Sentences with phrase «things the company changed»

I have done a side - by - side comparison with [competitor name] and [competitor name], and it was quite clear the only thing these companies changed was the front cover.»

The front was one of the few things the company changed — aside from getting rid of the EV motor in favor of a V8 engine.

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.

The one virtue of startups that these big companies do seem to value and appreciate above all (and one that makes acquisitions so attractive rather than internal R&D efforts) is the freedom we have to embrace rapid change, the ability to adapt and pivot, and the understanding that things may never be perfect at the start, but that you'll never get started at all if you wait until they are.

In non-wonk terms, that means things are changing crazy fast; companies better be able to adapt on the fly.

But as a company grows in revenue, customer base, venture capital and therefore executive teams members, things need to change.

The cohort of companies set to attain a billion - dollar valuation — a «unicorn,» or, in Canada, a «narwhal» — has also changed since the days when Shopify was still the next big thing.

And brand sales remain up even in the wake of the switch, proving change can be a very good thing for a company.

In changing a core part of Facebook — the 7 - year - old «like» button has become synonymous with the social network — the company said it tried to keep things familiar.

Here's a video the company released today to show that, while the new logo may take some getting used to, the only thing that one can count on with Google's look is that it will someday change.

But the use of this story is anything but: «One of the great things about the catalyst story is it's a great way to help your people understand some of the change you want to surface at your company,» Gittins said.

Just as smartphones forever changed our lives, 57 percent of consumers say that they believe the Internet of Things will be revolutionary, with another 47 percent saying that companies that aren't trying to connect their products to the Internet are missing a big opportunity, according to a study conducted by marketing tech company Affinnova which was recently acquired by consumer and media insights compmany Nielsen.

«I don't want to set it aside and explain it,» she told Fortune's Geoff Colvin last year, «because I think it has uncovered some things in our company that it's critical we challenge ourselves to change and to fix.»

That said, scaling a company isn't an easy thing to do, as the many changes needed can derail even previously successful businesses.

The company's publisher, Dao Nguyen, wrote recently about how this affects what BuzzFeed does, and how the things it is measuring have been changing as the media industry evolves.

Whether your company has too much of a good thing and is falling behind, or it isn't ready for such large changes, premature scaling is something to be aware of.

Whether they're tackling world hunger, improving education or helping people rent out the things they aren't using, companies of all sizes are seeking ways to make positive change in the world.

Brito, who oversaw the 2008 mega merger of Belgian brewing company InBev and American beer giant Anheuser - Busch, knows a thing or two about being a leader, especially during times of change.

«One or two titles can really change things,» chief executive Ellis Jacob said in an interview on Wednesday, after the company reported that profits dropped 19 per cent in the second quarter.

Uber investors Mitch and Freada Kapor want to change two things: Uber's toxic workplace and the deafening silence from Uber's backers when it comes to the «inexcusable behavior» of the company's leadership.

Ever when faced with overwhelming evidence that major changes are needed, most companies are slow to take action and lack the sense of urgency required to get things done.

And considering every company on the planet is alive thanks to the selling of products and services, predicting how sales will be changing in coming years seems like a prudent thing to do.

«So, once the final decision was made as a company and we started to inform our customers, we told them the same thing we discussed as employees — that nothing would change.

Simply put, no company — probably not even Google — and certainly no individual has made as much of a difference or changed the ways things work over the past 10 years as Apple has under Jobs.

Probably no company has made as much of a difference or changed the ways things work over the past 10 years as Apple has under Jobs.

«There are operational things that we need to change in this company and we are changing them... We have to learn from our mistakes and we need to take action,» she said.

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.

We've long believed that over time companies tend to get comfortable doing the same thing, just making incremental changes.

«Things are already changing in terms of how French companies and others are operating in Africa,» he added, noting that the exchange would put an emphasis on good governance and transparency.

Importantly, that resistance to conflict and change is often the one thing that can destroy a company or any institution.

Things have changed a lot for Dyn over the 15 years since its inception — and many of the biggest shifts have come since I joined the company almost eight years ago.

The first thing that's changed is that Consumer Internet and Genomics are Driving Innovation at scale In the 1950's and» 60's U.S. Defense and Intelligence organizations drove the pace of innovation in Silicon Valley by providing research and development dollars to universities, and defense companies built weapons systems that used the Valley's first microwave devices and semiconductor components.

While the board's opinion could one day change, Polman is right about one thing: There is ample evidence to suggest that companies that focus on long - term sustainability outperform those with a shorter - term outlook.

The fourth thing that's changed is that you can start a company on your laptop For Thousands Rather than Millions of Dollars Startups traditionally required millions of dollars of funding just to get their first product to customers.

However, he explained that the so - called Internet of things, in which everything from cars to home appliances to factory equipment are connected online, has made companies want «to fundamentally change their business strategy through technology.»

«Things didn't change until the company owned the problem and began to not completely give up on the politics of blame but understand that it had to do something about the problem and to change.»

There are myriad services, many of them free, specifically tailored to deepen Canadian companies» presence in emerging markets — something Todd Winterhalt, vice-president and managing director of global trade for Export Development Canada (EDC), feels is important in order to change the fact that 70 % of Canadian exporters sell primarily to the U.S. «Diversification of trade is a good thing,» he says.

Khosrowshahi told Guthrie that he believes «early on, these technology companies were fairly idealistic, for the right reasons,» but acknowledged that things have changed and added later that he would «welcome regulation.»

And saying you want to change the world is a great thing, but being more specific about what you care about and what impact you want to have is better — even if you don't know exactly what company you might start one day.

During Valeant's earnings call Tuesday, Maris asked the company, «Are things really changing or is it just new paint on the same old shed?»

But many companies fall significantly short in doing four things: (1) clearly defining their culture, (2) managing that culture, (3) aligning culture with strategy and desired results, and (4) leveraging culture during times of change.

«The next thing you know, you have this company built around all of those decisions and you're successful and you have real money, but then it takes a huge revolution to make change,» says Poon Tip, who was at a loss for how to manage the company that had grown beyond his original vision.

In fact, if there is one thing that prevents companies from effectively reaching, attracting and retaining Millennials, it is that they fail to change their mindset.

I think probably the important thing that we see that is changing, shifting at a very dynamic rate is that consumers no longer want to be talked to by companies that make products, that they actually want to have a dialogue with consumers.

They need a sense of why this change is important to the workplace, clear evidence that the company is committed to it and a sustainability plan to keep the new culture alive, among other things.

Companies like Artis Wall have forced companies to make changes to the way they dCompanies like Artis Wall have forced companies to make changes to the way they dcompanies to make changes to the way they do things.

Your company has invented and brought to market countless amazing things: life - changing medicines, new technologies that make virtually every aspect of our daily lives easier to manage, and even tools to probe the great mysteries of nature and human life.

For example, when it comes to process improvements, the company is always looking to change its processes if someone comes up with a better way to get things done.

These changes could mean even more growth, but they also represent a series of gambles for a company that has done very well by keeping things so simple for so long.

So they exist out there and they usually try, if they're entrepreneurs, they build companies that are trying to do the next big thing or trying to make huge changes in human behavior.