wards a renewable, post-fossil world. The exhibition brings together a wide range of projects, products, artworks and ideas from the areas of design, engineering, art and industry from pioneers truly pushing the boundaries in their fields. Features include an exhibition on... World Game and the Dymaxion Map. What is presented is a visionary future not just of possibility and speculation, but of actual actions and real, workable solutions. In so doing, the exhibition ultimately serves as a platform for the public to rethink the state of the world around us, and how contemporary artists and designers can inspire and provide solutions to a more sustainable way of living.
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er Cadet.
In the meantime the age of consumerism was established - Reagan and Thatcher initiated the BIG BANG of financial services - Clinton finally signed Glass Steagle into history - and the era of "greed is good" created the situation where certain leaders were taking home earnings that were 400 times more that the people who were sharpening their pencils - ALL of which brought to an end 60 years of actual and potential, equitable growth and prosperity for the peoples of the earth.
So began the rot from the head downwards of all matters concerning leadership - and as Damian Reece has recently commented in The Telegraph -"Until leaders capable of grappling with complex problems are either recruited, or created, in Whitehall and who can imbue in civil service staff a culture of performance and delivery, then ambitions to transform UK services as varied as education, welfare, transport and other infrastructure will be stymied.
Just as Britain's Olympic athletes have been transformed from well meaning but perennial losers into astonishing world beaters, so too must our civil service as a whole recognise it is simply not good enough and desperately needs to raise its game."
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e company repeatedly assured anxious airlines that certification was imminent.
Hubris is finally catching up to Boeing. The crisis has already cost the company US$8-billion in lost revenue. Production of the 737 Max has been suspended to prevent a further cash drain. It’s still unclear when the plane will fly again.
Boeing’s behaviour – before and after the crash – suggests a company more focused on changing the rules of the game than improving its own game. Its corporate instinct is to throw its weight around instead of simply doing the right thing. Quality control and investment in R&D took a back seat to political donations and lobbying.
As recently as mid-December, Mr. Muilenburg was still putting pressure on U.S. Federal Aviation Administration (FAA) officials to approve deliveries of the grounded 737 Max – even though Boeing has not completed fixes to the model’s flight-control software, The New York Times reported last week.
Boeing’s bad year is a cautionary tale for companies that stake their futures on the vagaries of politics. Excessive dependence on governments – for contracts, financial help or political favours – is a high-stakes game. It causes companies to look for the easy way out rather than fessing up to mistakes and focusing on business fundamentals.
And, for a while, life was good. The Trump tax cuts handed Boeing a US$1.1-billion windfall in 2017. A year later, Congress passed legislation that limited the role of the FAA in approving the design of new airplanes. In 2017 alone, Boeing won more than US$20-billion in U.S. government contracts, including a US$4-billion order for two new Air Force One presidential jets. And Mr. Trump appointed Patrick Shanahan, a long-time Boeing executive, as his deputy defence secretary. For part of this year, Mr. Shanahan was elevated to acting defence secretary, overseeing the massive Pentagon budget.
In 2018, Boeing’s sales broke the US$100-billion mark for the first time, on the strength of record aircraft deliveries.
It was a symbiotic relationship. Mr. Trump repeatedly used Boeing plants as a backdrop to brag about how well his tax and trade policies were working.
“God bless you, may God bless the United States of America, and God bless Boeing,” Mr. Trump said in 2017 at one of the company’s plants near Charleston, S.C.
But the relationship has soured. Boeing's struggles reflect badly on Mr. Trump, who has championed deregulation and trade protections for U.S. manufacturers.
As it bid farewell to Mr. Muilenburg, Boeing pledged to “chart a new direction.” But it offered few specifics.
Like Mr. Trump, the company has repeatedly overpromised and underdelivered. As the 737 Max crisis worsened, Boeing alienated the very people it needed, including politicians, regulators, investors and major customers such as Air Canada and WestJet Airlines. Most troubling Boeing has lost the confidence of the travelling public. Company polls show that 40 per cent of frequent fliers around the world say they would not fly on a 737 Max.
Clearly, Boeing still has a lot of work to do if it wants to put 2019 behind it.
BARRIE MKENNA - SPECIAL TO THE GLOBE AND MAIL
PUBLISHED 13 HOURS AGO
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ap. Now over 250 million people are utilising this infinitely flexible tool and its applications have multiplied to span all areas of education, business and home life.
In this latest collaboration with creator of iMindMap software and author of GRASP The Solution, Chris Griffiths, the inventor of Mind Maps explores and defines their relevance today.
You will learn both the theory and the practise of an infinitely versatile technique from the inventor himself and world experts in the field of innovative thinking.
Discover how to update your thinking by using:
- Powerful, practical applications for Mind Mapping in everyday life- Different thinking modes to find better solutions- Simple memory techniques to drastically improve your recall- Daydreaming processes to generate huge creative leaps
With a collective 60 years of research and experience, Tony Buzan and Chris Griffiths will show you how to take the most powerful thinking tool available and use it to turbo-charge your creativity, productivity and success in the modern age.
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hit a vaunted trillion-dollar valuation. Over that time, Apple released the Macintosh, the iMac, the iPod and then the iPhone.
It has taken just two years for Apple to repeat the feat. On Wednesday, the company’s market value surpassed $2 trillion for the first time, climbing to a record high before falling back slightly below the threshold.
In the time it has taken Apple to go from one to two trillion dollars, the company has released no major new products. Its biggest initiatives have been a US-only credit card, an internet TV service that has been met with mixed reviews, and a £5-a-month gaming service.
In the three months to the end of June, Apple’s sales were just 12pc higher than two years earlier. Profits have actually fallen, from $13.3bn (£10.2bn) to $13.1bn. This year, the global economy is due to contract heavily, and millions have become unemployed.
These do not seem like conditions in which a company would double in value, but an unprecedented combination of events - many of them outside Apple’s own control - has made it the world’s most valuable company.Apple: two years to $2tn
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