These opinions and papers all drive home the following points: as succinctly stated by the ABA,» [l] awyers must take reasonable precautions to ensure that their clients» confidential information remains secure»; AND lawyers must keep themselves educated
on changes in technology and in the law relating to technology.
Tech Policy Lab's blog focuses
on changes in the technology world, whether it's new innovations, laws, or threats.
You should remain alerted
on any changes in the technology tools your business uses.
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.
Leaders have found that keeping everyone
on top of
changes in technology, competition and customer demands is critical to success.
Azim Premji, who chairs Indian
technology behemoth Wipro, spoke about embracing
change on «Managing Asia»
in 2010.
In the book, they reflect deeply
on the evolving nature of the wine industry and how
technology and the «tug - of - war between localism and tourism» have
changed the business.
But rather than start up any old publishing company — after all, times and
technology have
changed in the last century — Gao would build an e-book empire that didn't rely
on authors to pump out blockbuster ideas.
In the exploding world of mobile
technology, not a day goes by without another development that could
change everything you currently know
on the topic.
«Even though the pace of advances
in robotics and artificial intelligence may accelerate over the next two decades, the impact of that
change — whether it tends to increase or decrease employment — depends not
on the
technology, but
on demand.
In business,
change sometimes happens more quickly than you want it to — transformative
technologies arrive suddenly
on the market, tastes adjust, economies shift.
The company gave a glimpse of strategic
changes for Aeroplan, including allowing members to select any seat
on any airline, earn and redeem miles faster, use
technology to allow travel plans to be completed
in one place and a more personalized experience.
Stringent Federal Aviation Administration (FAA) rules prohibiting the use of unmanned aircraft for commercial use has largely kept American companies from leveraging drone
technology to their advantage, but that's rapidly
changing in the Arctic, where a series of FAA decisions handed down
in the past year are easing restrictions
on commercial drone flights.
The moves higher
in the region came
on the back of U.S. stocks finishing the Friday session little
changed despite strong earnings as
technology shares pulled back.
Such risks, uncertainties and other factors include, without limitation: (1) the effect of economic conditions
in the industries and markets
in which United
Technologies and Rockwell Collins operate
in the U.S. and globally and any
changes therein, including financial market conditions, fluctuations
in commodity prices, interest rates and foreign currency exchange rates, levels of end market demand
in construction and
in both the commercial and defense segments of the aerospace industry, levels of air travel, financial condition of commercial airlines, the impact of weather conditions and natural disasters and the financial condition of our customers and suppliers; (2) challenges
in the development, production, delivery, support, performance and realization of the anticipated benefits of advanced
technologies and new products and services; (3) the scope, nature, impact or timing of acquisition and divestiture or restructuring activity, including the pending acquisition of Rockwell Collins, including among other things integration of acquired businesses into United
Technologies» existing businesses and realization of synergies and opportunities for growth and innovation; (4) future timing and levels of indebtedness, including indebtedness expected to be incurred by United
Technologies in connection with the pending Rockwell Collins acquisition, and capital spending and research and development spending, including
in connection with the pending Rockwell Collins acquisition; (5) future availability of credit and factors that may affect such availability, including credit market conditions and our capital structure; (6) the timing and scope of future repurchases of United
Technologies» common stock, which may be suspended at any time due to various factors, including market conditions and the level of other investing activities and uses of cash, including
in connection with the proposed acquisition of Rockwell; (7) delays and disruption
in delivery of materials and services from suppliers; (8) company and customer - directed cost reduction efforts and restructuring costs and savings and other consequences thereof; (9) new business and investment opportunities; (10) our ability to realize the intended benefits of organizational
changes; (11) the anticipated benefits of diversification and balance of operations across product lines, regions and industries; (12) the outcome of legal proceedings, investigations and other contingencies; (13) pension plan assumptions and future contributions; (14) the impact of the negotiation of collective bargaining agreements and labor disputes; (15) the effect of
changes in political conditions
in the U.S. and other countries
in which United
Technologies and Rockwell Collins operate, including the effect of
changes in U.S. trade policies or the U.K.'s pending withdrawal from the EU,
on general market conditions, global trade policies and currency exchange rates
in the near term and beyond; (16) the effect of
changes in tax (including U.S. tax reform enacted
on December 22, 2017, which is commonly referred to as the Tax Cuts and Jobs Act of 2017), environmental, regulatory (including among other things import / export) and other laws and regulations
in the U.S. and other countries
in which United
Technologies and Rockwell Collins operate; (17) the ability of United
Technologies and Rockwell Collins to receive the required regulatory approvals (and the risk that such approvals may result
in the imposition of conditions that could adversely affect the combined company or the expected benefits of the merger) and to satisfy the other conditions to the closing of the pending acquisition
on a timely basis or at all; (18) the occurrence of events that may give rise to a right of one or both of United
Technologies or Rockwell Collins to terminate the merger agreement, including
in circumstances that might require Rockwell Collins to pay a termination fee of $ 695 million to United
Technologies or $ 50 million of expense reimbursement; (19) negative effects of the announcement or the completion of the merger
on the market price of United
Technologies» and / or Rockwell Collins» common stock and / or
on their respective financial performance; (20) risks related to Rockwell Collins and United
Technologies being restricted
in their operation of their businesses while the merger agreement is
in effect; (21) risks relating to the value of the United
Technologies» shares to be issued
in connection with the pending Rockwell acquisition, significant merger costs and / or unknown liabilities; (22) risks associated with third party contracts containing consent and / or other provisions that may be triggered by the Rockwell merger agreement; (23) risks associated with merger - related litigation or appraisal proceedings; and (24) the ability of United
Technologies and Rockwell Collins, or the combined company, to retain and hire key personnel.
«As
technology continues to
change education
in remarkable ways, and hundreds of entrepreneurs, teachers, and investors put their minds to harnessing its promise, it's still worth reading Sal Khan's description of his serendipitous entry, unpretentious philosophy, and profound impact
on the world of education.
Customers wants and needs
change on a regular basis, but predicting those can be easy as long as the right
technology is
in place.
Weaned
on mobile
technology, fluent
in social media and networking and immersed
in issues such as climate
change and sustainability, Millennials seek work environments that reflect their ideals.
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»).
Unrestricted access to American
technology; relaxation, if not removal, of controls
on sensitive high tech U.S. exports; unrestricted ability to make acquisitions of U.S. companies; substantial
changes in trade remedy laws to lessen their impact.
I realized it was the agencies who had their finger
on the pulse of all the rapid
changes in technologies and digital marketing tactics.
The game's success also shows how much has
changed in gaming
technology: the first three Super Mario games were all designed by hand,
on graph paper.
«Two years into my residency
in head and neck surgery, I thought, What's going to
change medicine the most
in the coming years is not what I'm learning
in medical textbooks, but rather the impact
technology is going to have
on the way we interact with patients.
There are no game -
changing advances left
in the core
technologies; both are now
on the curve of diminishing returns.
Technology is
changing businesses everywhere, but special attention now centers
on service - oriented industries, which already account for more than 50 percent of global GDP and are likely to see enormous opportunities for innovation
in coming years.
Changing technologies and globalization have put a premium
on completing a college education
in order to get and keep higher - paying jobs, Federal Reserve Chair Janet Yellen said
on Monday.
The world is
on the cusp of generational
change in terms of leadership and
technology, but must avoid the dangers of past such transitions, which resulted
in dramatic wars and huge misery, Sir Bob Gel
Staying
on top of
changes in the industry from new rules and regulations to the latest
in tools and
technology.
We're
on the cusp of some radical
changes in how and where we'll be working — driven largely by the introduction of new players and suppliers, new business models, new automation
technologies and new connectivity tools.
Luke argues InteraXon's
technology can prevent accidents from happening by identifying
changes in cognitive performance early
on and alerting drivers when they lose focus.
These risks and uncertainties include: Gilead's ability to achieve its anticipated full year 2018 financial results; Gilead's ability to sustain growth
in revenues for its antiviral and other programs; the risk that private and public payers may be reluctant to provide, or continue to provide, coverage or reimbursement for new products, including Vosevi, Yescarta, Epclusa, Harvoni, Genvoya, Odefsey, Descovy, Biktarvy and Vemlidy ®; austerity measures
in European countries that may increase the amount of discount required
on Gilead's products; an increase
in discounts, chargebacks and rebates due to ongoing contracts and future negotiations with commercial and government payers; a larger than anticipated shift
in payer mix to more highly discounted payer segments and geographic regions and decreases
in treatment duration; availability of funding for state AIDS Drug Assistance Programs (ADAPs); continued fluctuations
in ADAP purchases driven by federal and state grant cycles which may not mirror patient demand and may cause fluctuations
in Gilead's earnings; market share and price erosion caused by the introduction of generic versions of Viread and Truvada, an uncertain global macroeconomic environment; and potential amendments to the Affordable Care Act or other government action that could have the effect of lowering prices or reducing the number of insured patients; the possibility of unfavorable results from clinical trials involving investigational compounds; Gilead's ability to initiate clinical trials
in its currently anticipated timeframes; the levels of inventory held by wholesalers and retailers which may cause fluctuations
in Gilead's earnings; Kite's ability to develop and commercialize cell therapies utilizing the zinc finger nuclease
technology platform and realize the benefits of the Sangamo partnership; Gilead's ability to submit new drug applications for new product candidates
in the timelines currently anticipated; Gilead's ability to receive regulatory approvals
in a timely manner or at all, for new and current products, including Biktarvy; Gilead's ability to successfully commercialize its products, including Biktarvy; the risk that physicians and patients may not see advantages of these products over other therapies and may therefore be reluctant to prescribe the products; Gilead's ability to successfully develop its hematology / oncology and inflammation / respiratory programs; safety and efficacy data from clinical studies may not warrant further development of Gilead's product candidates, including GS - 9620 and Yescarta
in combination with Pfizer's utomilumab; Gilead's ability to pay dividends or complete its share repurchase program due to
changes in its stock price, corporate or other market conditions; fluctuations
in the foreign exchange rate of the U.S. dollar that may cause an unfavorable foreign currency exchange impact
on Gilead's future revenues and pre-tax earnings; and other risks identified from time to time
in Gilead's reports filed with the U.S. Securities and Exchange Commission (the SEC).
Just look at these 11 eye - popping statistics
on how content and
technology are
changing humans (as compiled
in an infographic from WebDAM, below):
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.
In the exploding world of IoT
technology, not a day goes by without another development that could
change everything you currently know
on the topic.
On this edition of Grow My Revenue, you'll also hear how consumer behavior has radically
changed over the years with advances
in technology, yet the reasons why customers buy remain the same.
«If Airbnb is not at least somewhat flexible
on their part, cities will just dig
in their heels,» said Rob Atkinson, president of the Information
Technology and Innovation Foundation, referring to the company's
changing tone with municipalities.
In his keynote at Modern Customer Experience, Shashi Seth, SVP of Oracle Marketing Cloud, said that shift to revenue goals reflects the changed world we live in — a cord - cut world where users spend more time on technology, more time in their social spaces, more time seeking instant gratificatio
In his keynote at Modern Customer Experience, Shashi Seth, SVP of Oracle Marketing Cloud, said that shift to revenue goals reflects the
changed world we live
in — a cord - cut world where users spend more time on technology, more time in their social spaces, more time seeking instant gratificatio
in — a cord - cut world where users spend more time
on technology, more time
in their social spaces, more time seeking instant gratificatio
in their social spaces, more time seeking instant gratification.
In addition to guidance from tax agencies, legislators must also be up to speed
on changes to the law needed to support tax compliance and not hinder positive advancement of new
technologies.
Join industry experts for a candid conversation
on how design is influencing the
technology and trends that are rapidly
changing how we will move people — and things —
in the future.
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.
After leading the grocery industry through the last wave of disruption at Willard Bishop, we founded Brick Meets Click
in 2011 to focus
on the next wave — how digital
technology and new players are
changing both shopping and retail.
The industry relies heavily
on technology and processes that have not
changed significantly
in one, two or even three decades.
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.
As noted
in The Price of Climate
Change, my colleagues and I believe these trends will not only encourage significant growth
in clean
technologies, energy efficiency and renewable infrastructure, but also greater transparency and reporting
on sustainability and the carbon footprints of corporations around the globe.
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, and the company's previously disclosed review of strategic alternatives.
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.
Our Girls Learning Code program offer female - identified youth ages 3 - 12 hands -
on experiences designed to inspire them to see
technology in a whole new light — as a medium for self - expression, and as a means for
changing the world.
We are likely to see growing pressure
on companies to be transparent and demonstrate a responsible approach
in their strategies for deploying new
technologies and managing the impacts of these
changes.
«Revolution: Apple
Changing the World» was taped
in Chicago and focuses
on innovation
in education, Facebook's data privacy scandal, the future of work
in the age of
technology and much more.
21st October 2016 Activity Dispatch, the latest advancement
in dispatching
technology from mining systems manufacturer Wenco Mining Systems can help mines reduce wasted time by eliminating the unnecessary time spent
on shift
change, meal breaks and other short pauses
in production.