Why Have Not You Been Successful As You Desires

For a very affordable price the Construction Defect Center is offering to provide a marketing service for a metro specific law firm that specializes in representing single family homeowners who have serious construction defects in their subdivision.

If a plumbing company in a major US metro would like to expand their repipe business, they are welcome to call the Plumbing Pipe Advocate at 866-714-6466. The conversation will include website first impressions-as well as generating more customers.

Readiness Systems announces the release of the next generation AED Sentinel, a revolutionary camera-based remote monitoring solution created to transform the management of AEDs (automated external defibrillators) and ensure complete AED readiness.

As a former teacher of special needs children, Sharpe has direct experience regarding the effect bullying has on children. Her award-winning, bestselling books help readers find hope, inspiration and gratitude.

Leading a new paradigm in the high-tech logistics industry with CES-type smart logistics

Safeware is a company that develops and manufactures wearable airbags for human protection just by wearing them which helps people prepare for safety measures for falls at construction sites.

A Flag Keychain Unites Generations and Honors History Globally

CMV is known to be present in semen of HIV-infected men, factors leading to shedding of each virus are unknown. Studies determining the efficacy of adding anti-CMV treatment strategies to HAART on lowering the semen burden of CMV are urgently needed

After reconnecting with a childhood friend, who has since become homeless, an anxiety-ridden woman learns how to face her darkest fears.

Exploring Millionaires' Dating Preferences: The Importance of Video Content in Building Emotional Connections

Lesley L. Israel, esteemed political consultant, international democracy advocate and family woman is pleased to present the second part of her career-spanning interview and podcast appearing at www.LesleyIsrael.com.

Drawing from his experiences growing up in West Africa's Guinea Bissau, Camara's writing in Serpent Boy reflects his deep commitment to challenging societal norms and highlighting the resilience of the human spirit.

Law enforcement patches that should be respected.

As Netflix and HBO Max continue to make waves and push boundaries in the streaming world, the impact of Bajaria and Bloys on their respective platforms' success cannot be overstated.

"KJ" brings the energy and grace to welcome the world to our growing city

Survey asked over 230 fee-only and hybrid advisors, broker-dealers reps about "Fiduciary Rule"

It's Another Peace-Maker with a Billboard!

Celebrity Videographer Dante Hillmedo aims to bring this emotional tale to the big screen

Catchy Tales doesn't stop at entertaining only. It's a blog of catchy stories developed to spark that creative fire in kids.

Imagine Motorhead Meets the Ramones & You have the original "They Call Me Energy" while the whimsical original "A Night at The Space Opera" sounds a bit like Pink Floyd with Syd Barrett meets the early Who. Now available at Amazon & other fine sites

Two-week-long Design Thinking & STEM summer program will teach high school students how to design and build life-changing products for individuals with disabilities.

Global Limos' sales website will showcase limo, party bus, shuttle and charter bus, luxury cars and SUV deals to general public and the luxury transportation operators. From Rolls Royce to bus brands like MCI, the site will features 1000s of vehicles

In a time when we find ourselves divided as a society and pulled apart by ideology and rhetoric, along comes an important reminder that we are, indeed, more alike than we are different.

MS Detection's sensors, products and solutions will be used for primary and secondary screening of passengers and carry-on baggage to increase the level of security and passenger throughput in aviation security

There's a disconnect from most digital marketing efforts at companies to the real world. With a new service, SEO Arcade aims to get communities cleaned up while maximizing digital visibility for businesses as a reward for sponsoring those events.

Fast Guard Service Provides Critical Support to Flash Flooding Victims in Hurricane's Path

P&T Interiors, the New York based high-end interior design firm lead by Interior Designer Pol Theis, is featured in Nicole England's latest book Resident Dog Volume Two, a great coffee table book that showcases amazing architecture.

P&T Interiors, the high-end interior design firm lead by Pol Theis, is featured in Nicole England's latest book Resident Dog Vol.II, a great coffee table book that showcases amazing architecture and the lucky pups that get to be the "Resident Dog".

Denounce Hams, Hezbollah, and Iran

Presidents FDR and Nixon Enacted Economic Control Policies that the U.S. Never Completely Shrugged Off

Donald J. Trump has never met the basic qualifications to be a sworn police officer, much less President and Commander in Chief of the Armed Forces.

John Macomber, senior lecturer at Harvard Business School and a veteran of the real estate industry, was studying ways to make workplaces safer for employees long before the Covid-19 crisis hit. Now that issues like air and water quality are top of mind, he is encouraging organizations to think more holistically about the buildings in which they operate, balancing cost efficiency and even eco-friendliness with investments in improvements that boost health. Studies show this will not only stop workers from getting sick; it will also enhance productivity, which ultimately helps the bottom line. Macomber is the author of the book “Healthy Buildings: How Indoor Spaces Drive Performance and Productivity”.

Alexandra Feldberg and Tami Kim, assistant professors at Harvard Business School and the University of Virginia Darden School of Business, respectively, say companies are overlooking an important place to root out bias: on the front lines with customers. While many firms are promoting a more equitable workforce through their HR functions, too few firms even realize how costly bias can be in everyday interactions between workers and customers. The researchers explain how organizations can identify and address this overlooked problem. Feldberg and Kim are the coauthors of the HBR article "Fighting Bias on the Front Lines."

Stefanie Stantcheva, economist at Harvard University, founded the Social Economics Lab to study inequality, our feelings about it, and how policies influence it. She says when we estimate how much money our colleagues make or how much taxes impact us, we are often very far off from the truth. Her research also shows that our misconceptions are often linked to political beliefs. She argues that we need to be more aware of the realities of inequality if we want to create better economic opportunities.

Purpose has become a corporate buzzword over the past decade. Leaders are embracing the idea that companies can’t just do well financially; they also have to do good for society. But how many organizations are really walking the talk? Ranjay Gulati, professor at Harvard Business School, has studied how dozens of purpose-driven companies -- from Etsy in the United States to Recruit in Japan -- simultaneously pursue profits. He argues that while we all want a win-win, leaders must also sometimes learn to make thoughtful tradeoffs. Gulati is the author of the book "Deep Purpose: The Heart and Soul of High-Performance Companies” and the HBR article “The Messy but Essential Pursuit of Purpose.”

Work-life support programs have long been known to lower turnover and raise employee loyalty. But new research shows they also have a positive effect on promoting diversity among managers at those firms, an effect that’s even stronger than that of some popular racial-equity programs. Alexandra Kalev chairs the Department of Sociology and Anthropology at Tel Aviv University, and she explains why having strong, thoughtful policies around flexibility, time off, and dependent care pay off for companies. With Harvard sociologist Frank Dobbin, Kalev wrote the HBR article “The Surprising Benefits of Work/Life Support.”

Influential business and management ideas have tremendous influence over us. Like it or not, they shape how organizations are run and how people around the world spend their days. And Harvard Business Review has introduced and spread many of these consequential ideas since its founding in 1922. HBR IdeaCast is taking this 100th anniversary to ask: how have these ideas changed our lives? And where are they taking us in the future? Each Thursday in October, the podcast feed will feature a bonus series: 4 Business Ideas That Changed the World. Each week, a different HBR editor talks to world-class scholars and experts on influential business and management ideas of HBR’s first 100 years: disruptive innovation, scientific management, shareholder value, and emotional intelligence. Listen to the conversations to better understand our work life, how far it’s come, and how far it still has to go.

In 1878, a machinist at a Pennsylvania steelworks noticed that his crew was producing much less than he thought they could. With stopwatches and time-motion studies, Frederick Winslow Taylor ran experiments to find the optimal way to make the most steel with lower labor costs. It was the birth of a management theory, called scientific management or Taylorism. Critics said Taylor’s drive for industrial efficiency depleted workers physically and emotionally. Resentful laborers walked off the job. The U.S. Congress held hearings on it. Still, scientific management was the dominant management theory 100 years ago in October of 1922, when Harvard Business Review was founded. It spread around the world, fueled the rise of big business, and helped decide World War II. And today it is baked into workplaces, from call centers to restaurant kitchens, gig worker algorithms, and offices. Although few modern workers would recognize Taylorism, and few employers would admit to it. 4 Business Ideas That Changed the World is a special series from HBR IdeaCast. Each week, an HBR editor talks to world-class scholars and experts on the most influential ideas of HBR’s first 100 years, such as disruptive innovation, shareholder value, and emotional intelligence. Discussing scientific management with HBR senior editor Curt Nickisch are: Nancy Koehn, historian at Harvard Business School Michela Giorcelli, economic historian at UCLA Louis Hyman, work and labor historian at Cornell University Further reading: Book: The One Best Way: Frederick Winslow Taylor and the Enigma of Efficiency, by Robert Kanigel Case Study: Mass Production and the Beginnings of Scientific Management, by Thomas K. McCraw Oxford Review: The origin and development of firm management, by Michela Giorcelli

In the 1980s, Clayton Christensen cofounded a startup that took over a market niche from DuPont and Alcoa. That experience left Christensen puzzled. How could a small company with few resources beat rich incumbents? It led to his theory of disruptive innovation, introduced in the pages of Harvard Business Review in 1995 and popularized two years later in The Innovators Dilemma. The idea has inspired a generation of entrepreneurs. It has reshaped R&D strategies at countless established firms. And it has changed how investors place billions of dollars and how governments spend billions more, aiming to kickstart new industries and spark economic growth. But disruption has taken on a popular meaning well beyond what Christensen’s research describes. Some critics argue that the theory lacks evidence. Others say it glosses over the social costs of lost jobs of bankrupted companies. And debate continues over the best way to apply the idea in practice. 4 Business Ideas That Changed the World is a special series from HBR IdeaCast. Each week, an HBR editor talks to world-class scholars and experts on the most influential ideas of HBR’s first 100 years, such as shareholder value, scientific management, and emotional intelligence. Discussing disruptive innovation with HBR editor Amy Bernstein are: Rita McGrath, professor at Columbia Business School Felix Oberholzer-Gee, professor at Harvard Business School Derek van Bever, senior lecturer at Harvard Business School Further reading: HBR: What Is Disruptive Innovation?, by Clayton M. Christensen, Michael E. Raynor, and Rory McDonald New Yorker: The Disruption Machine: What the Gospel of Innovation Gets Wrong, by Jill Lepore Business History Review: How History Shaped the Innovator’s Dilemma, by Tom Nicholas HBR: Disruptive Technologies: Catching the Wave, by Joseph L. Bower and Clayton M. Christensen

The idea that maximizing shareholder value takes legal and practical precedence above all else first came to prominence in the 1970s. The person who arguably did the most to advance the idea was the business school professor Michael Jensen, who wrote in Harvard Business Review and elsewhere that CEOs pursue their own interests at the expense of shareholders' interests. Among other things, he argued for stock-based incentives that would neatly align CEO and shareholder interests. Shareholder primacy rapidly became business orthodoxy. It dramatically changed how and how much executives are compensated. And it arguably distorted capitalism for a generation or more. Critics have long charged that maximizing shareholder value ultimately just encourages CEOs and shareholders to feather their own nests at the expense of everything else: jobs, wages and benefits, communities, and the environment. The past few years have seen a backlash against shareholder capitalism and the rise of so-called stakeholder capitalism. After reigning supreme for half a century, is shareholder value maximization on its way out? 4 Business Ideas That Changed the World is a special series from HBR IdeaCast. Each week, an HBR editor talks to world-class scholars and experts on the most influential ideas of HBR’s first 100 years, such as disruptive innovation, scientific management, and emotional intelligence. Discussing shareholder value with HBR editor in chief Adi Ignatius are: Lynn Paine, professor at Harvard Business School Mihir Desai, professor at Harvard Business School Carola Frydman, professor at Kellogg School of Management Further reading: HBR: CEO Incentives—It’s Not How Much You Pay, But How, by Michael C. Jensen and Kevin J. Murphy New York Times: A Friedman doctrine‐- The Social Responsibility Of Business Is to Increase Its Profits, by Milton Friedman HBR: The Error at the Heart of Corporate Leadership, by Joseph L. Bower and Lynn S. Paine U.S. Business Roundtable: Statement on the Purpose of a Corporation, 2019

In the early 1990s, publishers told science journalist Daniel Goleman not to use the word “emotion” in a business book. The popular conception was that emotions had little role in the workplace. When HBR was founded in October 1922, the practice of management focused on workers’ physical productivity, not their feelings. And while over the decades psychologists studied “social intelligence” and “emotional strength,” businesses cultivated the so-called hard skills that drove the bottom line. Until 1990, when psychologists Peter Salovey and John Mayer published their landmark journal article. It proposed “emotional intelligence” as the ability to identify and manage one's own emotions as well as those of others. Daniel Goleman popularized the idea in his 1995 book, and companies came to hire for “EI” and teach it. It’s now widely seen as a key ingredient in engaged teams, empathetic leadership, and inclusive organizations. However, critics question whether emotional intelligence operates can be meaningfully measured and contend that it acts as a catchall term for personality traits and values. 4 Business Ideas That Changed the World is a special series from HBR IdeaCast. Each week, an HBR editor talks to world-class scholars and experts on the most influential ideas of HBR’s first 100 years, such as disruptive innovation, shareholder value, and scientific management. Discussing emotional intelligence with HBR executive editor Alison Beard are: Daniel Goleman, psychologist and author of Emotional Intelligence Susan David, psychologist at Harvard Medical School and author of Emotional Agility Andy Parks, management professor at Central Washington University Further reading: HBR: Leading by Feel, with Daniel Goleman New Yorker: The Repressive Politics of Emotional Intelligence, by Merve Emre HBR: Emotional Agility, by Susan David and Christina Congleton Book: Emotional Intelligence, by Daniel Goleman

In The New World of Work video series, host and HBR Editor in Chief Adi Ignatius explores how top-tier executives see the future and how their companies are trying to set themselves up for success. Each week, he interviews a top leader live on LinkedIn, and in this special IdeaCast episode, he speaks with LinkedIn CEO Ryan Roslansky on how his company adapted during the pandemic (and after) and how he approaches growth, talent management, and more. You can browse previous episodes of The New World of Work on the HBR YouTube channel and follow HBR on LinkedIn to stay up-to-date on future live interviews. Ignatius also shares an inside look at these conversations —and solicits questions for future discussions — in a newsletter just for HBR subscribers. If you’re a subscriber, you can sign up here.

Organizations too often subject their employees and customers to unnecessary friction that creates inefficiency and causes frustration. But, in some situations, friction can be a positive force, spurring more innovation and better decision-making. So how do you reduce the bad kind and embrace the good?  Stanford professors Bob Sutton and Huggy Rao have studied this problem for seven years and offer strategies for leaders at every level to help them recognize when friction is needed or not and then add or subtract accordingly. They share ample examples of people and companies getting it right. Sutton and Rao are the authors of The Friction Project: How Smart Leaders Make the Right Things Easier and the Wrong Things Harder, as well as the HBR article, "Rid Your Organization of Obstacles that Infuriate Everyone."

Dutch company Airback has invented a backpack that can shrink its contents. Their eponymous backpack ($185) features a zippered airtight compartment with a port; once you've stuffed this compartment full, you attach either a household vacuum cleaner, or the company's small electric pump, to the port.

All of the air gets sucked out of the compartment, compressing the clothing within. The company reckons this allows you to cram in 50% more stuff.

The backpack also has a scale built into the handle, so you can avoid exceeding airline weight limits and being forced to check it at the airport.

The overall design is quite intelligent, featuring a passport stash pocket, a locking laptop compartment, bottle holder and more:

Following the popularity of the backpack—which was Kickstarted to the tune of €350,000 (USD ~$380,000), they designed a smaller Airback Go ($152) which fits beneath an airplane seat. This design lacks the scale in the handle.

There's also a larger Airback Max ($361), which boasts rollers and a telescoping handle…

…as well as the Airback Next ($416), a hard-sided carry-on roller.

All of the bags feature a built-in USB-C port, to which you can connect your own powerbank.

The company's separately-sold pump runs $52. One does wonder what to do if either that or the handle scale breaks. For their part, the company says "we've committed to a circular system - allowing you to send your bag back to us when it's lived its life, whereupon we, along with our partners, will give it a new purpose." However, what I'd prefer to see is some mention of repair options.

After a number of years with just exposed OSB subfloor (and a couple of rugs) as the flooring in my kitchen… It now has (part of) a floor. Do not be fooled by that picture. It is still mostly this… I have been avoiding this project for actual years because 1.) I couldn’t find flooring […]