Word: successful
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Dates: during 1990-1999
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...sound, well, New Age. "The Administration's humanitarian impulse is not well disciplined by a strong sense of national priorities," complains Harvey Sicherman, president of the Foreign Policy Research Institute, a conservative think tank. That could leave Americans confused as to why we get into conflicts and what constitutes success. Gore pushed hard for intervention in Rwanda, for instance. Where would that leave, say, a Sierra Leone in a Gore Administration...
Others in the economists' fraternity say that some portion of Rubin's success can be attributed to the man who now replaces him. In part because Rubin dislikes travel, it was often Summers who was dispatched to hot spots to prescribe tough fiscal and monetary medicine. "He's been the point man in Asia," says Kobsak Chutikul, director general of economic affairs at Thailand's Foreign Ministry, "pushing a lot of very sensitive and controversial policy measures," including stiff interest rates...
...opposition in the Duma was infuriated by Primakov's dismissal--he enjoyed good relations with the communists--but was certain that it would guarantee the 300 votes needed to impeach Yeltsin on at least one of the five counts leveled against him. The motion with the best chance of success accused Yeltsin of starting a violent civil war in the breakaway Russian province of Chechnya in 1994. But once again Yeltsin thwarted his opponents. Last Saturday one-third of the Duma failed to turn up for the most important vote in their careers. Opposition deputies claimed, without offering evidence, that...
...Grube, the company's best measure of success is whether his schedules are being met. He set up a "post-merger integration" (PMI) structure in which 12 "issue-resolution teams" are assigned to push and cajole their counterparts into combining everything from supplies to research. Every time there is disagreement, the integration process for that group is halted until a solution is found. Progress is tracked in the "war room," a nondescript office down a dark second-floor corridor in Daimler's imposing brown headquarters in Stuttgart...
...Chrysler had become a world leader in low-cost, high-volume auto production. Purchasing arrangements had been revamped so that suppliers took on as much as 70% of the cost and manufacturing responsibility for new cars--a success that prompted the Harvard Business Review to describe Chrysler and its suppliers as an "American keiretsu," a reference to Japan's synergistic business groups...