Podcasts about head office

Labyrinth management is troubled about new developments.Weather: "How Lucky Am I?" by The ToxhardsThe voice of Steve Carlsberg is Hal LublinOriginal episode art by Jessica HayworthRead episode transcripts2025-26 TOUR DATES Tix on sale now!UNLICENSED Season 3 is here! Only on AudiblePre-order the Welcome to Night Vale Roleplaying Game today!Sign up for the Night Vale newsletter for good news and recommendations.Patreon is how we exist! If you can, please help us keep making this show.Music: DisparitionLogo: Rob WilsonWritten by Joseph Fink, Jeffrey Cranor & Brie WilliamsNarrated by Cecil BaldwinFollow us on BlueSky, Facebook, and Instagram.Check out our books, live shows, store, membership program, and official recap show at welcometonightvale.comA production of Night Vale Presents.

So this is the last in the How To series, as we all got far too drunk and said some god awful things. Good while it lasted I suppose.⚠️ EVENT TICKETS RIGHT HERE ⚠️https://wegottickets.com/event/655866CHECK OUT OUR SPONSORS:

John Onderdonk is a fourth-generation cattle rancher and the head of Northern Trust's Agricultural Properties Group which manages farm, ranch and timber assets as trustee and executor for Northern Trust clients. In our episode, John will discuss the growing popularity of ranches among wealthy families and the challenges and opportunities of owing (or inheriting) these assets.(1:03) – How did John's family get into cattle ranching?(3:46) – What role did the ranch play in John's early years?(5:02) – How does John help ranch owners in his role at Northern Trust?(8:29) – What's driving the growth in ranch ownership?(11:43) – What challenges should people look out for when they're either inheriting or looking to buy a ranch?(14:30) – What are some of the opportunities or innovations that could help ranch owners stay profitable?(17:13) – How does John build credibility for himself among other ranch owners?(19:21) – How similar is Yellowstone to the realities of running a ranch?(21:01) – What does John love—and not love—about running his own ranch?(23:07) – What is the ‘why' that motivates John?© 2025 Northern Trust Corporation. Head Office: 50 South La Salle Street, Chicago, Illinois 60603 U.S.A. Incorporated with limited liability in the U.S. This information is not intended to be and should not be treated as legal, investment, accounting or tax advice and is for informational purposes only. Readers, including professionals, should under no circumstances rely upon this information as a substitute for their own research or for obtaining specific legal, accounting or tax advice from their own counsel. All information discussed herein is current only as of the date appearing in this material and is subject to change at any time without notice. The information contained herein, including any information regarding specific investment products or strategies, is provided for informational and/or illustrative purposes only, and is not intended to be and should not be construed as an offer, solicitation or recommendation with respect to any investment transaction, product or strategy. Past performance is no guarantee of future results. All material has been obtained from sources believed to be reliable, but its accuracy, completeness and interpretation cannot be guaranteed. Farmland investment return data was sourced from Nuveen, “Investing in farmland.”

Kirbz and Will are back. Hold tight. It gets out of hand.⚠️ EVENT TICKETS RIGHT HERE ⚠️https://wegottickets.com/event/655866CHECK OUT OUR SPONSORS:

This week we welcome Nick Goldsmith into the shed. We get to learn about the journey from 4 tour Afgan veteran to author, bushcraft expert, teacher, speaker and all round absolute top bloke. This is a fantastic one.⚠️ EVENT TICKETS RIGHT HERE ⚠️https://wegottickets.com/event/655866CHECK OUT OUR SPONSORS:

This week on the Exciting and New podcast Jason, Andy and Dana welcome Brian back on the podcast to discuss the 1985 comedy Head Office.  Brian has been talking about this movie since this podcast started, and we felt if we were ever going to get him back, this was the time to do it.   Luckily for him, this trainwreck came out in 1985.  Dark Helmet and Frank Reynolds lead an all start cast, but don't even worry about them.  They'll be dead soon.  This movie might have a laugh or two, but we were expecting so much more.  But we got Brian back, and that is all that really matters.  Enjoy the podcast (but skip the movie, free on YouTube)!

Jason, Andy and Dana drag Brian out of retirement to discuss what they were up to this last week.  Prepare to learn more than you ever wanted to know about Korean soap operas.   Head Office is coming this Wednesday.

WILL AND GILO ARE BACK ON THE SHOW. It's not all blue ticks and influencers. Don't believe the hype.CHECK OUT OUR SPONSORS:

The bullying of Reg continues with the help of Fitter Mat and Mule. Other than that, we RATE YOUR BODGE! You can follow along with the pictures on Insta, FB or Discord

Joining us from his ute on top of a hill during a busy week of shearing is the 2025 Zanda McDonald Award winner from Australia, Jack O'Connor. Jacko is the General Manager at his family mixed farming operation, Oxton Park. His career has seen him working on farms in developing countries such as Uganda, in the Head Office for Meat and Livestock Australia and now back home in Harden, NSW.In this chat we cover;The moment he found out he won the award from the shearing shedreflecting on his life-changing experiences in Uganda The pride he has in the family businessThe community of Harden and the role of sport in the local community.Jack also mentions - The Schools for Life project and the Manjeri School Project.

Governor of the Bank of Ghana has revealed that the state has paid a total of $230M, leaving a balance of $31.8M to be paid to the contractors. Dr. Johnson Asiama, Governor of the Bank of Ghana, briefed Parliament today, March 4, 2025, on the cost of constructing the new head office at Ridge in Accra

ชมวิดีโอ EP นี้ใน YouTube เพื่อประสบการณ์การรับชมที่ดีที่สุด ถ้าไม่ใช่กรุงเทพฯ แล้วธุรกิจอสังหาจะพุ่งไปที่ไหน? หนึ่งในคำตอบคือ ‘ภูเก็ต' ทำเลยุทธศาสตร์ที่แสนสิริเดินหน้าบุกเต็มตัว ถึงขนาดเปิด Head Office ในช่วงปลายปี 2024 พร้อมขนทีมมาล่องใต้ ตั้งเป้าหมาย 5 ปีทำยอดให้ถึง 2.5 หมื่นล้านบาท The Secret Sauce เอพิโสดนี้ เคน นครินทร์ พาคุณไปย่านบางเทา ชม THE SOCIETY โซเชียลสเปซใหม่ล่าสุดของแสนสิริ พร้อมเจาะลึกกลยุทธ์กับ อุทัย อุทัยแสงสุข กรรมการผู้จัดการใหญ่ บริษัท แสนสิริ จำกัด (มหาชน) อะไรทำให้เขากล้าฝันใหญ่ขนาดนี้? มาร่วมหาคำตอบ เยือนแดนใต้ เสพกลิ่นอายภูเก็ตแนวใหม่ไปพร้อมกัน

ถ้าไม่ใช่กรุงเทพฯ แล้วธุรกิจอสังหาจะพุ่งไปที่ไหน? หนึ่งในคำตอบคือ ‘ภูเก็ต' ทำเลยุทธศาสตร์ที่แสนสิริเดินหน้าบุกเต็มตัว ถึงขนาดเปิด Head Office ในช่วงปลายปี 2024 พร้อมขนทีมมาล่องใต้ ตั้งเป้าหมาย 5 ปีทำยอดให้ถึง 2.5 หมื่นล้านบาท The Secret Sauce เอพิโสดนี้ เคน นครินทร์ พาคุณไปย่านบางเทา ชม THE SOCIETY โซเชียลสเปซใหม่ล่าสุดของแสนสิริ พร้อมเจาะลึกกลยุทธ์กับ อุทัย อุทัยแสงสุข กรรมการผู้จัดการใหญ่ บริษัท แสนสิริ จำกัด (มหาชน) อะไรทำให้เขากล้าฝันใหญ่ขนาดนี้? มาร่วมหาคำตอบ เยือนแดนใต้ เสพกลิ่นอายภูเก็ตแนวใหม่ไปพร้อมกัน

Ask me a QHello Bright Minds, keen eyes might notice that this episode is out a day earlier than usual. I've chosen to release this episode of Tuesday 3rd December to tie-in with International Day of Person's with a Disability. And it feels fitting to have saved this episode to the last in the current season on COMEBACK COACH because we're talking about the power of a sabbatical to refresh, re-energise and have a bit of a rest, which I hope you'll get later in the month. My guest today is Beth Wooller, a Strategic Sourcing Manager at Sainsbury's Head Office where she's also the founder and Chair of Enable, the first ever Sainsbury's Disability Network. Beth started her career as a Management Consultant at Deloitte, having graduated from Cambridge University and has a lifetime of experience living and working with a hearing loss. She is dedicated to helping people with disabilities and differences excel and focuses on raising awareness, increasing confidence and simplifying workplace processes to better support people with disabilities. Beth has recently been listed as one of the most influential disabled people in the UK in the Shaw Trust Disability Power 100. 11 years into her career and feeling burned out, Beth took a sabbatical from her corporate role to reset, continue her disability work, and gain her professional qualification in Interior Design with the National Design Academy. MORE FOR YOU DM Jessica on instagram @comebackcommuk Get Caremail (free, every other Sunday at 7am) Read Mothers Work! How to Get a Grip on Guilt and Make a Smooth Return to Work by Jessica Chivers. Watch five coachees talk about working with us Connect us to your HR team - bring the Comeback Community™ employee experience to your workplace

Ryan and Kirbz return! Kirbz has been on a trip, Ryan buys the wrong stock for his gun, Reg doesn't repair a pressure washer and Marlon fixes some Land Rovers. Also do a lot of talking about cars of old, cars of new, cars of ours and we try to make sense of buying a Ferrari.CHECK OUT OUR SPONSORS:

REET THEN!The collab that you'd all been asking for as finally come to pass. Fitter Matt is on the show! He turned up with a keg of beer, got us pissed and things get weird and wild. Rating tractors, navigating the HSE, the empire, the government teat of HS2 and just generally being a cooked c**t. It's all in the following 3 hours. Enjoy, cus he'll be back for more soon.CHECK OUT THIS WEEK'S SPONSORS:

From the archive: This episode was originally recorded and published in 2021. Our interviews on Entrepreneurs On Fire are meant to be evergreen, and we do our best to confirm that all offers and URL's in these archive episodes are still relevant. John Fancher is an author, copywriter, marketing consultant. and part-time pastor. He is Perry Marshall's "left-hand man" and the co-author of new book "Memos from the Head Office." Top 3 Value Bombs 1. To be successful, and you have to stop thinking about problems deliberately. 2. Declutter and eliminate the destructions that you carry around every day and make time to start listening to The Muse. 3. Technological advances have made it harder to connect with yourself, friends, family, and your higher power as you choose to define it. Make a way to have a  deeper connection with The Muse. Check out John's book - Memos from the Head Office Sponsor HubSpot: Get ready for growth, without the growing pains. Visit HubSpot.com/spotlight to see the dozens of major product updates that'll make impossible growth feel impossibly easy

From the archive: This episode was originally recorded and published in 2021. Our interviews on Entrepreneurs On Fire are meant to be evergreen, and we do our best to confirm that all offers and URL's in these archive episodes are still relevant. John Fancher is an author, copywriter, marketing consultant. and part-time pastor. He is Perry Marshall's "left-hand man" and the co-author of new book "Memos from the Head Office." Top 3 Value Bombs 1. To be successful, and you have to stop thinking about problems deliberately. 2. Declutter and eliminate the destructions that you carry around every day and make time to start listening to The Muse. 3. Technological advances have made it harder to connect with yourself, friends, family, and your higher power as you choose to define it. Make a way to have a  deeper connection with The Muse. Check out John's book - Memos from the Head Office Sponsor HubSpot: Get ready for growth, without the growing pains. Visit HubSpot.com/spotlight to see the dozens of major product updates that'll make impossible growth feel impossibly easy

Rivals David Tennant and Aidan Turner star in the small-screen version of Jilly Cooper's novel set in 1980's England about a rivalry between two powerful men that takes over their lives (Disney+). The Diplomat British consul Laura Simmonds and her Barcelona colleague Alba Ortiz fight to protect British nationals in trouble in the Catalan city. Their diplomatic skills are stretched to the limit by the cases that walk through the Consul's doors (Neon). The Office Australia Hannah Howard is the managing director of packaging company Flinley Craddick. When she gets news from Head Office that they will be shutting down her branch and making everyone work from home, she goes into survival mode, making promises she can't keep in order to keep her “work family” together. The staff of Flinley Craddick indulge her and must endure Hannah's outlandish plots as they work toward the impossible targets that have been set for them (Prime Video). LISTEN ABOVE See omnystudio.com/listener for privacy information.

Hiring Manager Self Serve: How To Can Empower the Line!   Centralising recruitment is the default for 'knowledge' based businesses; the opposite is true for every other type of business. If your organisation is a multi-location, moves physical items, has warehouses, and huge diversity of job roles, then chances are you will necessarily have a more de-centralised hiring approach. What can we learn from organisations like this? What is the ideal relationship between central TA vs decentralised hiring managers in the line?   - Key differences between Head Office vs On Location Hiring - What do HM want / need? - How to ensure increase QoH but also empower local decision making? - What is the ideal technology stack? - What is the ideal TA org structure for decentralised HM centred hiring? - How to ensure DEI initiatives are maintained? - How to improve EB? - QoH requires connected systems, what is the best way to do this? - What can Head Office hiring lean from Hiring Manager Self Serve.   All this and more on Brainfood Live On Air.   We're with Deborah Caulet, Founder (Aligned Collective), Arjan Spies, Talent Acquisition & Employer Branding Lead (tHRibe.Builders) & Mary Kay Baldino, Head of Talent Acquisition (R1 RCM) on Friday 27th September, 2pm BST     Follow the channel here (recommended) and click on the green button to register for this show.     Ep274 is sponsored by our friends Zinc   Unlock the Power of Efficient Hiring with Zinc   In today's competitive market, the integrity and speed of the hiring process are paramount. Zinc provides comprehensive background checks that streamline your recruitment efforts, making it easier and faster to onboard quality candidates. Our state-of-the-art software integrates seamlessly with your existing HR systems, offering a range of checks from criminal histories to educational verifications.   Why choose Zinc? Our platform not only enhances the security and compliance of your hiring process but also improves candidate experience, ensuring they stay informed throughout the background check process. With global capabilities, Zinc conducts thorough, compliant checks in over 200 countries, safeguarding your business no matter where you operate.   Don't wait to transform your hiring process. Book a demo with Zinc today and experience a leaner, more secure recruitment strategy that saves you time and maintains the highest standards of compliance and efficiency.   Visit Zinc to learn more and start revolutionising your hiring process.

IT'S BEEN A WHILE SO WE THOUGHT IT BEST TO REVISIST AN "ASK ME ANYTHING". YOU ASK. WE ANSWER. SIMPLE AS. ENJOY

GILO'S BACK THIS WEEK WITH TALES OF HIS NEW BUSINESS VENTURE, REG UNDERESTIMATES THE IMPORTANCE OF PPE AND MARLON IS HAVING MORE ISSUES GETTING REG'S RANGE ROVER BACK ON THE ROAD. WE ALSO DISCUSS 9/11, THE CONSPIRACIES AND THE LESSER KNOWN STORIES.CHECK OUT THIS WEEK'S SPONSORS:

Adam Peacock, Michael Chammas and Danny Weidler join you to discuss Nicho Hynes' mentality and future at the Sharks should the club lose another final, Ben Hunt's time at the Dragons, Clint Gutherson's position at Parramatta under new coach Jason Ryles, what the Bulldogs will do with Josh Addo-Carr and Wayne Bennett's hit-and-run spray at Souths!  Subscribe on LiSTNR: https://www.listnr.com/podcasts/footy-talk-rugby-league-podcast Subscribe on Apple Podcasts: https://link.chtbl.com/FootyTalkRLApplePodcasts Subscribe on Spotify: https://link.chtbl.com/FootyTalkRLSpotifySee omnystudio.com/listener for privacy information.

Along with hulking muscles, Paulo has another thing in common with Lou Ferrigno - neither of them know their social media log ins. Morrissey must have a new publicist because he's back in the news and this time he's taking on The Vatican. Dori finds a tenuous link for her ''80s'' movie recommendation but it involves Jamiroquai so it was allowed - meantime Paulo makes a huge shout about Spaceballs. Sting is redoing Roxanne - but you won't believe who his collaborator is and Heaven 17 don't need video game money. Tools and Websites Courthouse News: "00:08:32" Wikipedia: "00:36:01" YouTube: "00:59:21" Comic-Con: "00:02:14" Lou Ferrigno: "00:04:21" Morrissey: "00:17:26" Rick Moranis: "00:54:15" James Earl Jones: "00:54:47" Book on Catholic Church's Condemnations: "00:20:30" "Emergency on Planet Earth" by Jamiroquai: "00:41:21" "Travelling Without Moving": "00:41:21" "Canned Heat": "00:41:21" Morrissey - "I Have Forgotten You, Jesus" (2004): "00:21:25" Jamiroquai's Lockdown Video: "00:40:33" The Goonies: "00:22:50" Back to the Future: "00:23:17" Gremlins: "00:23:05" Napoleon Dynamite: "00:35:54" Spaceballs: "00:54:24" Ghostbusters: "00:54:15" Head Office: "00:56:12" #Rick Astley, #Lou Ferrigno, #Incredible Hulk, #1980s pop culture, #Comic-Con South Africa, #cochlear implant, #elder abuse, #Morrissey, #Pope Francis, #bullfighting, #The Goonies, #Napoleon Dynamite, #80s snacks, #Rick Moranis, #Danny DeVito, #Spaceballs, #James Earl Jones, #Grand Theft Auto V, #Heaven 17, #music licensing, #nostalgia, #cult classic, #film recommendations, #quirky characters, #high school life, #comedy films, #celebrity culture, #family dynamics, #podcast community, #retro vibes, #80s fashion, #animal rights, #cultural significance, #youth adventure market, #corporate satire, #unique storytelling, #memorable experiences, #humor, #personal anecdotes, #pop culture insights.

WILL AND KEITH ARE BACK FROM BENIDORM, MARLON HAS MORE INTERNET BASED PROBLEMS, REG BUYS A NEW GUN AND THERE'S MORE HILARIOUS BROKEN RANGE ROVERS. ENJOY.CHECK OUT THIS WEEK'S SPONSORS:

THEY'RE BACK! FRESH FROM THE TRUCK SHOW, SHAN AND DAYNE RETURN FOR ANOTHER SHOW. FUELED BY MOONSHINE AND CIDER WE CATCH UP ON A MENTAL YEAR OF TRUCKS, SURGERY, ONLYFANS, SWINGING AND PRIVATE SECURITY?!CHECK OUT THIS WEEKS SPONSORS:

We are finally starting to get into the Taika era and the Taika reforms, which would really start the transformation of Yamato into the bureaucratic state of the Nara period.  This episode, we look back at how the Yamato state had been changing up to this point, some of the possible influences and precursors, and then dive into some of the first edicts, largely dealing with sending out governors to the provinces.  These governors, or "kokushi", were originally temporary positions, limited in what they could do.  More info over at https://sengokudaimyo.com/podcast/episode-108  Rough Transcript   Welcome to Sengoku Daimyo's Chronicles of Japan.  My name is Joshua and this is Episode 108: The Great Change ……………….. The Kuni no Miyatsuko, hereditary leader of his lands, likely heard the news before they arrived.  Apparently Yamato was sending out an official—a kokushi—who was going to be doing some sort of survey.  Whatever.  Just another person from Yamato's court—what did it matter?  His family had been in charge of the local lands for as long as anyone remembered, and while they might give nominal fealty to the Oho-kimi in Yamato, along with the occasional bit of taxes, paid in rice, what consequence was it to him?  Some might say he was a big fish in a small pond, but it was his pond.  Always had been, and always would be.  Wouldn't it? ……………….. And we are back with our regular chronological podcast, and we are finally going to pick back up on the fall out from the events of 645, the Isshi Incident, when Prince Naka no Oe orchestrated the murder of Soga no Iruka, and later his father, Soga no Emishi, in full view of the court, including his mother, Takara, aka Kougyoku Tennou.  That incident would be the start of Naka no Oe's own rise to power and the reshaping of Yamato from the its longstanding clan based system of government to a new national government of laws and punishments, known generally as the Ritsuryo system.  This episode we'll dive into this new system and the so-called “Taika reforms” that brought it about, the changes it ushered in, and the ripples this sent throughout the entire archipelago.     The term “Taika” itself means “Great Change”, and it isn't clear to me if it was picked because they expected to be making big changes or after the fact, but in the minds of most Japanese historians it is quite accurate. The entire system actually took about a century or so to really come together—we often think of the Ritsuryo system as it was in its final version.  This period, though, is where things kicked off, so we'll be setting the stage and talking about some of the edicts during this period that eventually became the written code of the Ritsuryo system.  This was started by Naka no Oe who, spoiler alert, would eventually reign as sovereign and be known as Tenchi Tennou.  The system he helps put into place would continue to be used and refined even after his death and even after the end of the period covered by the Nihon Shoki. So after some background, we'll get to some of the very first edicts this episode, and then spend more time on them again, in the future. The RitsuryoThe Ritsuryo system was based largely on continental models, with Confucian ideals and the legal code of the Tang dynasty having particular influence.  And as we discuss these changes, which were huge, I'll start with some clarifications and caveats.  This was a system of government based largely on continental models, with Confucian ideals and the legal code of the Tang dynasty having particular influence.  That   One of the first things to emphasize is that said, itthis wasn't exactly an immediate revolution and reformation.  Based on the entries in the Nihon Shoki, some of the work had already  been started long before Naka no Oe came on the scene, largely attributed to the influence of Prince Umayado, aka Shotoku Taishi, and things like the 17 article constitution and rank system, which we discussed back in episode 95.  And even after its initial implementation, there would come various tweaks to the system.  Although there are numerous edicts made in the initial years of what is known as the Taika era, leading this change to often be given the nickname of the “Taika reforms”, the earliest formal administrative codes would come much later, firming up in the 8th century. Another thing to keep in mind as we realize, as we start looking at these changes is that the Yamato courtit didn't necessarily discard the old system, either.  Changes like this take time, and something even if it is implemented for a year or two , it might not stick.  This is one of the reasons that it is important that two of the apparent architects of the new system for these changes were there present through much of its implementation, actively guiding and shaping the process direction that the changes would take.  These two individuals at wereas Prince Naka no Oe and Nakatomi no Kamako, later known in this reign as Kamatari, which is the name I'm going to use from here on out as it is the much more well known in case anyone decides to look up information later. Finally, I would also note that many of these changes were being applied at the level of the elites of society, how they organized power and how they approached governance – but  we should also spare a thought for how this affected the majority of people.  After all, it was the majority of people who were working the fields, cutting the wood, or fishing the seas.  The elites were often otherwise engaged, and whichthat isn't to say that they did nothing.  Often they were coordinating and bringing things together, but that was a smaller part of the overall population.  In these reforms we get to see some rare glimpses into how all of thisit may have affected people beyond just the court elites. To set this up, let's start with a look at what brought us here, and how things changed over time and how they had governed things up until now—or at least as best as we can make out from our various sources.  From there we can take a look at some of the earliest edicts related to the changes evolution in the government, focusing how they focused on consolidating the power and support at the center of the Yamato court and starteding to make more concrete Yamato's control across the rest of the archipelago. We've covered much of the development of complex society in Yamato this in previous episodes:  How Yayoi society came with or at least introduced a form of stratification evident in graves, grave goods, as well as other patterns of lifeways.  Local elites rose up to oversee communities, and eventually extended their influence, creating the various “kuni”, or countries—regional collections of communities that came together under a leadership structure and some shared cultural values.   Some of the earliest stories give us the Hiko-Hime leadership structure, often with a male and female head of state, though sometimes shown as elder and younger co-rulers.  This is backed up by some evidence in the kofun era, as we see large, single-purpose tomb mounds built for what we can only assume are the elite.  Their construction would have required control of a large labor force, indicating a certain amount of their power, and their shape and various burial goods have further suggested, at least to scholars like Kishimoto, that there may have been a division of rulership, at least early on. We've talked about the spread of Yamato style round keyhole shaped kofun through the archipelago and how the popularity of that kofun shape demonstrated Yamato's influence but  in the shape of their kofun, but that didn't necessarily accompany a change in  change the actual dynamics of local government, other than demonstrating Yamato's increased influence.  The next thing we see in the record, I would argue, is the change to a familial based system, or the Bemin-sei.  This is what we've talked about periodically in terms of both the uji, familial groups or clans, and the “be” familial or occupational groups, but here I'll give an overview of the whole practice and what its development means in the sense of changing approaches to organizing and governing a complex society. The Bemin system was a means of further dividing and categorizing people in society, .  It is  rooted in continental concepts of a familial group.  Prior to the 5th century, there isn't a clear indication of familial clans in Yamato, though that doesn't mean people didn't know where they were from.  They still remembered who their ancestors were, and that was important, often tracing back to mythical and legendary individuals who are recorded as gods, or kami.  I suspect, however, that in the smaller communities of the Yayoi period, where you were from was as a good an indicator of your relationships as anything else.  Farming is a pretty sedentary lifestyle, and if you know all of your neighbors there isn't as much need to divide each other up into specific familial groups.  It was more important that I'm from this village or region than I'm from this particular family. And so the oldest stories in the Nihon Shoki and the Kojiki only refer to individuals by their names or by locatives.  Occasionally we will be told that so-and-so was an ancestor of this or that uji, or clan, but it is telling that they don't use the clan name with that person. Surnames do become important, however, in the Bemin system.  But they are only really important for those in the upper tiers of society.  Amongst the farmers and other commoners—the heimin—you often won't find specific surnames, or people will use pure locatives or something similar to refer to a person.  Surnames were for people a little further up the social food chain. From what we can tell, the uji structure likely started with the “-Be” families, trying to set up groups of individuals who were in charge of certain economic activities beyond just farming the land.  The Imbe, the Mononobe, the Abe, the Kuratsukuribe, and the Kusakabe are all examples of family names ending in “-Be”.  Some, like Kuratsukuribe, Inukaibe, and Umakaibe are all fairly straightforward:  These are groups that were set up around particular industries.  Kuratsukuri literally means “saddle-making”, so the Kuratsukuri-be are the saddlemakers.  Inukai and Umakai refer to the ones who kept or raised the dogs and horses. Setting up a familial or clan unit around a certain profession was one way of organizing society so that you had the things that you needed.  Such jobs were often inherited, anyway, passing from father to son, mother to daughter, etc.  So it makes some sense.  And the clan, or uji, structure meant that there was a person or persons at the head of the familial unit who could be responsible for coordinating efforts across different, sometimes dispersed, groups of people. The thing is, there is no indication that the people in these professions were necessarily related to each other prior to this organization, and in many ways the idea that they were a family with a common ancestor was a created fiction.  There may have been some relationship—for instance, weaver groups were often centered on immigrant groups that came over from the continent with knowledge of specific techniques, so there was likely some pre-existing relationship, but they weren't necessarily what we would consider family, related by blood, to one another. Over time these groups became actual clans—children were born into them and remained, unless they specifically were split off into a different uji for some reason.  Some of them dropped the “-Be” part of their name—in some instances it seems this may have created a distinction between the line at the head of the clan vice the other members, but that distinction isn't entirely clear.  Furthermore, members of these clans were not, ultimately, restricted to the hereditary jobs for which the clan had been created.  There are also clans that appear to be more about location, possibly local rulers or magnates.  For example, there are the Munakata and the Miwa, referring to local chiefs or lords of the Munakata and Miwa areas, both important ritual areas. The clans formed another function as well, as each clan had a kabane, which was an early form of social rank.  Some of these ranks appear to have come from titles or positions.  So, for instance, you have the Omi, the Muraji, the Kimi, and the Atahe.  Early on, Muraji appears to be the more prestigious title, with the Ohomuraji being the head of a Muraji level house that was also a key member of the government.  Omi, meaning minister, eventually came to be seen as more prestigious, however.  Meanwhile, both were more presitiousprestigious than the term “Kimi”, although that may have originated as a term for the rulers of the local countries, which makes sense if you consider that the Yamato sovereign was the Oho-kimi, or the Great Kimi, much as the Oho-omi was in charge of an Omi group and the Ohomuraji was in charge of a Muraji level house.  There are also Omi and Muraji households for whom there is no Oho-omi or Oho-muraji ever mentioned, but only members of the Omi and Muraji ranked families were considered for positions at the top of the court hierarchy.  This All of this clan and rank system began to change in the 6th century during the reign of Toyomike Kashikiya Hime, aka Suiko Tenno, with the introduction of the 17 article constitution and new rank system.  While both of these developments are of debatable veracity, since the chroniclers likely made this change seem much more structured than it actually was in practice, —there is probably at least something to the idea that the Yamato court y werewas adopting more continental ideas regarding state governance.  The rank system, in particular, was a step towards recognizing individuals above simply their inherited social position.  While kabane rank was applied to an entire uji, the new rank was applied to individuals alone, meaning that an individual could be recognized without necessarily rewarding every other person holding their same surname.  At the same time, more and more books were coming in from the continent.  Some of these were focused on the new Buddhist religion, but there were also other works, based on a variety of subjects and introducing the Yamato court to some of the philosophical ideas of what government should be.  And then there were various envoys sent to the Sui and Tang courts in the early 7th century, where they would have seen how things were working there. Nonetheless, to be clear, we don't know it is unclear just how far Yamato control extended across the archipelago.  We know that in the 5th century there were individuals who considered themselves part of the Yamato court structure from the Kantou to Kyuushuu.  In the Nihon Shoki, we also see the establishment of Miyake up and down the archipelago, from as far out as Kamitsukenu, aka Kozuke, to the western edge of Kyushu, in the early 6th century.  These were areas of rice-land which owed their output to the Yamato court or a particular endeavor.  They would have had officials there tied to the court to oversee the miyake, providing a local court presence, but how much this translated into direct Yamato control is hard to say. Then there is the Dazai , the Yamato outpost in Kyushu,  set up in the area of Tsukushi, modern Fukuoka Prefecture, largely following the Iwai Rebellion, and which we .  We talked about this some in the Gishiwajinden Tour episode about Ito and Na, extending a more directand how the Yamato government extended a more direct, and explicitly military, presence in Kyushu. Still, the individual lands of places like Hi, Toyo, Kibi, Owari, or Musashi were all governed by the Kuni no Miyatsuko, the Yamato court's term for the various chieftains or rulers of the different lands. And that gets us roughly to the situation where we are now, in 645.  Prince Naka no Oe hadand been talking with his good friend Nakatomi no Kamatari about how things should be, ever since the day that Kamatari had helped him out at a kemari game—something akin to group hackey-sack with a volleyball.  As we've discussed in past episodes, a lot of this sense of “how things should be” related to nipping the power of Soga no Iruka and Soga no Emishi in the bud, cutting off what they no doubt saw as a thread to imperial power and the ”right way of doing things”.  But Tthe two had also been taking lessons from the Priest Minabuchi, and, like students everywhere, they thought they had figured this whole government thing out as well.  They'd been reading the classics and would have had access to the reports from various envoys and ambassadors to the Tang court.  The last one had left in 630 and returned in 632.  They would no doubt have seen the workings of the Tang dynasty law code of 624 and the subsequent update in 627.  Naka no Oe and Kamatari may have even heard news of the update in 637. Thise law code, implemented by Tang Taizong, relied on Confucian and Legalist theory.  It wasn't the first law code in East Asia, or even the Yellow River basin , but it is one of the most significant and influential, and the earliest for which we have the actual code itself—though the extant version is from 653, about eight years after the events of 645., butHowever, as we'll see, all of this was well withing the timeframe which the Ritsuryo system was used and updated, itself. So, Naka no Oe and Kamatari have a shiny new document in their hands, promising an organized system of government very different from the status quo in Yamato to date.  However, the Tang law code did have a problem:  It was undeniably centered in the imperial culture of the Yellow River and Yangzi River basins.  These areas had long had the concept of empire, and even in the chaotic period of the Sixteen Kingdoms and the Northern and Southern dynasties, the concept of an empire that ruled “All Under Heaven”, or “Tianxia” was something that people generally accepted.  The Wa polities of the Japanese archipelago, even as they were now consuming media from the continent, still operated under their own cultural imaginaries of how the world was ordered and how government operated.  And so the code couldn't just be adopted wholesale:  It would have to be adapted to the needs and demands of the Wa polity. I should note that this was unlikely the reforms that took place in Yamato were sole effort of Naka no Oe and Kamatari, and much of what is written suggests that this wasn't done simply through autocratic fiat, but included some key politicking.  This started even before the Isshi Incident.  Kamatari already had close ties with Prince Karu before he met with Naka no Oe.  Kamatari and Naka no Oe had also brought Soga no Kurayamada no Ishikawa no Maro into their confidence, a member of the Soga family.  The Fujiwara family history, the Toushi Kaden, compiled by Fujiwara Nakamaro in the 8th century, describes Maro—referenced as Soga no Yamada—as a man of particular and upright character.  He also appears to have had a beef with his cousin , Soga no Iruka, and was ambitious. I'm not sure just how much Naka no Oe and Kamatari were sharing their plans about reforming the State at this point, or if they were simply concentrating efforts on bringing down—that is to say murdering—Soga no Iruka. The Toushi Kaden mentions that others were also brought around to at least the idea that something had to be done about Soga no Iruka, though nobody was quite willing to speak out for fear of Soga no Iruka and his father, Emishi, and what they could do to someone's reputation—or worse.  After all, Soga no Iruka had only   recently killed the Prince Yamashiro no Oe, reportedly as part of a plot to ensure Prince Furubito would be next elevated to the throne.  On the other hand, not much information seems to be given about the reforms until they are enacted. And so after the Isshi Incident, we see our murderous firebrands taking the reins of power.  As we noted back in episode 106, Prince Karu was encouraged to take the throne, while Prince Furubito no Ohoye retired from the world and took orders at a temple in Yoshino.  Naka no Oe had been offered the throne, we are told, but turned it down, as the optics on it would not have been great.  Not only because he was clearly responsible for the death of Soga no Iruka and his father, and thus his mother's abdication.  However, he could still be made Crown Prince, and keep right on going with his ambitions to change up the way things were done in the Yamato government. Although Naka no Oe and Kamatari get most of the credit, the work required the cooperation—or at least consent—of the newly made sovereign, Prince Karu, also known as Ame Yorozu Toyohi, later styled as Koutoku Tennou.  After all, it would be his edicts that would lay out the new system, and his name that would be attached to it.   One good example is a change that came immediately: Meanwhile, in place of Soga no Iruka as Oho-omi, Karu selected two individuals to take his place, dividing up the position of Oho-omi into ministers of the Left and Right.  The first was Abe no Omi no Uchimaro, as Minister of the Left, and then Soga no Kurayamada no Omi no Ishikawa no Maro, Naka no Oe's recently made father-in-law, was made the Minister of the Right.  These positions, later known as the Sadaijin and Udaijin, would continue to be two of the most powerful civil positions in the Ritsuryo and later Japanese governments.  The Minister of the Left, the Sadaijin, was often considered the senior of the two. By the way, “Daijin” is just a sinified reading applied to the characters used for “Oho-omi”, or great minister.  This means that the Minister of the Left, the Sadaijin, could just as easily be called the Oho-omi of the Left, or something similar.  This actually causes a bit of confusion, especially in translation, but just realize that this is effectively just a rebranding, and not entirely a new name.  What was new was this idea that they were broken into the Left and the Right a distinction that would mean a lot more once more of the bureaucratic offices and functionaries were properly defined. Who were these two new ministers? Abe no Uchimaro has popped up a few times in the narrative.  He was an experienced courtier.  The Abe family had been moving within the halls of power for some time, and had even stood up to the Soga family when Soga no Umako had tried to acquire their lands in Katsuraki, making an ancestral claim.  Uchimaro had also been involved in the discussions regarding Princes Tamura and Yamashiro no Oe after the death of Kashikya Hime, hosting one of the dinners during which the delicate issue of succession was discussed.  He was clearly a politician of the first order.  Of course, Soga no Kurayamada had clearly earned his position through his connections with the conspirators. , bBut what about Nakatomi no Kamatari?  Well, he wasn't exactly left out in the cold.  Nakatomi no Kamatari was made the Naijin, the Minister, or “Omi”, of the Middle or the Minister of the Interior, implying that he had some authority over the royal household itself.  This feels like a created position, possibly to allow him the freedom to help with the primary work of transforming the Yamato government. Although Naka no Oe and Kamatari get most of the credit, the work required the cooperation—or at least consent—of the newly made sovereign, Prince Karu, also known as Ame Yorozu Toyohi, later styled as Koutoku Tennou.  After all, it would be his edicts that would lay out the new system, and his name that would be attached to it. One of the first things that is recorded in the Nihon Shoki was the declaration of a nengo, or era name.  Up to this point, years in Yamato were remembered by the reign of the sovereign—typically based on their palace.  So you would see things like the second year of the reign of the sovereign of Shiki palace, or something like that.  In addition, at least since about the 6th century, if not earlier, years would eventually be given the appropriate sexagesimal year name, combing one of the ten stems and twelve branches.  For example, 2024, when this episode is coming out, is the year of the Wood Dragon, or Kinoe-tatsu.  This is still used for various Japanese traditionspractice still continues today in Japan for various reasons. The Nengo was something newly introduced to Japan, however: .  Aan era name would be chosen by the sovereign, often based on important changes that either had occurred or even as a wish for something new.  So you would we see a new nengo with the ascension of a new sovereign, but it couldan also come because of an auspicious omen or because of a terrible disaster and hope for something new.  The current nengo, which started with the reign of Emperor Naruhito a few years back, is “Reiwa”. This very first nengo, we are told, was “Taika”, meaning, as I said up front, “Great Change”.  It certainly was apropos to the work at hand.  So let's go through the Chronicles and see some of the “great changes” occurring at the Yamato court now that the intention had been made clear.  We already talked about the change from an single Oho-omi to ministers of the Left and Right, but there were many other Some of the first things were to set up various newly created officials and positions.  An example is , such as two doctors, or Hakase – doctors in the sense of learned experts, not medical doctors, although medicine was certainly revered.  One of these new Hakase was the Priest Min, presumably the same one who had brought back astronomical knowledge from the Sui dynasty, possibly the same as the one known as Sho'an.  The other was Takamuko no Fubito no Kuromaro, who had gone to the Sui Dynasty with Min and others and come back with knowledge of how things worked on the continent.  The Takamuko family had immigrant roots as descendants of the Ayabito, and Kuromaro was well traveled, returning from the Sui court by way of Silla.  These two were well positioned to help with the work at hand. Now that the rudiments of a cabinet were in place, Oone of the first problems set before things after setting up their cabinet, as it were, was to askthe their new Ministers of the Right and Left, as well as the various officials, the Daibu and the Tomo no Miyatsuko, was how tohey should  get people to acquiesce to forced, or corvee labor—the idea that for certain government projects villages could be called upon to provide manual labor in the form of a healthy adult—typically male—to help as needed.  This was a thorny problem, and evidently it was thought best to get expertise beyond the purely human.  The following day, tThe Udaijin, Soga no Ishikawa no Maro, suggested that the kami of Heaven and Earth should be worshipped and then affairs of government should be considered.  And so Yamato no Aya no Hirafu was sent to Wohari and Imbe no Obito no Komaro was sent to Mino, both to make offerings to the kami there for their assistance, it would seem, in setting up a good government. This is significant, in part, as it shows the continued importance of local traditions focused on appeasing the kami, rather than the Buddhist rituals that they could have likely turned to, instead. FinallyThree weeks later, on the 5th day of the 8th month—about three weeks later— camecomes the first truly major edict of the Taika era, which and it wasis to appoint new governors, or kokushi, of the eastern provinces.  Note that they specifically mention the Eastern Provinces, presumably meaning those east of Yamato, since they only sent out eight of them.  They also did not send them to usurp control, necessarily, from the Kuni no Miyatsuko of those areas.  The Kuni no Miyatsuko were still nominally in charge, it would seem, but the court was getting ready to make some major changes to the relationship. These governors were expected to go out and take a census of the people—both those free and those in bondage to others.  They were also to take account of all of the land currently under cultivation, likely to figure out how to tax it appropriately.  As for things other than arable land, such as gardens, ponds, rivers, oceans, lakes, mountains, etc., the edict commands the governors to consult with the people—presumably the people of the province—to get a better idea of what should be done. And this doesn't sound so bad.  It is basically just a tally of what is already there.  That said, anyone who has worked in a modern office probably knows about the dread that comes over a workplace when people show up from the Head Office with clipboards in hand.  However, apparently many of the people had not yet heard of a “clipboard” and likely didn't realize that this was only a precursor to greater and more centralized bureaucratic control. Now in addition to taking a zero-baseline review of provincial resources, there was also a list of what these new governors y were to avoid – clear boundaries around the power they were to wield.  For one thing, they were not to hear criminal cases.  They weren't there to be an extension of the Yamato court in such matters or to usurp the duties of the Kuni no Miyatsuko, one supposes.  Furthermore, when they were traveling to the capital, they were only to bring themselves and district officials, but not a huge retinue.  Whether they realized it or not, these kokushi were early bureaucrats in a burgeoning bureaucratic state, and they weren't supposed to be going out there to become minor kings in their own right; their power came from and was limited by the royal edict.  They also did not send them to usurp control, necessarily, from the Kuni no Miyatsuko of those areas.  The Kuni no Miyatsuko were still nominally in charge, it would seem, but the court was getting ready to make some major changes to the relationship. When traveling on official business, the governors could use appropriate government resources, such as the horses and food that they were entitled to.  Remember that post stations were set up, previously, to help better facilitate official travel and communication.  In a later edict it would be clarified that officials would be given a bronze token with bell-like figures on it.  The shape of the token would indicate what kinds of resources the individual was entitled to.  This applied to governors and their assistants.  Those who follow the rules could be rewarded with rank and more, while those who disobeyed would be reduced in rank, and any stipend that came with it.  Furthermore, any government official who was found taking a bribe would be liable to pay twice the amount, as well as being open to criminal punishment. The Chief Governor was allowed nine attendants, while the assistant was allowed seven, and a secretary—for which think more of the head of a branch office or department under the governor—could have five.  Any more, and the governor and followers could be punished for it. While in the provinces, the governors were expected to look into any claims of potentially false inheritance.  This included anyone using a false name or title to claim rights that were not theirs.  Governors were to first investigate what was going on before submitting their findings up to the court. Governors were also to erect arsenals on waste pieces of ground—ground that could not be cultivated for some reason.  In those arsenals they were to gather the various weapons and armor of the provinces and districts, presumably so that soldiers could be called up quickly and everyone could just get their equipment from one place, but it also looks like an attempt to take control of the means of violence.  Whether or not that was their direct intention I cannot say.  There was a provision for those on the frontier, with the Emishi, to allow the owners to keep their weapons, probably because the situation was potentially volatile, and it could turn at any moment. And so that was the first major piece of legislation:  Sending out governors to what are translated as “provinces”—though we are still using the term “kuni”, which equally refers to a state or country—ostensibly for the purposes of assessing the land, its value, the number of people, etc, but also to .  They are centralizeing military assets.   and they are given status as true court representatives.  I do notice that it was explicitly stated that these governors were for the eastern lands, .  presumably meaning those east of Yamato, since they only sent out eight of them These are areas that historically appear to have relied more on Yamato or else been something of a frontier area for the ethnic Wa people.  They may have been more open to Yamato's demands on their sovereignty. There were two more pieces to thise edict that didon't directly apply to the governors.  First off was the institution of a bell and a box to be set up at the court.  The box was basically a place to receive complaints about how things were going in the realm.  They are careful to note that complaints should be vetted by the Tomo no Miyatsuko, one of the hereditary government officials, or at least to the head of one's uji, if possible.  If they couldn't come to a decision, though, the complaints would be collected at dawn and then the government would look into them.  If anyone thought that there was a problem with how a complaint was being handled—for example, if they thought there was malfeasance involved or even just neglect, with officials not addressing it in a timely fashion, then the plaintiffs could go to the court and ring the bell, officially noting their dissatisfaction with the process. This idea of a bell and complaints seems to be a wide-ranging practice throughout Asia.  During the reign of the Legendary Yao, people were encouraged to nail their complaints to a tree.  Other edicts suggest that bells and drums were hung in royal palaces to allow common people to voice their grievances.  We have examples of the practice showing up in the Sukhothai kingdom of Thailand, during the 13th century reign of King Ramkhamhaeng, and then a 16th century example in what is now Myanmar, aka Burma.  While they differ in specifics, they are all related to the concept of royal justice even for the lowest of the people.  Granted, if you are a farmer in Owari province, I don't know how easy it was going to be to make your way over to the royal palace and ring that bell, but at least there was the idea that people could submit complaints. This was apparently used relatively soon after, as recounted in the second month of the following year, about six months later.  Apparently some person had placed a complaint in the box stating that people who had come to the capital on government business were being put to work and ill-used.  Basically it sounds like they were being rounded up for corvee labor even though they weren't local residents, they were just passing through.  In response, the sovereign, Karu, put a stop to forced labor at various places—presumably where the offending action was taking place, so I guess the complaint system it was working. The last part of this first set of edicts, kicking off the change was about inheritance.  Not all people in Yamato were free, and the law saw a difference between the status of free and unfree persons—that is to say enslaved persons.  And so they made laws that only the child of two free persons would be considered free.  If either parent was in bondage, then the child was also considered in bondage to their parent's house.  If two enslaved persons of different houses had a child, then they would stay with the mother.  Temple serfs, though technically bound to service of the temple, were made a special case, and their children were to be treated as if the temple serf was a free person. Slavery is something that doesn't always get talked about regarding ancient Yamato, and the Chronicles themselves don't tend to mention enslaved peoplethem often, but more because they belonged to a class of society that was largely outside of the scope of the narrative.  In cases where they are discussed, such as in these edicts, the Chronicles are unapologetic of the practice.  These may have been people who were captured in raids, or their descendants, or people who had been enslaved as punishment for some offence, although it isn't quite clear just what would count.  We know that Himiko sent enslaved persons as part of the tribute to the Wei Court, as she was trying to curry favor, and mention of them certainly shows up now and again. It is unclear how many people were enslaved up to this point, but some estimates suggest that it may have been five to ten percent of the population.  As I've mentioned before, this practice continued up until the Sengoku Period, and was only abolished by Toyotomi Hideyoshi in an attempt to stop the Portuguese from buying enslaved Japanese people and transporting them away from Japan.  That didn't meant that other forms of bondage, often economic in nature, didn't happen, however. So that was the content of the first edict—one of many.  The court sent out newly appointed “governors” to the provinces, but these governors were, so far, limited in their scope.  There is even some evidence that these may have been initially seen as temporary positions, and there was mention of “kokushi” in the previous reign.  Still, this was part of a clearly concentrated effort to assume central authority over the archipelago.  There were even officials appointed over the six districts of Yamato province, the core of the Yamato state, who were likewise expected to prepare registers of the population and the cultivated land. Even the idea that the sovereign had the right to make these appointments was something a bit radical, and indicated a change in way that the court, at least, would view the sovereign.  It likewise placed the sovereign in a position to dispense justice, through the vehicle of the court, and it began to define the citizens of the realm as well. That said, this all could have been argued for by using the Sui and Tang as examples of what government should look like and what a true nation should look like. It is also possible that this didn't all happen of a sudden in the 8th month, as the Chronicles describe it.  This is suggested at based on a separate account, mentioned in the Nihon Shoki, that the gathering of weapons, for instance—one of the things that the governors were charged with—actually took place between the 6th and 9th month, so some of this likely started before the date listed for the edict, and that may just have been one part of the whole.  The Chroniclers often do this, finding one particular date and throwing in everything rather than giving things piecemeal—depending on the event.  In addition, on the 19th day of the 9th month, officials were sent out to all of the provinces—not just the eastern provinces—to take a proper census.  At this same time, the sovereign, Karu, issued another edict, which seems related to their work as well as that of the governors, or kokushi, sent to the east.  In it he noted that the powerful families—the Omi, the Muraji, the Tomo no Miyatsuko, and the Kuni no Miyatsuko—would compel their own vassals to work at their pleasure.  They would also appropriate for themselves various pieces of land, so that people could only work it for them.  Not everyone was doing this, though.  Some unnamed persons were accused of hording thousands of acres of rice-land, while others had no more land than you could stick a needle into.  Furthermore, these powerful families were collecting taxes for themselves, first, and then handing a portion over to the government.  They likely compelled their vassals to work on their own tombs, and such.  And so, the sovereign, Karu, forbade anyone from becoming a landlord and forcing people to pay rent.  Presumably he was also dealing with some of the other aspects, though that may have proved more difficult.  After all, from what we've seen, everything that Karu is complaining about—things that no doubt were considered antithetical to good government based on pure Confucian values—were the norm for the elite at the time.  Heck, the Kuni no Miyatsuko had no doubt thought of the land and the people on it as their own, not Yamato's.  However, things were shifting, and once again we see Yamato exerting royal prerogative over the land and people, something that they would do more and more as the system of laws and punishments eventually came together. Now the big question is how did this all pan out?  Well, it took some time, but we get a report on the second day of the third month of the following year, 646, and to be honest, it doesn't sound like things were going too well.  Of the high officials sent out as kokushi to govern the eastern provinces, six listened and did what they were told, but two did not, and then there were numerous other issues.  A more detailed list was given on the 19th of the month, including a clearer idea of punishments. The decree was given to the “Choushuushi”, apparently other government officials sent to check on how things were going, though it was clearly about various officials. The decree starts by reminding officials that they were not to use their position to appropriate public or private property.  Anyone of Assistant governor rank or higher would be punished by being degraded in rank, and presumably their stipend.  Those officials of clerk, or secretary, on down would face flogging.  If anyone was found converting public property (or someone else's) to their own use, they would be fined double the value of the property, just as with bribes.  So the Yamato government was They were really trying to tamp down on people trying to make a profit from their position. Here are a few of the specific things that the Choushuushi reported back: -             Hozumi no Omi no Kuhi taxed individual families for his own use and though he gave some of it back make, it wasn't all.  His two assistants were at fault for not correcting him. -             Kose no Tokune no Omi did something similar, taking away horses from the farmers for his own use.  His assistants not only did not correct him, but actually helped him.  They also took horses from the Kuni no Miyatsuko of the province.  One of the officials tried to remonstrate with him, but he finally gave in to the corruption. -             Ki no Marikida no Omi sent men to Asakura no Kimi and Inoue no Kimi to look at their horses for his own use.  He also had Asakura no Kimi make him swords and provide bow-cloth.  He also took the payments in lieu of weapons offered by the Kuni no Miyatsuko but didn't properly report it.  As a somewhat strange addition to these charges, he apparently was guilty of allowing himself to be robbed of a sword in his own province as well as in Yamato, presumably one that was actually government property.  Apparently being held up at sword point wasn't considered sufficient justification for letting it go.  This was facilitated by his assistants and their subordinates. -             Adzumi no Muraji apparently made the Kuni no Miyatsuko send government property to someone when they were ill, and he took horses belonging to the Yube clan.  His assistant gathered items at his house that were paid in lieu of hay, and he took the horses of the Kuni no Miyatsuko and exchanged them for others.  At least two other brothers were found guilty as well. -             Ohochi no Muraji broke the decree of not personally judging the complaints of the people in the districts under his charge.  He took it on himself to judge the case of the men of Udo and the matter of the enslaved persons of Nakatomi no Toko, who was also considered guilty. -             Kishida no Omi, as with Ki no Marikida, also allowed his sword to be stolen, showing a want of circumspection. -             In one of the strangest put-downs in this list, Womidori no Omi and Tanba no Omi weren't guilty of anything, but were just considered incompetent.  So make of that what you will. -             Imbe no Konomi and Nakatomi no Muraji no Mutsuki also committed offenses, we are told, but the nature is unclear. -             Hada no Omi and Taguchi no Omi, on the other hand, were free and clear.  Apparently they hadn't committed any offenses. -             Finally, Heguri no Omi was guilty of neglecting to investigate the complaints of the men of Mikuni. A big to-do was made about the punishments to be meted out to all of these individuals, as well as to the Kuni no Miyatsuko who may have enabled them.  However, instead of prosecuting them, Karu declared a general amnesty.  This was like a mass pardon of offenses—a do-over if you would.  Not that anything would be forgotten.  On the other hand, six individuals who did as they were told were all commended for their service.  He also took the lent-rice for the maintenance of the late Kibishima, the dowager queen who had passed away in 643, and distributed her official-rice lands amongst the ministers down to the Tomo no Miyatsuko.  He also gave rice-land and hill tracts, which weren't suitable for farming, over to various temples which had previously been omitted from the official registers for some reason. Over all, this seems to be a rather powerful message:  We're not They weren't fooling around with these changes, and people better get on board or get out of the way.  Whereas previously things in the provinces may have operated under a sort of Vegas Rules, that was no longer going to be tolerated.  On the other hand, Karuhe demonstrated mercy, likely realizing that too harsh an approach would bring the wrath of the other powerful nobles.  Nonetheless, he elaborated what each person had done and effectively put them and anyone else harboring thoughts that they could just ignore these edicts on notice.  These reforms weren't going away. So we've talked about where we were and we can see the powers at the Yamato court starting to make changes.  For now, this is probably going to be a good place to take a break for this episode, but there are a lot more of these reforms to get to, not to mention the rest of the intra-palace politicking at the court, as well as the changing situation on the continent and in diplomatic channels.  We are going to keep looking at these changes as we move forward through the period of Great Change, known as the Taika era. Until then, thank you for listening and for all of your support. If you like what we are doing, please tell your friends and feel free to rate us wherever you listen to podcasts.  If you feel the need to do more, and want to help us keep this going, we have information about how you can donate on Patreon or through our KoFi site, ko-fi.com/sengokudaimyo, or find the links over at our main website, SengokuDaimyo.com/Podcast, where we will have some more discussion on topics from this episode. Also, feel free to reach out to our Sengoku Daimyo Facebook page.  You can also email us at the.sengoku.daimyo@gmail.com.  Thank you, also, to Ellen for their work editing the podcast. And that's all for now.  Thank you again, and I'll see you next episode on Sengoku Daimyo's Chronicles of Japan.

Welcome to the Conscious Millionaire Show. World's #1 Podcast for Conscious Entrepreneurs and Founders! Awaken and use the Performance Keys to Increase Your Sales, Profits and Impact!  Want to accelerate 2x to 3x in the next 12 months? I created this video for you. Watch it now! "The 3 Keys to Accelerating 6 & 7-Figure Business" Now in our 10th Season with 100 Million Listeners in 190 countries. Inc Magazine "Top 13 Business Podcasts" Join Host, JV Crum III, JD, MBA, MS Psychology, serial entrepreneur, successful exits, 34x #1 best-selling author, speaker, coach, for his interview and solo podcasts. Want to accelerate and scale your business?  Subscribe in iTunes Please help spread the word. Subscribing and leaving a review helps others find our podcast. Thanks so much!

Welcome to the Conscious Millionaire Show. World's #1 Podcast for Conscious Entrepreneurs and Founders! Awaken and use the Performance Keys to Increase Your Sales, Profits and Impact!  Want to accelerate 2x to 3x in the next 12 months? I created this video for you. Watch it now! "The 3 Keys to Accelerating 6 & 7-Figure Business" Now in our 10th Season with 100 Million Listeners in 190 countries. Inc Magazine "Top 13 Business Podcasts" Join Host, JV Crum III, JD, MBA, MS Psychology, serial entrepreneur, successful exits, 34x #1 best-selling author, speaker, coach, for his interview and solo podcasts. Want to accelerate and scale your business?  Subscribe in iTunes Please help spread the word. Subscribing and leaving a review helps others find our podcast. Thanks so much!

Ken and Anthony held a poll about Cleveland Head Office's and debate the results

The Chris Russell Show Hour 3:-Callers remember the late Butch McAdams-Doc the Disciplinarian?-Commanders front office makes a bunch of moves-DDOTD: A woman underwent a Frankenstein leg extension

Nino Mortkipanidze, Chapter Ambassador, and Maria Voskanyan, Communication Lead (Women in Tech), joined the show to promote the first edition of the Women in Technology Caucasus and Central Asia awards for the first time in Georgia, scheduled for September 22. About Nino: Chapter Ambassador for Women in Tech Chief Innovation Officer at THE CROSSROADS Caucasus University in Tbilisi, Georgia. Nino is an experienced consultant with a demonstrated history of working in the management consulting industry. She is skilled in Operations Management, Financial Accounting, Project Management, and Risk Management—a strong consulting professional with a BBA in Major Corporate Finance. About Maria: Communication Lead for Women in Tech Blockchain UX Designer, Brand Strategist, Empowering Women to make sense of Web3 Despite working in male-dominated industries - Tech/Digital, Maria has helped dozens of companies transform and develop cutting-edge branding and UX/UI designs that stand out from the noise and inspire them to take action. After running into Blockchain Technology and learning more about Web3, Maria was instantly motivated to become one of the adopters of emerging Web3 tools; this practice later manifested in a turning point in her career when she founded a Web3 Women Space Community that is run and managed entirely by women. Empowering women in Web3, training, learning, supervising remote teams, mentoring and getting mentored by industry leaders, and building ecosystems designed to support, assist, fund, and grow women have become her lifelong mission. What's Women in Tech? Women in Tech is the world's leading organization for Inclusion, Diversity, and equity in STEM. The community counts for over 200,000 members across the globe, with chapters in all six continents. With the Head Office in Paris, they are a Global Movement. The community is represented by persons of all abilities – regardless of gender, race, ethnicity, class, age, or sexual orientation. What's the focus of Women in Tech? They focus on four primary areas that call for action: Education, Business, Social Inclusion and Advocacy. They create impact through the effort to build skills and confidence, setting women up for success. Women in Tech's mission? Women in Tech® has a double mission: to close the gender gap and to help women embrace technology. They aim to educate, equip, and empower women and girls with the necessary skills and confidence to succeed in STEM careers. By 2030, the goal is to Empower 5 million Women and Girls. website https://women-in-tech.org/ge/ Nino Mortkipanidze linkedin.com/in/nino-lortkipanidze-27a494195 Maria Voskanyan linkedin.com/in/maria-voskanyan A MUST-LISTEN SHOW!!!

Let's set the context. Imagine that next week a group of Senior Directors are coming to your office from Manchester. Or maybe you are getting a visit from a group of managers based in the Munich office. Wherever or whoever it is, you have to help host them during their time here.  What can you do to help yourself feel more confident?How can you make sure it goes well and you leave a good impression?How can you avoid awkward moments when making conversation?On the episode today I'm really pleased to have Robert Rudge from The Business English Podcast. I'm delighted to have Rob on and he is going to share with you:3 essential and practical tips to manage this situation2 big don'ts A final key takeawayClick here to sign up to the newsletter - Communicate ConfidentlyRobert's Links: The Business English Podcast Available on Apple Podcasts, Spotify, Youtube. Have a topic suggestion or  burning question that you would like to me make into an episode? Write to me here. Interested in 1:1 coaching with me? Register your interest for future places in 2024.   

In the latest episode of The Food Professor podcast, hosts Michael LeBlanc and Dr. Sylvain Charlebois are joined by the esteemed Dr. Ian Lee, an Associate Professor at Carleton University. Together, they delve into a series of pressing topics in food and agriculture, leveraging Dr. Lee's extensive knowledge and experience. The discussion covers competition in the food industry, the anticipated impact of the Code of Conduct, and Canada's economic outlook.The episode kicks off with a crucial conversation about the US Consumer Price Index (CPI) and its potential implications for Canada. The hosts then turn their attention to Statistics Canada's food basket pricing, a topic of significant interest and debate, questioning whether it underestimates or overestimates the real costs. They reference a Toronto Sun column penned by Sylvain that highlights some discrepancies in the pricing.Attention shifts to the upcoming US Farm Bill, which is anticipated to allocate $1.4 trillion over ten years, juxtaposed against Canada's comparatively modest $3.5 billion Canadian Agricultural Partnership (CAP) over five years. The hosts also correct a previous claim regarding Amazon's "just walk out" technology, clarifying misconceptions about the system's operation.The conversation further explores the evolving landscape of automation in meatpacking, highlighting Smithfield's initiative to deploy robots for tasks like rib pulling, significantly reducing waste and reassigning workers to less physically demanding roles. This shift toward automation, exemplified by Smithfield's strategy to reassign about 500 employees annually, marks a transformative phase in food production, aiming for higher efficiency and worker safety.Lastly, we touch upon the wine industry's challenges, noting a significant surplus in California's bulk wine market, showcasing the broader economic and logistical complexities facing today's food and agriculture sectors.Statistics Canada PHOTO BY TONY CALDWELL/POSTMEDIAhttps://www.wsj.com/business/meet-the-robots-slicing-your-barbecue-ribs-338a7794?mod=Searchresults_pos1&page=1About IanI am an Associate Professor at Carleton University in the Sprott School where I started in 1988, teaching the 4th year and(later) the MBA Strategic Management capstone course, as well as related courses such as International Business Strategy, from then to now. After dropping out of grade 12 in 1971, I worked at a series of minimum wage jobs for 3 years in the early 1970s. In 1974, I started with an American financial services multinational as a credit manager trainee eventually becoming a Branch Manager in several branches in Ottawa and Eastern Ontario. I was then recruited in 1977 by Canada's oldest bank (that predates Canada by a half century), where I was given outstanding training in banking, economics and management by British bankers. I was employed at the BMO Main Office Branch (4thlargest in all Canada at that time) at 144 Wellington and Sparks opposite Parliament Hill and beside the National Press Club (Parliament subsequently acquired, refurbished and renamed the branch as Sir John A. Macdonald Building for Parliament Hill receptions). As Loan and Mortgage Manager in my mid 20s, I dealt with cabinet ministers in the Trudeau Government, Senators, MPs, national journalists, Supreme Court judges, deputy ministers, national NGOs and staff of embassies including the Chinese and USSR Ambassadors, as well as national institutions such as the Bank of Canada. And in that capacity throughout those years, I evaluatedpersonal and corporate financial statements and lent millions and millions of dollars in demand loans, consumer loans, mortgage loans and business loans.  After completing my entire undergraduate degree on a part time basis in the evenings over 10 years while employed full time, I resigned from the bank to enroll full time in a master's degree in public policy in 1982 at Carleton University. However, I completed the second year of the master's degree full time in evenings in 1983-84 as I accepted a position as a full time policy analyst with Canada Post Corporation in Corporate Finance and Banking, Head Office. Upon graduation in 1984, I resigned from Canada Post to enroll in the PhD program in the public policy stream at Carleton University graduating in 1989. My 850 page PhD thesis was titled: The Canadian Post Office: Origins, growth and decay of the state postal function, 1765-1981. While completing my PhD, I was employed for one summer in 1985 in the Privy Council Office, Machinery of Government.Shortly after starting with the Sprott School on a tenure track in 1988, the Berlin Wall came down in October 1989. Then in 1990-91, Carleton University School of Business was awarded $3 million by Foreign Affairs Canada to establish a Canadian Business School in Poland at theprestigious Central School for Planning and Statistics – later renamed the Warsaw School of Economics. In April 1991, I became the first western professor to teach in a university in a former communist country under an OECD country funded business management program. I have continued to teach at Warsaw School of Economics (in the EMBA since 1997) where I have had a bird's eye view of the remarkable transformation of Poland from an impoverished, corrupt centralizedsocialist economy managed by the elite nomenklatura to a remarkably vibrant prosperous decentralized democratic country in transition.Since 1990, I have taught approximately 100 times across the Atlantic or Pacific Oceans, mostly in EMBA programs, in many different countries ranging from Poland to Russia to Iran to Ukraine to Cuba to Romania to Slovenia to Latvia to Czech to Argentina to Croatiato Mexico and after 1997 in China – always inAmerican or Canadian universities in partnership with a local university. I taught a number of times for the University of Washington (Seattle) with ASEBUSS in Bucharest, Romania; Katz Graduate School U Pittsburg in Prague; SUNY Buffalo with Riga Business School, Latvia; Carnegie-Mellon with IMI-Kiev, Ukraine; Carleton Sprott School with Qeshm Institute in Qeshm and Tehran, Iran; University of Ottawa in Hong Kong; Carleton Sprott School with Donghua University in Shanghai; UQAM at Warsaw School of Economics; Kozminski Academy of Entrepreneurship, Warsaw; Czech Management Center, Prague; IEDC, Bled, Slovenia; Zagreb, Croatia.These extensive international teaching experiencesover a third of a century, provided a much deeper understanding of non-western, often authoritarian, frequently deeply corrupt, state centrally planned or administered countries sometimes transitioning to western, rule of law, decentralized economies and societies.From 1996-98, I was appointed as Supervisor of the Bachelor of International Business in the Sprott School to address significant structural issues that emerged after this innovative new program had been operational for 2 years. In 2007, I was appointed as Chair of the MBA Restructuring Committee that led to the replacement of the former thesis based master's degree with a brand new professional MBA degree. We benchmarked key competitor MBA programs and completed extensive consultation with all relevant stakeholders that led to the proposed new structure including 50 new MBA graduate courses. I was then appointed the new MBA Director from 2007-2010 to implement the new program including staffing 50 new MBA courses with permanent faculty and contract instructors.I completed two sabbaticals in the USA: at American University in Washington DC in 1995 and Cal State Monterey Bay one hour south of Silicon Valley from 2001-2003. I am presently a member of the Carleton University Board of Governors, 2016-2019. I am also a member of the Sprott School MBA Committee, Carleton University EURUS Advisory Board and the Carleton University Graduate Appeal Committee since 2010.During the past 50 years, in addition to visiting every Canadian province, I completed road trips through 43 of 50 US states and visited 8 of 14 US Presidential libraries. I have visited most West, Central and East European countries including living for 2 years each at RCAF 3 Wing, Zweibrucken, West Germany andRCAF 1 Wing, Marville France in the mid 1950s (where my father flew F-86 Sabre jets and later F-104 Starfighter jets).Over the years, I appeared extensively in the media including CBC, CTV and Global National News, CBC TV On the Money weekly on The Roundup, and Power and Politics and CBC Radio Syndication. I am a weekly regular on CFRA Rob Snow program and Sirius-National Post Radio as well as the Corus Radio Networkin Toronto. Over the last 10 years, I published 45 Op-Eds in the Globe and Mail, New York Times, National Post, Financial Post and Ottawa Citizen concerning contemporary public policy issues as well as research monographs for the Macdonald-Laurier Institute concerning Canada Post, supply management, alternative payment instruments, deficits and the retirement income system.Since 2008, I appeared by invitation before House of Commons and Senate finance, banking, industry and trade committees 25 times concerning public policy debates. I have been invited by Global TV to attend every federal budget lockup as one of their expert witnesses since 2008.I have published multiple times in the annual edition of How Ottawa Spends concerning Canada's retirement system, the PBO, deficits, corporate income reform and the Liberal downsizing of 1995-97 and the Conservative Government downsizing of 2010-15. The Food Professor #podcast is presented by Caddle. About UsDr. Sylvain Charlebois is a Professor in food distribution and policy in the Faculties of Management and Agriculture at Dalhousie University in Halifax. He is also the Senior Director of the Agri-food Analytics Lab, also located at Dalhousie University. Before joining Dalhousie, he was affiliated with the University of Guelph's Arrell Food Institute, which he co-founded. Known as “The Food Professor”, his current research interest lies in the broad area of food distribution, security and safety. Google Scholar ranks him as one of the world's most cited scholars in food supply chain management, food value chains and traceability.He has authored five books on global food systems, his most recent one published in 2017 by Wiley-Blackwell entitled “Food Safety, Risk Intelligence and Benchmarking”. He has also published over 500 peer-reviewed journal articles in several academic publications. Furthermore, his research has been featured in several newspapers and media groups, including The Lancet, The Economist, the New York Times, the Boston Globe, the Wall Street Journal, Washington Post, BBC, NBC, ABC, Fox News, Foreign Affairs, the Globe & Mail, the National Post and the Toronto Star.Dr. Charlebois sits on a few company boards, and supports many organizations as a special advisor, including some publicly traded companies. Charlebois is also a member of the Scientific Council of the Business Scientific Institute, based in Luxemburg. Dr. Charlebois is a member of the Global Food Traceability Centre's Advisory Board based in Washington DC, and a member of the National Scientific Committee of the Canadian Food Inspection Agency (CFIA) in Ottawa. About MichaelMichael is the president and founder of M.E. LeBlanc & Company Inc, a senior retail advisor, keynote speaker and media entrepreneur. He has been on the front lines of retail industry change for his entire career. He has delivered keynotes, hosted fire-side discussions and participated worldwide in thought leadership panels, most recently on the main stage in Toronto at Retail Council of Canada's Retail Secure conference with leaders from The Gap and Kroger talking about violence in retail stores, keynotes on the state & future of retail in Orlando and Halifax, and at the 2023 Canadian GroceryConnex conference, hosting the CEOs of Walmart Canada, Longo's and Save-On-Foods Canada. Michael brings 25+ years of brand/retail/marketing & eCommerce leadership experience with Levi's, Black & Decker, Hudson's Bay, Pandora Jewellery, The Shopping Channel and Retail Council of Canada to his advisory, speaking and media practice.Michael also produces and hosts a network of leading retail trade podcasts, including the award-winning No.1 independent retail industry podcast in North America, Remarkable Retail, Canada's top retail industry podcast; the Voice of Retail; Canada's top food industry and the top Canadian-produced management independent podcasts in the country, The Food Professor, with Dr. Sylvain Charlebois. Rethink Retail has recognized Michael as one of the top global retail influencers for the fourth year in a row, Coresight Research has named Michael a Retail AI Influencer, and you can tune into Michael's cooking show, Last Request BBQ, on YouTube, Instagram, X and yes, TikTok.Available for keynote presentations helping retailers, brands and retail industry insiders explaining the current state of the retail industry in Canada and the U.S., and the future of retail.

The journos are in - Adam Peacock, Michael Chammas and Brent Read - to discuss David Nofoaluma's exit from the Tigers, TPJ's rumoured return to the NRL, the Warriors' offer to Sharks prop Braden Hamlin-Uele, Ronald Volkman, dramas around Las Vegas and crystal ball predictions for the upcoming season!  Subscribe on LiSTNR: https://www.listnr.com/podcasts/footy-talk-rugby-league-podcast Subscribe on Apple Podcasts: https://link.chtbl.com/FootyTalkRLApplePodcasts Subscribe on Spotify: https://link.chtbl.com/FootyTalkRLSpotifySee omnystudio.com/listener for privacy information.

In 2010 there were 10 domestic gins on the market in Australia. Fast forward to today and there are now over 500 independent gin distilleries with Australia having seen an exponential rise in local gin makers.Gin is known as a refreshing spirit which lends itself well to warm climates, so it's somewhat natural that it would appeal to Australian consumers. It's also friendly to those making it as it doesn't take anywhere near as long to make as darker spirits. Additional to that Australia has a unique plethora of botanicals that lend themselves well to gin - Think Lemon Myrtle, Tasmanian Pepper Berries or finger limes. So it figures that there is a growing appetite from Australian consumers to try Australian gin..... And that's where Garden Street Gin Club comes in...Born partly out of spending lazy days sipping gins in Europe, Garden Street Gin Club is the brainchild of Josh and Lauren from Williamstown - initially an idea that started as a way to get more small scale international gin into Australia, the creators quickly realised that why bring in products from overseas - when Australia has such an incredible and growing gin industry?Garden Street Gin Club quickly pivoted to work with local distillers to showcase the best they have to offer in a way that promotes their products and educates about the recommended ways to enjoy them. From humble beginnings during the Covid pandemic, where Head Office was their bedroom, to currently occupying their 3rd warehouse - Garden Street Gin Club has been promoting local for years now. They also have transformed "how" they do business with a focus on being more responsible from a sustainability perspective. We talk to founder Josh about the beginnings, process and the vision for Garden Street Gin Club and how "supporting the local product" has been core to their success. We also chat about "Barrell Lane Whisky Club" their new venture which again - aims to put a spotlight on the Australian Whisky Industry because like the Australian gin industry; Australia is producing products that are winning awards on the world stage.Hosts: Jayde Timms & Sam Baff from Grown Not FlownGuest: Josh Robinson - Founder - Garden Street Gin Club/Barrel Lane Whisky ClubWebsite: www.gardenstreet.com.au www.barrel-lane.com.auInstagram: @gardenstreetginclub @barrellanewhiskyclub

Too many people in Head Offices fall for the 'Roll it Out' Myth.. Don't fall for it.. You might think there are gravitational forces at work to help you roll out new ideas, new programs, new workshops, new systems.. But the field often have a very different point of view. Here are some tips to help you avoid this pot hole and pit fall.. Want to find out more or discuss the content of this podcast with me? Get a free 1 on 1 “Lead Your Best Life Breakthrough Session” with me and we'll discuss your struggles and goals with business, teams, relationships and life. We'll also create an actionable roadmap to get you to those goals in the quickest, easiest way possible. Link here -https://calendly.com/lfbb/exploratory-meeting-15mins #success #empowerment #coaching #podcast #useful #practical #easy #proven #life #business

Recent scholarship in organisation studies has begun to address how organisations perceive and use their history. However, how organisations preserve and access their history, and how this affects how they are able to use their history is less researched. This thesis investigates how Barclays Group Archives (BGA) contribute to Barclays PLC delivering its strategic objectives. It asks, how does BGA, as a specific unit of the organisation, facilitate the delivery of Barclays PLC's strategic objectives? The researcher was embedded in the archives, enabling the gathering of observational data on how BGA operate as well as a unique level of access to archival organisational records. These were used to target and gain access to Barclays PLC employees to conduct interviews to ascertain how they used BGA's resources and what benefits they felt BGA brought.  Using interviews, observation, and other qualitative research methods, Ian Jones introduces archival science theory to the study of how organisations can benefit from using their history, introducing the archival science ideas of authenticity, reliability, usability, and integrity to inform the research on organisational memory and use of the past strategies. The thesis focuses on the period between 2012 and 2015, a time when Barclays PLC made extensive use of their past in an attempt to manage and recover from the various scandals. It argues that BGA, and the archivists in particular, are integral to Barclays PLC's use of the past strategies, enabling Barclays PLC to bolster their claims to be returning to a historically 'authentic' corporate culture that would inform the organisation's strategies and behaviour going forward. Additionally, the archivists themselves act as the link between the information in the archives that forms part of Barclays PLC's organisational memory, enabling users to utilise this information and transforming the static memory held into the archives into dynamic memory that is then utilised by employees. The thesis highlights the importance of how organisations access the historical information that they use to inform their historical narratives, and the importance of the individuals that act as the link between those who are using the past in some way, and the repositories of historical information. The research findings presented in this thesis will be of interest to organisation studies scholars interested in how managers use history as well as to researchers who study corporate archives. Winner of the Coleman Prize in 2022, this research tells of the potential uses of the past as a source of competitive advantage as well as document the relationship between the Corporate Archives and Head Office in a mayor, long-lived British bank. This thesis is available open access here.  Bernardo Batiz-Lazo is currently straddling between Newcastle and Mexico City. You can find him on twitter on issues related to business history of banking, fintech, payments and other musings. Not always in that order. @BatizLazo Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/new-books-network

Recent scholarship in organisation studies has begun to address how organisations perceive and use their history. However, how organisations preserve and access their history, and how this affects how they are able to use their history is less researched. This thesis investigates how Barclays Group Archives (BGA) contribute to Barclays PLC delivering its strategic objectives. It asks, how does BGA, as a specific unit of the organisation, facilitate the delivery of Barclays PLC's strategic objectives? The researcher was embedded in the archives, enabling the gathering of observational data on how BGA operate as well as a unique level of access to archival organisational records. These were used to target and gain access to Barclays PLC employees to conduct interviews to ascertain how they used BGA's resources and what benefits they felt BGA brought.  Using interviews, observation, and other qualitative research methods, Ian Jones introduces archival science theory to the study of how organisations can benefit from using their history, introducing the archival science ideas of authenticity, reliability, usability, and integrity to inform the research on organisational memory and use of the past strategies. The thesis focuses on the period between 2012 and 2015, a time when Barclays PLC made extensive use of their past in an attempt to manage and recover from the various scandals. It argues that BGA, and the archivists in particular, are integral to Barclays PLC's use of the past strategies, enabling Barclays PLC to bolster their claims to be returning to a historically 'authentic' corporate culture that would inform the organisation's strategies and behaviour going forward. Additionally, the archivists themselves act as the link between the information in the archives that forms part of Barclays PLC's organisational memory, enabling users to utilise this information and transforming the static memory held into the archives into dynamic memory that is then utilised by employees. The thesis highlights the importance of how organisations access the historical information that they use to inform their historical narratives, and the importance of the individuals that act as the link between those who are using the past in some way, and the repositories of historical information. The research findings presented in this thesis will be of interest to organisation studies scholars interested in how managers use history as well as to researchers who study corporate archives. Winner of the Coleman Prize in 2022, this research tells of the potential uses of the past as a source of competitive advantage as well as document the relationship between the Corporate Archives and Head Office in a mayor, long-lived British bank. This thesis is available open access here.  Bernardo Batiz-Lazo is currently straddling between Newcastle and Mexico City. You can find him on twitter on issues related to business history of banking, fintech, payments and other musings. Not always in that order. @BatizLazo Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/economics

Recent scholarship in organisation studies has begun to address how organisations perceive and use their history. However, how organisations preserve and access their history, and how this affects how they are able to use their history is less researched. This thesis investigates how Barclays Group Archives (BGA) contribute to Barclays PLC delivering its strategic objectives. It asks, how does BGA, as a specific unit of the organisation, facilitate the delivery of Barclays PLC's strategic objectives? The researcher was embedded in the archives, enabling the gathering of observational data on how BGA operate as well as a unique level of access to archival organisational records. These were used to target and gain access to Barclays PLC employees to conduct interviews to ascertain how they used BGA's resources and what benefits they felt BGA brought.  Using interviews, observation, and other qualitative research methods, Ian Jones introduces archival science theory to the study of how organisations can benefit from using their history, introducing the archival science ideas of authenticity, reliability, usability, and integrity to inform the research on organisational memory and use of the past strategies. The thesis focuses on the period between 2012 and 2015, a time when Barclays PLC made extensive use of their past in an attempt to manage and recover from the various scandals. It argues that BGA, and the archivists in particular, are integral to Barclays PLC's use of the past strategies, enabling Barclays PLC to bolster their claims to be returning to a historically 'authentic' corporate culture that would inform the organisation's strategies and behaviour going forward. Additionally, the archivists themselves act as the link between the information in the archives that forms part of Barclays PLC's organisational memory, enabling users to utilise this information and transforming the static memory held into the archives into dynamic memory that is then utilised by employees. The thesis highlights the importance of how organisations access the historical information that they use to inform their historical narratives, and the importance of the individuals that act as the link between those who are using the past in some way, and the repositories of historical information. The research findings presented in this thesis will be of interest to organisation studies scholars interested in how managers use history as well as to researchers who study corporate archives. Winner of the Coleman Prize in 2022, this research tells of the potential uses of the past as a source of competitive advantage as well as document the relationship between the Corporate Archives and Head Office in a mayor, long-lived British bank. This thesis is available open access here.  Bernardo Batiz-Lazo is currently straddling between Newcastle and Mexico City. You can find him on twitter on issues related to business history of banking, fintech, payments and other musings. Not always in that order. @BatizLazo Learn more about your ad choices. Visit megaphone.fm/adchoices

Nino Lortkipanidze, Chapter Ambassador, and Maria Voskanyan, Communication Lead (Women in Tech), joined the show to promote the first edition of the Women in Technology Caucasus and Central Asia awards for the first time in Georgia, scheduled for September 22. About Nino: Chapter Ambassador for Women in Tech Chief Innovation Officer at THE CROSSROADS Caucasus University in Tbilisi, Georgia. Nino is an experienced consultant with a demonstrated history of working in the management consulting industry. She is skilled in Operations Management, Financial Accounting, Project Management, and Risk Management—a strong consulting professional with a BBA in Major Corporate Finance. About Maria: Communication Lead for Women in Tech Blockchain UX Designer, Brand Strategist, Empowering Women to make sense of Web3 Despite working in male-dominated industries - Tech/Digital, Maria has helped dozens of companies transform and develop cutting-edge branding and UX/UI designs that stand out from the noise and inspire them to take action. After running into Blockchain Technology and learning more about Web3, Maria was instantly motivated to become one of the adopters of emerging Web3 tools; this practice later manifested in a turning point in her career when she founded a Web3 Women Space Community that is run and managed entirely by women. Empowering women in Web3, training, learning, supervising remote teams, mentoring and getting mentored by industry leaders, and building ecosystems designed to support, assist, fund, and grow women have become her lifelong mission. What's Women in Tech? Women in Tech is the world's leading organization for Inclusion, Diversity, and equity in STEM. The community counts for over 200,000 members across the globe, with chapters in all six continents. With the Head Office in Paris, they are a Global Movement. The community is represented by persons of all abilities – regardless of gender, race, ethnicity, class, age, or sexual orientation. What's the focus of Women in Tech? They focus on four primary areas that call for action: Education, Business, Social Inclusion and Advocacy. They create impact through the effort to build skills and confidence, setting women up for success. Women in Tech's mission? Women in Tech® has a double mission: to close the gender gap and to help women embrace technology. They aim to educate, equip, and empower women and girls with the necessary skills and confidence to succeed in STEM careers. By 2030, the goal is to Empower 5 million Women and Girls. website https://women-in-tech.org/ge/ Nino Lortkipanidze linkedin.com/in/nino-lortkipanidze-27a494195 Maria Voskanyan linkedin.com/in/maria-voskanyan A MUST-LISTEN SHOW!!!

Wander Franco was dropped by the Tampa Bay Rays this weekend after the MLB star was accused of sleeping with a minor, RadarOnline.com can report.Advertising Inquiries: https://redcircle.com/brandsPrivacy & Opt-Out: https://redcircle.com/privacy

Becoming a Master of Wine is the final staging post in the path to becoming a wine expert. It is a qualification in the study of wine conferred by the Institute of Masters of Wine. In this Podcast episode of Inside the Drinks Business, join Sid (CEO, Beverage Trade Network) as he takes you inside the Institute of Masters of Wine head office in London, United Kingdom. He is in a conversation with Adrian Garforth (Executive Director) and Sarah Harrison (Head of Study Programme and Development) as they discuss the working of the coveted institute and share valuable insights on how the Masters of Wine program works. ***About IMW*** The Institute of Masters of Wine is a membership organization whose members are the Masters of Wine. The IMW's mission is to promote excellence, interaction, and learning across all sectors of the global wine community. To Know More About IMW Visit: https://www.mastersofwine.org/

Welcome Jalyn to the Show! Today we discuss "ugly dogs", our favorite bands, office relationships, and so much more!  Our Socials: https://linktr.ee/staringintothevoid

Desaleux Soares Architects have delivered the headquarters of the general construction company "Les Maçons Parisiens" in 2021. The architectural firm was chosen by the company, which was transformed into a project manager for the occasion. This is an exceptional building for an exceptional situation! What were the conditions of the order? What are the remarkable elements of this demonstration building? What is its location in Massy? And so on. So many questions that the architects answers with this text read by Esther on behalf of Anne-Charlotte!Image teaser DR © Frédéric DelangleSound engineering : Julien Rebours___If you like the podcast do not hesitate:. to subscribe so you don't miss the next episodes,. to leave us stars and a comment :-),. to follow us on Instagram @comdarchipodcast to find beautiful images, always chosen with care, so as to enrich your view on the subject.Nice week to all of you ! Hébergé par Acast. Visitez acast.com/privacy pour plus d'informations.

Looking for someone with hands-on experience in real estate deals to learn from? Look no further than our guest for today! Jaren Barnes is a seasoned real estate investor and owner of a successful land business that he runs with his wife, brother-in-law, and a team of virtual assistants. With a monthly direct mail volume of 10,000 to 15,000+ letters, they are currently expanding their operations across multiple states. Jaren is here to share his knowledge and expertise in land investing with you, including the ups, the downs, and everything in between. Get ready to learn from the best in the business! Speaking of the best, if you want to build a land investing business and work directly with Brent Bowers, join the Land Sharks Program now to start earning passive income asap!----------Show notes:(1:18) Beginning of today's episode(13:03) A crucial aspect of running a successful land business is mastering due diligence, running comps, and having effective communication skills(15:00) Before diving into the technical aspects, it's essential to do the emotional and psychological work necessary to build confidence and resilience(21:14) Narrowing down to the top 16 locations and conducting thorough market research can set you up for success in the land investing business(24:37) Success in this industry requires a willingness to go above and beyond by conducting thorough research and taking extra steps(32:02) Learn about the advantages of adopting a blue ocean strategy in the land investing business(39:14) Seek out established operators where you can purchase properties at a 50% discount.----------Resources:REtipsterBiggerPocketsSupercharged OffersBestplaces.netPopulationreview.comGet Propstream through www.thelandsharkslists.com ZillowiBuyLandGet REIPebble through www.thelandsharks.com/CRM ClickUpHiveMind CRMGoHighLevelVisit www.landmavericks.com Land Mavericks Society FB GroupCheck out www.textlandowners.com (USE COUPON CODE: WI)80/20 Sales and Marketing by Perry MarshallMemos from the Head Office by Perry MarshallTo speak with Brent or one of our other expert coaches call (281) 835-4201 or schedule your free discovery call here to learn about our mentorship programsGo to Wholesalingincgroup.com to become part of one of the fastest growing Facebook communities in the Wholesaling space. Get all of your burning Wholesaling questions answered, gain access to JV partnerships, and connect with other "success minded" Rhinos in the community.It's 100% free to join. The opportunities in this community are endless, what are you waiting for?

We're looking back to one of our favorite episodes, featuring Perry Marshall. His 80/20 rule is applicable in so many ways for agency owners. So, how will it help you get better results and grow? – Perry Marshall is one of the most expensive business strategists in the world. He is endorsed in FORBES and INC Magazine and has authored eight books. He completed the $10 million Evolution 2.0 Prize by Harvard and Oxford. He is a published scientist who aims to solve the number one mystery in artificial intelligence and life itself. His reinvention of the Pareto Principle is published in Harvard Business Review. NASA's Jet Propulsion Labs used his 80/20 Curve as a productivity tool. We're chatting about lessons from his book, Memos From The Head Office.

Iago Zapletal, Co-Founder and CHO of Head Office at SXSW 2023 HEADOFFICE.SPACE Founded in Los Angeles, California by award winning game developers and XR engineers, hOS is quickly becoming the Metaverse OS of choice of Fortune 500 companies, global brands and Moon Valley, the world's most advanced Metaverse city.