Podcasts about Haier

"I wish I enjoyed it more." In this raw and honest conversation, Ana Ivanovic opens up like never before — from winning Roland Garros at 19, to battling pressure, burnout, and the emotional cost of fame. This is the side of tennis the cameras never show.In this exclusive episode, Ana shares:* Her childhood in war-torn Serbia and early rise to tennis stardom* The truth behind her sudden retirement at just 29* Why mental health and balance are still taboo in women's tennis* Her biggest regrets, and the advice she'd give her 15-year-old selfIf you're a fan of tennis, mindset, or untold athlete stories — this one's for you.[00:06:30 – 00:07:30]➔ Winning Roland Garros at 19[00:08:00 – 00:10:30]➔ The Hidden Pressure After Success[00:12:00 – 00:13:00]➔ Realization About Public Opinion[00:14:00 – 00:15:30]➔ Mental Health in Tennis — 15 Years Too Early[00:19:00 – 00:20:30]➔ Playing with a Broken Toe[00:24:00 – 00:25:30]➔ Life in a Tennis Bubble[00:30:00 – 00:31:00]➔ Why She Never Wanted Her Kids to Go Pro[00:36:30 – 00:37:30]➔ Advice to Her Younger SelfThis episode is brought to you by Haier, the leading home appliances brand, and official sponsor of Roland Garros.

The biggest challenge in marketplace strategy? Your own company. In this episode, Ingrid talks to Christian Leihner, former Head of Marketplace and E-Commerce at Unilever and Haier, about the internal obstacles that often cause marketplace initiatives to fail – long before the first SKU goes live. Together, we clarify why many marketplace teams consist of nothing more than “an intern and a dog,” how a lack of support from senior management, unclear responsibilities, and a lack of incentives can ruin even the best ideas, and what companies need to do differently to build scalable, strategic marketplace structures from the inside out.Note from the sponsor PlentyONE:Multi-channel is a bit like an IKEA wardrobe: It looks simple, but until you try to put it together. If that sounds familiar, then you might want to check out a new white paper by PlentyOne, because they have put together everything you need to make multi-channel selling work. It breaks down the 10 most common challenges sellers face when entering the world of multi-channel from chaotic tool setups and losing the buy box to inconsistent product content. And they also give you lots of instructions on how to clear these typical pain points in their day-to-day operations. Get your free copy right here: https://www.plentyone.com/de/multichannel-whitepaper?utm_source=marketplaceuniverse&utm_medium=referral&utm_campaign=CP_MKT_Whitepaper_Multichannel &utm_content=podcast-spoken-adChapters:00:00 Introduction to Marketplace Challenges07:29 Transformational Pain in Marketplace Teams17:32 Navigating Internal Barriers to Marketplace Success23:20 Strategies for Marketplace Entry29:26 Retail Media and Marketplace Dynamics

W specjalnym odcinku podcastu „WojewódzkiKędzierski”, nagranym na żywo podczas 10. edycji konferencji Impact, Kuba Wojewódzki i Piotr Kędzierski goszczą Krzysztofa Hołowczyca, nowego ambasadora marki Haier, oraz Marcina Majchrzaka, prezesa Haier Polska. Legendarny kierowca rajdowy opowiada o swojej niezwykłej pasji do życia, sportu i motoryzacji. Dzieli się przepisem na niesłabnącą witalność — jak zauważają prowadzący, jego wiek biologiczny jest porównywalny z wiekiem Rihanny. Hołowczyc zabiera słuchaczy za kulisy rajdów, zdradza, jak wygląda codzienność sportowca, a także… otwiera drzwi do swojego domu, opowiadając, jak kariera i życiowa filozofia wpłynęły na styl jazdy jego córek. Nie mogło też zabraknąć rodzinnego motta: „Pchaj, nie pier*”**. Na koniec zdradza, jakie sportowe wyzwania wciąż ma przed sobą.

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When the Chinese multinational Haier acquired Italy-based Candy, it consolidated and integrated the new European treasury into its group structure. The household appliance company grappled with multiple countries, entities and currencies across the region and needed to find a way to gain greater visibility and efficiency with its cash management.

In this episode of Work Matters, host Thomas Bertels and innovation management expert Bill Fischer discuss the Chinese company Haier and how its unique operating model has enabled its rapid growth. Bill explains how Haier evolved from its roots as a local refrigerator company to become a global innovator by embracing two big ideas: zero distance to the customer and entrepreneurship.The discussion covers Haier's use of microenterprises and platforms to enhance customer experience and employee autonomy, highlighting the importance of organizational vitality. Fischer also sheds light on the leadership of Zhang Ruimin, his adherence to Peter Drucker's principles, and the company's dedication to experimentation. Practical insights on fostering curiosity, distributing value, and sustaining organizational changes are shared to inspire leaders to make work more productive and meaningful. To learn more about Bill and his work, visit his personal website (https://www.fischerideas.com) or his Forbes column (https://www.forbes.com/sites/billfischer/#1dc40bf66af6). We also highly recommend his books: - “Reinventing Giants: How Global Chinese Competitor Haier Has Changed The Way Big Companies Transform,” (with Umberto Lago and Fang Liu), Jossey-Bass, 2013. - “The Idea Hunter: How to find the best ideas and make them happen,” (with Andy Boynton), Jossey-Bass, 2011- “Virtuoso Teams: Lessons from teams that changed their worlds,” (with Andy Boynton), FT/Prentice Hall, 2005

In this episode of the Innovation Show, we dive into Chapter 3 of Gary Hamel's influential book, 'Leading the Revolution.' Gary, one of the early proponents of business model generation, discusses the concept of Business Concept Innovation and how it has reshaped industries over the years. We explore examples of companies like Dell and Apple, which have successfully implemented innovative business models, and we delve into the components of business model innovation, including customer interaction, strategies, and value networks. Gary also shares his insights on overcoming organizational inertia, fostering a culture of innovation, and the importance of rethinking conventional business assumptions. This episode is a must-listen for anyone interested in driving innovation within their organization and staying ahead of the curve.   00:00 Introduction to Gary Hamill Series 00:13 Business Concept Innovation 02:44 Examples of Business Model Innovation 04:41 Expanding the Innovation Horizon 05:49 Defining Radical Innovation 08:49 Challenges in Business Model Innovation 17:07 Importance of Deconstructing Assumptions 26:01 Executive Support for Innovation 37:46 Assessing Company Resources for Innovation 38:24 Challenges in Big Companies vs. Startups 38:38 Haier's Approach to Entrepreneurship 40:42 The Importance of Public Policy in Innovation 44:19 The Role of Government in Business Innovation 44:31 Decadence and Complacency in Organizations 46:03 Historical Examples of Efficient Government 50:46 The Need for Courageous Leadership 51:52 Activism and Innovation in Companies 53:27 Building a Resilient Business Model 56:42 Strategic Decisions in Business Models 59:21 The Importance of Customer Contact 01:03:44 First Mover vs. Smart Mover 01:07:44 Competitive Lockout and Choke Points 01:12:14 Preparing for a Rapidly Changing Economy 01:12:44 Continuous Learning and Personal Responsibility 01:14:03 Conclusion and Contact Information

Frank Düsterbeck und Sascha Parastandeh über die radikal dezentrale Organisation bei Haier

China's emphasis on developing new quality productive forces based on local conditions and accelerating the establishment of a modern industrial system will provide strong momentum for long-term economic growth while enhancing the resilience and competitiveness of its industrial and supply chains, national legislators, political advisers and experts said.全国立法委员、政治顾问和专家表示，中国强调因地制宜发展新质生产力，加快建立现代产业体系，为长期经济增长提供强劲动力，同时增强产业链和供应链弹力和竞争力。They called for efforts to boost enterprises' independent innovation capabilities, achieve breakthroughs in core technologies in key fields and drive industrial upgrades by integrating cutting-edge digital technologies with the real economy.他们呼吁努力提升企业的自主创新能力，实现关键领域核心技术的突破，并通过前沿数字技术与实体经济的融合带动产业升级。Their comments followed the release of this year' s Government Work Report, which states that China will pursue integrated advancements in technological and industrial innovation, push forward new industrialization, and expand and strengthen advanced manufacturing to foster new growth drivers and upgrade traditional ones.今年的《政府工作报告》指出，中国将统筹推进科技创新和产业创新，推进新型工业化，做大做强先进制造业，培育新的增长动力，改造提升传统产业。“The cultivation of new quality productive forces is a key focus in promoting high-quality economic growth and a strategic choice in the new round of technological revolution and industrial transformation,” said Zhou Yunjie, a deputy to the 14th National People's Congress and chairman and CEO of Chinese home appliance manufacturer Haier Group.第十四届全国人大代表、中国家电制造商海尔集团董事局主席兼首席执行官周云杰表示：“培育新质生产力是推动经济高质量增长的重点，也是新一轮科技革命和产业变革的战略选择。”Zhou said the industrial internet, as a new type of infrastructure, has played a pivotal role in driving the development of new quality productive forces, advancing new industrialization and accelerating the digital transformation and upgrading of enterprises.他表示，工业互联网作为一种新型基础设施，在推动新质生产力发展、推进新型工业化、加快企业数字化转型升级等方面发挥着举足轻重的作用。As China strives to become a manufacturing powerhouse, more efforts are needed to promote the innovative application of the industrial internet and fully unlock the value of massive data resources, Zhou said.中国正努力成为制造强国，需要加大力度推动工业互联网的创新应用，充分释放海量数据资源的价值。He added that Haier will continue to pursue technological innovation and integrate artificial intelligence technology with the manufacturing sector.他还表示，海尔将继续追求技术创新，将人工智能技术与制造业相结合。Cao Peng, a member of the 14th National Committee of the Chinese People's Political Consultative Conference and chairman of e-commerce giant JD's technology committee, said, “Scientific and technological innovation is the core element for nurturing new quality productive forces, while digital technologies represented by AI have become an important engine driving their development.”第十四届全国政协委员、电商巨头京东集团技术委员会主席曹鹏说：“科技创新是培育新质生产力的核心要素，而以人工智能为代表的数字技术已成为推动其发展的重要引擎。”He called for accelerating the construction of computing power infrastructure to expand the application of large language models across more fields and lower computing costs for enterprises, particularly small and medium-sized ones.他呼吁加快计算能力基础设施建设，将大语言模型的应用扩展到更多领域，降低企业尤其是中小企业的计算成本。Luo Zhongwei, a researcher at the Chinese Academy of Social Sciences' Institute of Industrial Economics, said, “Fostering new growth drivers and upgrading traditional industries by leveraging cutting-edge digital technologies such as AI, 5G and big data have been high on China's development agenda.”中国社会科学院工业经济研究所研究员罗仲伟说：“借助人工智能、5G、大数据等前沿数字技术，培育新的增长动力，改造提升传统产业，一直是中国发展的重要议程。”Luo said China has sent a clear signal that it will further implement an innovation-driven development strategy to shift from old growth drivers to new ones. He emphasized the importance of developing new quality productive forces based on local conditions and avoiding blind investments in specific fields.他提到，中国已发出明确信号，将进一步实施创新驱动发展战略，从旧的增长动力转向新的增长动力。他强调，必须因地制宜发展新质生产力，避免在特定领域盲目投资。China's move to accelerate the building of a modern industrial system will support the intelligent, high-end and green transformation of traditional industries, consolidate economic recovery and bolster the country's ability to navigate external challenges and uncertainties, Luo said.他还表示，中国加快构建现代产业体系，将支持传统产业向智能化、高端化、绿色化转型，巩固经济复苏态势，增强中国应对外部挑战和不确定性的能力。The Government Work Report also said China will promote the integrated and clustered development of strategic emerging industries, establish a mechanism to increase funding for industries of the future and foster sectors such as biomanufacturing, quantum technology, embodied AI and 6G technology.《政府工作报告》还指出，中国将推动战略性新兴产业融合集聚发展，建立未来产业资金投入增长机制，培育生物制造、量子技术、人工智能、6G技术等领域。Dong Mingzhu, a deputy to the 14th NPC and chairwoman of Gree Electric Appliances, said manufacturing enterprises must strengthen their independent innovation capacities in cutting-edge technologies and continuously improve the quality of products and services to foster new quality productive forces.第十四届全国人大代表、格力电器董事长董明珠表示，制造业企业必须加强前沿技术的自主创新能力，不断提高产品和服务质量，培育新质生产力。Li Dongsheng, a deputy to the 14th NPC and founder and chairman of consumer electronics company TCL Technology Group, said, “Chinese enterprises should play a bigger role in boosting technological innovation.”第十四届全国人大代表、消费电子公司TCL科技集团创始人兼董事长李东生说：“中国企业应在推动技术创新方面发挥更大作用。”He said TCL will strengthen its innovative capabilities in original technologies and increase investment in AI, augmented reality, virtual reality and next-generation display technologies.他表示，TCL将加强原创技术的创新能力，加大对人工智能、增强现实、虚拟现实和下一代显示技术的投入。Advancing new quality productive forces requires further stimulating technological innovation, continuously investing in scientific research and talent development and supporting the intelligent transformation of industries, Li said.他提到，推进新质生产力建设，需要进一步激发科技创新活力，持续加大科研投入和人才培养力度，支持产业智能化转型。Momentumn. [物]动量；势头；动力；要素，契机Legislatorsn.立法委员，议员，立法者( legislator的名词复数)Biomanufacturingn.生物制造Fosterv.促进，鼓励，培养

In this episode of The Innovation Show, host Aidan McCullen welcomes back esteemed guest Gary Hamel, celebrated business strategist and co-author of the revolutionary article on core competencies. They dive deep into the concept of competence-based competition, discussing the origins, importance, and modern applications of core competencies. Gary shares insights from his extensive work alongside CK Prahalad and reflects on how their ideas shaped corporate strategy. Using historical and contemporary examples, including Tesla and HAIER, they explore how focusing on deep skills can lead to enduring competitive advantages. This episode is a must-listen for anyone interested in innovation, strategy, and the future of business in a rapidly evolving world.   00:00 Introduction and Welcome 00:23 The Concept of Competence-Based Competition 01:24 Historical Context and Development 02:26 Core Competence and Strategic Implications 05:03 Challenges and Misinterpretations 13:37 Modern Examples and Applications 28:23 Strategic Conversations and Future Focus 35:12 The Danger of Viewing Companies as Product Sets 35:33 Intel vs. TSMC: A Strategic Misstep 37:56 Bounded Innovation and Core Competencies 38:49 Uber's Broader Vision Beyond Ride-Hailing 42:23 Amazon's Evolution from Online Retailer to Logistics Giant 43:21 US Car Makers' Myopia and Missed Opportunities 44:24 Historical Examples: Honda and Sony 47:01 Tesla: An Energy Company, Not Just a Car Maker 48:08 Microsoft's Myopic View and Missed Opportunities 56:00 The Importance of Organizational Flexibility 01:02:26 Encouraging Internal Innovation 01:08:42 Conclusion and Next Steps

Remittances from Egyptians abroad jumped 51.3% y-o-y in 2024, reaching USD29.6 bn.Home appliance maker Electrolux has decided to stay in the Egyptian market, scrapping plans to sell its local operations after a final review.Chinese appliance manufacturer Haier plans to inject USD500 mn over the next five years to expand its industrial complex in Tenth of Ramadan to increase its production capacity 5x.Cheiron Energy plans to increase its oil and gas output by 33% by the end of 2025, bringing output to 160k barrels of oil and gas equivalent per day.TMGH (FV: EGP75.00, OW) achieved strong 4Q24 results. Net profit in 4Q24 increased 595.0% y/y and 77.8% q/q to EGP4.4 billion, taking FY24 net profit up 223.6% y/y to EGP10.7 billion. The Board of Directors proposed the distribution of cash dividends of EGP0.25/share, implying a payout ratio of 4.8% and dividend yield of 0.5%.ORAS (FV: EGP425, OW) announces that it will build the new “Campus 2026” expansion of The American University in Cairo (AUC), Egypt. CCAP inaugurated a new herb drying facility for its subsidiary Dina Farms, completing the EGP400 million first phase of the project. CCAP also inaugurated a new EGP27 million production line for glass wool pipe insulation at Glass Rock Insulation, a subsidiary of CCAP's ASCOM. Both facilities are expected to add USD40 million to export revenues. The company's export revenues reached USD47.7 million in 9M24.The monthly supply rates of fertilizers to the Agricultural Credit Association have decreased to 130k tons, compared to 150k tons in the last months of 2024, due to a decline in gas supply to the production companies dealing with the association.ETRS approved the capital increase of its subsidiary Egytrans automotive solutions to USD1.5 million from USD200 thousand.

Dans cet épisode du Sprinkler avec BrunoCollet, on plonge dans un sujet qui intrigue et bouscule les façons traditionnelles de structurer une entreprise : RenDanHeYi. Ce modèle, créé par Haier, propose une approche radicalement différente de l'organisation du travail, misant sur des micro-entreprises autonomes, en Zéro-Distance avec ses clients et responsabilisées sur leur propre performance.Bonne écoute! 0:00 - Intro3:20 - Rendanheyi, de kessé?6:20 - Zéro-Distance avec le client8:12 - L'employé-Entrepreneur et ses motivations13:32 - Pourquoi Haier s'est lancé dans la micro-entreprise?16:27 - Est-ce que Rendanheyi pourrait devenir populaire?20:59 - Implanter Rendanheyi22:50 - Étape 1 - Trouver le segment24:37 - Étape 0 - L'intention25:43 - Etape 3 - Les membres de la micro-entreprise26:41 - Etape 4- Le VAM 30:44 - Écosystème de micro-entreprises33:11 - 2e micro-entreprise RH34:23 - Micro-entreprises hétérogènes34:50 - Micro-entreprises++38:38 - Les risques58:19 - ConclusionBruno sur LinkedIn: https://www.linkedin.com/in/brunocollet/---------------------------------------------------------------Comme coachs agiles, nous sommes entourés de talents incroyables sur l'agilité et il est grand temps qu'on se dote d'un podcast et partager avec vous cette mine d'or de connaissances. Bonne écoute!

Check out the Henry Mintzberg paper: https://ics.uci.edu/~corps/phaseii/Mintzberg-StructureIn5s-MgmtSci.pdf Summary Keywordsglobal recognition, people-first culture, digital products, continuous improvement, leadership behaviours, zero distance, frontline respect, organisational culture, agile transformation, technology literacy, customer connection, entrepreneurial mindset, process control, frontline decision-making, innovation ecosystemIntroductionEpisode 190, featuring Craig Brown, founder of Everest Engineering, explores the concept of zero distance leadership, a people-first approach to organisational excellence. Craig shares his journey of building a globally recognised company that emphasises autonomy, respect for frontline employees, and a culture of continuous improvement.Key themes include:The power of people-first leadership and fostering bold, empowered teams.The importance of zero distance—minimising gaps between leadership, employees, and customers.Lessons from the Haier model of decentralised, entrepreneur-driven organisations.How Everest Engineering scaled rapidly while navigating crises like the pandemic.The role of leadership in enabling decision-making at the front line rather than relying on bureaucratic control.Episode Links:Youtube Full episode: https://youtu.be/bul8hZ7O6H0Enterprise Excellence Academy: https://www.enterpriseexcellencegroup.com.au/podcast/episode/7b12043d/190-global-success-in-a-competitive-agile-world-with-craig-brown-founder-of-everest-engineeringContacts Brad: connect via LinkedIn or call him on 0402 448 445 or email bjeavons@iqi.com.au. Craig is contactable on:·       LinkedIn https://www.linkedin.com/in/craigwbrown/·       On his website: https://www.everest.engineering/What next?1.     Download a guide to using AI from Everest Engineering: https://www.everest.engineering/ai-guide2.     Here is the Henry Mintzberg paper: https://ics.uci.edu/~corps/phaseii/Mintzberg-StructureIn5s-MgmtSci.pdf4.     Last Conference: https://www.lastconference.com/To learn more about what we do, visit www.enterpriseexcellenceacademy.com.Thanks for your time, and thanks for helping to create a better future.

Imagine a company that, in a matter of weeks, can develop, prototype, build, and deliver innovative products. That's exactly what Haier, one of the world's largest home appliance manufacturers, achieved in 2019. When the city of Wuhan urgently needed mobile isolation wards to curb the spread of Covid-19, Haier leveraged their open digital supply chain platform to deliver in record time. In this episode, Kasra Ferdows, an operations management professor at Georgetown University, explains how open digital platforms facilitate innovation and problem solving by making the entire supply chain more transparent to suppliers. Key episode topics include: Supply chain management, strategy, innovation, competitive advantage, operations HBR On Strategy curates the best case studies and conversations with the world's top business and management experts, to help you unlock new ways of doing business. New episodes every week. · Listen to the full HBR IdeaCast episode: Open Digital Platforms to Spur Innovation· Find more episodes of HBR IdeaCast· Discover 100 years of Harvard Business Review articles, case studies, podcasts, and more at HBR.org]]>

In this episode, we talk to Mikkel Zanini about humanocracy. Mikkel emphasizes the limitations of traditional bureaucratic organizations and explains the concept of humanocracy, which focuses on maximizing human potential rather than efficiency and control. We explore the principles of ownership, meritocracy, internal markets, experimentation, community, openness and balance that underpin humanocracy. And we discuss examples of successful applications at Haier and Roche that show how these principles can foster innovation, engagement, profitability, and growth.

Judy Marks is one of the few dozen women who lead Fortune 500 companies. She joined Connecticut-based Otis Elevator in 2017 as President, and was appointed CEO in 2019. After leading the company’s 2020 spinoff to become an independent publicly traded company, she was appointed Chair as well. Additionally, Judy serves on the board of Caterpillar. In this episode McKinsey Senior Partner and North America Chair Eric Kutcher talks with Judy about how she thinks about geopolitical shifts, technological change, and leading 71,000 employees in more than 200 countries and territories around the globe. Related insights The art of 21st-century leadership: From succession planning to building a leadership factory A business of its times: Haier’s self-evolving organization Author Talks: IBM’s Ginni Rometty on leading with ‘good power’ Getting fit for growth: The leadership mindsets and behaviors that matter Opening doors for women leaders: An interview with Caroline Feeney CEO PerspectivesDiscover our latest insights and join more than 92,000 influential professionals who are part of our LinkedIn community: https://www.linkedin.com/showcase/mckinsey-strategy-&-corporate-finance/See www.mckinsey.com/privacy-policy for privacy information

Dr. Richard Haier is an emeritus professor of Pediatric Neurology at UC Irvine, who spent his career studying the neuroscience of intelligence. Over the course of his career, Haier has come to believe in the existence of a “g-factor,” a measurable quantity of broad spectrum intelligence that is universally predictive of success in all cultures. He also believes that intelligence is a fixed characteristic, and that it's possible to predict someone's intelligence by watching how their brain works when trying to solve a puzzle. We sit down with him to figure out how far one can take this theory of intelligence before running headlong into a heartless social darwinism, why intelligence research feels so creepy, if IQ tests are actually measuring what we think they're measuring, if intelligence is really the thing that we should be optimizing for, and if it's possible for technology to make us dumber. Don't miss the historic cosmology summit in Portugal this summer!!! DEMYSTICON 2025 ANNUAL MEETING June 12-16: https://demystifysci.com/demysticon-2025 PATREON: get episodes early + join our weekly Patron Chat https://bit.ly/3lcAasB MERCH: Rock some DemystifySci gear : https://demystifysci.myspreadshop.com/all AMAZON: Do your shopping through this link: https://amzn.to/3YyoT98 SUBSTACK: https://substack.com/@UCqV4_7i9h1_V7hY48eZZSLw@demystifysci 00:00 Go! 00:09:28 Flynn Effect and G Factor 00:15:40 Testing, Practice, and Intelligence 00:26:58 The Relationship Between Intelligence, Motivation, and Test Scores 00:31:09 Heritability and Societal Implications of Intelligence 00:35:51 The Social Value of Intelligence Versus Athletic Ability 00:41:54 IQ Levels and Educational Attainment 00:48:03 The Dilution of College Degrees 00:53:07 Educational System Critique 00:57:24 Intelligence and Occupational Success 01:01:40 Bureaucracy and Talent in Academia 01:06:13 Intelligence and Personal Success 01:19:20 Enhancing Intelligence through Drugs 01:25:28 Brain Efficiency and Intelligence 01:31:12 Tetris Study and Brain Efficiency 01:44:20 Predicting Intelligence through Brain Imaging 01:49:58 Brain Structure and Cognitive Prediction 01:52:00 Challenges in Enhancing Intelligence 02:04:22 Environmental and Genetic Interplay 02:14:02 Understanding Autism and Intelligence 02:19:56 Artificial Intelligence vs. Human Intelligence 02:28:21 Technology's Impact on Skill Development 02:32:55 Flynn Effect and Educational Implications 02:39:24 Technology and Its Impact on Children 02:45:08 Societal Roles and Intelligence Levels 02:48:09 Meaning and Societal Functionality #IQTests, #Neuroscience, #intelligence, #iqtest, #ArtificialIntelligence, #HumanIntelligence, #CognitiveScience, #BrainFunction, #iq , #Neuroimaging, #AIvsHumans, #TechImpact, #philosophypodcast, #sciencepodcast, #longformpodcast Check our short-films channel, @DemystifySci: https://www.youtube.com/c/DemystifyingScience AND our material science investigations of atomics, @MaterialAtomics https://www.youtube.com/@MaterialAtomics Join our mailing list https://bit.ly/3v3kz2S PODCAST INFO: Anastasia completed her PhD studying bioelectricity at Columbia University. When not talking to brilliant people or making movies, she spends her time painting, reading, and guiding backcountry excursions. Shilo also did his PhD at Columbia studying the elastic properties of molecular water. When he's not in the film studio, he's exploring sound in music. They are both freelance professors at various universities. - Blog: http://DemystifySci.com/blog - RSS: https://anchor.fm/s/2be66934/podcast/rss - Donate: https://bit.ly/3wkPqaD - Swag: https://bit.ly/2PXdC2y SOCIAL: - Discord: https://discord.gg/MJzKT8CQub - Facebook: https://www.facebook.com/groups/DemystifySci - Instagram: https://www.instagram.com/DemystifySci/ - Twitter: https://twitter.com/DemystifySci MUSIC: -Shilo Delay: https://g.co/kgs/oty671

Our "State of Supply Chain" Series is back in 2025! The drumbeat of FMCG is as under pressure as ever before, in the middle of internal stuggles, unpredicatable industry dynamics and external volatility. To review the challenges and opportunities for operations leaders, in this episode we are joined by Alberto Lupano, SVP Group Supply Services Transformation & Operational Excellence at Reckitt and an old friend of the podcast, Federico Marchesi, Chief Supply Chain Officer at Haier Europe, who already joined us in 2021 and 2022. Topics covered: Pre and Post COVID Supply Chains The Current Status Supply Chain in the Executive Commitee: Hero or Villain How the big political changes in 2025 may affect global Supply Chains Digitalization Why is Supply Chain still not strategic in some businesses? What to expect in 2025 Review past "State of Supply Chain" Episodes:  2022: https://www.fmcgguys.com/the-state-of-supply-chain-in-2022/  2021: https://www.fmcgguys.com/the-state-of-supply-chain-in-2021-with-federico-marchesi-and-fabio-grazioli/  More: Follow us on Instagram: https://www.instagram.com/fmcgguys/   Follow us on LinkedIn: https://www.linkedin.com/company/fmcgguys/ Audio Mixing by Rodrigo Chávez Voice Acting by Jason Martorell Parsekian  

Join Michelle Martin on her tour of markets! Hosted by Michelle Martin with Ryan Huang, this episode unpacks Mark Zuckerberg's critique of Apple, Meta’s latest moves, and the state of the Chinese market. Explore the performance of Alibaba, JD.com, and Midea amid Beijing's stimulus measures. Discover how Walgreens, Bloks, and Mapletree Logistics Trust fared in the markets, and hear about NTT's billion-dollar REIT plans. Plus, catch updates on CapitaLand, DBS, OCBC, UOB, and Yangzijiang Shipbuilding in the Straits Times Index.See omnystudio.com/listener for privacy information.

Welcome to RIMScast. Your host is Justin Smulison, Business Content Manager at RIMS, the Risk and Insurance Management Society.   In this episode, Justin interviews Christine Schelble, Director of Insurance and Risk Management at GE Appliances, a Haier company about her work at GE Appliances, a Haier company. She shares how she began with GE Appliances, shortly after GE sold GE Appliances to Haier. She talks about how she works as a department of one and the relationships she has built throughout the company and with insurance brokers and TPAs. She speaks of the necessity of making changes when a relationship isn't good or a risk philosophy isn't a match. Christine also shares about her risk career and how her risk philosophy has remained constant wherever she has worked. She gives tips for preparing a request for proposal when a change is necessary and shares her advice for less experienced risk professionals. She speaks of the history of the Greater Bluegrass Chapter of RIMS, where she sits on the board, and the benefits of actively participating in a RIMS chapter. Listen for wisdom about keeping current with the insurance market, getting your designations, and changing with conditions. Key Takeaways: [:01] About RIMS. [:14] Public registration is open for RISKWORLD 2025! RIMS wants you to engage today and embrace tomorrow in Chicago from May 4th through May 7th! Register at RIMS.org/RISKWORLD and the link in this episode's notes. [:30] About this episode, coming to you from RIMS headquarters in New York. Our guest is Christine Schelble, the Director of Insurance & Risk Management at GE Appliances. We are going to discuss career development in risk management. [:58] RIMS-CRMP Virtual Workshops On February 19th and 20th, there is a two-day virtual workshop for the RIMS-CRMP led by former RIMS President Chris Mandel and presented by the RIMS Greater Bluegrass Chapter, the 2024 RIMS Chapter of the Year. [1:20] The next RIMS-CRMP-FED Exam Course will be held from February 4th through the 6th, 2025. Links to these courses can be found on the Certification page of RIMS.org and through this episode's show notes. [1:36] RIMS Virtual Workshops! Gail Kiyomura of The ART of Risk Consulting will host the “Fundamentals of Insurance” virtual workshop on February 19th and 20th, 2025. [1:50] We've got ERM on our minds. On February 26th and 27th, Elise Farnham of Illumine Consulting will lead “Applying and Integrating ERM”. The “Managing Data for ERM” course will be hosted by Pat Saporito, starting on March 12th, 2025. [2:12] A link to the full schedule of virtual workshops can be found through the RIMS.org/education/online-learning pages. A link is also in this episode's show notes. [2:25] Interview! Christine Schelble is the Director of Insurance and Risk Management at GE Appliances, a Haier company. She is one of the founding members of what is now the Greater Bluegrass Chapter of RIMS, which won the 2024 Chapter of the Year Award at RISKWORLD. [2:49] Christine has decades of experience leading risk management initiatives for global companies. We will learn about what it takes to be in that sort of position, how she progressed throughout her career, and when and where she saw opportunities and took them. [3:07] This will be a fun way to kick off 2025; let's get started! Christine Schelble, welcome to RIMScast! [3:18] GE sold GE Appliances on June 6, 2016, to Haier, the world's largest home appliance company. They are located in China. Christine works for Haier U.S. Appliance Solutions, Inc. doing business as GE Appliances, a Haier Company. It is the Haier U.S. headquarters. [4:09] Christine is a department of one. She works with people throughout the company. The goal of risk management is to spread that philosophy throughout the company. It has only improved since she started. She has lots of support when it comes to claims and coverage. [5:11] Christine had come from a technology company and was very familiar with the technology supply chain. When she came on board, she met with the supply chain people to learn their philosophy and processes. The only time she gets involved with them is for an insurance claim. [6:05] In appliances, Christine says there are so many “Black Fridays” in the year that you can see the returns ebb and flow throughout the year. It's not a serious problem. [6:44] Christine left Lexmark in 2001 after 15 years. One of her risk management connections called her and said that the position was opening at GE Appliances. She wanted new challenges so she sent in her resume, interviewed with them, and got the position. [7:43] Christine says it's one of the best jobs she's ever had. She's been able to take everything that she's learned and implement it into a startup program. That has been rewarding. When she started, it was the first time GE Appliances was managing and purchasing insurance coverage. [8:23] Christine joined GE Appliances three months after the sale and took a couple of months to understand how things worked. She started making changes at her first renewal because she could see where things hadn't worked out in relationships and coverage. [9:25] Risk management for your company is not a static position. It's constantly changing. You've got to constantly look at what's going on in the insurance market and what's going on internally and adapt your coverages, deductibles, and maybe your relationship with your TPA. [9:17] The way the program looked in 2016 when she came in is not the way it looks now. [9:30] The biggest third-party GE Appliances works with is the claims administrator. Otherwise, Christine works with brokers. Currently, she works with three different brokers for the competition. If the relationship is not great, she'll change the people on her account. [10:28] For risk managers coming up in the industry, Christine recommends keeping up with your education, getting your designations, attending webinars and seminars, and doing everything you can to keep up with what's going on in the insurance market. It's constantly changing. [10:49] Christine will do an RFP when she's looking to change something. You've got to have face-to-face conversations with your brokers, carriers, and TPAs. You have to educate them on your business and products. Your company and products are not the same as another's. [11:41] If you're just moving to a TPA because they gave you the lowest price, it's not going to work unless you work with them and have an ongoing relationship. Christine has them come in, meet her people, go through some of GE Appliance's processes, and see the plants. [12:01] Christine has done the same things in her previous jobs, as well. [12:15] TPAs changed how they worked during the pandemic. The TPA world will continue to change in reaction to changes in the world.  [12:50] Christine has a process for developing an RFP. She starts with having a non-disclosure agreement in place. That's very important. Then she shares exposure information, the insurance schedule, the actuary report, and a loss run or two, so they can understand the overall risk.   [13:33] She puts hot points into the RFP, how to move claims forward, and how the program should be improved and moved forward. That's been her philosophy throughout her career. [14:17] Plug Time! RIMS Webinars! Resolver will be joining us on February 6th with a topic to be arranged. [14:25] HUB International continues its Ready for Tomorrow Series with RIMS. On February 20th, they will host “Ready for the Unexpected? Strategies for Property Valuation, Disaster Recovery and Business Continuity in 2025”. [14:41] More webinars will be announced soon and added to the RIMS.org/webinars page. Go there to register. Registration is complimentary for RIMS members. [14:52] Nominations are also open for the Donald M. Stuart Award which recognizes excellence in risk management in Canada. Links are in this episode's show notes. [15:04] The Spencer Educational Foundation's goal to help build a talent pipeline of risk management and insurance professionals is achieved in part by its collaboration with risk management and insurance educators across the U.S. and Canada. [15:22] Since 2010, Spencer has awarded over $3.3 million in general grants to support over 130 student-centered experiential learning initiatives at universities and RMI non-profits. Spencer's 2026 application process will open on May 1st, 2025, and close on July 30th, 2025. [15:45] General grant awardees are typically notified at the end of October. Learn more about Spencer's general grants through the Programs tab at SpencerEd.org. [15:57] Back to the Conclusion of My Interview with Christine Schelble!  [16:23] Christine shares how she works as a department of one. She just continues to do what she's educated to do. When she looks back, it feels great to see all that she has done. It's important to get the relationships going so that people can trust you. [16:49] Christine works with the Finance, the supply chain, the manufacturing finance people, and Legal, where she is located. It's about building the trust factor. [17:12] Christine is a long-time member of the  RIMS Kentucky and Bluegrass Chapters, which are now the RIMS Greater Bluegrass Chapter. Christine has been in RIMS since she started in risk management. She loves the support from other risk professionals and the networking. [18:13] Christine started with RIMS in the D.C. area, then in Connecticut. She moved to New Jersey and was in RIMS in New Jersey and New York. When she moved to Kentucky, she joined the chapter. She was president for a year or two around 2003 or 2004. [18:46] Christine is thrilled that the younger members of the community have started the chapter back up. During economic downturns there was a loss of people and others couldn't get out to meetings. The same five people were doing the same job and they were ready to pass the torch. [19:21] It took several years for the torch to come back up. Christine acknowledges the work of Jeremy, Erica, Britt, and Brittany in getting the chapter up and going again. Christine is more than happy to help and support them by sitting on the board. [19:50] The Greater Bluegrass Chapter of RIMS was named the 2024 Chapter of the Year. Christine says that was a good feeling. It was fun to support them at RISKWORLD 2024 in receiving that award. [20:42] Christine is thrilled to see that in the younger generations, there are more women in higher positions within insurance carriers and brokers. When she started, there weren't as many. She says it is such a great career, whether you are male, female, or whatever. It's amazing! [21:22] Christine is thrilled to see that more schools offer risk and insurance as a degree. The Greater Bluegrass Chapter supports Eastern Kentucky University and its risk and insurance curriculum with an annual golf tournament in September that raises money for scholarships. [21:55] The Greater Bluegrass Chapter has also asked the university to have a student become a member to help expand their knowledge into the RIMS world. Justin mentions Spencer's Risk Manager on Campus program. He thanks Christine for her continued service in RIMS. [23:18] Special thanks to Christine Schelble for joining us here on RIMScast and kicking off 2025! Next week, we will be joined by RIMS CEO Gary LaBranche! [23:30] More RIMS Plugs! You can sponsor a RIMScast episode for this, our weekly show, or a dedicated episode. Links to sponsored episodes are in our show notes. [23:57] RIMScast has a global audience of risk and insurance professionals, legal professionals, students, business leaders, C-Suite executives, and more. Let's collaborate and help you reach them! Contact pd@rims.org for more information. [24:15] Become a RIMS member and get access to the tools, thought leadership, and network you need to succeed. Visit RIMS.org/membership or email membershipdept@RIMS.org for more information. [24:33] Risk Knowledge is the RIMS searchable content library that provides relevant information for today's risk professionals. Materials include RIMS executive reports, survey findings, contributed articles, industry research, benchmarking data, and more.  [24:49] For the best reporting on the profession of risk management, read Risk Management Magazine at RMMagazine.com. It is written and published by the best minds in risk management. [25:21] Justin Smulison is the Business Content Manager at RIMS. You can email Justin at Content@RIMS.org. [25:28] Thank you all for your continued support and engagement on social media channels! We appreciate all your kind words. Listen every week! Stay safe!   Mentioned in this Episode: RIMS Risk Management Magazine RIMS DEI Council Nominations for the Donald M. Stuart Award Spencer Educational Foundation — General Grants 2026 — Application Dates Contribute to RIMS Risk Management Magazine / Submission Guidelines RIMS-Certified Risk Management Professional (RIMS-CRMP) RIMS Webinars: RIMS.org/Webinars “Ready for the Unexpected? Strategies for Property Valuation, Disaster Recovery and Business Continuity in 2025” | Sponsored by HUB International | Feb. 20, 2025 Upcoming Virtual Workshops: “Stay Competitive with the RIMS-CRMP” | Presented by the RIMS Greater Bluegrass Chapter February 19‒20, 2025 | Instructor: Chris Mandel “Applying and Integrating ERM” | Feb. 26‒27 “Managing Data for ERM” | March 12, 2025 “Fundamentals of Insurance” | Feb. 19‒20, 2025 See the full calendar of RIMS Virtual Workshops RIMS-CRMP Prep Workshops   Related RIMScast Episodes: “Maintaining an Award-Winning ERM Program with Michael Zuraw” “Applying ERM Theory with Elise Farnham” “On Risk Appetite and Tolerance” “Global Perspectives with RIMS 2023 Chapter Presidents” (ft. Greater Bluegrass Chapter)   Sponsored RIMScast Episodes: “Simplifying the Challenges of OSHA Recordkeeping” | Sponsored by Medcor (New!) “Risk Management in a Changing World: A Deep Dive into AXA's 2024 Future Risks Report” | Sponsored by AXA XL “How Insurance Builds Resilience Against An Active Assailant Attack” | Sponsored by Merrill Herzog “Third-Party and Cyber Risk Management Tips” | Sponsored by Alliant “RMIS Innovation with Archer” | Sponsored by Archer “Navigating Commercial Property Risks with Captives” | Sponsored by Zurich “Breaking Down Silos: AXA XL's New Approach to Casualty Insurance” | Sponsored by AXA XL “Weathering Today's Property Claims Management Challenges” | Sponsored by AXA XL “Storm Prep 2024: The Growing Impact of Convective Storms and Hail” | Sponsored by Global Risk Consultants, a TÜV SÜD Company “Partnering Against Cyberrisk” | Sponsored by AXA XL “Harnessing the Power of Data and Analytics for Effective Risk Management” | Sponsored by Marsh “Accident Prevention — The Winning Formula For Construction and Insurance” | Sponsored by Otoos “Platinum Protection: Underwriting and Risk Engineering's Role in Protecting Commercial Properties” | Sponsored by AXA XL “Elevating RMIS — The Archer Way” | Sponsored by Archer “Alliant's P&C Outlook For 2024” | Sponsored by Alliant “Why Subrogation is the New Arbitration” | Sponsored by Fleet Response “Cyclone Season: Proactive Preparation for Loss Minimization” | Sponsored by Prudent Insurance Brokers Ltd. “Subrogation and the Competitive Advantage” | Sponsored by Fleet Response   RIMS Publications, Content, and Links: RIMS Membership — Whether you are a new member or need to transition, be a part of the global risk management community! RIMS Virtual Workshops On-Demand Webinars RIMS-Certified Risk Management Professional (RIMS-CRMP) RISK PAC | RIMS Advocacy RIMS Strategic & Enterprise Risk Center RIMS-CRMP Stories — Featuring RIMS Vice President Manny Padilla!    RIMS Events, Education, and Services: RIMS Risk Maturity Model®   Sponsor RIMScast: Contact sales@rims.org or pd@rims.org for more information.   Want to Learn More? Keep up with the podcast on RIMS.org, and listen on Spotify and Apple Podcasts.   Have a question or suggestion? Email: Content@rims.org.   Join the Conversation! Follow @RIMSorg on Facebook, Twitter, and LinkedIn.   About our guest: Christine Schelble, Director of Insurance and Risk Management at GE Appliances, a Haier company     Production and engineering provided by Podfly.  

Vandaag bespreken we het boek The cutting edge van Bjørn Aris. Ondertitel The martial art of doing business. Aris begon zijn carrière bij ABN AMRO en daarna als investment bankier bij Lloyds Banking Group en NIBC. Na een reis door het verre Oosten startte hij een internetbedrijf, welke hij enkele jaren later verkocht. Zijn reis inspireerde hem om Oosterse wijsheden verder te onderzoeken als een manier van leven en wat mensen succesvol in werk maakt. Sinds 2000 werkt hij als spreker, trainer en consultant voor het bedrijfsleven. In zijn lezingen en trainingen combineert Aris zijn ervaring als investment banker en ondernemer met zijn kennis in oosterse filosofieën. Volgens Aris is innerlijke balans tussen lichaam en geest en tussen ratio (linkerhersenhelft) en intuïtie (rechterhersenhelft) de sleutel tot succes. Hiervoor is een ontspannen toestand vereist. Bjørn Aris ontwikkelde op basis van zijn bevindingen in 2004 een methode die mensen helpt effectiever te leren en gedragsverandering toe te passen. Hij koppelt hierbij theorie aan beweging, waardoor de ratio wordt omzeild en nieuwe cognitieve verbindingen worden aangemaakt. De oorspronkelijke titel was De zon komt op in het Oosten (2011), dit werd The cutting edge in 2012. Wij lazen de vierde druk uit 2019. Zijn tweede boek De lessen van een Samoerai dat we eerder hebben besproken uit 2020. Voor mij is er een duidelijk verschil in zijn eerste en tweede boek. In dit boek staan veel algemeenheden zonder verwijzingen waar Bjorn dit vandaan heeft. Meest interessante is het laatste hoofdstuk met suggesties wat we in het Westen kunnen gebruiken uit de Japanse wereld in het bedrijf en als mens. Boek Inleiding Het probleem Wat westerse bedrijven van Japan kunnen leren Japanse kennis - het Japanse zwaard, de bron Hoe word je succesvol? Japanse lessen in de praktijk Nawoord Inleiding Japanse oplossingen voor westerse problemen aan de hand van de Japanse Weg van het zwaard. Het probleem Westers denken leunt op ratio. Door scheiding lichaam en geest (Grieken) en de mens centraal te stellen zijn we de verbinding met anderen en de natuur kwijt geraakt. De hang naar materie is ons aangeleerd en kunnen we dus ook eer loslaten. Belemmerende factoren: conditionering, ego en angst. De geldwereld heeft de verbinding met de reële economie verloren. p15 allemaal problemen in het westerse bedrijfsleven. Inleiding naar volgende hoofdstuk Wat westerse bedrijven van Japan kunnen leren Hier wordt vooral de Toyota Way en het kaizen-principe besproken.  Bijzonder op p27 worden de resultaten genoemd van Toyota - in 2010 - terwijl jaar daarvoor verlies wordt gedraaid en er een terugroepactie is. In het vorige hoofdstuk praat hij over angst als belemmerende factor. In dit hoofdstuk op p29 heeft hij het over de angst voor uitsluiting in Japan en zelfdoding van de Japanse directeur. Klinkt niet als een goed voorbeeld. Bjorn kiest daarom waarschijnlijk voor cherry-picking. Uitleg over Bunsha - Japanse managementmethode. - Zie ook boek Start Up Factory over Haier. De meest natuurlijke manier om te groeien, is door te delen (celdeling). Gecontroleerde groei. Intrinsieke motivatie: verlangen naar vrijheid. Vertrouwen, erkenning en respect zijn belangrijkste waarden voor werknemer. Belangrijkste te doen is goed voor de klant zorgen. Focus op het proces in het hier en nu en niet op het resultaat. In Japan ben je geen ik, maar wordt je ik gevormd door de relaties die je hebt. Management is beheersen van processen en werknemers, leiderschap is juist loslaten daarvan. Japanse kennis - het Japanse zwaard, de bron p56 weer de mooie uitspraken in Japan tussen je 70e ne 80e piek je. Als je inzicht in het leven verkrijgt 10 minuten voor je sterft ben je op tijd. Tot die tijd,... gewoon doortrainen. De vorm is het begin, dan volgt de ontwikkeling en tenslotte volgt loslaten. Bijzonder hoofdstuk.

Live da Modena Champagne Experience insime ad Haier

After our headlines we discuss a new piece from Workday Magazine this week covering the progress in growing the coalition for a May Day 2028 general strike. Workers at GE Appliances are gearing up for a strike after years of lost benefits and stagnant wages since new owners Haier bought the company. More companies are making use of AI, effective or not, to justify cutting jobs, we discuss how some unions are fighting back. A story in The Guardian this week documents a shocking case of racist abuse at USPS and the fight for accountability. Finally, we celebrate the historic union victory of 800 workers at a Walmart distribution center outside Toronto, as workers once again take on the legendarily anti-union behemoth. Join the discord: discord.gg/tDvmNzX  Follow the pod at instagram.com/workstoppage, @WorkStoppagePod on Twitter,  John @facebookvillain, and Lina @solidaritybee More info on the show at http://workstoppagepod.com/

“The way we were running distribution, the processes we were using, it wasn't a matter of, ‘Well, just incrementally improve what you've got.' “We needed to rethink, take a step back and say, ‘Are we really set up the way we need to be set up?'” - Marcia Brey, VP of Logistics for GE Appliances (via the WSJ) GE Appliances recently made news for a series of planned investments in their supply chain. As interesting as their efforts are today, they are the next step in an ongoing series of advancements and adjustments… and advancements and adjustments. Now owned by Haier, a Shanghai-based company, GE Appliances has been on both sides of the outsourcing - reshoring divide. As they respond to macro conditions and competitive pressures, their supply chain is what connects production with customers, and the top line with the bottom, regardless of continual change.  In this episode of the Art of Supply podcast, Kelly Barner addresses three key questions about their operation: Is GE Appliances really (successfully) reshoring manufacturing? How is the Department of Transportation's FLOW program helping them manage potential supply chain disruptions? What role do metrics play in how they manage high stakes decisions about labor and inventory? Links: Kelly Barner on LinkedIn Art of Supply LinkedIn newsletter  Art of Supply on AOP Subscribe to This Week in Procurement

Wojciech Szczęsny w pierwszej rozmowie po narodzinach córeczki. Co czuje, jako ojciec dziewczynki? Chciałby dla niej męża piłkarza, a może wolałby, żeby to jego syn grał w piłkę? Rozmawiamy o tym, czy warto mieć tytuł magistra, czy Robert Lewandowski ma poczucie humoru i dlaczego Wojtek żonglowałby piłką na wezwanie prezydenta. Ważny jest oczywiście kontekst, a to była jedna z rozmów, która mogłaby toczyć się bez końca. Jakie są jego dalsze plany zawodowe? Dlaczego wisi pieniądze Messiemu? Kto go wychował: mama czy piłka? Jest w trakcie zdjęć do filmu o sobie, ale już zapowiada, że nie będzie to laurka, bo takiej nie potrzebuje. Kiedy płakał najwięcej? Dlaczego piłkarze nie zabierają głosu w kwestiach politycznych? Z jakich względów nie chciał zrezygnować z premii? Opowiada nam też o swojej rodzinie, karierze żony i o tym, kto z młodych polskich piłkarzy jego zdaniem jest najzdolniejszy. Czego mu życzyć? Tego dowiemy się pod koniec rozmowy z Wojtkiem Szczęsnym. Zapraszamy do wysłuchania całości. Partnerem podcastu WojewódzkiKędzierski jest marka Haier #płatnawspółpraca

It was great to welcome Dan Rupp of Parkway Capital (https://www.parkwayasia.com/) as a first-time guest on the podcast!

Our 369th episode features Michele Zanini, co-author of the book Humanocracy. In this conversation, we explore:Growing Up in Venice and Embracing Italian CultureThe Future of Work: What's Next?Haier's Revolutionary Work ModelKey Elements of Humanocracy-Driven CompaniesInnovative Organizational ModelsWhy Aren't Organizations Advancing Faster?The Crucial Role of Middle Managers: Focus or Forget?Acá puedes conocer más sobre Hackers del Talento y Ricardo PinedaSuscríbete a nuestro newsletter Cartas al Talento donde reflexionamos sobre Talento Humano, el futuro del trabajo y la humanización

We are concluding our conversation with Jurgen Appelo on Versatile Organization Design using the unFIX Model, a pattern library that he authored. The unFIX Model is a simple toolbox that helps you with versatile organization design. It facilitates gradual change, dynamic teams, and an important role to play for managers. The pattern library is inspired by innovative companies, including Haier and Tesla, various agile scaling frameworks, and books such as Team Topologies, Dynamic Reteaming, and Organization Design.Jurgen is the founder of the Agile Management Company and the author of several best-selling books, including Management 3.0 and Startup, Scaleup, Screwup. With a background in computer science and management, he has been instrumental in transforming countless businesses worldwide.NOTE: The book that Jurgen Appelo refers to in the podcast is Networked, Scaled, and Agile: A Design Strategy for Complex Organizations by Amy Kates, Greg Kesler, et al. Visit us at https://www.ouragiletales.com/about

Xiaojing is the first person on the podcast to talk with an Asian perspective on color, design experience and CMF as she talks about the many differences between eastern and western consumer trends, preferences and color perceptions. As one of the most well-known CMF designers in China, Xiaojing will give her view on what is happening in the field and not just in China. Xiaojing Huang is a renowned design strategist and trend expert, strategy director and partner of YANG DESIGN, chief editor of China Design Trends Report.Winner of Red Dot Design Award, IDEA and Design For Asia Silver Award, Influential China Young by Linkedin. Chief editor of China Design Trends Report, which is by far the authoritative annual trend report for the Chinese market since 2013. The report has successfully forecasted well-selling Chinese design trends including gradient, purple, copper green and iridescence. She is curator of CMF TREND LAB, and design column writer of magazines including md. Invited speaker of many design events including TEDx, Color Marketing Group, NCS color forecast and Semiofest. Xiaojing studied in Guangzhou and Berlin from experience design expert. As strategic director of YANG DESIGN, the forward-looking design consultancy in China, she has been leading the strategic team to build the CMF Lab and UX Lab , defining design strategy to realize business value for companies in different development stages. Her clients are leading brands including Boeing, BMW, GM, Nissan, Hyundai, Didi, Samsung, Microsoft, Huawei, BOSE, Haier, vivo, Schneider Electric, Unilever, Vanke, DuPont and 3M. Thank you for listening! Follow us through our website or social media!https://www.thecolorauthority.com/podcasthttps://www.instagram.com/the_color_authority_/https://www.linkedin.com/company/78120219/admin/

We are continuing our conversation with Jurgen Appelo on Versatile Organization Design using the unFIX Model, a pattern library that he authored. The unFIX Model is a simple toolbox that helps you with versatile organization design. It facilitates gradual change, dynamic teams, and an important role to play for managers. The pattern library is inspired by innovative companies, including Haier and Tesla, various agile scaling frameworks, and books such as Team Topologies, Dynamic Reteaming, and Organization Design.Jurgen is the founder of the Agile Management Company and the author of several best-selling books, including Management 3.0 and Startup, Scaleup, Screwup. With a background in computer science and management, he has been instrumental in transforming countless businesses worldwide.NOTE: The book that Jurgen Appelo refers to in the podcast is Networked, Scaled, and Agile: A Design Strategy for Complex Organizations by Amy Kates, Greg Kesler, et al. Visit us at https://www.ouragiletales.com/about

We are continuing our conversation with Jurgen Appelo on Versatile Organization Design using the unFIX Model, a pattern library that he authored. The unFIX Model is a simple toolbox that helps you with versatile organization design. It facilitates gradual change, dynamic teams, and an important role to play for managers. The pattern library is inspired by innovative companies, including Haier and Tesla, various agile scaling frameworks, and books such as Team Topologies, Dynamic Reteaming, and Organization Design.Jurgen is the founder of the Agile Management Company and the author of several best-selling books, including Management 3.0 and Startup, Scaleup, Screwup. With a background in computer science and management, he has been instrumental in transforming countless businesses worldwide.NOTE: The book that Jurgen Appelo refers to in the podcast is Networked, Scaled, and Agile: A Design Strategy for Complex Organizations by Amy Kates, Greg Kesler, et al. Visit us at https://www.ouragiletales.com/about

Contact John Ling on LinkedInVisit LinVestFollow Asia Business Podcast on LinkedIn Full show Transcript below Summary and Timestamps Introduction:In a recent podcast episode featuring John Ling, an expert in Chinese manufacturing investment in the US, valuable insights were shared regarding the challenges and opportunities faced by Chinese entrepreneurs venturing into the American market. With years of experience and a deep understanding of the dynamics between China and the US, Ling provided a comprehensive overview of the mindset of Chinese investors, the factors influencing their decisions, and the strategies for success in this competitive landscape.Understanding Chinese Manufacturing Investment:Ling emphasized that Chinese companies venturing into the US market are often among the best in their industry, driven by competitiveness honed in the challenging business environment of China. Despite facing initial setbacks such as trade wars and market disruptions, these companies demonstrate resilience and long-term vision, making them well-positioned for success.Challenges and Strategies:One of the key challenges highlighted by Ling is the cultural and operational differences between China and the US. Chinese entrepreneurs must navigate unfamiliar territory, including regulatory frameworks, labor markets, and business practices. However, by building strong relationships with local communities and government entities, as well as seeking partnerships with experienced US companies, they can overcome these challenges and thrive in the American market.The Importance of Communication:Effective communication emerges as a crucial factor in the success of Chinese manufacturing investment projects. Ling emphasized the need for clear communication channels between stakeholders, including investors, local governments, and community members. By fostering open dialogue and addressing concerns proactively, Chinese entrepreneurs can build trust and collaboration, essential for long-term success.Building Name Recognition:Another important aspect discussed by Ling is the significance of name recognition in attracting Chinese investment. States and communities that proactively position themselves as attractive destinations for manufacturing projects can capitalize on this trend. By offering incentives, streamlining regulatory processes, and fostering a welcoming environment, they can attract investment and boost economic growth.Conclusion:In conclusion, John Ling's insights shed light on the complex dynamics of Chinese manufacturing investment in the US. By understanding the mindset of Chinese entrepreneurs, recognizing the challenges they face, and implementing effective strategies for collaboration, states and communities can leverage this opportunity for mutual benefit. With the right approach, Chinese investment can drive economic growth, create jobs, and foster cross-cultural understanding. Timestamps0:00 - Introduction to the Episode and Guest1:29 - John Ling's Journey and Chinese Investment in the U.S.6:20 - The Evolution of Chinese Companies in the U.S. Market14:30 - Understanding the Operational Success of Chinese Companies in the U.S.21:30 - The Role of Local Teams and Cultural Differences30:45 - The Importance of Local Partnerships and Government Engagement39:50 - Concluding Thoughts and How to Connect with John Ling TranscriptArt Dicker: Welcome everybody to another episode of the Asia Business Podcast. I'm your host, Art Dicker. Today we have the absolute pleasure of being joined by John Ling. John is Managing Director at LinVest LLC. LinVest is a boutique investment advisory firm doing strategy, site selection, lending services, and incentive negotiations for inbound foreign investors into the United States, particularly specializing in the greater China market.Art Dicker: Welcome, John.John Ling: Thank you, Art. Good morning. How is the sunny San Diego? It's always beautiful every time I went there.Art Dicker: There are a few clouds in the sky today, but yes, normally it's picture-perfect here. And how are things in South Carolina?John Ling: It's nice, a beautiful Carolina blue, as people say here, and it's warm and nice.John Ling: And so enjoy catching up. Yeah.Art Dicker: Perfect weather for a podcast. Yes. Yes. Yeah. So you have so much experience. We met at the SelectUSA conference, which is just a great event that helps foreign investors come, and lots of folks that work with foreign investors coming into the United States. And I know that's what your business is all about.Art Dicker: And with the particular focus on greater China, like we said, so I think there's going to be plenty of things to talk about. You and I have talked earlier about the, there's quite a few Chinese companies coming to the United States these days for various reasons. So we're going to get into that in a lot of detail.Art Dicker: My first question for you is if you can walk the audience through a bit, how we've gone over the years in different phases maybe of Chinese investment in the United States. Let's put, let's say maybe the last 20 years or so, what's a kind of a rough timeline of the types of investors and the types of investments that Chinese investors have been making over the last 20 years or so into the United States?John Ling: Sure, Art, I don't know about you, but I'm not someone who really ever tried to plan ahead and I never thought about a so-called career path. So I came to this country in '91, and my first job was to market pre-engineered metal buildings to China. Every one of our clients at that time was a manufacturing project.John Ling: So my first encounter with inbound Chinese investment project was a company by the name Fuyao glass. Oh yeah. They are the largest auto windshield maker in the world. I met them in '95; actually, their first project in the U.S. was in Greenville, South Carolina, where I currently live, and my wife's first job in the U.S. happened to work for the company, and the company was only less than $100 million a year in revenue. But yet the owner had quite some ambition to go abroad. He invested, I don't remember the exact dollar amount, but he was building a 130,000 square foot building, mostly for distribution and warehousing.John Ling: And also thought about going into a joint venture with Saint-Gobain, which is at that time, probably the largest auto windshield maker in the world, a French company. It never worked out. So they failed in that first effort. And, but having said that there, the gentleman or the company was featured in a documentary.Art Dicker: Oh, yeah, I know. Yeah. And I think the name of the movie is that American Factory, if I remember right. And they even won some kind of Oscar documentary film award. And now they employ about, I would say 3,000 or so employees in the U.S. in multiple States. Right. Including Ohio, Illinois, and South Carolina, maybe one or two more.John Ling: And my real first greenfield manufacturing project was Haier, the home appliances maker who later bought GE home appliances for $5.3 billion, and they were one of my clients in China. So they thought about coming to the U.S. in the late '90s to build a refrigerator factory. And of course understandably at that time people in China or in this country were wondering how in the world a Chinese company did do they just lose their mind coming by coming to the U.S. to build a factory? It should be another way around and remember in the mid or late '90s, you might as well say it's several generations ago in China. When you talk about, actually, there were hardly any so-called wholly-owned multinational company in China, but most say it's so-called joint venture.John Ling: And so they were, as far as I can remember, I think they are the first greenfield Chinese investment coming to this country, and I joined South Carolina Department of Commerce in January 2000. At the beginning of this century, and I worked at the head office for 5 years, and then they saw the opportunity in the Chinese market.John Ling: The governor and his commerce sector at that time, it was actually their idea upon seeing what's happening in China, and what kind of companies or opportunity I have introduced them to. So, they basically decided to set up a state office in China, and the state sent me to Shanghai in '05 to open the state office.John Ling: The first five, six years, there were some activities, but nothing shaking or big. I think, to me, I think the turning point was in around 2012. I think that's as we may remember, that was after the financial crisis here, and the economy globally was not in great shape. The Chinese government at that time seemed to have handled it better during that period.John Ling: So the economy seems to have sustained that hit. And also as Chinese business people travel to the world, they saw some opportunities and they saw, they also noticed the cost of manufacturing between the West, or in this case, the U.S. and China has been have been narrowed. So, they, so there are several companies that started the move.John Ling: So, I think that's why I think 2012 is a turning point as we start seeing. Projects ranging from tens of millions or hundreds of millions. Coming to this way, and I work with quite a few of them, uh, in the following years, COVID shut down a lot of things. So for about two, three years, nothing much happening, but the past two years, contrary to most people's thinking, when we see what's happening around the globe, and especially in terms of the geopolitics.John Ling: Or really the relationship between China and the U.S. most people may have thought this can. This could have almost stopped the inbound. Projects from China or great China region, but. What I have been seeing is that again, I have never seen such a strong pipeline. Never seen this many projects, so we are actively engaging with many different projects by taking them to visit different parts of the U.S. to help them to find the most suitable location for their project.Art Dicker: That's a great introduction. That's, you've lived the timeline that I was trying to get the audience to understand. So that's, so you're the perfect person to talk about it, and amazing. And you mentioned Haier that you worked with there.Art Dicker: It's not surprising that they're one of the first to come to the U.S. I know their CEO and founder was famous for taking a sledgehammer to break the refrigerators in the factory in the early days when it was moving over from a state plan company to a private company. Set the tone. And so it's not surprising that that founder would have the energy and creative thinking to come to the U.S. so early.Art Dicker: And that's a wonderful success story. You mentioned they bought the GE appliance brand, and they were able to maintain the quality because it's a wonderful brand that they make good things. And then you also mentioned one thing I wanted to emphasize for the audience. You mentioned around 2012, there was a switch where Chinese companies realized that the cost differential was not so big anymore between the U.S. and China.Art Dicker: And I guess that's largely because not so much anything that changed in the U.S., but China was becoming more expensive in labor costs and things like that. That's correct.John Ling: Again, me and my family lived in Shanghai at that time. And as I talked to many business people, they, no matter, they either came here for business or for leisure. And as I go, say, go to a department store, a restaurant, and very often they find. That it's really reasonable, a lot of things they are purchasing. And as they talk to their counterparts here or customers here and ask different questions, they find out actually for most parts, yes, there are still a gap between the wages in China and the U.S., but at the professional level, especially at the management level, there's Actually, the gap is even narrower.John Ling: So, when you consider, of course, when you are planning a project, you just don't look at the wages. You look at the overall picture. I guess my selling points at that time is that. When you think about how expensive. Then price is in China in Asia. And how hard for you to secure even a parcel of land, the utility costs, especially the electricities and the shipping costs, the freight costs, especially these days, duty.John Ling: Yeah, of course. At that time, nobody knew what happened in the following years or decade. I, again, I'm not taking pleasure in saying this, but every project I have WordPress. At the moment, up to today, every one of them is very glad that they made the move because say a few projects even told me that had they not made the move, their whole company might have gone by.John Ling: Now I am talking about, for example, one is a company that invested 200 million dollars in South Carolina, making the most basic goods, which is cotton yarn. And the owner told me had they not come the company, at least there is yarn spinning business in China. You know, is that actually, so he's very happy to have made that move.John Ling: I also have another client. They make the. What do you call that? Drill? It's an industrial drill. And some hand tools they bought us. They bought a company here in 2009 for about right under 30,000,000 dollars and. That was again, they were trying to, they saw some opportunity in this country after or during the financial crisis.John Ling: They went ahead and made a, to them, that's a huge purchase because it's not a big company. They actually just sold the business last year. I'm quite sure they made 10 times more, actually much more than that. And however, their, their business in China actually had not been growing as fast as they had hoped.John Ling: So by coming to this country and by Really taking advantage of the market opportunities they saw and also being able to export to other parts of the world. from their U.S. operation, add a lot of value to their overall company planning.Art Dicker: Let's unpack that a bit. That's very insightful. Let's unpack it a bit.Art Dicker: As far as a lot of people might assume still that the U.S. has drill bit manufacturers and Cotton industry equipment and and all kinds of like appliances like G used to made in the Haier example And what is it that Chinese companies have so is it that US companies are not in this industry anymore Anyway, so they've lost some of that competitiveness or know-how Versus China where as we all know China is super competitive, right?Art Dicker: And so it very much weeds out the weaker companies and the ones that can survive in China You I assume are already globally first in class these days. And so what is it that allows a Chinese company to land here and be able to operate so successfully from a cost perspective or from an operational perspective?Art Dicker: Okay.John Ling: Again, when I answer questions, I usually want, want to use one of my projects to explain where I come from. So. Again, years ago, when we look at this, when we look at us, we look at this as a country, the most industrialized country in the world, the most competitive market. And, um, but here most us business, we.John Ling: Especially the publicly traded. We have to look at each quarter, how we perform, how the stockholder would react. And we, if we cannot compete in that certain segment over time, we'll try to walk out. The, the small, medium-sized company, again, this is a much more mature market. So the growth for small, medium size.John Ling: Is with limited resources, it's hard to grow, like in some of the developing market. And unless you have some cool technology or know-how, otherwise for small-medium size, it's hard. Having said that, I'll use one of the projects I landed in Georgia. They make some, a product called TPE. I don't know how to describe it.John Ling: It's something between plastic and rubber. offers you the strength but also flexibility. So it's about 2 billion market in both U.S. and China. Yet in China, you have 1,200 some factories making this product at different scales or levels, while in the U.S. there were about eight factories. So my project owner at that time, he was supplying to the domestic Chinese market, as well as some multinationals that have operations in China, such as Colgate.John Ling: Lines and so on. So his thinking is that if I can be top two or three in the Chinese market, sure enough, I should be able to make a living among eight of us. And also his multinational clients are really trying to tell him he should come here to serve their operation. So that's why he did. Another thing I have noticed is that.John Ling: Among over 2 billion worth of manufacturing projects that I landed in the U.S. from China today, every one of them is making money. Uh, I'm not suggesting they never lost money. Actually, the operation I mentioned earlier, that yarn spinning mill was a 200,000,000 dollar investment, almost 400 jobs. They lost money for the first three, four years left and right.John Ling: And I feel so bad about that. And I told the chairman, I said, "Oh, come on. I'm sorry. I got you here. Now we are in such a mess." What happened was that the original idea was to produce yarn here, taking advantage of the cotton price here, as well as electricity costs. And ship these products to China. So when there was a change of administration from camp to the office, there was an escalated trade war between the two countries.John Ling: So China slashed some high tariff imported US cotton yarn. So almost from the time they went into operation, they got shut out of the Chinese market. Now they were struggling to find customers in North America, Central America, South America, and, uh, it takes time as we know. So I still remember what the chairman told me.John Ling: He said, he called my Chinese name and he said, "Unless one day I cannot afford this, otherwise I'm going to tough it out. I believe in the trend and when we do manufacturing, we don't look at the next quarter, next two, three years. We look at over time what's happening." He obviously believed in what he said. So now every time we met, he is, "Hey, you remember what I told you?"John Ling: We are doing good now. So I think that's, I also want to make a point here, which is as people may or may not know export out of China has been mostly handled by multinationals and private Chinese companies. Few state-owned companies ever bothered to do that. Number one, not mentioning trying to come to this country to set up a manufacturing operation.John Ling: They are smarter than that because that's a big risk to take for anyone, but especially for a state-owned company boss. So no matter during the time when the two countries were having a normal or more civilized relationship, or now, obviously a much more challenging environment, hardly any state-owned companies bothered to come here, unless I think for a short few years, there might be some trading firms, state-owned trading firms, or real estate.John Ling: I don't even think real estate can, but anyway, so every one of my projects was by a privately owned Chinese company. And I guess some mentality is such that you have seen so much in China, the competition, the big rivalry, and they are used to it again. Still, it's not for it's still for those that are willing to explore and take a certain amount of risk.Art Dicker: And when they come here, that's interesting because we're starting to get a sense of like the economic business rationale for coming here. And some of the most competitive companies and the experience they have from China. If they make it there, they can make it anywhere. When they come here to the U.S., what do they typically look for as far as a local team? You mentioned in some ways actually the talent here in the U.S. For the senior-level people, it's not so different than China where that's quite valuable as well. So is there a certain type of team that they look for knowing that, let's say that team has to work in two different cultures, for example?John Ling: Uh, yes and no, it's no different from you and me. If we set up our operation here, we always want to find people who are willing to work. Um, that's probably the basic that you are expecting from whoever you want to work with. And unfortunately it's not always easy, especially in the past few years during the pandemic.John Ling: And we hear companies as large as BMW, Boeing to mom-and-pop shops or small restaurant owners. Everyone is complaining about how difficult it is to find any labor, any willing labor. And also, I think they would like to, they are used to how in China from the senior management to the production workers, they really work hard and they are willing to put the extra effort into their daily work and that's I don't know.John Ling: Sometimes that might be a cultural difference or what or the fact that. When countries climb up on their income level, you, over time, you lose a drive. And that happens to many countries actually. And I think China is probably facing the same challenge as the, what do you call that, the population age. And, and also really as a company is becoming more prosperous.John Ling: That's something that I think for many of the Chinese companies. Companies coming here, they are having a little bit of a struggle to understand.Art Dicker: Yeah, I was going to say, I often think about that too. Is it a cultural thing? I don't think it's controversial to say that Chinese workers work really hard and both at the management level and at the kind of floor level, and I agree with you, I lived there for 16 years.Art Dicker: I could see it up close in some ways. I ascribe it to the fact that it, China has developed so fast, but it's really still just a generation. Yeah. Right. So it was only, it was only a generation ago that people were much more uncertain about their economic future. And even though in some ways, so many people there have quote made it and you think could live a more comfortable life.Art Dicker: There's still that, I don't know, but if it's an anxiety or just that hardworking DNA doesn't get shut off in just one generation. So I think it's that way as well. And that explains a lot of it. Whereas the U.S., like you said, it's been a developed country for a while now, but yeah, I know that's, I've heard as well.Art Dicker: It can be a bit of a challenge. How about the founders themselves? We talked about it a little already, but is there a certain mindset that a founder has coming to the U.S.? Do you, when, let's say, for example, someone comes to you, maybe the CEO doesn't have to be the founder, but a management team comes to you.Art Dicker: Do you see some things in the when you're talking to them in the early stages? Are there certain signs or other characteristics about the team and the founder that you see that you say? Okay, I think this is more likely to work. Because I see this quality in them or not.John Ling: Yes, actually, I for a few times as I take my projects to visit different states or communities.John Ling: Um, they heard about my work with these types of projects. Some even tease with my project, right? Oh, Mr. Lin has his own screening process. Or vetting process, and so, as I spend the past 2 decades or longer working with these types of projects, I, yes, I think there are certain things I'm paying attention to.John Ling: One is that I think. You may agree with what I'm saying, which is for any Chinese company that even dare to explore the possibility of setting up an operation, I'm talking about again, production operation in the U.S. They tend to be among the best in the industry, no matter is by the so-called Chinese standard or by really global standard.John Ling: They have to be very competitive. Otherwise, You know, it's just impossible for anybody who's willing to do this. And so if you were, I don't know, investment fund or private equity fund in the U.S. actually, I know sometimes when you look at different projects to invest or co-invest, I think these types of companies would pass a first initial test in terms of their competitiveness in the industry.John Ling: So during the period of time that the two countries had a fairly normal relationship with what they have observed or experience in China when you have people or capable team, or when you are well finance company, you can solve the world's problems. Problem. You shouldn't worry about a thing for quite a while.John Ling: Most of the Chinese projects, they didn't think they need a third-party consultant to help them. They feel with. Our own team was, uh, help from the state and county government and we'll. And again, that's another thing. In China, when they do such a project, they always talk to the local government, the industrial park authority or whoever.John Ling: And in China, as we know, government do have more influence or power in allocating things or in deciding things, but it's not always the same here. We definitely have a very different system. Again, most projects didn't understand that at that time. So, unless it's a project worth hundreds of millions of dollar.John Ling: They may, but even with that, they may not these, uh, hire a consultant. Uh, that has quickly change and I think they understand the, it's a much more. Different environment in everything every aspect. It's also a very. Challenging time in terms of the relationship between the two country, which adds a lot of uncertainty for any project.John Ling: Coming to from China, and so they are much more cautious. They ask a lot of questions. Which they should have done anyway, even years ago. So they, they do have a lot of concerns and worries. And by having said that, the U.S. has always been the largest market for almost any products.John Ling: So what drives them to come here really is the size of the market. And also nowadays, very often. It's our customers in the U.S. whom they have a long-term relationship, basically telling them, "Please, could you come here? So we don't run into some. Situation like we experienced over the past few years, the interruption supply chain, the high ocean free cause the uncertainty."John Ling: I think business around the world, they are very used to up and downs. It's a nature of any economy, but they just. If they can, they want to avoid the uncertainties. And also in the past customers in the U.S., we're not so willing to pay for a certain premium to avoid that or reduce that uncertainty. But now more than ever customers here in the U.S. are willing to pay for that premium if that gives them more certainty. I mentioned about the, in the years past, they were not willing to consider a 3rd party consultant. Another thing they were not so interested was to find a local partner. I'm talking about to do this together. Because again, that went back that goes back to the fact that they are big, they are competitive, they feel they can conquer the world.John Ling: But now I think they are much more willing to, uh, uh, have a joint venture with a local partner. It could be in the same industry. It could be an equity partner. They are much more willing to. Sometimes they are even willing to take a minority ownership.Art Dicker: It's almost somewhat similar to what foreign investors in China went through a similar cycle, right?Art Dicker: In the beginning, there was either a government preference or a lot more people started out forming joint ventures and stuff. Of course, in the auto industry, you had to, and then there was a preference for woofies and setting up your own, doing things on your own. But now it has also gone back and come back full circle again, where maybe not a traditional joint venture, But you might have a local company take over, license the technology or the brand even to them.Art Dicker: And so it's interesting. Yeah. Somehow people have learned their lessons that that actually might work better these days. Yeah. Got it. And you mentioned working with local government here in the U.S. and that's the last topic I wanted to get into a bit. And that's where your work really is important, but maybe the most important part of what you do.Art Dicker: The, and that is the engagement process with the local government, whether it's from fact factoring into site selection and maybe some incentives and so forth, what is, what has been your experience as far as which state, I don't want to get you in trouble, but which state governments are more receptive Or what the process is like and your role in the process, helping that engagement.John Ling: again, I spend a total of 19 years working for two state economic development agency, 15 years with South Carolina, four years with Georgia.John Ling: So I used to sit on the other side of the bench, um, talking about project like this. And now I'm in the private sector trying basically to do the same. I think what again, it doesn't matter if it's a Chinese project or any international project. People just want to go into a community that feel they are being appreciated or welcome and, uh.John Ling: Also, the Chinese culture is such that they value the relationship and they want to build a good relationship. And especially when they come to a not so familiar environment, they are much more sensitive to a lot of things. For example, even I saw yesterday I was sending a request to real estate broker.John Ling: On behalf of 1 of my project, they are looking at a facility. In the South seas to acquire and 1 question they ask is about the wind direction. That's coming and ask me, like. Why they are asking this question so I said they. There's 3rd slide you might not even have noticed a slide. Older and there's some noise.John Ling: I don't believe it's actually us. We were standing at 1 facility during their visit in December from distance. They were surprised about the noise level, so to speak. They were like, Oh gosh, if it were in China, this plan will be shut down now. And, but I think they are much more sensitive to, to be a team player, so to speak, and they want to be part of the community.John Ling: So they are very sensitive to this. And so what I had done, and I think what had worked. Again, because of the travel restriction over the past few years, it's hard to do that. And hopefully that's going to come back at some point, which is, I remember when I was with South Carolina, every year we'll organize.John Ling: Maybe one or two group visit that sometimes composed by elected officials, private business, company owners, lawyers, accountants, you name it. And actually, they started going there in almost as soon as we set up an office in Shanghai around 06. They pay their own time. I don't think you know, they get rewarded immediately because for quite a while there were hardly any project and I was struggling to line up visit for them when they visit there.John Ling: Obviously, everyone wants to visit active project, but I didn't have hardly any to show for.John Ling: And another thing is sad. Again, that's about state politics. When a group from certain part of the state cam, sometimes I was told you shouldn't favor one region over the other. So I wasn't supposed to take them to visit active project.John Ling: Anyhow, anyway, and then by the time I mentioned around 2012, when projects start happening and there were much more come project visits. These group of people have the, how should I say, understanding or a little bit more understanding about the country as a whole in China, about their people, culture, at least you find some topics to talk about.John Ling: and I think communication on any project is so critical. And it doesn't matter where was where this community is or state is, I think it's just how you make a project feel comfortable. And feel welcome, and I think that's important.John Ling: Another thing I want to. Add is that it's no different from a company that wants to open the international market.John Ling: It may take a while to get you there to position. Well. Uh, in that market, and you want to be able to position yourself early, especially in the growing market. And once you build your name recognition. It's difficult to lose that. So, South Carolina for a while, because of the fact that they position themselves ahead of every almost every other state.John Ling: They build a name recognition among Chinese project as a state. To locate the manufacturing project again, it's not because the state is better than. Any other states or more competitive, but rather it's, it's a name recognition of people. Do you talk to each other, especially when you are trying to decide.John Ling: For a project like this, and you do Internet search, you talk to the actual project. And so now most people find us through Internet search through my previous project or current projects. And by having said that, that's why I think it's important for any state and community. That if you are interested with the economic development project, we look at this project.John Ling: We. Try to understand the profile of the project, what they are looking for. And 1 thing I, again, I normally would recommend is that. If a community, if a project became interested with your project, you are in the final. 2 or 3 would make the effort to travel there to see their operation to to have a better understanding.John Ling: And I think that will position. Uh, this community at a much stronger position during the process.Art Dicker: Interesting. Yeah, that's very helpful. I think the, the audience, I think is whole journey. You've taken the audience through about the mindset of Chinese men and Chinese founders and what they're coming from in the, in China, it's such a competitive environment and what they can bring here.Art Dicker: Like you said, they make it there. They can make it anywhere. And even temporary economic challenges are not enough to throw them off. They're in it for the long haul. So that's a great, I don't think that's such an obvious, those are such obvious points at all. And from people just hearing about the headline numbers of what it takes and the investment amounts and so forth, John, it's been totally a thrill to have you on.Art Dicker: And I just think that some people are going to listen to this and maybe want to reach out to you. I'm not sure exactly. For what? Either for a project, or maybe they're a state, they're a state officer hoping to attract investment for their state, or for whatever reason, if someone wants to reach out to you, is LinkedIn a good way to reach out to you?Art Dicker: Or is, what's, how should people? That will be good. Yeah, we can put your LinkedIn up on the website and we also post this on LinkedIn. So hopefully that'll be easy for people to find you. I just want to thank you so much for joining us. This has been again, very helpful. And I do think our audience is going to get quite a lot out of this episode, just from the decades of experience you have doing this.Art Dicker: And it's a fascinating topic. John, so much for joining us. https://www.asiabusinesspod.com/

We are continuing our conversation with Jurgen Appelo on Versatile Organization Design using the unFIX Model, a pattern library that he authored. The unFIX Model is a simple toolbox that helps you with versatile organization design. It facilitates gradual change, dynamic teams, and an important role to play for managers. The pattern library is inspired by innovative companies, including Haier and Tesla, various agile scaling frameworks, and books such as Team Topologies, Dynamic Reteaming, and Organization Design.Jurgen is the founder of the Agile Management Company and the author of several best-selling books, including Management 3.0 and Startup, Scaleup, Screwup. With a background in computer science and management, he has been instrumental in transforming countless businesses worldwide. NOTE: The book that Jurgen Appelo refers to in the podcast is Networked, Scaled, and Agile: A Design Strategy for Complex Organizations by Amy Kates, Greg Kesler, et al. Visit us at https://www.ouragiletales.com/about

We are kicking off our new season with Jurgen Appelo. Our conversation with Jurgen centers around Versatile Organization Design using the unFIX Model, a pattern library that he authored. The unFIX Model is a simple toolbox that helps you with versatile organization design. It facilitates gradual change, dynamic teams, and an important role to play for managers. The pattern library is inspired by innovative companies, including Haier and Tesla, various agile scaling frameworks, and books such as Team Topologies, Dynamic Reteaming, and Organization Design.Jurgen is the founder of the Agile Management Company and the author of several best-selling books, including Management 3.0 and Startup, Scaleup, Screwup. With a background in computer science and management, he has been instrumental in transforming countless businesses worldwide. NOTE: The book that Jurgen Appelo refers to in the podcast is Networked, Scaled, and Agile: A Design Strategy for Complex Organizations by Amy Kates, Greg Kesler, et al. Visit us at https://www.ouragiletales.com/about

On this week's show, Arlo is raising prices, iRobot lay-offs, Hubitat launches a new hub, Haier is back and ready to integrate, Home Assistant is now on CarPlay, and Switchbot announces a new Matter hub. All this news, we check the mail bag, TJ updates his kitchen lights, Gavin made a better light bulb, and Seth made a better Home Assistant theme... or did he?

Follow-upDeze robotstofzuiger heeft een arm en ondersteuning voor Matter!The State of Matter (Home Assistant) FossiliOS 17.3 update geeft extra beveiliging buitenshuis. OnderwerpenHaier stuurt takedownverzoek aan Home Assistant-plug-inontwikkelaar & Haier trekt takedownverzoek aan plug-indeveloper in, geeft api-calls de schuld (website van Haier)Home Assistant heeft een CarPlay-appOver namaak-bordspellen: wat kan men er aan doen?Dikke laag ijs gevonden op Mars TipsRuurd: Last of Us 2 remasterd PS5 digital Upgrade | Sonoff SBmini - L2 | Titanium AW band adaptersKarel: Poker FaceTim: Kabels discreet wegstoppen onder een tapijt | Open Home

Try Notion AI for free at https://www.Notion.com/wan Try some unique flavors of coffee at https://lmg.gg/boneswan and use code LINUS for 20% off your first order! Looking for electronic components and equipment? Consult the specialists! Head over to https://lmg.gg/CircuitSpecialists and save 10% using code LMG Timestamps (Courtesy of NoKi1119) Note: Timing may be off due to sponsor change: 0:00 Chapters 1:07 Intro 1:38 Topic #1 - Ubisoft claims users are comfortable with not owning games 1:54 Linus lists down Ubisoft's launcher naming history 4:07 Ubisoft Classic & Premium, pricing, games published, Luke's hot take 6:02 Linus's FP exclusive interview with Terren the CEO, 7:27 Tremblay's quote, Linus mentions CDs, streaming services 13:12 Game servers that were shut down, company trust, Ubisoft's stock & finances 22:26 Linus mentions Nvidia, Intel, gambling, countries' funds, Pentagon's $52,000 trash can 30:49 Swen Vincke on the future of games, games, movies, gaming on keyboard 42:54 Topic #2 - SSD shortage expected to increase SSD prices by up to 50% 44:03 How do you deal with these shortages? ft. Linus's retired LEGO set, games 51:07 LTTStore's "The Steve" turtleneck ft. Linus's new profile picture 53:22 Linus's Steve Jobs in a past NCIX video, history of controversy 58:19 Merch Messages #1 58:50 Where is the tech industry going? Dealing with pessimism? 1:03:00 Which LMG video do you want to serve as a future resource for techies? 1:08:29 Topic #3 - Research shows search engines are getting worse 1:11:12 Luke mentions articles, Linus on site subscriptions, Wikipedia's revenue 1:18:02 Linus mentions Apple's alleged habits, Luke on its worth 1:19:21 Topic #4 - Google blames slow YouTube videos loading on extensions 1:21:04 Adblock's past buffer bug, Luke on people jumping on the hate wagon 1:24:06 Google Incognito, Canary's "more privately" change 1:26:22 Sponsors 1:31:55 Merch messages #2 1:32:01 Screen time & social media's impact on mental health? 1:33:16 Linus's favorite gadgets? ft. GamersGrass site 1:37:22 HDPLEX's 500W GaN ATX PSU, do you see GaN PSUs in the consumer market? 1:40:14 LTT laptop bag & shoulder bag update? ft. Flocking machine, cable magnetic management, backpack relationship 1:43:26 Topic #5 - Fujitsu's software causes huge blunders in UK post offices 1:49:40 Topic #6 - Haier threatens to sue home assistant plugin developer 1:55:32 Topic #7 - OpenAI's new policy change, quietly removes ban on military use 1:56:24 Topic #8 - Alexa Plus, a new model with ChatGPT 2:04:58 Topic #10 - YouTube lays off 100 employees 2:05:31 Topic #11 - AMD's Ryzen 8000G limits PCIe 40 2:07:39 Merch Messages #3 ft. dbrand sponsors WAN Show After Dark 2:09:21 Sarah Butt chose grass, dbrand non-MagSafe soon to release 2:11:30 Do you use a funky Windows login process? 2:13:26 Early days of LMG's forum & community 2:16:12 How do Linus's socks & sandals fair during the Canadian winter? 2:19:38 Future bionic augments for your body, how far will you go? 2:26:36 Tips on effectively researching products before purchase? 2:29:31 Any features you wished Wikipedia had? 2:31:28 Why can't you emulate CUDA on other hardware? 2:33:55 What would it take for a new WAN Show intro & set? 2:37:20 Alternatives for Ubiquiti? 2:38:35 If Nvidia buys ARM, do you think it can topple Intel & AMD? 2:40:47 Your opinion on the community porting Spiderman 2 to PC? 2:43:01 Progress on the water resistant ballcap? 2:43:13 Has Luke heard of TARKOV'S SPT? 2:45:43 Thoughts on algorithm-sorting network switches? 2:47:47 Advice on how to know what I'm doing as a software engineer? 2:49:48 If SE remakes Final Fantasy VI, what approach should they take? 2:51:36 Luke on making a birb-rito 2:52:18 What advice does Linus have for starting a business in 2024? 2:56:52 Any updates Linus would've done to his home network? 3:03:41 What game do you think was underhyped & overperforming this year? Which one killed the studio? 3:05:05 Outro

Alle Infos zu ausgewählten Werbepartnern findest du hier.  Das Buch zum Podcast? JETZT BESTELLEN.  Lieber als Newsletter? Geht auch.  Nike ist schwach. China hasst Videospiele. Und Übernahmen passen zu Weihnachten. Das führt zu enormen Renditen bei RayzeBio, Gracell und Karuna sowie moderaten Renditen bei Manchester United. Kleinvieh macht auch Rendite. In 2023 leider nicht. Aber vielleicht in 2024? China-Aktien sind oft günstig. Aber ist Haier Smart Home (WKN: A2JM2W) vielleicht viel zu günstig? Diesen Podcast vom 27.12.2023, 3:00 Uhr stellt dir die Podstars GmbH (Noah Leidinger) zur Verfügung. Learn more about your ad choices. Visit megaphone.fm/adchoices

US equity futures are indicating a higher open as of 05:00 ET. This follows mostly firmer levels in Asia, while European equity markets are higher. The Fed decision and comments from Fed Chair Powell are fueling risk appetite. There are several European central bank policy decisions today, including BoE and ECB. US retail sales headlines today's macro releases.Companies Mentioned: Adobe, Carrier Global, Haier

W dniu premiery jego najnowszej powieści, „Dawno temu w Warszawie”, rozmawiamy z Jakubem Żulczykiem. Przyznał, że pisał tę książkę bardzo długo i mierzył się też z oczekiwaniami czytelników oraz odwiecznym pytaniem: jaki ma problem z Warszawą? Wśród tematów między innymi mity związane z uzależnieniem i teorie na temat polskiego społeczeństwa. Pytamy, czy Jarosław Kaczyński to byłaby dla niego ciekawa postać literacka, a czy Blanka Lipińska interesuje go jako pisarka? Jaki jest kanon Żulczyka, jeśli chodzi o literaturę, a jakiej muzyki słucha? Czy wziąłby udział w Fame MMA i jak w Polsce zarabia się z pisania? PS Wiedzieliście, że pierwsze zdanie ze „Ślepnąc od świateł” to ostatnie zdanie „Złego” Tyrmanda? Żulczyk. Nie czytasz, Twoja sprawa. Ale posłuchać warto. Zapraszają Kuba Wojewódzki i Piotr Kędzierski. Partnerami podcastu WojewódzkiKędzierski są marki Wedel i Haier. 

Nieprzeciętna, mądra, seksowna - Ewa Kasprzyk. Kiedyś było u niej jakby luksusowo, dzisiaj jest niezwykle malowniczo, a zawsze było pełno szaleństwa. Które role były kultowe, a o jakich ciągle marzy? Dlaczego kobietom życzy młodszych mężczyzn? Czy kiedyś przestanie prowokować? O tym, czym dla niej jest seksapil i co jest najważniejsze w życiu, a także o tym, czego nauczył ją ojciec. Zagrała wybitną rolę w filmie “Bellissima”, legendarną w komedii “Kogel-Mogel”, potrójną w teledysku Sławomira i żenującą w “365 dni”, ale niczego nie żałuje. Nie patrzy w przeszłość, choć u nas wspomina, jak zwalniała się z zajęć u Jerzego Treli z miłości. Bo co jest najważniejsze w życiu? Miłość, co nie? Zapraszają Kuba Wojewódzki i Piotr Kędzierski. Partnerami komercyjnymi podcastu są marki Wedel, Play i Haier. 

Czy są wydarzenia, które chciałby cofnąć? Dlaczego trafił do szpitala psychiatrycznego? Jakim jest ojcem? Sebastian Fabijański na poważnie, czyli w długiej rozmowie o swoich wyborach artystycznych i zawodowych. Mówił, że kończy karierę rapową, ale nie do końca wtedy mówił serio. U nas wykonał przedpremierowo swój utwór z nadchodzącej płyty. Dojrzewa? O tym, że syn nauczył go miłości, a ojciec nigdy nie potrafił. O zaprzeczeniach, jakie w nim są i o tym, że potrafi być autoironiczny. To tak in general. Zapraszają Kuba Wojewódzki i Piotr Kędzierski. Partnerami komercyjnymi podcastu są marki Wedel, Play i Haier.

Олег Баринбойм - Креативный директор агентства ТУТКОВБУДКОВ с 2015 года по настоящее время. Обладатель четырёх «Каннских львов». Спикер Cannes Lions и TEDx. В качестве креативного директора создавал рекламные кампании для таких брендов, как Яндекс, S7 Airlines, YOTA, ivi.ru, Dodo Pizza, А101, Haier, Valio, X5 Group и многих других. С 2020 года совмещает свою творческую карьеру с бизнесом, занимая должность Директора по развитию кондитерской сети Angel Cakes (Россия — ОАЭ — Саудовская Аравия), где в его обязанности входит подписание новых точек в топовых локациях (Dubai Mall, Bluewaters Island, Mall of the Emirates), контроль над маркетингом и дизайном, а также супервайзинг строителей, юристов и садовников по фикусам. Oleg Barinboim is a Creative Director of the TUTKOVBUDKOV agency from 2015 to the present. Winner of four Cannes Lions. Cannes Lions and TEDx speaker. As a creative director, he created advertising campaigns for brands such as Yandex, S7 Airlines, YOTA, ivi.ru, Dodo Pizza, A101, Haier, Valio, X5 Group and many others. Since 2020, he has been combining his creative career with business, holding the position of Development Director of the confectionery chain Angel Cakes (Russia - UAE - Saudi Arabia), where his responsibilities include signing new points in top locations (Dubai Mall, Bluewaters Island, Mall of the Emirates ), control over marketing and design, as well as supervising builders, lawyers and ficus gardeners. FIND OLEG ON SOCIAL MEDIA Instagram | Telegram | LinkedIn ================================SUPPORT & CONNECT:Support on Patreon: ⁠https://www.patreon.com/denofrich⁠Twitter: ⁠https://twitter.com/denofrich⁠Facebook: ⁠https://www.facebook.com/mark.develman/⁠YouTube: ⁠https://www.youtube.com/denofrich⁠Instagram: ⁠https://www.instagram.com/den_of_rich/⁠Hashtag: #denofrich© Copyright 2023 Den of Rich. All rights reserved.

Dlaczego kręciły go szkolne mundurki? Czy kiedykolwiek był dzieckiem? Jaką miał średnią w szkole? Radomir Wit, czyli dziennikarz polityczny, który od lat pracuje na korytarzach sejmowych, opowiada nam o sobie, o kodeksie dziennikarskim i o tajemnicach budynku przy Wiejskiej. Zdradził kilka tajemnic sejmowych, zawodowych i to, czy uczy się posłów nieodpowiadania na pytania. Gdzie dziennikarze nie mają dostępu? Kto dla Radomira Wita jest ikoną dziennikarstwa politycznego? Skąd fenomen Jarosława Kaczyńskiego? Dlaczego polskie społeczeństwo już… się nie oburza? Zapraszamy na rozmowę z Radomirem. Partnerami komercyjnymi podcastu są marki Wedel, Play i Haier.

Czy Piotr to bardziej homo faber czy homo ludens? Do czego zainspirował Borges? Czym jest osobowość kibica i dlaczego tak dużo osób potrzebuje rycerza na białym koniu? To była rozmowa o przyszłości, społeczeństwie i filozofii. Jak profesor Marcin Matczak odbiera współczesnych młodych ludzi i o co mu chodziło ze słynną wypowiedzią o pracy przez 16 godzin? Tłumaczy się też z kilku tez, jakie stawia w swojej nowej książce “Kraj, w którym umrę”. Czy beka to forma ucieczki? I dlaczego w sumie nie rozmawiamy o Macie? Zapraszają Kuba Wojewódzki i Piotr Kędzierski. Partnerami komercyjnymi podcastu są marki Wedel, Play i Haier. 

Sebastian Rejent nie lubi być nazywany naczelnym chamem, ale długo pracował na to miano. Czy ma więcej ulubionych tematów niż autoerotyzm? Kuba zachęcał, żeby Sebastian się otworzył, a Piotr wspominał swój roast, na który zabrał ze sobą mamę… Czy to był dobry pomysł? Rejent o tym, jak pracował jako wróżka, czy dobrze mieszkało się mu z teściową i jak wspomina czasy, kiedy żona dawała mu kieszonkowe. O jego hardych żartach, dużej wiedzy na temat komedii i swoim przygotowaniu do bycia komikiem. Jak wspomina kulisy słynnych roastów? Z którym pytaniem miał problem Piotrek Kędzierski? I czy kobiety powinny zajmować się stand upem i… czy powinno się w ogóle o to pytać? Partnerami komercyjnymi podcastu są marki Wedel, Play i Haier. Zapraszają Kuba Wojewódzki i Piotr Kędzierski. 

Twierdzi, że w życiu można się zakochać tylko raz (albo dwa). W tej rozmowie też można. To Paweł Deląg jakiego nie znacie - od kariery aktorskiej po śmiałe plany reżyserskie. Nie lubi łatki amanta i nie może już słuchać o "Quo Vadis", ale nam opowiedział trochę więcej. Ile razy w życiu można się zakochać? Czy Polacy są romantyczni? Jak zmienił się jego stosunek do pracy w Rosji? Rozmawiamy również o jego zagranicznej karierze, bo mało kto wie, że więcej razy grał w języku innym niż polski (raz nawet po łacinie) oraz o wzruszeniach młodości, bo przyznał, że płakał na filmie "Romeo i Julia". Czy ma w sobie coś z Piotrusia Pana, czy już bardziej czuje się dziadkiem? Jakie następne filmy planuje? Partnerami komercyjnymi podcastu są marki Wedel, Haier i Play. Zapraszają Kuba Wojewódzki i Piotr Kędzierski.

Vincent Rotger, président Haier France et directeur stratégie d'Haier Europe, était l'invité de François Sorel, depuis l'IFA de Berlin, dans Tech & Co, la quotidienne, ce lundi 4 septembre. Il a présenté l'entreprise Haier, spécialiste des équipements de la maison en électroménager intelligent, sur BFM Business. Retrouvez l'émission du lundi au jeudi et réécoutez la en podcast.

Z tej rozmowy zostanie nam w pamięci sporo zdań - również takich, od których się odcinamy. Robert Górski o tym, kto chciałby zarobić po jego śmierci, dlaczego doprowadza swoje dzieci do płaczu i czy dwie kobiety to już za dużo. Wspominaliśmy kilka inspirujących postaci, m.in. Wojciecha Młynarskiego, Andrzeja Dudę i Stanisława Tyma. Każdego z innego względu. Czy żart satyryka ma swoje granice? Jak wspomina trochę wiejskie dzieciństwo? Dlaczego to on strzegł samochodu Balcerowicza na parkingu strzeżonym? Kiedy ostatnio kupował drzwi? Zapraszamy na wyjątkowe spotkanie z najzabawniejszym człowiekiem w Polsce. Partnerami komercyjnymi podcastu "WojewódzkiKędzierski" są marki Wedel i Haier.  #wojewodzkikerdzierski #podcast #płatnawspółpraca

Transcript: Joe Krebs 0:10 Agile FM radio for the Agile community.www agile.fm.Welcome to another podcast episode here of agile fm, I have Jurgen Appelo creator of unfix, which is a topic we want to talk about here today is unfix.com. That's where you can learn more about this topic. But we want to talk a little bit of what unfix is, where it came from, how old it is, how new it is, and what it can do for organizations out there. A super interesting pattern which I which is important. We want to explore what patterns are everywhere and also talk about what unfix is not. Welcome to the podcast for you. How you doing today?Jurgen Appelo 1:05 I am great. The weather is awesome here in my in my city in Rotterdam in the Netherlands. Looking forward to the trip tomorrow to Lima, Peru, which, which is something that I have been looking forward to quite a few weeks already. So longest trip and those are nice to have every now and then. And yeah, lots of things happening.Joe Krebs 1:29 Lima is are they interested in unfix? Or is this for pleasureJurgen Appelo 1:32 of course. That's what I'll be talking about. That's my keynotes agile, lean agile event. Yeah.Joe Krebs 1:41 All right. unfix is not another scaling framework. It's not a method. It's not a framework. What is it?Jurgen Appelo 1:49 It's a pattern library. That's that's how I call it. There are other pattern libraries such as sociocracy, triolo, and team topologies. And, and so on liberating structures, they are not frameworks, because you don't install them. That's the idea of a framework that you have something to implement. And then you can validate or verify that you did the implementation correctly. You can certify people with in the implementation roadmap, that is not what you do with a pattern library, all of the suggestions are options, there's nothing mandatory with a pattern library. So the best metaphor that I have is Lego. There is not a single block in the Lego box that is mandatory for you. All of them are optional. Some of the blocks are more obvious, then the others, so you will use them more often. Maybe nearly always. Some are more rare for special cases, but not a single part of the Lego toolbox is is mandatory. And that's that's how I see pattern languages. That's the real word that specialists use sometimes Pattern Language. Yeah. And yeah, that's that's what the unfix model is, as well.That is interesting, because in lego, a round shaped kind of piece could be a wheel on the car, or could be a pizza on the table. Right? Exactly. Joe Krebs 2:49 Creative creativity here, right? It's also interesting, because you are, sometimes you build with LEGO not that I have worked on with Lego in a long time. But you could build a house, you can build a street of houses or like a road or alignment, you could build a city. You know, there are some exercises out there in the Agile community where things are being built in isolation and put together there are there is a guy called Christopher Alexander I was exposed to, in the beginning of my career with is an architect where I'm nothing really in the Agile space, but he has influenced a lot of people in that how did how do these people like Christopher Alexander or Gang of Four, and others, there's many, many people out there in the community. How did they influence you? Or unfix?Jurgen Appelo 4:10 Yeah, I have the book actually here, one or two meters behind me the Pattern Language of Christopher Alexander where he published, I think in the 70s or something. He was the first one to recognize the benefits of micro solutions, small solutions to known problems that you have to combine to come up with larger custom made context dependent structures. And that is what cities are. So in the book Pattern Language, you find the public square as a pattern. Anyone knows what a public square is. You have public squares in New York City. I know quite a few famous ones. We have public squares here in Rotterdam. But the cities are completely different. Same with the the promenade as a pattern there are promenades in, in New York and also promenades in Rotterdam, and so on. So this book has 253 patterns that is quite a lot. But then it's up to you as an urban planner, a city designer to come up with ways of combining them that makes sense, within the context of the city, because some cities have mountains, others have lakes and rivers, and whatever, you have to work with the environment that you have. But then, within that environment, you're gonna use the familiar patterns that everyone is using that principle, you also find in while you mentioned it, design patterns are the Gang of Four and then book came out in the 90s, where they came up with familiar patterns in programming, the facade, the singleton, the model view controller, I'm sure many programmers listening to this know what I'm talking about. And it is up to you as an architect to use those patterns and combine them in any way you want, depending on what the software is supposed to do. The interesting thing is, I remember back then that some people implemented all those patterns as a framework that you could literally buy frameworks, like the dotnet implementation of all the patterns that you could then install on your computer. And, and I thought, that's, that's totally not what they meant. With the book, you should not turn those patterns into a framework that you can then install, because you're not supposed to do all of them. You only pick and choose, depending on context, what you need. And I think that is my main problem that I have with frameworks in the Agile community, where you have these rigid structures where something needs to be installed, like well, let's name the big one, the Scaled Agile Framework SAFe, they literally call the smallest version essential safe, it is in the name itself. That part is essential, it is mandatory. If you do not have an agile release, train, you do not have SAFe. So you must have an art, you must have PI planning, you must have quite a few other things that those are together the framework that needs to be installed. I do not believe in that approach. I do believe that the frameworks have lots of good patterns in them. But we have to break them down. We have to decompose them deconstruct into the smaller building blocks. And then let you in your organization, do the recombination, figure out how to combine the different patterns from different toolboxes SAFe. LESS team apologies, whatever. They all have practices that you can combine. And that's what I tried to do with the unfixed model. I just borrowed the good stuff that is already out there. Just as Christopher Alexander has done, cities existed before the book, surprisingly, good organizations that do common sense, good stuff already existed before unfix came out, I just capture the good stuff, I give it a name, I give it a visual say, well, this is what we've seen, that seems to make sense as a micro solution. We add it to the box, the little box as one of the options. And then you take it out when you think you can apply it. And the box is getting larger and larger. Because we need more options, so that you can build more stuff with the, with the pattern language. Joe Krebs 9:02 So this is very interesting, right? Because what you just mentioned about the essential piece of in your example was SAFe, but we could probably take any, any other framework as well. Right? But when we're looking at the essential piece that does not consider the environment you're in right. So we're coming back to Christopher Alexander, he does not see that. What is what is the environment you're in? What's your view of mountains? Do you have lakes Do you have how do we build around it right, you come in with the essential piece and it might not work for that environment right to have a little bit more of a flexible approach I think that is that's a good point now is unfix like buffet style, is that what people are they have to see is like there's a collection of patterns and people go out and says I'm gonna grab this I'm gonna grab this and grab this and I get confidence in the individual pattern, but I need the skills to combine them that they make sense togetherJurgen Appelo 9:55 exactly. I like the metaphor that you're using buffet style that might make it harder to sell things to people because I'm making them do work, I have to convince people that they have to do the thinking themselves don't do just a stupid implementation or something off the shelf. That is not going to work, you have to do your own thinking, according to your context to make things work, interestingly enough, I just read a couple of weeks ago, in a very different context, the scientific results of research into body weight, or body loss or body weight loss, what is the weight loss, weight loss? Weight loss programs?Joe Krebs 10:47 Weight loss? Yeah,Jurgen Appelo 10:48 yeah, that was the term I was looking for. And the evidence is in none of them work. None of the standard programs work. They already know that there is scientific evidence that the only thing that works if you create your own program, out of the common sense suggestions that are captured in all those other programs, the standard programs out there, but it is so context specific, a weight loss program that you have to customize it to who you are, what kind of body you have, what kind of lifestyle you have, et cetera, et cetera. So the following any standard program is, is is going to it's going to fail. Yeah, and that is the equivalent of following a standard standard framework, it's not going to work, you have to break it apart and use the individual components good. There is a lot of good advice in there is just the whole package that is sold that you have to get rid of.Joe Krebs 11:54 So some of the listeners, not fully familiar with with unfix might now think, throw everything out and use unfix that's not what you're saying. Right. So this is also important, because we are talking about SAFe and possibly other frameworks here right now, that does not mean that unfix is replacing these these kinds of things, right? How would they be? How do these coexist? And how to how do you envision to go into an organization say, hey, we'll, let's say there's an organization using a framework of any kind, but as unfix pair up with that approach.Jurgen Appelo 12:33 Now, yeah, I would like to help people stop thinking in terms of frameworks. And how do we implement it well, some suggest that there could be good starting points for customization. I think the jury's out on that argument, I'm not fully convinced that they are a good starting point, I think starting from scratch might sometimes be easier than starting from a framework implementation and then adapting it. But let's give them the benefit of the doubt people who have a framework and want to customize it, they could look at what the unfix model offers in this, and then see what else is in the Lego box that we can use to start changing this implementation that we have here with continuous improvement and, and small step experiments, to turn it into something completely different. So it would be similar to beginning with a standard weight loss program, but then realizing on day one, that there's not going to help, you'll have to you'll have to change the exact diet, the exact exercises and so on to start making it work for you. That I can agree that that might my approach.Joe Krebs 14:02 Yeah. So So that's, that's interesting. Like I for example, I teach a lot of adaptive org design courses, for example, how organizations shift, make the switch towards agility and kind of things to consider. There's a lot of talk about self management and self organization, obviously, in these courses and how to get to states like that does unfix if somebody listens now more from a leadership and managerial role, prior to this podcast is this unfix demand like a full self organized self managed like it's a radical name, right unfix? It's provocative, nice, nicely provocative, right? And it makes you think, does that also mean like we're going to the extremes with adaptive org design? How does a company steer that transition? Not necessarily top down structure, but even like any kind of structure in an organization how does unfix change that? Um, I think What I want to achieve here is to plant a flag on the horizon and show people, this is the direction that we want to be going. And I don't expect you to be here tomorrow. But I want you to move in that direction. And that direction is being a networked organization with a fractal or design. There are some companies, not many, but a few that have evolved quite far in that in that direction, famous one is Haier, the Chinese company where it was 10,12 years ago, where they reorganized themselves into a network of 4,000 micro enterprises was a 4,000 tiny little companies that that collaborate horizontally without big fat middle management layers, no matrix structure, whatever. And they are incredibly adaptive, they are super fast in in responding to opportunities. For example, when COVID hit the Chinese economy Haier was the was the first one to start making masks or a face mask for half the country, basically, because there was an opportunity, and they could respond incredibly fast to this to this new thing emerging. While normally they make vacuum cleaners and and and fridges and whatever, but they switched to face masks short, why not? Why not? Yeah. And so this is a very inspiring company as that shows what you can do as a network company instead of a hierarchical matrix organization. And that is, as I said, the flag on the horizon that I want to offer people try and go in this direction. But I do agree that it is a step by step thing, you'll first want to move into the adjacent possible as some complexity thinkers would would say, you open up opportunities in a new direction, by making small steps, and that unlocks other doors, and then you go through that door. And if something doesn't work out, you make a step back and you move in another direction. I'm sure that is also what Haier has done that local experimentation before they did the big radical change of firing all the middle managers basically, because that was quite a revolutionary thing. That was Kaikaku not Kaizen them at that time, but I'm sure they did some Kaizen before they were sure about the big step they wanted to make. I keep telling everyone started with small experimentation. I have already 150 patterns in the in the pattern language in the model, and more are coming. And there's plenty to experiment with very small things that will harm nobody. So just start playing, get some experience. And then when something seems to be working well, you could make some more radical steps. With your org design,assemble your city, right? Build your city like start small somewhere, right?Jurgen Appelo 18:14 Exactly. And by the way, it's not only about organization design, about crew types, Team types and so on. There's also decision making methods. Also about goal setting patterns are coming out in the next couple of months. So more advanced version of OKRs (objecetves and key results) basically the whole OKRs and MBO (management by objectives) KPI stuff, I have deconstructed into patterns. And that's going to be awesome, I think,for people to playwith and make their own OKRs like approach with the individual patterns that we're going to offer. So yeah, organization structure, business processes and collaboration. There's lots of different angles on on the pattern library. You can start anywhere, whatever is the lowest hanging fruit the smallest pain that you can address. Start playing like with a Lego box. There are 4,000 different types of Lego pieces. Did you know that Joe 4,000 Neither did I. Yes, that's quite a lot of options that but nobody starts with with 4,000 pieces on the table now doesn't that doesn't make sense. You start with a subset of the more obvious ones and then you will dig into the rest later on with when you gained a bit of experience. Joe Krebs 19:44 Before we go into one of the maybe we can explore one of those patterns is one thing I noticed and I just want to follow up on this because we just talked about you know, leadership etc. and organizational change. These are this is a bottom up kind of approach, right? And you just mentioned like some form of middle management and that was reduced or removed. You're not saying unfix we're not have any managers or leaders? And I think we were very clear about this. What is the role of though of leadership? If it's a bottom up movement? How can leadership support unfix? within an organization? If we're seeing on one side, there is some form of streamlining going on within an organization, which I think many organizations would benefit from, as well. Right. But on the other side, it might be the the the question of a leader that says, I don't know what my role is, in all this. How can I support unfix to make the organization a better place?Jurgen Appelo 20:46 So well, that's where my previous work on management 3.0, comes in, I always say manage the system and not the people. And the very same thing, I suggest with the unfix model, where we have the governance crew, which is the team of chiefs, Chief Executive Officer, Chief Information Officer chief whatever. At the base level, and the base is what I'd hire would be the micro enterprise, some might call it a tribe, a self sustaining business unit, whatever small units of, of maybe up to 100, people maybe a little more, but not much, much more than that, that is the unit that we're looking at, that should be autonomous self managing, with a very specific business model proposition that they offer to either the world outside to customers or users or to other parts of the network in within the company. And that unit needs to be managed, that someone has to take responsibility for the success of that unit. All of those 4,000 micro enterprises hat Haier are managed by a chief. And actually, the fascinating thing at hire is that if the chief is not doing well, for three months, there's an automatic re-election triggered, where other people can volunteer to take up the role of the chief and see if they can do better that is interesting. But I will not go there yet with my suggestions because that makes some managers very scared of their of their job. But the fact is, the unit needs management but management of the unit of the system, how does that system work because you need to put some constraints in place on on how those 20 50,100 people in that base, collaborate with each other. And we want to make and that's what the name is about unfix we want to keep that unit as flexible as versatile as possible with its organization structure. That means that you should try and not have managers on teams. So no manager on a scrum team, no manager on a team of coaches, no manager on a platform team or anything because as soon as you have a manager to the air, you create territories, I know from personal experience, how hard it is to change those territories when you put someone there, this is this is now the place that you are going to manage and you will decide how much people get paid within this part of the organization. Then you you just put into in cement a part of your organization, you you should try and not do that. You can have a captain, on on on a crew, for example, that is something else that is like a pilot on a plane. That is a person who has the responsibility for the mission. But the pilot does not decide how much the stewards and stewardesses get paid. They don't have HR responsibility. They do report to the Chiefs how well the mission has gone and who deserves some extra credits or compliments or whatever it is they know everything that goes on, on that mission, but they do not have management responsibility. They are leaders of course captains are leaders that so we offer a captain role and what we call crews as an option, you don't need a captain maybe but it is an option that you can consider and I know companies have great success with Mission leads as they call them. For example, well I call him Captain but that's the same thing. We call that pattern the captain role. But as long as you keep that management responsibility out of it and with management I mean people management HR responsibility and desirable gets paid and career Development and so on, remove that out on the teams put that in the governance crew level, so that the rest of the bases stays flexible.Joe Krebs 25:11 Very, that's very interesting. And I think when you just said that, and you had a smile on your face about exactly like the managing the pay and managing promotions, etc. And I think everybody out there who's listening to this right now might say, that's true in my organization that is a blocker, if we're removing that, that might change the environment. And that makes it a case for a pattern has proven micro solution for a common for a common problem. So this is, this is really cool. What I want to touch on one thing you just mentioned the word crew. What I like about the flexibility of these patterns is that you it's almost like you have name suggestions for these patterns. But you always make the link to alternatives where we say like you might have heard this word before. And this is really what it means over here. So it's like the name of the pattern, right? The same in a cookbook, where it could be a Sicilian tomato sauce, and we could be Northern Italian Italian sauce, but at the end of the day, there will be a tomato in it right? In either or, with subtle nuances in it, but you do speak about a crew. And I think that's like one example I want to take you just mentioned that. I don't know them all from the top of my head. But there are different crews, you just set the governance crew, there's I think there's a platform crew. This might be a lot of crews for somebody who looks at unfix. In the beginning. I like your approach of starting somewhere lowest hanging fruit you mentioned when but why are there different crews? What's What's the benefit of looking at the crews in different ways from different angles?Jurgen Appelo 26:53 Well, let's let's take the two topics. separately first, naming is important. So indeed, I've used the word crew instead of team because the word team is overloaded these days people use the word team for anything. Basically, crew is a bit more specific. I use word base for what other people would call a tribe. Some people complain about cultural appropriation and things like that. So I've tried to steer away from the tribe word. Base is the home the place where people return to I like that word. And we use forum instead of Guild because by default, people assume that guilds are things that emerge bottom up that it always volunteers, that is possible. But a forum could be more formal. So it could be something bottom up. But a forum could also be installed by managers, for example, where they say we want alignment across bases on a certain technology, like we don't want five different testing platforms, we will not one, because that's cheaper. Now you go and figure out with each other which one it is going to be and we want a forum to take care of that. So language is important. But indeed, people can use their own words in the pattern language, you need words to identify things. And I think about what is the best word that comes with as little baggage as possible. But I leave it to people to use their own words in their own organization. If you like the word, pod or squad, instead of crew, go ahead, knock yourself out. The second part of the question was indeed the different crew types I borrow for from Team topologies. Actually, they simply identified 4 patterns before I did, and I credit them for that, which is the typical value stream team, Scrum Kanban. Team, whatever, we know how that works. And then the three exceptions which they call the enabling team, the complicated subsistent team and the platform team. Those are three different kinds of teams that are inward facing. And I borrowed the same ones I changed the name a little bit maybe too off topic to discuss all the reasoning behind it, but I just borrowed the same four and they added three other times that I thought were useful, which is experienced crew partnership crew and the governance crew and we just talked about so the set is seven, seven kinds of crews are teams within the base and they are like Lego blocks you use them as you want. I always tell people I hope you have as many value stream grooves as possible because that is like the most popular block. The Lego block the most beneficial ones I hope seventy percent of your teams aren't that type. But an enterprise of 100,000 people is not 20,000 Scrum teams, that doesn't work, you need some other kinds of teams to hold it all together. And that is why team topologies identify the different kinds. Because not everyone is offering value to a customer, some people are offering value internally to the other employees. And there are different kinds of behaviors that you can identify like a platform, through, as I call them, they offer a value to others on a self service basis, almost like an API, or sometimes literally through an API, in terms of technical infrastructure, or in DevOps capabilities, whatever. But I have seen kindergarten on site at a company where I was a couple of years ago. And you could bring your baby and toddler and throw them in the basement. And by the end of the day, you could pick them up. That's an API as well. That is that is also a platform crew, the kindergarten team. So that's that's that's one kind of platform crew. And then there's others the facilitation crew and capabilities. Again, alternative exceptions to the rule, you could say,Joe Krebs 31:25 but but I do want to reiterate and get your confirmation, this is not something you would be setting up all these crews up front, right, this is you're building piece by piece, you're starting somewhere start small. So this is not completing the picture. And having a crew everywhere, this is not installing unfix, you might start with the value stream crew. AndJurgen Appelo 31:46 I know it sometimes it's more clarifying what people are already doing, or giving it a name to something that seemed sensible. Actually, I had people reach out to me literally, when I published the unfix model for the first time where people said finally now, now we have a language for what we have already been doing for several years. And it seemed natural to us only we didn't we didn't see this visualized in other frameworks like like that. Yeah, so there are several case studies like that, on the unfix website web page already use the patterns, they they didn't have the names yet, I was just giving it a name and a color and that's it. But um, so what what can help is with a pattern language is it helps people to have a conversation, like, Okay, we have a couple of Scrum teams here. That is obvious or Kanban teams, whatever your preferred, agile approach, but a few of the other people are inward facing with the things that they do instead of outward facing what, what are they? Well, that depends on how they behave, do they literally sit with the others? Are they facilitating like agile coaches and so on then they would be facilitation crew, that's a different kind, but that gives you a name it gives you it gives those people recognition like that. So we we are this we are this pattern the facilitation group pattern. And now we we know how to explain what we do to to the others. And if you don't have it, then you might want to consider it like, Okay, you have 10 Scrum teams or something, maybe want to consider facilitation crew because it could offer these benefits. They might be interesting in your in your context. So read up on the available patterns and decide whether this building block is something for you. And then you use it or you don't.Joe Krebs 31:46 Yeah. Awesome. Yeah. So you're talking to a pattern freak, right? I love I love the thinking behind it. I have you know, read all this stuff in the past. And as you mentioned, this started a while back. So really cool stuff. And for everybody out there interested in in unfix obviously on fixed.com is the place to go to learn a little bit about it. As you said, you're on your way to a conference, you're speaking as well as the unfix conferences. What's what's your approach on You know, sharing the wealth of unfix with the world, more conferences is the training programs behind it, etc. How do you how do you multiply Jurgen around the world in a way cloning that your model is sticking?Jurgen Appelo 34:50 I'm glad that we cannot clone ourselves because I'm a difficult enough person as it is. So I wouldn't, I wouldn't want to bother the world where have multiple copies of me. But no kidding kidding, all kidding aside, I do want the word out. And of course, I want people to play with this. I love working on the model and pattern language itself. I'm very, very happy to be doing the research and then pattern analysis and coming up with names and visualizations. I have other people who in their own way try to bring this to an audience. So for example, the unfixcon is organized by other people in Berlin. I know them, well, they use the brand, I am involved, but it is not me doing this. I have a team that is working on partnerships, so people can sign up as a partner and then use the the courseware materials to the unfix foundation classes. And again, I have team for that is not what I do. There's someone else creating an app plotter app that you can use to design on your computer, your org design with the unfixed patterns again, that somebody else so I actually want to enable a lot of people who have an idea of how can I bring this pattern language to certain users customers in any way that that seems sensible, and then enable them to do that. I have someone who creating a webshop with mugs and T shirts, and so on. All right, thumbs up. So and and someone else might be writing books on the topics or creating courseware modules, all of that I delegate to others, I just want to focus on the Patreon side because that makes me happy.Joe Krebs 36:46 Awesome. Well, you're getting to you also speak about it. So have fun with that meet a lot of people. The unfix model is the first thing that's going to strike you when you go to the website is colors, lots of colors, and maybe that is an expression on diversity, diversity and the patterns the approach and maybe the ways of how people approach unfix in in many many different ways.Jurgen Appelo 37:13 true! the colors well actually what I use colors for for 15 years people know me I'm not I consider myself in eternal midlife crisis and I need colors. But at the same time, it gives people a sense of playing with a Lego or having a playful toolbox. It's it should not look boring. I find I find very important. So there is also marketing psychological. It has to be colorful because life is too. Life is too short to use only boring colors. JoeJoe Krebs 37:53 Yeah. Thank you another black T shirt guy. Jurgen thank you so much. Thank you too. And thanks for sharing your thoughts and, and good luck with that. Thank you for listening to Agile FM, the radio for the Agile community. I'm your host Joe Krebs. If you're interested in more programming and additional podcasts, please go to www.agile.fm. Talk to you soon.