Word: knews
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...Once oil prices started to cascade from over $141 a barrel this last summer to well below $40, OPEC knew that its members would not be able to support their own economies which, in many cases rely almost entirely on income from crude sales. Russia, which is not a member of the cartel, is facing similar trouble, so the incentive to move oil back toward $70 gets greater as each day passes. (See pictures...
...that had been damaged or were depleted by disease. The key lay in finding just the right recipe of growth factors and nutrients to induce a stem cell to become a heart cell, a neuron, an insulin-making cell or something else. It would take decades, the researchers all knew, but new therapies were sure to come...
...Shel Silverstein-penned Johnny Cash hit "A Boy Named Sue," a father explains that he gave his son so improbable a name because "I knew you'd have to get tough or die, and it's that name that helped to make you strong." It turns out that your first name may also help make you a criminal...
Moving the organizational mountain in a radically different, horizontal direction is not easy, regardless of benefit. Fear of change and widespread initiative fatigue make the status quo very seductive. When Paul Michaels became president of Mars Inc. in 2004, he knew that the company needed to achieve far greater growth and financial return. But he faced internal organizational challenges every bit as daunting as those he faced in the marketplace. The top team at Mars was siloed and replete with unspoken agendas. Members did not see the benefit of working as a team; they were only concerned with the success...
...horizontal organizational setting for years. His colleagues were well aware that in previous positions at Mars he had moved brand teams [e.g., Snickers, M&Ms] and the Americas team to the high-performance, horizontal model. He had willingly given those teams more responsibility and power, so his new team knew he was coming from a place of respect for company values--and a solid track record of results. Past experience had taught Michaels that functional thinking and hidden agendas are classic behaviors exhibited by nonhigh-performing teams. More than a "burning platform" was needed to counter-act old habits...