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CIOs face the paradox of having to protect their businesses while at the same time streamlining access to the information and systems their companies need to grow. The threatscape they’re facing requires an approach to security that is adaptive to the risk context of each access attempt across any threat surface, anytime. Using risk scores to differentiate between privileged users attempting to access secured systems in a riskier context than normal versus privileged credential abuse by attackers has proven to be an effective approach for thwarting credential-based breaches.
Privileged credential abuse is one of the most popular breach strategies organized crime and state-sponsored cybercrime organizations use. They’d rather walk in the front door of enterprise systems than hack in. 74% of IT decision makers surveyed whose organizations have been breached in the past say it involved privileged access credential abuse, yet just 48% have a password vault. Just 21% have multi-factor authentication (MFA) implemented for privileged administrative access. These and many other insights are from Centrify’s recent survey, Privileged Access Management in the Modern Threatscape.
The challenge to every CIO’s security strategy is to adapt to risk contexts in real-time, accurately assessing every access attempt across every threat surface, risk-scoring each in milliseconds. By taking a “never trust, always verify, enforce least privilege” approach to security, CIOs can provide an adaptive, contextually accurate Zero Trust-based approach to verifying privileged credentials. Zero Trust Privilege is emerging as a proven framework for thwarting privileged credential abuse by verifying who is requesting access, the context of the request, and the risk of the access environment.
By taking a least privilege access approach, organizations can minimize attack surfaces, improve audit and compliance visibility, and reduce risk, complexity, and the costs of operating a modern, hybrid enterprise. CIOs are solving the paradox of privileged credential abuse by knowing that even if a privileged user has entered the right credentials but the request comes in with risky context, then stronger verification is needed to permit access.
The following are five strategies CIOs need to concentrate on to stop privileged credential abuse. Starting with an inventory of privileged accounts and progressing through finding the gaps in IT infrastructure that create opportunities for privileged credential abuse, CIOs and their teams need to take preemptive action now to avert potential breaches in the future.
Discover and inventory all privileged accounts and their credentials to define who is accountable for managing their security and use. According to a survey by Gartner, more than 65% of enterprises are allowing shared use of privileged accounts with no accountability for their use. CIOs realize that a lack of consistent governance policies creates many opportunities for privileged credential abuse. They’re also finding orphaned accounts, multiple owners for privileged credentials and the majority of system administrators having super user or root user access rights for the majority of enterprise systems.
Vault your cloud platforms’ Root Accounts and federate access to AWS, Google Cloud Platform, Microsoft Azure and other public cloud consoles. Root passwords on each of the cloud platforms your business relies on are the “keys to the kingdom” and provide bad actors from inside and outside the company to exfiltrate data with ease. The recent news of how a fired employee deleted his former employer’s 23 AWS servers is a cautionary tale of what happens when a Zero Trust approach to privileged credentials isn’t adopted. Centrify’s survey found that 63% or organizations take more than a day to shut off privilege access for an employee after leaving the company. Given how AWS root user accounts have the privilege to delete all instances immediately, it’s imperative for organizations to have a password vault where AWS root account credentials are stored. Instead of local AWS IAM accounts and access keys, use centralized identities (e.g., Active Directory) and enable federated login. By doing so, you obviate the need for long-lived access keys.
Audit privileged sessions and analyze patterns to find potentially privileged credential sharing or abuse not immediately obvious from audits. Audit and log authorized and unauthorized user sessions across all enterprise systems, especially focusing on root password use across all platforms. Taking this step is essential for assigning accountability for each privileged credential in use. It will also tell you if privileged credentials are being shared widely across the organization. Taking a Zero Trust approach to securing privileged credentials will quickly find areas where there could be potential lapses or gaps that invite breaches. For AWS accounts, be sure to use AWS CloudTrail and Amazon CloudWatch to monitor all API activity across all AWS instances and your AWS account.
Enforce least privilege access now within your existing infrastructure as much as possible, defining a security roadmap based on the foundations of Zero Trust as your future direction. Using the inventory of all privileged accounts as the baseline, update least privilege access on each credential now and implement a process for privilege elevation that will lower the overall risk and ability for attackers to move laterally and extract data. The days of “trust but verify” are over. CIOs from insurance and financial services companies recently spoken with point out that their new business models, all of them heavily reliant on secured Internet connectivity, are making Zero Trust the cornerstone of their future services strategies. They’re all moving beyond “trust but verify” to adopt a more adaptive approach to knowing the risk context by threat surface in real-time.
Adopt multi-factor authentication (MFA) across all threat surfaces that can adapt and flex to the risk context of every request for resources. The CIOs running a series of insurance and financial services firms, a few of them former MBA students of mine, say multi-factor authentication is a must-have today for preventing privileged credential abuse. Their take on it is that adding in an authentication layer that queries users with something they know (user name, password, PIN or security question) with something they have (smartphone, one-time password token or smart card), something they are (biometric identification like fingerprint) and something they’ve done (contextual pattern matching of what they normally do where) has helped thwart privileged credential abuse exponentially since they adopted it. This is low-hanging fruit: adaptive MFA has made the productivity impact of this additional validation practically moot.
Every CIO I know is now expected to be a business strategist first, and a technologist second. At the top of many of their list of priorities is securing the business so it can achieve uninterrupted growth. The CIOs I regularly speak with running insurance and financial services companies often speak of how security is as much a part of their new business strategies as the financial products their product design teams are developing. The bottom line is that the more adaptive and able to assess the context of risks for each privilege access attempt a company’s access management posture can become, the more responsive they can be to employees and customers alike, fueling future growth.
The biggest problem with enterprise operations today is the simple fact that most firms still run most of their processes exactly the same way as they did 20/30/40 years ago, with the only “innovation” being models like offshore outsourcing and shared service centers, cloud and digital technologies enabling those same processes to be conducted steadily faster and cheaper. However, fundamental changes have not been made to intrinsic business processes – most companies still operate with their major functions such as customer service, marketing, finance, HR and supply chain operating in individual silos, with IT operating as a non-strategic vehicle to maintain the status quo and keep the lights on.
Enter the concept of Robotic Process Automation (RPA), introduced to market in 2012 via a case study written by HFS and supported by Blue Prism, which promised to remove manual workarounds and headcount overload from inefficient business processes and BPO services. However, despite offering clear technical capability and the real advantage of breathing life into legacy systems and processes, RPA hasn’t inspired enterprises to rewire their business processes – it’s really just helped them move data around the company faster and require less manual intervention. In addition, most “RPA” engagements that have been signed are not for unattended processes, instead, most are attended robotic desktop automation (RDA) deployments. Attended RDA requires a loop of human and bot interplay to complete tasks. These engagements are not the pure form of RPA that we invented – they are a motley crew of scripts and macros applying add band-aids to messy desktop applications and processes to maintain the same old way of doing things. Sure, there is usually a reduction in labor needs – but in fractional increments – which is rarely enough to justify entire headcount elimination. Crucially, the current plethora of “RPA” engagements have not resulted in any actual “transformation”.
Real research data of close to 600 major global enterprise shows just how not-ready we are to declare any sort of robo-victory. In our recent survey of 590 G2000 leaders, only 13% of RPA adopters are currently scaled up and industrialized. Forget about leveraging RPA to curate end-to-end processes, most RPA adopters are still tinkering with small-scale projects and piecemeal tasks that comprise elements of broken processes. Most firms are not even close to finding any sort enterprise-scale automation adoption.
A Triple-A Trifecta toolkit that leverages RPA, various permutations of AI, and smart analytics in an integrated fashion.
So HFS is calling it as we see it. RPA is dead! Long live Integrated Automation. And by integrated we mean integrated technology, but also, and all importantly, we mean integration across people, process and technology supported by focused objectives and change management. Integrated Automation is how you transform your business and achieve an end-to-end Digital OneOffice.
Integrated Automation is not about RPA or AI or Analytics. It is RPA and AI and Analytics.
RPA products are seeking to underpin AI and data management capabilities. WorkFusion was arguably the first to combine RPA and AI with its “smart process automation” capability. Other subsequent examples include Automation Anywhere with its ML-infused IQBot, Blue Prism announced its AI Lab to develop proprietary RPA-ready AI elements, and AntWorks embeds computer vision and fractal science in its stack to enable the use of unstructured data. What these products having in common is their use of robotics to transform tasks, desktop apps and pieces of processes. Hence, we need to refer to these “RPA” products as Robotic Transformation Software products which is a far more appropriate description.
AI and analytics focused products are starting to embrace Robotic Transformation Software, instead of undermining it. IPsoft launched 1RPA with a cognitive user interface. Xceptor’s data-led business rules and AI-based approach to automation leverage RPA to help extend its functionality. Arago is starting to go to the market where it can help orchestrate RPA capabilities within its platform.
Enterprise software products are integrating the triple-A trifecta capabilities in their products. SAP Leonardo aspires to harness the emerging technologies across ML, analytics, Big Data, IoT, and blockchain in combination. It also acquired RPA software company Contextor (late 2018) similar to Pega when it acquired OpenSpan in 2016 adding RPA functionality to its customer engagement capabilities.
System Integrators are orchestrating the Triple-A Trifecta across multiple curated products. This typically combines some of their IP and service capabilities. Accenture launched SynOps in early 2019, offering a “human-machine operating engine.” Genpact’s Cora, a modular platform of digital technologies, similar to HFS’ Triple-A Trifecta, is designed to help enterprises scale digital transformation. IBM’s Automation Platform includes composable automation capabilities that orchestrate responses and alerts between Watson and Robotic Transformation Software solutions. KPMG’s IGNITE brings RPA, AI and analytics tools together with KPMG IP and services.
Integrated Automation is not just about Technology. It is Technology + People + Process.
The real point of Integrated Automation is actually to move beyond the tools. Yes, the Triple-A Trifecta offers more functionality, but it still does not work unless you change your business, your people, your processes. Integrated automation is the effective melding of technology, talent, organizational change, and leadership to get to the promise land. It requires the integration of the Triple-A Trifecta change agents in your toolbox and their application across the original trifecta of people, process, and technology. If you keep throwing technology at a business problem, you will have more technology rather than a solution.
Integrated Automation is not a Product or a Service. It is a Product and a Service.
Just like we realized that throwing bodies at a problem does not solve the problem, we need to recognize that merely hurling software at business process will not drive transformation. The real genius lies in understanding what to use when and how. The software also needs to come with support and services. Otherwise, we’re just selling more snake oil and magic. Strategic and collaborative relationships of the future will be formed by providers that can consult as a trustworthy advisor and execute as an “extension” of clients’ operations. Enterprises need partners to drive innovation, contribute investment, apply automation and new ideas, and focus on delivering business outcomes – and that requires a combination of services and software. An ecosystem approach with symbiotic relationships between service and product companies is a must-have ingredient for automation to succeed and truly be transformative. It is imminently clear that no one can be everything to everyone.
Adoption is not the measure of success for Integrated Automation. It is about Change Management.
Fifty-one percent of the highest performing enterprises see their cultures as holding them back in the digital transformation journey, while only 36% of the lowest performing enterprises identify culture as a problem to progress. Providers need to offer change management approaches that are agile, measurable, and iterative to be impactful. Scaling up digital initiatives and enabling the right governance models are also critical points. The ability to codify “business outcomes” in contractual agreements, pricing structures, and performance measures is also a vital element to drive change. While there is no nirvana around pricing, it needs to be implemented based on every client’s unique requirements and context. The flexibility to put skin in the game with innovative and non-linear commercial models is essential to drive real change.
Integrated Automation will not be effective with a functional approach. It requires an end-to-end “OneOffice” strategy.
Less than 12% of the enterprises we surveyed have an enterprise-wide approach to automation. This strong focus on task-level and process-level automation remind us that automation often takes place in functional silos, with parallel but unconnected initiatives. The ability to balance task-specific and process-specific pilots and production instances with broader enterprise mission and vision is certainly daunting, but it is precisely what needs to occur to enable scaled and successful automation programs.
The collaboration between business and IT is another crucial issue. While automation initiatives require IT involvement, the programs are generally impacting and enhancing business processes—which requires participation from business constituents who understand the functions in question. The ideal leadership mix, then, is a combination of IT and business. However, our data shows that just one-fifth of respondents have created integrated IT and business leadership teams to grapple with automation strategy and deployment.
Bottom Line: Integrated Automation utilizes the power of AND, not OR!
We are lucky to live at a time where we have a multitude of established and emerging change agents at our disposal: global sourcing, design thinking, Robotic Transformation Software, AI, Analytics, IoT, blockchain among others. But, unfortunately, most of the discussions in the market end up becoming a comparative discussion versus integrative discussion – man versus machine, offshore versus automation, RPA versus AI, consulting versus execution, and so on. These change agents must work together rather than operate in silos to solve real business problems. The power of AND is much greater than OR and Integrated Automation is all about the power of AND. Thus, RPA is dead. Long live integrated automation!
Looking at the current assortment of CRM functionality including AI, machine learning, voice recognition and chatbots, you might conclude that the tools are evolving to remove salespeople and others from direct customer contact and you wouldn’t be wrong. What’s surprising to me though is the amount of sales angst in senior people about the division of sales people’s time into two traditional buckets selling and not selling. One is good and valuable and the other is suspect. But why?
Research has shown that customers like finding their own answers without the assistance of someone whose job is to sell. Selling comes later, once a customer has a good idea of their basic needs and the available solutions. Before this point assistance can seem heavy handed. So, it makes sense to let customers do what they do. Organizations implicitly agree because they put so much information out on the Internet to support the self-service effort.
The result is that sales people engage with customers further along in the process or down the funnel. This puts added responsibilities on sales people. For instance, when sellers met customers earlier it was easier to have more customer meetings to simply deliver basic information. Managers didn’t like this so much because the probability of closing a deal was relatively low given that customers still had to go through a mental process to make a decision.
So, what did we do? We positioned all that information on the Internet to enable customers to make their own determinations. That’s great, right? No, no, no! Now the complaint is that salespeople are not spending enough time in front of customers.
Last year’s Salesforce report, “The State of Sales,” showed graphically that during an average week a sales person spent about one third of his or her time selling and the rest doing what many deem wasting time and that can get you scratching your head.
The report included as selling activities things like Meeting customers in person, Connecting with customers virtually, Prospecting, Administrative tasks, and Preparation and planning. This all seems abundantly reasonable.
But then look at what non-selling activities included. Generating quotes, proposals, and gaining approvals, Researching prospects, Internal meetings and training, Manually entering customer/sales info, Prioritizing leads/opportunities, Downtime.
A few years ago, I recall another report from either Forrester or IDC and I apologize for not knowing which but my point is simple. It surveyed CIOs and one finding was that sales reps were not adding enough value. They weren’t following up appropriately, didn’t come to meetings prepared to advance a discussion from the last meeting, etc. My takeaway when I read that report was that reps had too many accounts and not enough time to do the spade work necessary to drive a meeting and push a sales process along.
When I was selling, it was a rough rule of thumb that for every one-hour meeting you might need three or four (or more) hours of preparation. That was largely before CRM began giving reps back some of their time. In this context, the current selling and non-selling time appropriation looks pretty reasonable to me for a couple of reasons.
First, modern CRM has reduced the amount of preparation time significantly (but not to zero). Analytics might be able to tell you the next logical step but so can an experienced sales person and the real challenge is in doing the work for that step. But there’s good news there too. For instance, modern CPQ can produce errorless proposals and get the necessary approvals as quickly as a sales rep can get a manager to check email. You can say the same about presentation tools and slide libraries and almost every phase of selling that has some amount of automation for it.
But somebody has to actually use the systems and do the preparation which sounds like non-selling, but I’d advise that we reconsider our definitions. The fact that customers encounter sales people for the first time further down the funnel means there’s more at stake in that meeting than back when a sales person could fire off generalities. Having more at stake requires better preparation. If we want our sales people to be consultative and not glad-handers they have to come locked and loaded.
I’m not saying there’s no room for improvement, just that we need to be smart about what we value and how we see the modern sales process. So, I guess I don’t get it when I see or hear sales pros lamenting the 2:1 relationship between preparation and face time. To me that seems pretty good. It could be better and maybe in ten years it will be. But it’s worth noting that as products commoditize customers need less attention from sales people and that at some point many products go from employing a direct sales model to more of a retail model. That’s especially what we’re seeing all over the tech sector today and it will proceed differently from business to business based on things like product complexity, customer receptivity and of course competition.
I’ve spent 2 days at Cloud Expo Europe, the premier London based event covering cloud platforms, hybrid and multicloud approaches, cybersecurity, AI, blockchain and more, as well as well as all of the ingredients of the data centres that support those technologies. A wide set of tech topics, but within them everyone’s talking digital transformation and it’s dangerous. Dangerous because, like talking cloud 10 years ago, it means different things to different people, becoming a catch all with too much emphasis on the technology itself, rather than the business outcomes it supports. It’s the classic mistake we technology marketers have been making with our “widgets” for decades. We need to reframe the digital transformation conversation!
The crucial point is that emerging technologies and innovation are driving it, but the true transformation is all about business, mindset and leadership change.
Digitally savvy companies have leaders who encourage teamwork, explain their purpose with clarity, and promote an environment of openness and sharing. The particular organizational structure you have in place is less important than getting employees and leaders to embrace these behaviors. In her book The Management Shift, Vlatka Hlupic shows that many successful companies share a management style characterized by an open mindset, an unbounded culture, strong team cohesion, inspirational leaders, a strong sense of purpose, and passion for the work the company does. Check out the absolutely excellent Team of Teams by General Stanley McChrystal, Chris Fussell et al translating their experiences in Iraq War 2 to today’s complex supply chains where teamwork across organisational boundaries is crucial. These are the characteristics that 21st century leaders and managers need to be able to handle today’s rapidly changing business landscapes.
Adding mobile apps and new digital business components on top of existing systems can provide some help, and even give short-term benefits in key areas. To really transform your business, however, you need a holistic approach. According to recent Forrester research, most digitally mature businesses recognize that they must break down business silos in order to realize their digital visions. One helpful tool is the McKinsey 7-S framework, which has been tried and tested over decades. The 7-S framework emphasizes the role of coordination, rather than structure, in organizational effectiveness. First you assess the business in terms of strategy, structure, and systems. Then you examine your staff, skills, and style, as well as the shared values of the company. This approach helps to integrate all the factors needed to add value, find efficiencies, and make a real difference in your organization. You don’t have to use this particular framework, of course—there are many other useful tools out there. The point is that digital transformation becomes much easier when you think about it holistically.
You need a plan to integrate your digital transformation project so that it works with your legacy systems. Your plan should draw on agile thinking while still satisfying the financial demands of the C-suite. Think in terms of short time scales and multiple iterations. Don’t fear experimentation or failure. The Forrester research already mentioned highlights agility as one of the top five metrics to measure the success of digital programmes. True agility requires you to think like a startup. First, identify the problem that needs to be solved with a new digital approach. Next, develop a minimum viable product that you can implement. Use the resulting feedback to improve and iterate your product. Pursue multiple, parallel streams of change with a six-to-eight-week cycle or shorter. Focus on achievable outcomes rather than individual tasks and steps, and be sure to foster regular communication at all levels across the process (back to Team of Teams).
True digital transformation touches all of a company’s teams and processes. You need sound cross-functional governance to get everyone on board with the disruption that’s to come. Our research shows that organizations that have implemented some form of enterprise social network or social collaboration platform, such as Workplace by Facebook, Jive, Microsoft Teams, Kahootz, GitHub or Slack, are more successful with their transformation than those that don’t. This kind of communication harnesses the collective intelligence of teams in ways that aren’t possible with old communications technologies such as e-mail.
Unless you are a digital native startup, your digital transformation will most likely be a complex series of incremental and strategic initiatives that fundamentally change the company over time. To get employees, customers, and investors on board, leadership needs to communicate the big idea—the “why” of what you are trying to achieve by reinventing your business. Start thinking about the principles of story telling. Start thinking in terms of the visual tools and communication processes you are going to use get the whole company as well as your partner and supplier ecosystem on board.
Please check out the hashtags #techerati and #disruptivelive for more CEE19 content from this year’s show.
Digital transformation requires an open mindset, an unbounded culture, strong team cohesion, inspirational leaders, a strong sense of purpose, and passion for the work the company does.
You need agile thinking, a mix of incremental and strategic initiatives, and short development cycles.
Leaders must communicate why they are reinventing the company so that everyone is on board with the overall goal.
If you need help defining, adapting or communicating your particular digital transformation story, please contact us – we’d love to help.
Note – this post is an evolution of an article I wrote for enterprise.nxt the HPE Insights blog.
An all-time high 48% of organizations say cloud BI is either “critical” or “very important” to their operations in 2019.
Marketing & Sales place the greatest importance on cloud BI in 2019.
Small organizations of 100 employees or less are the most enthusiastic, perennial adopters and supporters of cloud BI.
These and other insights are from Dresner Advisory Services’ 2019 Cloud Computing and Business Intelligence Market Study. The 8th annual report focuses on end-user deployment trends and attitudes toward cloud computing and business intelligence (BI), defined as the technologies, tools, and solutions that rely on one or more cloud deployment models. What makes the study noteworthy is the depth of focus around the perceived benefits and barriers for cloud BI, the importance of cloud BI, and current and planned usage.
“We began tracking and analyzing the cloud BI market dynamic in 2012 when adoption was nascent. Since that time, deployments of public cloud BI applications are increasing, with organizations citing substantial benefits versus traditional on-premises implementations,” said Howard Dresner, founder, and chief research officer at Dresner Advisory Services. Please see page 10 of the study for specifics on the methodology.
An all-time high 48% of organizations say cloud BI is either “critical” or “very important” to their operations in 2019. Organizations have more confidence in cloud BI than ever before, according to the study’s results. 2019 is seeing a sharp upturn in cloud BI’s importance, driven by the trust and credibility organizations have for accessing, analyzing and storing sensitive company data on cloud platforms running BI applications.
Marketing & Sales place the greatest importance on cloud BI in 2019. Business Intelligence Competency Centers (BICC) and IT departments have an above-average interest in cloud BI as well, with their combined critical and very important scores being over 50%. Dresner’s research team found that Operations had the greatest duality of scores, with critical and not important being reported at comparable levels for this functional area. Dresner’s analysis indicates Operations departments often rely on cloud BI to benchmark and improve existing processes while re-engineering legacy process areas.
The retail/wholesale industry considers cloud BI the most important, followed by technology and advertising industries. Organizations competing in the retail/wholesale industry see the greatest value in adopting cloud BI to gain insights into improving their customer experiences and streamlining supply chains. Technology and advertising industries are industries that also see cloud BI as very important to their operations. Just over 30% of respondents in the education industry see cloud BI as very important.
R&D departments are the most prolific users of cloud BI systems today, followed by Marketing & Sales. The study highlights that R&D leading all other departments in existing cloud BI use reflects broader potential use cases being evaluated in 2019. Marketing & Sales is the next most prolific department using cloud BI systems.
Finance leads all others in their adoption of private cloud BI platforms, rivaling IT in their lack of adoption for public clouds. R&D departments are the next most likely to be relying on private clouds currently. Marketing and Sales are the most likely to take a balanced approach to private and public cloud adoption, equally adopting private and public cloud BI.
Advanced visualization, support for ad-hoc queries, personalized dashboards, and data integration/data quality tools/ETL tools are the four most popular cloud BI requirements in 2019. Dresner’s research team found the lowest-ranked cloud BI feature priorities in 2019 are social media analysis, complex event processing, big data, text analytics, and natural language analytics. This years’ analysis of most and least popular cloud BI requirements closely mirror traditional BI feature requirements.
Marketing and Sales have the greatest interest in several of the most-required features including personalized dashboards, data discovery, data catalog, collaborative support, and natural language analytics. Marketing & Sales also have the highest level of interest in the ability to write to transactional applications. R&D leads interest in ad-hoc query, big data, text analytics, and social media analytics.
The Retail/Wholesale industry leads interest in several features including ad-hoc query, dashboards, data integration, data discovery, production reporting, search interface, data catalog, and ability to write to transactional systems. Technology organizations give the highest score to advanced visualization and end-user self-service. Healthcare respondents prioritize data mining, end-user data blending, and location analytics, the latter likely for asset tracking purposes. In-memory support scores highest with Financial Services respondent organizations.
Marketing & Sales rely on a broader base of third party data connectors to get greater value from their cloud BI systems than their peers. The greater the scale, scope and depth of third-party connectors and integrations, the more valuable marketing and sales data becomes. Relying on connectors for greater insights into sales productivity & performance, social media, online marketing, online data storage, and simple productivity improvements are common in Marketing & Sales. Finance requiring integration to Salesforce reflects the CRM applications’ success transcending customer relationships into advanced accounting and financial reporting.
Subscription models are now the most preferred licensing strategy for cloud BI and has progressed over the last several years due to lower risk, lower entry costs, and lower carrying costs. Dresner’s research team found that subscription license and free trial (including trial and buy, which may also lead to subscription) are the two most preferred licensing strategies by cloud BI customers in 2019. Dresner Advisory Services predicts new engagements will be earned using subscription models, which is now seen as, at a minimum, important to approximately 90% of the base of respondents.
60% of organizations adopting cloud BI rank Amazon Web Services first, and 85% rank AWS first or second. 43% choose Microsoft Azure first and 69% pick Azure first or second. Google Cloud closely trails Azure as the first choice among users but trails more widely after that. IBM Bluemix is the first choice of 12% of organizations responding in 2019.
Trying to do business without also having a modern CRM system is like walking around naked. You can do it, at least for a little while, but people will begin to think you’re weird and the trouble is that those people are all potential customers. CRM is essential today because, despite our reverence for the free market, it’s really more like free markets–plural–and we need to be relevant, to treat people the way they expect to be, in each venue we decide to play in.
Before he died, Steve Jobs observed that the marketplace had bifurcated and the traditional Bell curve we use to represent it had actually become two humps, sort of like a Dromedary camel becoming a Bactrian.
Jobs saw one market for good enough products and the other for luxury items. His insight was that, with modern technology goods and customer facing systems, the merchandises in each group was essentially the same. In other words, much of the difference today comes from how products are sold and serviced. Good enough products had to be easy to use and intuitive in Jobs’ scheme and luxury goods had to come with hands on service throughout the purchase and ownership process.
That wasn’t so long ago and, wittingly or not, the observation drove CRM’s evolution to the point that today the suite is dripping with artificial intelligence and machine learning for insights into what to do for a customer next. CRM is now also over the top with journey maps as well as chatbots that do a pretty good job of interfacing with customers. They will only get better too.
But nobody who gets the good enough product, it turns out, likes being reminded that they didn’t spend big on the luxury item and all that service. We all like getting more than our fair share of service, especially if it’s free. So modern CRM splits the difference and provides affordable service and support without quibbling, through technology. Now, I would love to say that our work is done here but we both know better.
Here comes the rub. The other day I was reading an articlefrom last March in Inc. magazine that brought home how disparate our markets are and by implication how much vendors need high quality CRM today.
What once looked like a Bell curve and then looked like a camel has in a few short years come to resemble high tide at Huntington Beach. It’s clearer now than ever that people of different stripes, including different generations come to marketplaces with very different needs. We knew that already but maybe not its full extent.
So, in the article, “73 Percent of Millennials are Willing to Spend More Money on This 1 Type of Product,” writer Melanie Curtin quotes a Neilsen report saying, “While 66 percent of global consumers are willing to pay more for sustainable goods, a full 73 percent of Millennials are.” Neilsen’s definition of Millennials is people born between 1977 and 1995 while others skew the timeline toward the present.
For instance, Pew Research brackets the group at those born between 1981 and 1997. Regardless, Pew and others rank Millennials and Baby Boomers neck and neck in cohort size: 75.4 million millennials according to a 2015 US Census study vs. 74.9 million Boomers.
But let’s get back to sustainability. As the author of a book with sustainability in the title, it warms my heart to think some of those people could actually find my book but the CRM side of me also says whoa horsey! A CRM system better be able to distinguish between a younger customer and someone older who might have different priorities.
Sustainability is not a well-defined category though you know it when you see it. It can mean everything and nothing but generally it refers to things with long lifecycles, things that can be easily recycled, products and services that aren’t generally one and done. So paper napkins not sustainable, recyclable paper plates, yes. And of course renewable power generation yes, yes!
Any market where 66 percent of customers want to pay more for something, let alone a market with 73 percent thinking that way, ought to raise more than eyebrows. But this all speaks to the need for data that tells vendors concretely who customers are.
We might still rely heavily on the next best algorithm to help determine what’s next but now we see that age cohort might reasonably be part of the calculations. I expect that simple discoveries like this will keep CRM developers busy for a long time as they continue to iterate toward CRM nirvana. At its heart, this means continuous improvement of process as the CRM suite seems to be fairly well broadened at this point.
Show season is starting in CRM. It’s the time of year when almost every CRM vendor holds a conference in San Francisco, Las Vegas, Chicago, Dallas, or Austin. Next week Oracle kicks it off with Modern Customer Experience (MCX) in Las Vegas. It will be a great chance to see the company’s CRM apps put through their paces without the dilution caused by all the database and middleware discussions of OpenWorld. Not that I mind, but as a CRM person discussions of benchmarks can leave me cold.
At any rate, Oracle has been coming on strong in the last 5 years making serious moves to the cloud and into CRM. They got serious, in my opinion when Larry Ellison pointed to the cloud and the company has spent billions to reach its rather complex goals in apps, platform and infrastructure.
It has only been in the last couple of years though that the company has achieved something like critical mass, which is why this edition of MCX will be so interesting. Rather than bringing so many products to market, the company has begun turning to process and it’s process that I think drives the discussion about things like sustainability.
I then used “drama” in the title of my recent ZDNet guest column.
Drama? That’s what you get in Augusta in April. Isn’t enterprise tech boring and glacially slow?
My book catalogs the product launch machine SAP has become and the fact that its customer base has grown 50% in the last five years. It was on the ropes, the competition could have delivered a knockout punch but it has bounced back impressively.
How can that not make your heart beat faster?
Last week, in his coming-out party since he joined Google several months ago, Thomas Kurian made quite an impression.
Also last week, at a SAP Analytics event, mostly under NDA, I expected to hear plenty about coopetition with Google, Oracle and IBM. Instead I kept hearing about Microsoft with its Power BI, Surface, Azure ML, Office 365 and other products.
Oracle and IBM were similarly snubbed by the DoD as it shortlisted vendors for its $ 10 billion JEDI cloud contract. One contract should not mean that much but the twists and protests in that one certainly count as drama.
When a case ends up at the Supreme Court of the US, it usually makes for some some oohs and aahs. When all 9 justices vote unanimously on something, it certainly perks you up. That’s what recently happened to Oracle in its long running litigation with Rimini Street.
That para goes on to say “Today, even after two decades of cloud computing, industry and geographic coverage is spotty — by my estimate, less than 20%. For Hurd’s prediction to prove accurate, it will take massive new investments in upgrading industry functionality.” Will Hurd’s own products grow rapidly and get a lion share of his projected 80%? In January 2006, Oracle had confidently declared they were “Halfway to Fusion”. 13 years later, Oracle still mostly talks finance, HCM and CRM. NetSuite, even after 20 years, has limited global coverage as Phil Wainewright points out here or industry coverage as I point out here.
Augusta generates drama for 4 days. Enterprise tech takes a bit longer. But it has its share of comebacks and black horses. I will have a front row seat as I start planning for SAP Nation 4.0.
Or may be it will be titled Oracle Nation 1.0 or Workday Nation 1.0. That right there is plenty of drama.
Watching the G Suite news coming out of Google Cloud Next 2019, I had my Michael Corleone moment that took me back to my old stomping ground: employee engagement and workplace performance.
Not shockingly, the incremental updates to G Suite were awesome engineering feats. But Google had the chance to entirely shift the goal post by re-imagining a better “what” this time. Instead, what we got another attempt at a better “how” by pitting product features against Office 365.
Knowledge sharing, connecting employees, breaking silos.
2001 called. She wants her value prop back.
So, what does more “what” look like?
Frontline Work: Upskill America estimates that over 24 million workers just in the US are front line workers. Many of these workers have one job in huge industries such as retail, logistics and healthcare. Sitting at the very last mile of the customer experience, they are the face of a company’s brand. Yet these workers today do backflips to make desktop worker optimized HRIS and employee engagement systems work for them. The mobile-only front-line worker needs a very different design paradigm to be the best that she can be.
Shift Work: Approximately two in five workers in the US work during nonstandard times. Shift workers work in jobs that go 12-24 hours. Each job requires 2 to 3 people to cycle in. And shift workers often have multiple employers. There is a significant gap and inefficiency in how they get found, how they get scheduled, how they perform and in turn, how their performance is measured, and how they get marketed to potential employers. The Population Reference Bureau estimated that the occupations of these workers will have the largest projected growth rate over the next decade. That’s a hunk of TAM.
Unstructured work modalities are hugely underserved. The design metaphor for tools such as GSuite, Office 365, Asana and others serve a structured work modality: task management, spreadsheet creation, workflow, etc. The reality is that these tools are great after the collaboration to generate and firm up ideas has already taken place. They work great when its time to break up tasks and get them done, to model out costs, or document decisions, or present plans made. What’s missing is the ability to support the integral steps that form the basis of the task – whiteboarding, ideation, planning, organizing thoughts. Massive industries such as Professional Services, Industrial and other Design, CAD/CAM all rely on these crucial precursor phases before “work” is remotely ready to go into a spreadsheet for costing, or a presentation for funding.
The tragedy in all of this is that Google does have the best capabilities, the best real-time interplay and the absolute best NLP in the market. All sitting atop GCP which remains the best-kept secret on Planet Enterprise. Thanks in part to GCP and in part to the genius of Kahuna co-founder and CTO Jacob Taylor and his team, at Kahuna we on-boarded 80 million consumers in a single day, with zero dev ops support.
And yet, Google misses the forest for the trees by deploying these maddingly sophisticated resources only towards improving the “how”, vs re-imagining the “what”.
This playbook of shifting the goalpost works. At SuccessFactors / SAP, we shifted the goal post by offering functionalized collaboration to solve very discrete problems in Sales, Marketing, IT and HR. And as a result, we drove revenues up well over 20-fold and subscription 5-fold in just 12 quarters. And we changed the narrative for collaboration which added significant sales and marketing velocity.
So, question the prevailing premise.
Look, this doesn’t need to be an either / or game. Given the astonishingly good numbers we’ve seen from Google’s historical focus on education, the horizontal long game can work. But Google has all the pieces to re-cast the narrative and see returns now. And with Thomas Kurian at the helm, they have the street cred to build real enterprise SaaS software that solves real business problems, for huge markets.
I’m rooting for you, Goog.
As I was doing some research for this post, these were some of my favorite posts on the event.
Holger Mueller of Constellation Research covers the infrastructure and security elements but ventures into apps and SaaS.
Ron Miller at TechCrunch and Kurt Marko at Diginomica go for the jugular and take on the AWS vs GCP analysis, head on.
Finally, Frederic LardInois at TechCrunch has an in-depth interview with David Thacker, VP of Product for G Suite on Currents – Google’s newest shot at horizontal enterprise collaboration.
Gartner predicts the worldwide public cloud service market will grow from $182.4B in 2018 to $331.2B in 2022, attaining a compound annual growth rate (CAGR) of 12.6%.
Spending on Infrastructure-as-a-Service (IaaS) is predicted to increase from $30.5B in 2018 to $38.9B in 2019, growing 27.5% in a year.
Platform-as-a-Service (PaaS) spending is predicted to grow from $15.6B in 2018 to $19B in 2019, growing 21.8% in a year.
Business Intelligence, Supply Chain Management, Project and Portfolio Management and Enterprise Resource Planning (ERP) will see the fastest growth in end-user spending on SaaS applications through 2022.
Gartner’s annual forecast of worldwide public cloud service revenue was published last week, and it includes many interesting insights into how the research firm sees the current and future landscape of public cloud computing. Gartner is predicting the worldwide public cloud services market will grow from $182.4B in 2018 to $214.3B in 2019, a 17.5% jump in just a year. By the end of 2019, more than 30% of technology providers’ new software investments will shift from cloud-first to cloud-only, further reducing license-based software spending and increasing subscription-based cloud revenue.
The following graphic compares worldwide public cloud service revenue by segment from 2018 to 2022. Please click on the graphic to expand for easier reading.
Comparing Compound Annual Growth Rates (CAGRs) of worldwide public cloud service revenue segments from 2018 to 2022 reflects IaaS’ anticipated rapid growth. Please click on the graphic to expand for easier reading.
Business Intelligence, Supply Chain Management, Project and Portfolio Management and Enterprise Resource Planning (ERP) will see the fastest growth in end-user spending on SaaS applications through 2022. Gartner is predicting end-user spending on Business Intelligence SaaS applications will grow by 23.3% between 2017 and 2022. Spending on SaaS-based Supply Chain Management applications will grow by 21.2% between 2017 and 2022. Project and Portfolio Management SaaS-based applications will grow by 20.9% between 2017 and 2022. End-user spending on SaaS ERP systems will grow by 19.2% between 2017 and 2022.


text:
The 21st-century path to state economic prosperity, increased wages at every income level, employer re-investment, and job creation is in fact pretty straightforward. It is not a matter of wealth redistribution; it is a matter of wealth creation. It is not about slicing up a shrinking pie; it is about creating a bigger pie through economic expansion.
to low-income households. When states grow, property taxes and sales taxes are multiplied by a growing gross state product, which in turn increases government revenue and its ability to provide more social services.

industry_corpus2: Finance & Economics


text:
Sit back and join me now for the 65th serving of some wine and cheese!
😦 Really? Some douche canoes (aka crack heads) stole the compressor for our A/C at work last Friday evening. It is going to be 88ish today, so that just stinks. Thankfully the place next to us got it on security video and the local law enforcement folk were able to catch them. It takes a special kind of stupid to do this under a camera that is catching you, your significant other, your car, your license plate AND the fact that you have your kids in the car. The over achievers of dumb are now locked up and their kids are with child protective services.
😦 When loading up my car this morning with breakfast, laptop, water bottle, a change of clothes, etc. (you’d think I was going on a vacation rather than to work) I noticed that my one tire was very low. This tested my good mood just a bit as I had to take a small detour to the gas station and check and fill all the tires. I should be thankful that this is yet another task that I can handle as a female, but darn it, I got my hands dirty!
🙂 I am still smiling from my weekend with the boyfriend. I feel like Maria, in The Sound Of Music, singing in the gazebo, “Somewhere in my youth, or childhood, I must have done something good.” I’m almost afraid I’ll wake up and this will all be an awesome dream. God brings about such amazing things in HIS time.
🙂 I’m smiling because I am headed to see him after work today too. Not going to lie, this day is going to just drag past me because I cannot wait to get to him.
🙂 I am down 11 pounds!! This of course just makes me so happy, as my choice of jeans for work grew by 3 pair.
🙂 It was brief but I was able to get a snuggle-hug from my snuggle-bug grandson last night, see my son, my daughter and my daughter-in-law and granddaughter. Little things mean the world to me.
🙂 Waking up before the alarm this morning, snuggled in deep in my blankets, fan in the window keeping the room cool, birds chirping, and my first coherent thought being that someone loves me. What a wonderful way to face the day.
this makes me so appreciate and grateful to have a hubby who takes care of all things “car”. I am a fully capable woman of many things, but “car” is not one of them. It’s blue. that much I know.

industry_corpus2: Others


text: Jess. You are brave. I imagine little Eli nestled in your ams and him looking out into the world, locking eyes with yours. I am sure he must be there with you, as you are his harbour, just as you are for Roo and Finn, just as these pictures show. Another day will be brighter, and you will feel the drive to have those special moments you had imagined for this day. For now, I hope you found some solace and comfort in that bed of yours, or at least a safe place to feel miserable for a while. Love and kindness to you all.


text:
Top marks has to go to Deutsche Post for their new “E-Postbrief“. Essentially you get an address which “..consists of a first name and a surname and the ending @epost.de” and if there’s an address collision… wait for it… “a number behind the surname prevents confusion when two people have the same surname. Anyone who registers quickly can secure the number he wishes”.. right so exactly like every free email account then. But don’t worry as getting an account requires the use of the German national ID or passport, which is fair enough, at least then you’ll know the Ulli.Winkler347 is in fact the right one, assuming his identity hasn’t been stolen that is (although Germany only suffers 3% apparently).
All this has lead to the rather dubious claim that “anonymous e-mails, spam or address theft are impossible with the E-Postbrief”. Interesting as I just got a bunch of junk in the mail today, I know all of the companies involved as it’s clearly their advertising departments who sent it to me. Just because I know who sent it doesn’t make it any less annoying! It seems the big push is to have a legally binding document that can be sent electronically, which is a valid idea I suppose although in many countries email is legally binding. The big issue here is they are charging 55 cent per message, you have the option to have it delivered by hand and printed at the other end. They save a lot of money not hauling paper about (good for the environment), yet still charge you close on the price of a first class stamp.
Clearly no one in Deutsche Post has heard of GPG/PGP… no? Oh well. If it’s printed out at the far end what stops someone reading the printout from within the Post system?
I guess the last thought we should leave is “whether our letter is in physical or digital format, it is based on a high-quality service from one single source. And it’s very attractively priced as well.” A vital service from a single vendor……what could go wrong?
A long time ago (95-96?) I completely hosed my system installing IBM Via Voice. It was horrendous. Slow. Unpredictable. Apparently it was also uninstallable… or at least when I tried to my machine was reduced to an auto-rebooting disaster. But great news from KDE dot News (but runs on Gnome too) that a new program called simon has been written to help people with disabilities use their machine without requiring a keyboard. It’s not quite the voice recognition software to replace a keyboard for taking notes, but it’s pretty impressive stuff. There’s a great video there too, the bit that impressed me was controlling Amarok using the grid feature to “click” on an area of the screen.
I love the little touch of him fixing the barrier after perfoming the craziest balancing act ever. Genius.

industry_corpus2: Computing & Telecommunications


text:
This is an excellent guide to the wonderful BMW R100RS. This bike was extremely radical when it first appeared in 1977, and it was the most expensive motorcycle available in the U.S.A. at the time.
The book mentions the fact that many people can recall just where they were when they first gazed upon this bike, and I’m one of them! I distinctly remember seeing it for the first time during a visit to Saratoga Springs, New York.
I couldn’t believe it (I was riding a Yamaha RD400 at the time) and I lusted after one for many, many years, but could never afford one — until now! I’m the proud (and recent) owner of a 1984 BMW R100RS “Last Edition”. The book claims that only 250 of these were made for the U.S.A. market, and mine is in mint condition (see the wBW R100RS page for more information and a photo).
This isn’t a big book, but it’s very reasonably priced and it has just the right amount of detail, including a short history of BMW that leads the reader up to the development and release of the R100RS. It includes a section covering the various differences in R100RS model years; a nice chart detailing the technical specifications and performance of the bike and the famous fairing; a section on the rare Rennsport edition and more.

industry_corpus2: Automobiles


text:
Hello, I'd like more information about the listing I found on Homes.com at 49 Haswell Trace.
This home is located at 49 Haswell Trace Hartford, VT 05059 US and has been listed on Homes.com since 30 October 2018 and is currently priced at $119,900, approximately $98 per square foot. This property was built in 1976. 49 Haswell Trace is within the school district(s) Hartford School District with nearby schools including Ottauquechee School, Hartford Memorial Middle School, and Hartford High School.

industry_corpus2: Real Estate & Construction


text: Robinhood Baptist Church can be found at 1451 Old Lake Rd . The following is offered: Religious Organizations . In Brandon there are 26 other Religious Organizations. An overview can be found here.


text:
please,do i need a free marrial status certificate,when and why? any advice?
When you receive your packet from the Embassy, they will inform you of all the documentation you need. You will probably have to prove that you are free to marry. This will involve divorce papers if needed or another form of documentation from Serbia. I am not sure about Serbia but in Macedonia, it is on your birth certificate. This is why my fiancee had to get a recent birth certificate. It was stated that he was not married.
11/15/2012: Interview - Denied due to "lack of proof of relationship"
11/27/2012; 2nd Interview scheduled - APPROVED!
09/10/2013: Green card received NO INTERVIEW!!!!
i have my final decree from divorce,but i mean,will i need that document in usa to marry my fiance?

industry_corpus2: Politics & Administration


text:
Whether you’re looking for an upgrade, or your old tired engine finally bit the dust, Archer Automotive & Diesel Repair in Archer has the quality mechanics you need to replace an engine and do it right. No matter what kind of engine your vehicle needs, gas or diesel, our technicians can replace any engine in any car, truck, or SUV, and we’ll do it right. You can bring your own engine, or we can even source a used, new, or remanufactured one for you. If your vehicle is ready for a second life, drop by Archer Automotive & Diesel Repair and speak with our team of expert technicians for professional and quality service. From oil changes to engine swaps, Archer Automotive & Diesel Repair has you covered.
We get that question from our Archer drivers and the answer is quite simple, with a used engine you are gaining just that...a used engine has not been completely inspected and cleaned with intensive testing. NO WARRANTY. The engine history is not known and it is a failure waiting to happen. A costly one. A JASPER remanufactured engine is completely cleaned, disassembled, inspected, all components replaced, tested, and meets or often EXCEEDS factory OEM standards. Backed by a Nationwide warranty.
With a quality JASPER remanufactured engine, and professional installation from our shop here in Archer you can drive away with confidence. That is why JASPER Engines have a 3 YEAR | 100,000 MILE PARTS & LABOR NATIONWIDE WARRANTY which is transferable so where your engine goes, the JASPER warranty follows. We provide this quality solution for our customers because of the exceptional quality JASPER provides backed by 75 years of experience in the remanufactured drive train industry.


text:
A group called American Humane says a leaked video was “deliberately edited for the purpose of misleading the public and stoking outrage."
American Humane, the group responsible for overseeing animal safety on film sets, has cleared the movie “A Dog’s Purpose” of allegations of animal cruelty.
Controversy erupted after a behind-the-scenes clip, which appeared to show a German Shepherd forced into rushing water, leaked in January.
An independent, third-party investigation conducted by a respected animal cruelty expert into the treatment of animals in the filming of “A Dog’s Purpose” concluded that an edited video given to the gossip site TMZ mischaracterized the events on the set. The decisions by the individual or individuals who captured and deliberately edited the footage, and then waited longer than 15 months to release the manipulated video only days before the movie’s premiere, raise serious questions about their motives and ethics.
The video was “deliberately edited for the purpose of misleading the public and stoking outrage,” the company said, noting that the clip features two scenes that were filmed at different times.
The findings are consistent with what the film’s animal trainers said all along.
Despite the controversy (and some poor reviews) the film still managed to debut at No. 2 at the box office with $18.4 million in its opening weekend.

industry_corpus2: Film & Entertainment


text:
MUSTAFA KAMAIL PASAH(August 14, 1874, Cairo, Egypt – February 10, 1908, Cairo), Egyptian nationalist. The name of the za’im Mustafa Kamil is borne by several major city streets and squares in Egypt. A lawyer by education, he was a passionate orator who fought unrelentingly for Egyptian independence from the British rule that lasted from 1882 to 1952. Kamil and other nationalists were radicalized by the autocracy of British rule under Lord Cromer, and by events at Dinishwai village in 1906 where a military tribunal passed death, prison, and flogging sentences on peasants who attacked British officers hunting pigeons in their village. In the process a village woman was shot dead, and a British officer who went for help on foot suffered a sunstroke from which he later died.
Al-mu’ayyad and conservative Islamism. His publication of the English Standard and the French L’etendard to deliver the Liwd’s message to Egypt’s foreign community indicated the importance he attributed to foreigners in deciding Egypt’s destiny.
On the international stage, together with Khedive `Abbas II, Kamil formed a secret society whose purpose was to intrigue against the British. Financed by the society, he traveled to Paris in 1895 to present Egypt’s case to the European public, particularly in France, where he drew attention to French interests in supporting Egypt’s cause. There he introduced himself to Juliet Adam, editor of La nouvelle revue, who was to have great influence on him and his career. Through her Kamil met important public personalities, political figures, and members of the press. She arranged for him to give public lectures and helped him publish his ideas in French journals. His success in propagandizing Egypt’s cause did not bring about the hoped for results, and Kamil realized the naivete of his idealism when he saw Britain and France agree after Fashoda and sign the Entente Cordiale in 1904. Breaking off with `Abbas II, Kamil allied himself with Ottoman Sultan Abdiilhamid and began to work toward a closer relationship with Germany. This was the context of his turn toward PanIslamist principles, his support of an Islamic caliphate, and ultimately his support of the Sultan’s right to Taba against the British who were defending Egypt’s rights to it. There was much conjecture regarding Kamil’s stand on the Taba issue, but Kamil’s words “if I were not an Egyptian I would have wished to be an Egyptian” continue to symbolize Egyptian patriotism. His funeral, following a sudden unexplained death, was the first of the demonstrations of mass public grief for which Egypt would later become famous.
Kamil, Musiafa. Lettres egyptiennes francaises addressees d Mme Juliette Adam, 1895-1908-Rasa’il Misriyah Faransiyah. Cairo, 1909. Kamil, Mustafa. Awraq Mustafa Kamil: AI-Murasalat. Cairo, 1982. Raf’i, `Abd al-Rahman al-. Mustafa Kamil. Cairo, 1982.

industry_corpus2: Law & Justice


text:
United Way, Steuben County, "Box Regatta"
Lake James, Pokagon State.The "Cardboard box" Regatta.
We donated cardboard for the entire event. This event featured Covington as captain of two boat entries. All for a great cause, Whoot-hoo!!
"We are extremely happy to expand warehouse operations to include Edgerton, Ohio."
The town of Edgerton is a wonderful place to do business and the people have welcomed us with open arms. Everyone involved with our decision to locate in Edgerton has been extremely supportive and helpful.
Covington Box & Packaging’s recycling equipment keeps our scrap material manageable and profitable. We believe Covington's recycling programs are our environmental responsibility, and we promote this philosophy to our customers.
The average corrugated box consists of 46 percent recycled fiber.
Outsourcing your scrap material can be profitable.
Let us show you how to add to your bottom line.
Are you a non-profit 501(c)3 looking for support? Contact us.
Troy Hantz: - 30 years. "Family atmosphere. I can say I'm in a good mood when I have to go to work. Love what I do, fun (sometimes)."
Dan Parker: 5 years. ”One of my most favorite thing is, we are not a number ! Meaning we are small enough to know each other names (most of their families). My second and I know you said one, but the get it done mind set (Love it too)!"
Brenda Smith:"Great working atmosphere – very family oriented. Very amazing to me being able to see where we were 25 years ago and where we are now. Quite a difference."
Randy Smith: "I have worked here almost 12 years! We all have the same goal in mind: Customer Satisfaction. Friendships. I feel like my co-workers are more like family. Short and sweet."
Scott Blaschak: "I’ve been the Controller for Covington for nearly 11 years. What I enjoy most is being allowed to work as a trusted individual with the freedom to use my skills to contribute to our overall success! The element of trust encourages me to step up my game and do my part."
Laura Collier: I joined Covington Box in 2017, so I am one of the newest members of the team. One thing I see on a daily basis is Covington Box employees working very closely as a team to make sure their customers are 100% satisfied. I personally like the independence of being able to do my job and to know I am truly supported. I see a company who truly cares about their customers and their employees, making Covington Box a great place to work… did I say fun as well!
Dekalb, United Way "Day of Caring"
We trimmed up trees and bushes, edged the sidewalks and drive way, pulled weeds, laid new plastics & wood chips. Then, the rotten boards were replaced on their home steps.
Covington Box team at your service!
We are at 730 days and climbing without a OSHA Recordable Accident, our best milestone for safety to date (02/18/2016).
What do you like about working at Covington Box ?
Our market focus is primarily in the North East region with heavy emphasis on the Tri-States region of Indiana, Ohio and Michigan. We do however service our customer’s parent manufacturing facilities; Some of which are located in Texas and North Carolina.
Corrugated box caskets and cremation products are distributed on a National level.
ISO 9001 certification gives our organization the quality systems that provide the foundation to customer satisfaction, staff motivation and continual improvement.
Design, manufacturing and distribution of corrugated packaging material.

industry_corpus2: Manufacturing


text:
generation revenue cycle and population health solutions.
will operate under the name ZirMed.
Butts, chief executive officer, ZirMed.
said Jeff Kaplan, co-founder and chief executive officer, MethodCare.
maximizing revenue, streamlining workflows, and optimizing outcomes.
more information, please visit www.methodcare.com.
estimation, and payment plan management. To learn more, visit www.ZirMed.com.

industry_corpus2: Health & Medicine


text:
It is with great pride that I look back on my career in the education sector and reflect on how far the industry and Cork Education & Training Board (CETB) have come. Retirement was not a decision I made lightly, but on a visit to one of our new primary schools, Scoil Aonghusa Community National School in Mallow, a young student informed me I was teaching for more years than her mother is alive. I took this as a sign as time for me to hang up my boots!
Looking back on the last 42 years - even as I write that, 42 years - it’s amazing to see how our education system and schools have developed and advanced during my career.
As I think back to the beginning of my educational journey, I have to mention how supportive and encouraging my parents were. They instilled the importance of getting a good education, which would indeed set me up for life. It’s hard to imagine now, but my parents are of a generation where youngsters, such as themselves, didn’t get the chance to progress beyond primary school.
I consider myself extremely lucky to have met with some amazing and inspiring people, making life-long friendships along the path of my career.
I have travelled the length and breadth of the county over the last four decades, having worked in wonderful communities, all unique and different with their own quirks and traits.
I started out in Mallow Vocational School and this is where I developed my philosophy on education. From Mallow, I went to St Aidan’s Community College, which was then a green-field school in Cork city’s northside. I learnt a lot about school management and organisation in that college.
After St Aidan’s, I headed west to the rural community of Beara in 1990 and to this day, Beara holds a special place in my heart. Although you could say it’s one of the most remote places in the country, my family and I really loved it and when it was time to say goodbye to the west, I did so with a heavy heart.
Having been there for 10 years, I moved on once again and took up the role of principal in what was at the time the brand new Glanmire Community College, something I’m very proud of. It was a real challenge for me, being one of the contributing members that got this new school off to such a successful start and I’m proud to say there’s now over 1,000 students enrolled.
I then had a relatively short spell as Education Officer in County Cork VEC (Vocational Education Committee) from 2000 to 2005 and following that, I was appointed chief executive in the City VEC. I went on to retain this role of chief executive in CETB following an amalgamation of the VECs and FÁS in Cork, and this is where I worked out my days.
It was an extremely challenging role, and with a spotlight on lifelong learning in recent years, I can testify to learning something new at every turn. While being tested by various facets of the job, I wouldn’t change a thing, as witnessing the successes of students both young and old, it couldn’t have been more rewarding.
Looking back on my career, there have been some tremendous highs and admittedly some low points. However, the highs outweigh any of these disappointments, and I can say I’m particularly proud of how far the level of education now provided in Cork has flourished. Year on year, I am astounded by the increasing opportunities now available to people returning to education and it gives me great pleasure to see the vast array of applicants looking to take up on further education, training and third level courses.
The CETB is continuing to strive forward, with student needs and interested at their core. In the coming months and years, the people of Cork will see the completion of a number of extensions currently planned for Mallow, Fermoy, Midleton, Clonakilty and Ballyvourney, with new school buildings due in Carrigaline, Carrigtwohill, Coachford and Ballincollig.
In CETB we have always, and will continue, to focus on inclusivity for all but not on the expense of a quality. We don’t discriminate on the basis of ability, social class or religious background, but challenge each individual and support them as best we can on their educational journey, whether that leads them to third level education or directly into the workforce.
One of the biggest problems our schools face for the next academic year is how to curtail enrolments as many of our schools are over-subscribed. This is a challenge, but I must admit, it’s a welcome development because it’s now recognised that while our schools provide inclusive education, they also provide a quality service.
I am truly thankful to the people who stood side by side with me over the years and there’s no doubt that I could not have accomplished what I have to date without the guidance and support of this wonderful team of colleagues, and friends. I look forward to taking a rest over the next few months and finish by saying a word to the individual who will take my place; I wish them every success in this challenging but rewarding role, and have no doubt that the wonderful team support that I have been privileged to know over the past 42 years will too carry them through this exciting journey.

industry_corpus2: Subject Education


text:
2008 Parsons The New School For Design, New York, U.S.A. BFA(Honours), Fine Arts.
2015 Luna Tabulatorum Stephen Romano Gallery, New York, U.S.A.
Portal October Gallery, London, U.K.
2016 Gallery III Stephen Romano Gallery, Brooklyn, New York, U.S.A.
Statim Finis Stephen Romano Gallery, Brooklyn, New York, U.S.A.
The Creepy Room Stephen Romano Gallery, Brooklyn, New York, U.S.A.
2015 Hieroglyphica Stephen Romano Gallery, Brooklyn, New York, U.S.A.
Magica Sexualis Stephen Romano Gallery, Brooklyn, New York, U.S.A.
Opus Hypnagogia: Sacred Spaces of the Visionary and Vernacular The Morbid Anatomy Museum, Brooklyn, New York, U.S.A.
Metro Curates Art Fair (presented by Stephen Romano Gallery), The Metropolitan Pavilion,New York, U.S.A.
In Missa Interfectionis, Vernum Stephen Romano Gallery, Brooklyn, New York, U.S.A.
Abundantia Cornu Copiae Stephen Romano Gallery, Brooklyn, New York, U.S.A.
In Missa Interfectionis Stephen Romano Gallery, Brooklyn, New York, U.S.A.
Crest of the Strawberry Moon Gospel Flat Farm, Bolinas, California, U.S.A.
2008 Senior Citizens Gallery MC, New York, U.S.A.
I'll show you mine, if you show me yours. Parsons Fine Arts Gallery,New York, U.S.A.
2007 City Symphonies/Urban Muck Parsons Fine Arts Gallery,New York, U.S.A.
Mentor/Meteor Parsons Fine Arts Gallery, New York, U.S.A.
2004 The Armature Project Grand Central Station, New York, U.S.A.
Limited edition of 500, Artist Book.
Wordizen Books, Mumbai, India. Print Edition.
2018 Verve Cover, July - August 2018.
Elle India Digital Cover, June 2018.
2017 Konsthistorier (Art Stories) Episode 2: Occultism, SVT2 Sweden, Documentary Series, February 2017.
Grazia India Mehta, Tanya “Art Beyond Borders” December 2018, Print Edition.
Harpers Bazaar India “Bazaar Style: 6 Artisans of Luxury” October 2018, Print Edition.
Harpers Bazaar India “Fashion News: Indian in Paris” April 2018, Print Edition.
Sunday Mid Day “The past is here” March 8, 2015, Print Edition.
Better Interiors Mehemdabadwala, Alifiya. "Art Walk: Rithika Merchant" December 2013, Print Edition.
DNA After Hours Gupta, Boski. "Woman as a hero" October 4, 2013, Print Edition.
Sunday Mid Day Dalal, Phorum. "She's the real hero" September 29, 2013, Print Edition.
2012 Arte Manifesto Magazine "La Energia Natural y Geometrica de Rithika Merchant" Web. December 5, 2012.
One Giant Arm Williams, Joe. "Rithika Merchant" Web. November, 3, 2012.
2011 Metropolitan Barcelona "An Inside Look" October 2011. Print Edition.
DNA After Hours Mazumder, Jayeeta. “Bringing Folklore To Canvas” August 30, 2011. Print Edition.
Megamagro"Rithika Merchant" Web. April 7, 2011.


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All across the Charlotte/Mecklenburg area, people just like you are proving you can build wealth, not debt. Charlotte Savers are setting financial goals, tracking their spending and taking control of their financial future. Our staff and trained volunteers can show you how to develop a savings strategy and take one step at a time to reach your financial goals.
"Cash4Savers" is our special incentive to save: CharlotteSaves has partnered with several local financial institutions to offer it's members a chance to win $100 just for saving $100!
CharlotteSaves Day - past annual event: 2/28/2015.


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Fill out the form below or call customer service at 804-333-3621 or toll-free at 800-243-2860. NNEC is located at 85 St. Johns Street, P.O. Box 288, Warsaw, VA 22572.
Emails are monitored during normal business hours only. Do not report an outage on this form.
Outages can be reported by calling 1-866-663-2688, using the Smartphone App or online in the My Account portal.


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Silicone Brush Cleaner gently helps clean makeup, oil and impurities from all your makeup brushes. This portable silicone brush cleaner is perfect to travel with or keep near your sink. It deep cleans your makeup brushes without damaging the bristles so you can keep your makeup brushes for longer period. All you have to do is get some soap onto the wet makeup brush and swirl around on the textured silicone brush cleaner until the water is clear.
For Variety Brushes: Cleaning Glove Makeup Washing Brush useful to cleaning various makeup brushes.


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COME FROM AWAY tells the remarkable true story of 7,000 stranded passengers and the small town in Newfoundland that welcomed them. On September 11, 2001 the world stopped. On September 12, their stories moved us all.
Susan Atkinson is the Manager of Communications at Sheridan College. She is a graduate of University of Toronto.
The new production, which opens at the Royal Alexandra Theatre on February 13 features an all-Canadian cast. The musical includes seven Sheridan alumni and faculty.
Casting for the new production playing in Toronto was done by Sheridan alumna Stephanie Gorin who is an Emmy award winner and five-time Emmy nominee.
It’s incredible that a show that first got its start at Sheridan has grown to a US$60 million venture.
In 2012, the musical was first developed at Sheridan’s Canadian Music Theatre Project (CMTP), Canada’s first and largest permanent headquarters for the development of new musicals. As an incubator, it brings writers, composers and lyricists to campus for a five-week workshop in which music theatre performance students contribute to the development process as part of their capstone learning experience. The idea for the show, and the invitation to its writers to workshop their musical through the CMTP came from the incubator’s founder and current Producing Artistic Director Michael Rubinoff.
Come From Away was presented in a reading format during the last production slot of the 2012 Theatre Sheridan season, so that the writers could learn from the audience’s reaction. In 2013, Come From Away returned to Sheridan as a fully realized two-act production, running on the Theatre Sheridan stage and featuring Sheridan students who auditioned for the parts.
Sheridan’s connection to, and belief in the show, prompted it to become one of many investors backing the Broadway production, which recouped in record time, as well as in the second, Canadian production which could recoup as early as June.
“The proceeds that we’re generating will be used to further fuel our CMTP incubator, which helps ensure that new musical works continue to be created in Canada. Involving students in the process also enriches our curriculum and provides our students with an exceptional, hands-on learning experience,” continued Mr. Jervis.


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These have been popping up everywhere as of late. FACES!
This is a toy cleaning cart at the house where I babysit.
Objects that look like faces #3 – Awkward.


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What is the Character Respond Answer Ask?
Example scenario: I ask What is your character's least favorite board game?
Don't feel obligated to answer all the past questions, whether you're new or you're a regular but you haven't been able to participate lately. If there are a couple that really speak out to you, then feel free to answer them, but you don't have to. Also, because sometimes threads can get long and unruly, you don't have to read all the previous posts unless you really want to. Just have a response to the person above you, a question for the person below you, and you're good to go!
Respond to the post above yours. As with the questions, you don't need to respond to everyone's previous posts, but you need to at least respond to the post above yours! That kind of interaction between the author/character is part of what makes the thread fun!
It's okay if your characters get a little distracted and suddenly your post is longer than normal. Happens to everyone. Some people more than others, but I promise, it's okay. Feel free to relax. Seriously.
Here's the last question from the previous month: What's your favorite hobby?
Q: What's your favorite hobby?
What do you kids like to do in your downtime?
Gabrielle: "Does smithing count as a hobby if it's also a source of income?"
Gerald: "That's a good question. If that counts as your job would Hunting then be a hobby?"
Gerald: "I like to fix or build things. And I like to draw."
Sebastian: "I like to read."
Kyle: "I like to explore the premises if I can, but... If I can't I settle for reading."
Dani: "Hey, pranking teaches useful skills. Like 'how to get away with crimes' and 'lying through your teeth about committing said crimes'."
Lena: Ponders this "Actually, you have a point."
Dani: "Damn right I do."
Lena: "I like to read. It teaches useful skills too. You should try it."
Dani: "I read. Just not insane amounts like you."
Lena: "No one reads insane amounts like me. But I'll concede that you sometimes do read."
Lena: "That's because you always win. Literally always."
Q: Would you play a game with someone if you know they're much better at it than you?
I agree those are very valuable skills to possess.
Q: Would you take the chance to achieve your dreams if someone close to you loses the chance to do so forever?
@Blackbird It's good that they're finally being polite to you.
...I think smiting would be considered a hobby? No one says you can't make money on your hobbies. And if you also do it for fun/to relax/whatever then that probably adds points towards it being a hobby.
Michael: That... still takes four hours, dude.
Arial: What if you don't?
Ceamath: You're good at all of them. I don't think they're the type of game in reference.
Adaellae: I don't see why this would make me not want to play?
Arial: I don't think I have anyone that close to me, so... I dunno if this question applies to me.
Ceamath: I thought you had a... sibling of some form.
Ceamath: considers ...I suppose. Personally... Well, I'd say I did that already. I'm a fairly happy woman who accomplished her meager dreams. Not exactly because he lost the chance, though. I just figured out at some point that the way I was living wasn't really honoring his memory.
Adaellae: You murder people in your spare time.
Ceamath: That bit wasn't part of my dreams. I don't think it really factors into this conversation.
Adaellae: I'm only saying, something tells me murdering people isn't honoring him, either.
Adaellae: Dreams will do that.
Q: What makes you feel better when you're sad?

industry_corpus2: Literature & Emotions


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But AppExchange took a while to get going, and in many ways has been limited to bells and whistles around sales software (email marketing campaign tools, ties to LinkedIn, electronic signatures). There are 1,300 apps on AppExchange. So far one million have been installed (some are free, some you pay for).
These are nice add-ons, good for Benioff's CRM stake in the ground, but not necessarily technology that takes Salesforce beyond the business of software that enables sales.
But now AppExchange is more than an extension of Salesforce's core. I see this big shift coming in a little startup called Cloudwords.
Cloudwords' co-founders Michael Meinhardt and Scott Yancey had an insight a while back that goes something like this: Every company needs content translated into multiple languages -- this becomes more acute as even tiny shops act globally -- and the translation business is big (around $20 billion), fragmented, and opaque. It is a big pain to do this basic task on a regular basis, but you have to.
Cloudwords aims to change that by vetting translation services and letting them bid, openly. As a result, projects usually cost less. Meinhardt says projects that used to take three weeks to get done now take just two days. Customers can provide Yelp-like feedback on translators, aiding future customers. Meinhardt has signed up several customers already, but is betting big on Salesforce. Cloudwords just put itself on AppExchange. Far as I can tell (and Salesforce didn't disagree), Cloudwords is the first example of a marketplace being launched inside AppExchange.
Let me explain: Cloudwords has contracts with some 30 translation agency that now are exposed to Salesforce's over 100,000 customers. It is as if Cloudwords was running an auction in a window-less basement, hoping interested bidders would eventually see the sign on the lobby directory and find it, and now has that same auction at a massive, buzzing industry trade show that happens every day. (Meinhardt and Yancey would no doubt dispute my basement analogy, as Cloudwords is on the Web.) Meanwhile, the 30 firms that Cloudwords is bringing to AppExchange likely would not have gone there otherwise. They don't think of themselves as software companies, and aren't for the most part. But their customers are inside AppExchange searching for services to help them run their businesses better.
Benioff wants Salesforce to be bigger than sales. He has talked about becoming the next Microsoft. To do that, or some modern cloud-era version of that, he has to be the destination for all flavors of software and services. If Cloudwords wins big on AppExchange, others will follow. And AppExchange will evolove into the best business software bazaar in town.
Perhaps Benioff has known this all along. He backed Cloudwords early on (co-founder Yancey worked for him at Salesforce for nearly a decade). Cloudwords has raised a total of $3 million from Benioff and others including Salesforce's founding CTO Dave Moellenhoff.


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Dr. Shuyi Ma, an infectious disease researcher at Seattle Children’s Research Institute, as an undergraduate student at the California Institute of Technology.
As a female scientist studying tuberculosis (TB) in the Center for Global Infectious Disease Research at Seattle Children’s Research Institute, Dr. Shuyi Ma was ecstatic to learn that her undergraduate mentor became the fifth woman in history to receive the Nobel Prize in Chemistry. She shares her reaction to the news and how her mentor helped shaped her career with On the Pulse.
When I first heard the news that Dr. Frances Arnold had won the 2018 Nobel Prize, I cried aloud in delight as I jumped up and down in my kitchen. Frances was my academic and research advisor when I was an undergraduate student at the California Institute of Technology (Caltech), so waking up to the news of this global recognition was one of the most exhilarating mornings I’ve ever had.


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UltraUXThemePatcher 3 modifies your system files so that 3. party themes can be used. You can download Windows themes from third parties and activate them. The program backups the original system files and all changes can be undone by uninstalling if you have issues.
UltraUXThemePatcher is available for Windows XP to Windows 10 RTM and Anniversary Update 1607 for 32bit and 64bit version.
–You can use this application if you want to personalize your system in a wide variety of manners, by applying third-party visual styles or custom themes, according to your preferences.
–This tool comes with a wizard-like menu, thus enabling a broad range of users to benefit from its capabilities without significant efforts, regardless of their computer operating skills. However, caution is highly advised, as some systems might be damaged after applying the patch.
–UltraUXThemePatcher can help you unlock your system’s customization capabilities by patching a series of files on your computer, “Uxtheme.dll”, “Themeui.dll” and “Uxinit.dll”. This process can be accomplished without difficulty, as you are only required to follow a series of on-screen instructions.
–After you accept the agreement terms, you can view a brief description of your computer, which includes system information and target file details, such as version and status. You are advised to check whether the data mentioned above is correct so that you can prevent system crashes from occurring.
–Patching your files requires you to reboot your computer so that the modifications can be applied efficiently.
–If you want to restore the patched items to their original state, you do not need to perform any manual operation. During the patching, this tool creates backups of your documents and restoring them can be quickly achieved by uninstalling the application.
–As a conclusion, UltraUXThemePatcher is a handy application that can help you use third-party visual styles and custom themes on your system by patching a series of files. It comes with a wizard-like interface, which adds to its simplicity, and it does not require manual backup and restore of your system files since it automatically performs those operations during setup.


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Goals Met – Grown Up, Now What?
Last year this time I was proudly reporting that I had already completed my reading challenge for the year. That feat is definitely not repeating itself this year. After my slow start, I am now one book ahead of schedule, but nowhere near the reading fest I had last year. And I’m okay with that.
That is not to say that all my goals for the year are going as scheduled: I’m already done with my steps goal for the year! My goal was 3,650,000 steps, or 10,000 steps a day. So far year to date to I have walked 3,791,924 steps, AND I have three months left to go! That means I have averaged a hair over 14,000 steps a day every day this year. It feels good. I recently reached my Sahara badge: I’ve walked more than 3,000 miles since I got my FitBit a year and a half ago.
I must admit, though, that I’m starting to get a bit obsessed with the steps. At the office, everyone knows that if the receptionist isn’t there, I respond to the front door. Anyone trying to steal my steps have to face the wrath of Tammy. After our work trip to the Races, I now hear “And she’s off” whenever the bell rings. I’ve also had to occasionally say enough is enough at home so I don’t end up pacing all evening long. 15,000 steps a day is enough!
With my next race coming up in November, I’m glad that I’m still so eager to keep up my walking. Now is the time that longer workouts and some speed work will help get me closer to my dream race walking speed. I can’t wait to see how all that training affects my total step number for the year.
How are you doing with your goals for this year? or Does anyone else get obsessed with a goal and have to put the brakes on for their own good?


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As our facial feature flatten as we age, volume replacement is an integral component to restoring youthful contours. A wide array of dermal fillers and neuromodulators are available at our office.
One of the biggest issues facing baby boomers is the loss of three support structures in the skin - namely collagen, fat and bone. We all begin to notice these effects as early as our 30's when facial fat loss leads to a beginning descent of facial tissue. Bone loss and collagen degradation compound the effect and by age 45, most of us can look at our college photos and see a substantial difference in the contour and proportional balance in our faces.


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What Does the Not Paid Status on Unemployment Mean?
Each state runs its own unemployment insurance compensation program a little differently. Software and terminology vary, making it so that claimants across the country have different interactions with their state unemployment departments. However, when an unemployment department's systems indicate that a beneficiary's claim is "not paid," it usually indicates that a benefits check hasn't yet been issued. There can be several reasons for that.
Just like employers, unemployment programs run batches of paychecks. Depending on the state, these occur once to several times a week. The day a person makes her weekly or biweekly claim isn't usually the day her check is issued. Therefore, from the time a valid claim is made until a payment is issued, a state's computer system is likely to show the current week's payment as "not paid."
Unemployment officials look for abuses of the system. Occasional audits and examinations can lead them to query a claimant or investigate a case. When this happens, officials can stop payments pending their investigation. Once unemployment case workers resolve their questions or issues, claimants receive back pay of any missed payments. However, an investigation that turns up fraud or violations of program rules can result in a termination of benefits and even a claimant paying back an overpayment.
As of September 2011, federal unemployment extension programs offer up to 99 weeks of benefits to those hit by the economic crisis of 2008 and 2009. Extension programs have multiple tiers of benefits, each of which requires application or case review. Although state unemployment insurance programs automatically file extension applications on beneficiaries' behalf, the review process can take time. Unemployment recipients are supposed to continue their weekly or biweekly claims, even while applications are in process. They then receive back pay when approved. However, during the review period, claims can show as "not paid."
Computer systems and their users make errors. Claimants who don't understand their claim status or actions taken by their unemployment department can call and get assistance. Case workers can check for mistakes or explain in detail what is happening with a particular case. Sometimes unusual circumstances arise that can create payment delays.


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I DESERVE IT EATING: You spent two hours in bumper-to-bumper traffic; that has to be worth at least two candy bars. You just completed a big project; you deserve your favorite meal at your favorite restaurant.
THE LAST SUPPER SYNDROME: This may be the last time you’ll ever see cheesecake for the rest of your life; you better eat it now while you have the chance.
NOBODY’S AROUND: They are finally gone, now you can eat the cake without the dirty looks and remarks. You can now enter the world of uninhibited closet eating.
KITCHEN EATING: You walked in the kitchen, but you don’t remember why. While you are there, you might as well open the cupboard and see what there is to eat.
SEE FOOD EATING: It’s sitting there on the counter; you see it, you eat it. It’s as simple as that.
WHAT THE H___ EATING: You ate too much at lunch and now there is an office birthday party. What the h___, you blew it at lunch anyway, might as well have a piece or two of birthday cake.
PREVENTATIVE EATING: You’re not hungry now, but you may be in an hour, and what if there is no food around? You’d better eat now just in case.
QUICK FIX EATING: You’re feeling depressed, lonely, or sad. You need a quick fix to make yourself feel better. Ice cream has had medicinal properties since childhood.
These types of emotional eating are hilarious, and we get the point. Most of have been guilty of all of these. I look at this list and see a different story. I see Lifestyle Solutions, and a great set of new healthy diet habits and strategies that would allow us to walk through each emotional eating situation with success.
I would recommend "Outsmarting the Female Fat Cell" by Debra Waterhouse. It is a fascinating book. She gives you a three month plan for weight loss, based on the scientific knowledge of what the female fat cell does and does not like. You have to outsmart your fat cells or they will always win. She clearly shows how dieting promotes weight gain. I like her strategies! You can purchase it below, directly through Amazon.com.


text: Enjoy making six crafts that represent the cultures and products of Hawaii. Lists the supplies and tools needed for each craft, demonstrates how it's made, and shows the finished project. Make a flower lei, bark cloth, a tapa cloth mat, a pineapple, a coral reef, and a vacation scrapbook. Some crafts require adult supervision. Patterns and directions for these crafts are available through the CMP online lesson guide. From the "Hands on Crafts for Kids" television series.