Sentences with phrase «strategic business results»

I am a versatile, accomplished executive offering solid experience leading organizational development, training, sales, and human resources initiatives that support strategic business results and link human assets to business outcomes.

Human Resources Professional offering over 10 years of generalist experience leading organizational development and human resources initiatives linking human capital to strategic business results.

Not exact matches

«Mr. Woodman is critical to the strategic direction and overall management of our company as well as our research and development process... The loss of Mr. Woodman could adversely affect our business, financial condition and operating results,» noted the company in its filing document.

Here's a list that maybe standing in the way of better planning, measurement, integration, and bottom - line results for your strategic social business plans?

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»).

Our strong business results, strategic execution and shareholder returns are reflected in the 2014 pay decisions for the CEO and other NEOs.

«The strategic review of the Digital Health business may or may not result in any transaction or other changes.

The payout level considered a balanced view of performance, including financial results lower than planned, but strong growth in strategic imperatives revenue, leading to a faster remix towards the business portfolio of the future while also progressing the core portfolio of systems and services.

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.

From CEO Ginni Rometty on her company's results, «We again performed well in our strategic growth areas cloud, data and analytics, security, social and mobile - where we continue to shift our business.

«Our Top Corporations are deeply committed to strategic business development programs that cultivate competition and achieve measurable results,» Prince - Eason added.

Factors that could cause actual results to differ materially from those expressed or implied in any forward - looking statements include, but are not limited to: changes in consumer discretionary spending; our eCommerce platform not producing the anticipated benefits within the expected time - frame or at all; the streamlining of the Company's vendor base and execution of the Company's new merchandising strategy not producing the anticipated benefits within the expected time - frame or at all; the amount that we invest in strategic transactions and the timing and success of those investments; the integration of strategic acquisitions being more difficult, time - consuming, or costly than expected; inventory turn; changes in the competitive market and competition amongst retailers; changes in consumer demand or shopping patterns and our ability to identify new trends and have the right trending products in our stores and on our website; changes in existing tax, labor and other laws and regulations, including those changing tax rates and imposing new taxes and surcharges; limitations on the availability of attractive retail store sites; omni - channel growth; unauthorized disclosure of sensitive or confidential customer information; risks relating to our private brand offerings and new retail concepts; disruptions with our eCommerce platform, including issues caused by high volumes of users or transactions, or our information systems; factors affecting our vendors, including supply chain and currency risks; talent needs and the loss of Edward W. Stack, our Chairman and Chief Executive Officer; developments with sports leagues, professional athletes or sports superstars; weather - related disruptions and seasonality of our business; and risks associated with being a controlled company.

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 (R) World (TM); risks related to the collection, storage, transmission, use and disclosure of confidential and personal information;

Under Ms. Tolstedt's leadership in 2010, the Community Bank achieved a number of significant strategic objectives, including converting approximately 750 Wachovia banking stores to the Wells Fargo platform, record cross-sell results in legacy Wells Fargo stores and increased cross-sell results in Wachovia stores, rising customer service and satisfaction results, growing market share in key businesses, and positioning the Community Bank for future growth when economic conditions stabilize.

Major factors considered in setting goals for each fiscal year are business results from the most recently completed fiscal year, segment - level strategic plans, macroeconomic factors, competitive performance results and goals, conditions or goals specific to a particular business segment and strategic initiatives.

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.

General Electric Company (NYSE: GE)'s nearly yearlong strategic review of its business could result in an unexpected outcome: hybrid deals or an IPO spinoff.

Whether you are looking to launch a new operational effectiveness initiative, implement a new business process, revitalize your strategic plan, or solve a complex challenge with your manufacturing or service delivery operations, I provide clients with a trusted advisor, strategist, and planning partner to develop a process and methodology for a successful implementation that delivers results.

If actual results exceed expectations, there is also the possibility that additional funding above original amounts will be available if needed due to a strategic change in plans as the business evolves.

«Peelfit is the result of work by Crown's talented designers and engineers with our strategic packaging partner Amcor,» said Olivier Aubry, Business Development and Marketing Director, Crown Food Europe.

Loring Park, Minneapolis MN About Blog Spyglass Brand Marketing is a strategic brand marketing agency in Minneapolis Minnesota that helps local and national businesses achieve big results through big ideas.

Square Enix is making «strategic changes» to its digital entertainment business, which includes turning its North American studios into a hub for online games development, the company revealed in its recently released financial results slides.

Jared L. Bleak and Robert M. Fulmer discuss how to Strategically Develop Strategic Leaders in the 2009 Best Practices in Leadership Development Handbook and state the following: Research has shown that when leadership development is seen as a strategic objective, in and of itself, and when this development is tied closely to the strategy and needs of the business, excellent organizational resultStrategic Leaders in the 2009 Best Practices in Leadership Development Handbook and state the following: Research has shown that when leadership development is seen as a strategic objective, in and of itself, and when this development is tied closely to the strategy and needs of the business, excellent organizational resultstrategic objective, in and of itself, and when this development is tied closely to the strategy and needs of the business, excellent organizational results follow.

Compare that to executives who see their training departments as strategic enablers of the business, where a full 88 % report increased employee productivity as a result of training.

Businesses have long used SMART goals — goals that are Strategic and Specific, Measurable, Attainable, Results - based, and Timebound as a way to cut through the morass of conflicting priorities and focus their energies on goals that would make a difference to their work.

The projects that result from this strategic business engagement help students meet the challenges of a fast - paced, dynamic world.

Actual results could differ materially for a variety of reasons, including, in addition to the factors discussed above, the amount that Amazon.com invests in new business opportunities and the timing of those investments, the mix of products sold to customers, the mix of net sales derived from products as compared with services, the extent to which we owe income taxes, competition, management of growth, potential fluctuations in operating results, international growth and expansion, the outcomes of legal proceedings and claims, fulfillment center optimization, risks of inventory management, seasonality, the degree to which the Company enters into, maintains and develops commercial agreements, acquisitions and strategic transactions, and risks of fulfillment throughput and productivity.

Actual results could differ materially for a variety of reasons, including, in addition to the factors discussed above, the amount that Amazon.com invests in new business opportunities and the timing of those investments, the mix of products sold to customers, the mix of net sales derived from products as compared with services, the extent to which we owe income taxes, competition, management of growth, potential fluctuations in operating results, international growth and expansion, the outcomes of legal proceedings and claims, fulfillment and data center optimization, risks of inventory management, seasonality, the degree to which the Company enters into, maintains and develops commercial agreements, acquisitions and strategic transactions, and risks of fulfillment throughput and productivity.

Strategic management is the process of structuring the business activities to efficiently communicate the values to the customers to achieve the best - desired results.

Such statements reflect the current views of Barnes & Noble with respect to future events, the outcome of which is subject to certain risks, including, among others, the general economic environment and consumer spending patterns, decreased consumer demand for Barnes & Noble's products, low growth or declining sales and net income due to various factors, possible disruptions in Barnes & Noble's computer systems, telephone systems or supply chain, possible risks associated with data privacy, information security and intellectual property, possible work stoppages or increases in labor costs, possible increases in shipping rates or interruptions in shipping service, effects of competition, possible risks that inventory in channels of distribution may be larger than able to be sold, possible risks associated with changes in the strategic direction of the device business, including possible reduction in sales of content, accessories and other merchandise and other adverse financial impacts, possible risk that component parts will be rendered obsolete or otherwise not be able to be effectively utilized in devices to be sold, possible risk that financial and operational forecasts and projections are not achieved, possible risk that returns from consumers or channels of distribution may be greater than estimated, the risk that digital sales growth is less than expectations and the risk that it does not exceed the rate of investment spend, higher - than - anticipated store closing or relocation costs, higher interest rates, the performance of Barnes & Noble's online, digital and other initiatives, the success of Barnes & Noble's strategic investments, unanticipated increases in merchandise, component or occupancy costs, unanticipated adverse litigation results or effects, product and component shortages, the potential adverse impact on the Company's businesses resulting from the Company's prior reviews of strategic alternatives and the potential separation of the Company's businesses, the risk that the transactions with Microsoft and Pearson do not achieve the expected benefits for the parties or impose costs on the Company in excess of what the Company anticipates, including the risk that NOOK Media's applications are not commercially successful or that the expected distribution of those applications is not achieved, risks associated with the international expansion contemplated by the relationship with Microsoft, including that it is not successful or is delayed, the risk that NOOK Media is not able to perform its obligations under the Microsoft and Pearson commercial agreements and the consequences thereof, risks associated with the restatement contained in, the delayed filing of, and the material weakness in internal controls described in Barnes & Noble's Annual Report on Form 10 - K for the fiscal year ended April 27, 2013, risks associated with the SEC investigation disclosed in the quarterly report on Form 10 - Q for the fiscal quarter ended October 26, 2013, risks associated with the ongoing efforts to rationalize the NOOK business and the expected costs and benefits of such efforts and associated risks and other factors which may be outside of Barnes & Noble's control, including those factors discussed in detail in Item 1A, «Risk Factors,» in Barnes & Noble's Annual Report on Form 10 - K for the fiscal year ended April 27, 2013, and in Barnes & Noble's other filings made hereafter from time to time with the SEC.

Such statements reflect the current views of Barnes & Noble with respect to future events, the outcome of which is subject to certain risks, including, among others, the effect of the proposed separation of NOOK Media, the general economic environment and consumer spending patterns, decreased consumer demand for Barnes & Noble's products, low growth or declining sales and net income due to various factors, possible disruptions in Barnes & Noble's computer systems, telephone systems or supply chain, possible risks associated with data privacy, information security and intellectual property, possible work stoppages or increases in labor costs, possible increases in shipping rates or interruptions in shipping service, effects of competition, possible risks that inventory in channels of distribution may be larger than able to be sold, possible risks associated with changes in the strategic direction of the device business, including possible reduction in sales of content, accessories and other merchandise and other adverse financial impacts, possible risk that component parts will be rendered obsolete or otherwise not be able to be effectively utilized in devices to be sold, possible risk that financial and operational forecasts and projections are not achieved, possible risk that returns from consumers or channels of distribution may be greater than estimated, the risk that digital sales growth is less than expectations and the risk that it does not exceed the rate of investment spend, higher - than - anticipated store closing or relocation costs, higher interest rates, the performance of Barnes & Noble's online, digital and other initiatives, the success of Barnes & Noble's strategic investments, unanticipated increases in merchandise, component or occupancy costs, unanticipated adverse litigation results or effects, product and component shortages, risks associated with the commercial agreement with Samsung, the potential adverse impact on the Company's businesses resulting from the Company's prior reviews of strategic alternatives and the potential separation of the Company's businesses (including with respect to the timing of the completion thereof), the risk that the transactions with Pearson and Samsung do not achieve the expected benefits for the parties or impose costs on the Company in excess of what the Company anticipates, including the risk that NOOK Media's applications are not commercially successful or that the expected distribution of those applications is not achieved, risks associated with the international expansion previously undertaken, including any risks associated with a reduction of international operations following termination of the Microsoft commercial agreement, the risk that NOOK Media is not able to perform its obligations under the Pearson and Samsung commercial agreements and the consequences thereof, the risks associated with the termination of Microsoft commercial agreement, including potential customer losses, risks associated with the restatement contained in, the delayed filing of, and the material weakness in internal controls described in Barnes & Noble's Annual Report on Form 10 - K for the fiscal year ended April 27, 2013, risks associated with the SEC investigation disclosed in the quarterly report on Form 10 - Q for the fiscal quarter ended October 26, 2013, risks associated with the ongoing efforts to rationalize the NOOK business and the expected costs and benefits of such efforts and associated risks and other factors which may be outside of Barnes & Noble's control, including those factors discussed in detail in Item 1A, «Risk Factors,» in Barnes & Noble's Annual Report on Form 10 - K for the fiscal year ended May 3, 2014, and in Barnes & Noble's other filings made hereafter from time to time with the SEC.

In addition, our investigation of strategic options may result in added costs, potential loss of customers and key employees as well as management's distraction from ordinary - course business operations.

Growing businesses have more strategic options; the market places a high discount rate on expected growth beyond the next calendar year, and the after - tax return potential of a growth stock is higher because you can hold a growth stock for multiple years, resulting in a low turnover strategy and lower taxes.

«Improvements in the Company's performance are the result of strategic business development measures being carried out through the «Quick Wins» program, as well as a tight cost efficiency policy that was put into effect at the beginning of the year,» he said.

Loring Park, Minneapolis MN About Blog Spyglass Brand Marketing is a strategic brand marketing agency in Minneapolis Minnesota that helps local and national businesses achieve big results through big ideas.

A properly planned and executed risk management strategy can result in a number of considerable benefits to law firms including the support of strategic and other business planning initiatives, the assurance of effective resource allocation and the mitigation of negative consequences from unexpected circumstances.

That transformation is already delivering results: the team has recovered more than # 2m in compensation that the business had previously written off as unrecoverable, pursued underpayments for services (including # 1.3 m in just two sites), saved almost half a million pounds through fraud detection and helped the company with a strategic acquisition of a large US parcel handler, all while reducing spend against the department's budget.

We conducted a detailed strategic review, which has resulted in our new Interlaw 3.0 strategy — a three - year plan, with clearly defined projects and timescales, to create a legal network that embraces innovation, technology and sophisticated marketing and business development processes.

But when defending a negligence claim where clients seek to hold lawyers accountable for the unfavourable results of their own business or strategic decisions, LAwPRO's defence counsel don't hesitate to draw the line.

Strategic advertising — If your goal is to attract business clients, an advertisement in a neighborhood newsletter or church bulletin probably will not yield your desired results.

His clients are varied and represent the rich diversity of businesses in British Columbia, which creates an interesting and challenging work environment for him to develop strategic results and practical solutions.

According to Professor Martin Davidson of the University of Virginia Darden School of Business, this approach presents at least three shortcomings: (1) It lacks a strategic focus and, as a result, diversity is often approached as simply an extra activity that has no impact on an organization's business; (2) It focuses on immediate results and fails to take the long view; (3) Finally, it can be reactive (e.g., we lost a lot of diverse lawyers, so let's geBusiness, this approach presents at least three shortcomings: (1) It lacks a strategic focus and, as a result, diversity is often approached as simply an extra activity that has no impact on an organization's business; (2) It focuses on immediate results and fails to take the long view; (3) Finally, it can be reactive (e.g., we lost a lot of diverse lawyers, so let's gebusiness; (2) It focuses on immediate results and fails to take the long view; (3) Finally, it can be reactive (e.g., we lost a lot of diverse lawyers, so let's get more).

Gemma has a unique and practical perspective on legal matters as a result of her work on a seconded basis at Olin Corporation (negotiating and drafting commercial agreements, managing a large inter-disciplinary team, and coordinating acquisition integration related matters), her work as a contract negotiator on the business side at Texas Instruments (negotiating advanced development as well as intermediate and high volume production contracts and complex joint ventures), her work in house at EXE Technologies (providing commercial counsel and IPO counsel), her work on a seconded basis at Computer Sciences Corporation (managing M&A and negotiating strategic alliances), and at ACS (handling securities matters and negotiating M&A transactions).

In all these matters and many more, including strategic estate planning and probate and our work for businesses, we constantly strive to relieve pressure and burdens on our clients, identify creative solutions and deliver favorable, sustainable results.

Acumen (a strategic partner of TDS) spearheads the corporate development function for businesses, providing the expertise and resources required to achieve extraordinary results.

Whether as a result of strategic planning or unanticipated circumstances, it is anticipated that all of the firm's practice areas will be opportunistic to the possibility of considering lateral acquisitions with profitable books of desirable business to enhance the firm's practices.

As a Legal Alignment Business Advisor, Clay provides strategic counsel in finance, investment, and operations strategies resulting from his remarkably successful executive career.

When workplace disputes result in litigation or complaints before administrative tribunals, business entities, including some of Canada's largest employers, retain Blakes for strategic advice and representation.

We con - ducted a detailed strategic re - view, which has resulted in our new Interlaw 3.0 strategy — a three - year plan, with clearly de - fined projects and timescales, to create a legal network that embraces innovation, technol - ogy and sophisticated market - ing and business development processes.

A business - oriented lawyer with 15 years of combined in - house experience, Guest is recognised as a lawyer with a long term vision, who uses excellent legal judgement and sound strategic insights to help drive business results, while remaining calm and focused under pressure.