic Roof System, 2 segments of tinted safety glass,; electrically operated sunscreen covering entire glass and comfort closing facility, LED Headlights, Porsche Dynamic Light System Plus (PDLS Plus), Comfort Lighting Package (PP6), Reversing Camera w / Front & Rear ParkAssist, a color camera image w / dynamic guidelines on the audio system CDR Plus and the Porsche Communication Management (PCM) screen facilitates controlled and precise reverse parking and maneuvering, Electric Sunblinds for Rear Side Windows

TOW HITCH RECEIVER & BALL MOUNT, TOUCH - FREE POWER REAR DOOR, PREMIUM TRIPLE - BEAM LED HEADLAMPS - inc LED cornering lamps, automatic high beams and adaptive front lighting system, PANORAMIC VIEW MONITOR W / BLIND SPOT MONITOR - inc rear cross traffic assist, intelligence clearance and back sonar, and lane change assist, PANORAMIC MOONROOF - inc roof rail, F SPORT PACKAGE - inc active sound generator, black headliner, F Sport exterior and steering wheel badging, F Sport meter, front and rear performance dampers, paddle shifters, scored aluminum trim, pedals and footrest, unique fascia, front bumper and rear bumper, vehicle dynamics integrated management (VDIM), rear door inner finishplate, front illuminated aluminum scuff plates, rear aluminum scuff plates and perforated shift knob, Black Electrochromic Outer Mirrors, power fold and memory, COLOR HEADS UP DISPLAY, COLD AREA PACKAGE, ACCESSORY PACKAGE - inc Cargo Net, Carpet Cargo Mat, Key Gloves, Alloy Wheel Locks, 3500 LBS TOW PREP PACKAGE - inc Heavy Duty Radiator, Transmission Cooler, Heavy Duty Alternator.