Podcasts about Xing

Die drei Generationen von Bitcoin-Investoren und warum genau diese Lager heute für so viel Spannung und Missverständnisse sorgen. Wie tickt jede Generation, was sind ihre Narrative und was bedeutet das für die Frage, ob Bitcoin wirklich auf 500.000 $ steigen kann? Erfahre, was aktuell wirklich hinter der Debatte steckt und wie du davon für dein eigenes Investment profitierst. ---------- Schlüssel umdrehen. KI-Motor starten und meine kostenlose KI-Tool-Liste sichern:

Ein geheimer Überraschungstrip, ein echter Formel-1-Bolide und ein Erlebnis, das niemand vergessen wird. Was als Adrenalin-Abenteuer beginnt, wird zu einem Tag voller intensiver Learnings über Leben, Risiko und echte Prioritäten. Warum kleine Details am Ende alles entscheiden und wie ein einziger Moment alles verändern kann. ----------- ♦️ Skalieren statt stagnieren. Intensiver Wissenstransfer, automatisierte Prozesse, greifbare Resultate. Im Business Circle triffst du auf ambitionierte Unternehmer, die ihr Business mit modernen Marketing-Strategien und den aktuell besten KI-Tools schneller und effizienter wachsen lassen.

Gegen MicroStrategy wurde eine Sammelklage eingereicht und viele fragen sich: Was bedeutet das für Bitcoin? Für den Markt? Und für alle, die investiert sind? In diesem Audio spreche ich offen über: Worum es in der Klage genau geht und wer betroffen ist Warum die Klage für MicroStrategy gefährlich werden könnte, auch ohne Verurteilung Welche Erfahrungen ich selbst mit einer Klage gemacht habe und was das operativ bedeutet ------------ Schlüssel umdrehen. KI-Motor starten und meine kostenlose KI-Tool-Liste sichern:

Achtung (Werbung in eigener Sache):  Jetzt mein Buch "Die perfekte Candidate Journey & Experience" unter folgenden Links bestellen: https://link.springer.com/book/10.1007/978-3-662-66875-7 https://bit.ly/3KEgwDF https://amzn.to/3mbzhUO Der inhaltliche Fokus liegt auf Recruiting für mittelständische Unternehmen sowie Startups und darum, wie die Candidate Journey und deren Touchpoints so gestaltet werden können, dass eine hervorragende Candidate Experience möglich wird.   Corinna Spaeth (Coach und Strategin für Transformation, Innovation und People Experience, Bestseller-Autorin) Corinna Spaeth ist Coach und Strategin für Transformation, Innovation & People Experience sowie Bestseller-Autorin und Speakerin. Als Psychologin startete Corinna ihre Karriere zunächst in einer Unternehmensberatung, dann als Führungskraft in einem internationalen Konzern. Seit 2009 ist sie selbstständige Unternehmerin der CS Consulting GmbH, einer Beratung für Krisen- und Transformationsmanagement. Zu ihren Kunden zählen DAX-Konzerne, Hidden Champions, Startups sowie Non-Profit-Organisationen und Privatpersonen. Als digitale Gast-Dozentin der Universität zu Köln ist sie stets am Puls der Zeit.  Corinna wird von ihren Kunden gerne als Virtuosin bezeichnet, weil sie komplexe Zusammenhänge zu einem Big Picture vernetzt und Teams mit großen Interessenskonflikten wieder zusammenführt. Mit ihrer Leidenschaft und Bühnenpräsenz fasziniert sie Menschen vor und hinter der Bühne. Heute spreche ich mit Corinna über die Transformation der Arbeitswelt und insbesondere über den Aufbau einer Netzwerkbindungskompetenz in Unternehmen.   Themen In der GainTalents-Podcastfolge 404 habe ich mit Corinna Spaeth (Coach und Strategin für Transformation, Innovation und People Experience, Bestseller-Autorin) darüber gesprochen, wie Unternehmen eine gute Netzwerkbindungskompetenz aufbauen können. Viel Spaß beim Reinhören. Bei Corinna bedanke ich mich ganz herzlich für das sehr gute Gespräch und für die vielen guten Tipps zum Thema.  Aufbau einer Netzwerkbindungskompetenz Gute Vernetzung über den eigentlichen Geschäftsbereich und auch über die Unternehmensgrenzen hinweg ist heute sehr wichtig: das Business aus mehreren Perspektiven kennenlernen Aufbau von umfassenden Kompetenzen Führungskräfte sollten das aktiv fördern und auch vorleben Das Thema startet bereits in der Candidate Journey und geht dann nahtlos in die Employee Journey über (wichtiges Instrument zur Bindung von Mitarbeitenden) Unternehmensführung muss im Tagesgeschäft Freiräume geben, um Netzwerk-Treffen zu ermöglichen Achtung: nebem dem transaktionalen Kontext (Business) auch rein ins emotionale im Bereich des Beziehungsmanagements Persönliches Factsheet erstellen (Was mache ich im Unternehmen, was ist meine Leidenschaft, was sind meine Hobbies, etc. als “One-Pager”) und zu Kennenlerngesprächen mitnehmen und den Gesprächspartner:innen übergeben Einbindung des Themas in jedes Review-Gespräch zwischen Führungskraft und Mitarbeitenden (Wie sieht die “Netzwerkbilanz” aus?) Aufbau von Alumni-Netzwerken (ist für Re-Hiring Konzepte wichtig) - nicht nur für Führungskräfte und Top-Talente, sondern auch für Spezialisten und Fachkräfte   #network #transformation #employeeexperience #leadership #GainTalentsPodcast   Shownotes Links - Corinna Spaeth LinkedIn:      https://www.linkedin.com/in/corinna-spaeth/ Webseite:     https://corinnaspaeth.com/ Buch: https://www.netzwerkbindung.com/ (Zukunftsstrategie Arbeitswelt)   Links Hans-Heinz Wisotzky:  Website https://www.gaintalents.com/podcast und https://www.gaintalents.com/blog Buch: https://www.gaintalents.com/buch-die-perfekte-candidate-journey-und-experience LinkedIn https://www.linkedin.com/in/hansheinzwisotzky/ LinkedIn https://www.linkedin.com/company/gaintalents XING https://www.xing.com/profile/HansHeinz_Wisotzky/cv Facebook https://www.facebook.com/GainTalents Instagram https://www.instagram.com/gain.talents/ Youtube https://bit.ly/2GnWMFg

Victorinox steht weltweit für Qualität, Funktionalität und Tradition – vom Schweizer Taschenmesser bis hin zu Uhren, Reisegepäck und Haushaltswaren. Auch im Controlling hat das Unternehmen einen umfassenden Wandel vollzogen. Katja de Groot-Altrichter, Head of Strategic Controlling & Corporate Development, spricht im Performance Manager Podcast über die Neuausrichtung des Controllings und die veränderte Rolle von Controller:innen im Unternehmen. Im Podcast besprochen werden unter anderem: Die strategische Neuausrichtung des Controllings bei Victorinox  Der Wandel vom Zahlenlieferanten zum beratenden Partner des Managements Der Einsatz von Künstlicher Intelligenz für Forecasts und Analysen Die gezielte Entwicklung neuer Kompetenzen im Controlling-Team Katja de Groot-Altrichter vertieft das Thema außerdem in dem Beitrag “Vom Buchhalter zum Business Partner Plus Victorinox” im Controller Magazin, Heft 2/2024.

Oh My. That was The Interstellar Song Contest! What did you think of the latest Episode of Doctor Who?! Join James and Phil as they attempt to answer that very question! BE WARNED!! Spoilers are contained within! We discuss the Episode IN FULL! YOU HAVE BEEN WARNED! Do get in touch - you can reach the Campervan at feedback@thedoctorwhopodcast.com, Tweeting or Xing us, or by jumping on our Facebook Page or Group. Ian, Michele, Drew and Brent will be back in Episode 399A with a less excitable/panicky reaction on Wednesday - keep an ear on your feeds! Enjoy the show!

In dieser Episode diskutieren Prof. Dr. Ronald Gleich und Dr. Kim Louisa Dillenberger Auswirkungen geopolitischer Spannungen auf das Controlling. Die Experten aus der ICV-Ideenwerkstatt beleuchten innovative Prognoseansätze in volatilen Zeiten und den Einsatz künstlicher Intelligenz zur Verbesserung der Planungssicherheit. Sie erörtern die Balance zwischen zentraler und dezentraler Steuerung bei zunehmender Regionalisierung, definieren Resilienz im Controlling-Kontext und zeigen, wie Controller Innovationen fördern können. Abschließend geben sie einen Ausblick auf notwendige Zukunftskompetenzen in der globalisierten Welt 2.0.   Die Arbeitsergebnisse unter dem Titel „Controlling in Zeiten geopolitischer Spannungen“ finden Sie hier: https://shop.haufe.de/prod/controlling-im-zeitalter-geopolitischer-spannungen?akttyp=sea&med=bing&aktnr=92652&wnr=04463375&srsltid=AfmBOorCStk6UCIu6dOqD7sxrAH4SzzUl5Mjc90ySEhriC8C-skngcwM 

In dieser Folge zeige ich Dir drei klare Warnzeichen, an denen Du erkennst, dass Deine besten Mitarbeitenden auf dem Absprung sind – und was Du jetzt konkret tun musst, um sie zu halten. Diese Themen erwarten Dich: - Sinkendes Engagement: „Dienst nach Vorschrift“ ist der Anfang vom Ende. Warum fehlende Initiative ein stiller Hilferuf ist. - Veränderte Kommunikation: Weniger Input, knappe Antworten, Rückzug aus dem Dialog – das ist kein Zufall. Es ist ein Zeichen. - Auffällige Abwesenheiten: Arzttermine, spontane Abwesenheit, plötzliche „Dringlichkeiten“ – oft steckt mehr dahinter als eine Grippe.

In dieser Episode von „Hypnose to go!“ widme ich mich einer Hörerinnenfrage zum Thema „Innere Anteile“. Oft stehen wir vor dem Dilemma, unterschiedliche Bedürfnisse in Einklang zu bringen – sei es der Wunsch nach Leichtigkeit und Kreativität oder der Drang nach Leistung und tiefgründiger Auseinandersetzung. Ich teile mit dir, wie du eine bessere Balance in deinem Leben erzielen kannst und wir betrachten, wie systemische Ansätze dir helfen können, die inneren Konflikte zu bearbeiten und eine harmonische Beziehung zu all deinen Anteilen aufzubauen. Denn es ist weniger eine Frage von „entweder oder“, sondern von „sowohl als auch“.

Prof. Dr. Manuel Vermeer spricht über die Wettbewerbsfähigkeit europäischer Unternehmen in einer multipolaren Weltwirtschaft. Der Asien-Experte beleuchtet die wirtschaftlichen Dynamiken in China und Indien und warum sein Vortrag auf dem Congress der Controller bewusst als "Weckruf" für Europa konzipiert wurde. Er gibt praxisnahe Einblicke zu kulturellen Unterschieden in Geschäftsmodellen und abschließend konkrete Handlungsempfehlungen für mittelständische Unternehmen im globalen Wettbewerb. Hier geht es zur Webseite: http://www.vermeer-consult.com 

Blog Post: https://www.julianhosp.com/de/blog/momentum-korrektur-kw20 Dein eigener Business Start: https://www.julianhosp.com/de/blog/schluss-mit-hamsterrad Inner Circle Daily: https://julianhosp.de/ic-daily Schlüssel umdrehen. KI-Motor starten und meine kostenlose KI-Tool-Liste sichern:

Der Deloitte CFO-Survey zeigt Rekord-Unsicherheit im wirtschaftlichen Umfeld mit negativen Geschäftsaussichten nach der US-Zollankündigung vom April 2025. Schwache Inlandsnachfrage und geopolitische Spannungen dominieren die Risikofaktoren, während der Fachkräftemangel auf 38% gesunken ist. Die Inflationserwartungen fallen auf 2,7%, aber Lohnkosten bleiben kritisch.  Trotz Unsicherheit steigen die Investitions- und Beschäftigungspläne, wobei Resilienz und Digitalisierung priorisiert werden. Mehr Investitionen sind für Deutschland statt Nordamerika oder Asien geplant. ESG-Maßnahmen werden aufgeschoben, bleiben aber wichtig für Kundenanforderungen.  Geopolitische Risiken wurden besser bewältigt als erwartet - nur 26% der Unternehmen verzeichnen starke Beeinträchtigungen. Banken (88%) sind gut vorbereitet, die Automobilindustrie (29%) zeigt sich vulnerabel. Die wichtigsten Risikomanagement-Tools sind Szenarioanalysen und die Reduzierung von Lieferketten-Abhängigkeiten.  Der vollständige CFO-Survey Frühjahr 2025 kann auf der Deloitte-Website abgerufen werden.

Achtung (Werbung in eigener Sache):  Jetzt mein Buch "Die perfekte Candidate Journey & Experience" unter folgenden Links bestellen: https://link.springer.com/book/10.1007/978-3-662-66875-7 https://bit.ly/3KEgwDF https://amzn.to/3mbzhUO Der inhaltliche Fokus liegt auf Recruiting für mittelständische Unternehmen sowie Startups und darum, wie die Candidate Journey und deren Touchpoints so gestaltet werden können, dass eine hervorragende Candidate Experience möglich wird.   Florian Baum (Geschäftsführer Workdate) Florian Baum ist Geschäftsführer bei Workdate und brennt für die Frage, wie echte Verbindung zwischen Menschen in Unternehmen entsteht. Nach seinem Master in Innovationsmanagement und Entrepreneurship an der Universität Duisburg-Essen gründete er sein erstes Start-up – yuccaHR, eine Matching-Plattform für den informellen Austausch in Organisationen. Die Erfahrungen aus dieser intensiven Gründungszeit sowie seine anschließende Tätigkeit als Innovationsmanager in einem Konzern haben seinen Blick auf strategische Entwicklung und Wandel geschärft. Heute treibt ihn bei Workdate besonders eine Mission an: Mitarbeitende über Silos, Hierarchien und Standorte hinweg zu vernetzen – als Schlüssel für mehr Innovationskraft und Zufriedenheit in der Arbeitswelt.  Themen Mit Florian Baum (Geschäftsführer bei Workdate) habe ich in der GainTalents-Podcastfolge 401 darüber gesprochen, warum die Vernetzung von Mitarbeitenden in Unternehmen immer wichtiger wird. Viel Spaß beim Reinhören. Herzlichen Dank an Florian für die vielen guten Tipps zum Thema.  Warum ist die Vernetzung von Mitarbeitenden in Unternehmen wichtig: Innovation und Transformation benötigt einen sehr guten Austausch und damit auch unternehmensinterne Netzwerke die Vernetzung sollte von der Unternehmensführung als wichtig erachtet werden und die Mitarbeitenden sollten ermuntert werden, zu netzwerken interne Kontakte sind wichtig - ein kontinuierlicher und inhaltlich wertvoller Austausch mit den Kontakten ist wichtiger (aber auch private Themen sind wichtig, denn so entsteht “Verbundenheit”) das proaktive Matching von Mitarbeitenden ist ein intelligenter Weg, um auch eher introvertierte Menschen zueinander zu bringen (idealerweise auch unterstützt durch Automatisierung - zufälliges Matching) inhaltlich / fachlich getrieben zufällig, um mehrere Personen auch außerhalb der eigenen Fachlichkeit kennenzulernen Meeting-Formate sind sowohl für Office-Begegnungen oder auch virtuell zu planen bzw. zu berücksichtigen alle Employee Journey-Phasen profitieren von einem guten Networking (vom Pre-/Onboarding bis hin zur Aus- und Weiterbildung sowie Weiterentwicklung von Mitarbeitenden)   #Networking #Talententwicklung #Peopledevelopment #GainTalentsPodcast   Shownotes Links - Florian Baum LinkedIn:      hhttps://www.linkedin.com/in/florianbaum/ Webseite:     https://workdate.com/de/   Links Hans-Heinz Wisotzky: Website https://www.gaintalents.com/podcast und https://www.gaintalents.com/blog Buch: https://www.gaintalents.com/buch-die-perfekte-candidate-journey-und-experience LinkedIn https://www.linkedin.com/in/hansheinzwisotzky/ LinkedIn https://www.linkedin.com/company/gaintalents XING https://www.xing.com/profile/HansHeinz_Wisotzky/cv Facebook https://www.facebook.com/GainTalents Instagram https://www.instagram.com/gain.talents/ Youtube https://bit.ly/2GnWMFg

Das ist kein Zahlendreher – das ist ein dramatischer Weckruf für den Mittelstand. 2023 waren es noch 14 %. Jetzt? Nur noch 9 % echte Leistungsträger:innen.

Achtung (Werbung in eigener Sache):  Jetzt mein Buch "Die perfekte Candidate Journey & Experience" unter folgenden Links bestellen: https://link.springer.com/book/10.1007/978-3-662-66875-7 https://bit.ly/3KEgwDF https://amzn.to/3mbzhUO Der inhaltliche Fokus liegt auf Recruiting für mittelständische Unternehmen sowie Startups und darum, wie die Candidate Journey und deren Touchpoints so gestaltet werden können, dass eine hervorragende Candidate Experience möglich wird.   Florian Baum (Geschäftsführer Workdate) Florian Baum ist Geschäftsführer bei Workdate und brennt für die Frage, wie echte Verbindung zwischen Menschen in Unternehmen entsteht. Nach seinem Master in Innovationsmanagement und Entrepreneurship an der Universität Duisburg-Essen gründete er sein erstes Start-up – yuccaHR, eine Matching-Plattform für den informellen Austausch in Organisationen. Die Erfahrungen aus dieser intensiven Gründungszeit sowie seine anschließende Tätigkeit als Innovationsmanager in einem Konzern haben seinen Blick auf strategische Entwicklung und Wandel geschärft. Heute treibt ihn bei Workdate besonders eine Mission an: Mitarbeitende über Silos, Hierarchien und Standorte hinweg zu vernetzen – als Schlüssel für mehr Innovationskraft und Zufriedenheit in der Arbeitswelt.  Themen Mit Florian Baum (Geschäftsführer bei Workdate) habe ich in der GainTalents-Podcastfolge 401 darüber gesprochen, warum die Vernetzung von Mitarbeitenden in Unternehmen immer wichtiger wird. Viel Spaß beim Reinhören. Herzlichen Dank an Florian für die vielen guten Tipps zum Thema.  Warum ist die Vernetzung von Mitarbeitenden in Unternehmen wichtig: Innovation und Transformation benötigt einen sehr guten Austausch und damit auch unternehmensinterne Netzwerke die Vernetzung sollte von der Unternehmensführung als wichtig erachtet werden und die Mitarbeitenden sollten ermuntert werden, zu netzwerken interne Kontakte sind wichtig - ein kontinuierlicher und inhaltlich wertvoller Austausch mit den Kontakten ist wichtiger (aber auch private Themen sind wichtig, denn so entsteht “Verbundenheit”) das proaktive Matching von Mitarbeitenden ist ein intelligenter Weg, um auch eher introvertierte Menschen zueinander zu bringen (idealerweise auch unterstützt durch Automatisierung - zufälliges Matching) inhaltlich / fachlich getrieben zufällig, um mehrere Personen auch außerhalb der eigenen Fachlichkeit kennenzulernen Meeting-Formate sind sowohl für Office-Begegnungen oder auch virtuell zu planen bzw. zu berücksichtigen alle Employee Journey-Phasen profitieren von einem guten Networking (vom Pre-/Onboarding bis hin zur Aus- und Weiterbildung sowie Weiterentwicklung von Mitarbeitenden)   #Networking #Talententwicklung #Peopledevelopment #GainTalentsPodcast   Shownotes Links - Florian Baum LinkedIn:      hhttps://www.linkedin.com/in/florianbaum/ Webseite:     https://workdate.com/de/   Links Hans-Heinz Wisotzky: Website https://www.gaintalents.com/podcast und https://www.gaintalents.com/blog Buch: https://www.gaintalents.com/buch-die-perfekte-candidate-journey-und-experience LinkedIn https://www.linkedin.com/in/hansheinzwisotzky/ LinkedIn https://www.linkedin.com/company/gaintalents XING https://www.xing.com/profile/HansHeinz_Wisotzky/cv Facebook https://www.facebook.com/GainTalents Instagram https://www.instagram.com/gain.talents/ Youtube https://bit.ly/2GnWMFg

Wow! How hairy was that?! Join James, Michele and Ian for their thoughts on this week's episode of Doctor Who, The Story and the Engine! As always, we want to hear from you - what did you think? Let us know by emailing the Campervan at feedback@thedoctorwhopodcast.com, Tweeting or Xing us, or jump on our Facebook Page or Group! Brent and Drew and Phil will be back on Wednesday with Episode 398A, so make sure you keep an eye (or an ear) on your DWP feed!

Effizienz steigern, Komplexität reduzieren: Das ist das Ziel des Robotic Process Automation-Projektes der Silgan Holdings Austria GmbH, das es unter die drei Finalisten des Albrecht Deyhle Award for Controlling Excellence 2025 geschafft hat. Hannes Schneeberger und Eckhard Moos berichten, wie sie fehleranfällige manuelle Prozesse durch eine automatisierte SAP-Lösung ersetzt und Bearbeitungszeiten zentraler Vorgänge von 180 auf 3 Minuten verkürzt haben.

In diesem zweiteiligen Deep Dive räume ich mit den gefährlichsten Recruiting-Mythen auf, die Deinem Unternehmen bares Geld, Top-Talente und Wachstum kosten. Wenn Du wissen willst, warum Deine Stellen unbesetzt bleiben, Top-Leute abspringen und Dein Recruiting zu wenig Wirkung zeigt – dann sind diese beiden Folgen ein Pflichtprogramm für Dich.

Heute beantworte ich eine spannende und häufig gestellte Frage: Wie gehst du mit Diagnosen um? Diagnosen können sowohl Fluch als auch Segen sein – sie entlasten dich einerseits, bringen aber auch Herausforderungen mit sich. In dieser Folge teile ich meine Gedanken darüber, wie Diagnosen deine Wahrnehmung und dein Verhalten beeinflussen können. Erfahre, wie du Diagnosen nutzen kannst, ohne dich von ihnen definieren zu lassen. Ob du betroffen bist, im Coaching arbeitest oder einfach nur neugierig bist: Diese Episode gibt dir wertvolle Denkanstöße und Impulse.

In dieser Episode stellen Georgios Stratigakis und Dennis Koenigs von der Deutschen Telekom ihr Projekt für den Albrecht Deyhle Award for Controlling Excellence 2025 vor. Das innovative Vorhaben nutzt künstliche Intelligenz, um Analyse- und Reportingprozesse auf ein neues Niveau zu heben. Kernstück ist ein auf GPT-4.0 basierender Chatbot, der auch Mitarbeitern ohne technisches Spezialwissen ermöglicht, Finanzdaten über einfache Sprachbefehle abzufragen. Ergänzt wird die Lösung durch ein KI-System, das Kennzahlen automatisch analysiert und in verständliche Kommentare übersetzt. Erfahren Sie, wie dieses Projekt den Umgang mit Finanzdaten bei der Telekom verändert. „Ein Thema, an dem auf Sicht keiner vorbeikommt“, so die Einschätzung der ICV-Jury.

In dieser Folge spricht Peter Bluhm mit Prof. Dr. Nicole Jekel über wirksame Controlling-Kommunikation. Nicole Jekel, bekannt durch ihre Kolumne "Controlling rockt!" im Controller Magazin, erläutert, wie Controller komplexe Daten und Zusammenhänge noch prägnanter vermitteln können. Dabei geht es um den effektiven Einsatz von Business Intelligence-Tools, die Bedeutung der teamübergreifenden Zusammenarbeit bei der Report-Entwicklung und das DISG-Persönlichkeitsmodell im Controlling-Kontext. Nicole Jekel stellt praktische Methoden vor, darunter Canvas und Kanban-Board, die "Bauchbinden"-Technik und die "3 Punkte + 1"-Methode.

New AI models aren't just changing the world of research; they're also poised to impact society. Xing Xie talks about Societal AI, a white paper that explores the changing landscape with an eye to future research and improved communication across disciplines.Read the paper

In der siebten Ausgabe von Real & Raw spricht Daniel Müller (Liebe Zeitarbeit) erneut mit Dirk Tekath, Geschäftsführer der TEKATH Personalberatung GmbH, über die Herausforderungen und Chancen beim Aufbau eines erfolgreichen Personalvermittlungsbereichs.
Diese Folge liefert ehrliche Insights, praxisnahe Beispiele und klare Worte – so wie du es aus dem Format Real & Raw kennst!

Join James, Michele and Brent for their instant(ish) reaction to episode four of the new series of Doctor Who, Lucky Day! But not before we go through the feedback you wonderful listeners have sent us about last week's episode, The Well. What did you think? Let us know by emailing the Campervan at feedback@thedoctorwhopodcast.com, Tweeting or Xing us, or jump on our Facebook Page or Group! No "more considered" episode this week, but Ian and James will be back on Sunday with a live recording from the bank of the River Thames after they've seen the 20th Anniversary screening of Dalek and Father's Day at The British Film Institute.

In dieser Folge sprechen wir mit den Preisträgern des ICV - Péter Horváth Green Controlling Preises 2025, Martin Klostermann und Karen Queitsch von der SUND Group. Der mittelständische Familienbetrieb aus Hamburg stellt Einweglösungen für den Alltag her und setzt dabei konsequent auf Nachhaltigkeit. Bereits seit 1931 hat das Unternehmen ein Kreislaufsystem für gebrauchte Jutesäcke etabliert. Heute bestehen mehr als 75% aller Produkte der SUND Group aus recycelten oder nachwachsenden Rohstoffen. Das Unternehmen hat sich zum Ziel gesetzt, bis 2030 ausschließlich nachhaltige Materialien zu verwenden. Die Preisträger erläutern im Gespräch ihre Strategie zur Umsetzung dieser Vision, von der Erfassung des Ist-Zustands über die Einbindung aller Mitarbeitenden bis hin zum monatlichen Monitoring der KPIs. Der ICV - Péter Horváth Green Controlling Preis ist das Ergebnis einer vertieften Partnerschaft zwischen dem Internationalen Controller Verein, der seit Jahrzehnten die Weiterentwicklung des Controllings fördert, und der Péter Horváth Stiftung, die sich für Innovation und Nachhaltigkeit in der Unternehmensführung einsetzt.

Join Brent, Michele and James for the Campervan's second trip around the Whoniverse this week for a more considered take on this week's episode of Doctor Who, The Well. Not to be defeated by his unavailability to record with the rest of the team this week, Phil drops by to give his thoughts too. So pull up a chair and join four hosts of the DWP talk about almost as many Kooky Theories!! As always, we want to hear from you - what did you think? Let us know by emailing the Campervan at feedback@thedoctorwhopodcast.com, Tweeting or Xing us, or jump on our Facebook Page or Group! We'll be back on Saturday to give you our instant reaction to Episode Four , Lucky Day. Enjoy the show!

In meinem neuen Audio zeige ich dir: ✅ Warum Leidenschaft oft in die Sackgasse führt ✅ Was die meisten Menschen wirklich wollen ✅ Wie du stattdessen mit klarem Plan und richtiger Umgebung ans Ziel kommst

Einmal im Jahr zeichnet der ICV Internationaler Controller Verein vorbildliche und praxisnahe Controlling-Lösungen mit dem „Albrecht Deyhle Award for Controlling Excellence“ aus, der anlässlich des 50-jährigen Bestehens des ICV zu Ehren des ICV-Gründers Albrecht Deyhle umbenannt wurde (vormals ICV Controlling Excellence Award). Vorsitzender der Fachjury ist Prof. Dr. Utz Schäffer von der WHU Otto Beisheim School of Management in Vallendar. Der Albrecht Deyhle Award for Controlling Excellence 2025 geht an die Vonovia SE für das Projekt „Datenbasierte Steuerung & Führung bei Vonovia“. Im Podcast begrüßen wir die frisch gekürten Preisträger des Jahres 2025 von der Vonovia SE, Dr. Timo Langemann und Torsten Akelbein, gemeinsam mit Prof. Dr. Utz Schäffer, dem Vorsitzenden der ICV-Jury.

Zwei intensive Tage voller Input, Diskussionen und spannender Einblicke liegen hinter uns. Mit dem Performance Manager Podcast von ATVISIO waren wir wieder mittendrin – beim wichtigsten Event der Controlling-Community. Unter dem diesjährigen Congress-Motto „The Perfect Storm?“ wurden unter anderem die neuesten Entwicklungen in folgenden Bereichen diskutiert: KI im Controlling  Nachhaltigkeitscontrolling und -reporting Strategien zur Wettbewerbsfähigkeit  Möglichkeiten zur effektiven Kostensenkung und Restrukturierung  Direkt am Ende des Congresses habe ich mit Matthias von Daacke und Prof. Dr. Heimo Losbichler, dem neuen bzw. alten Vorstandsvorsitzenden des ICV gesprochen und ein Fazit gezogen.

Im heutigen Audio zeige ich dir, warum echte Macher liefern, während andere nur reden, wie du härter trainierst als dein Wettkampf verlangt und wie ich mit Neid und Hatern umgehe. Drei persönliche Storys, drei klare Learnings: ✅ Unter Druck abliefern lernen ✅ Warum KI jetzt wichtiger ist als Krypto ✅ Souverän bleiben trotz Neid und Kritik „Ich starte meinen KI-Motor. Und du?“ Gib Gas: Starte jetzt deinen KI-Motor und werde Teil der Community im DACH-Raum. Facebook: https://www.facebook.com/groups/kimotor Linkedin: https://www.linkedin.com/groups/10094102/ Meine kostenlosen Tool Liste: https://products.i-unlimited.de/Kostenlose-KI-Tools —————— ♦️ DEEP DIVE, PORTOFOLIO, STRATEGIEN Inner Circle: https://innercircle.julianhosp.com ♦️ Exklusive, unzensierte UPDATES, direkt auf dein Smartphone: https://bit.ly/ic-daily ♦️ Das grosse Unternehmer-Netzwerk:  https://products.i-unlimited.de/business_ic ——————

In dieser Folge des Performance Manager Podcasts spricht Peter Bluhm mit Prof. Dr. Rouven E. Haschka, Professor für Business Analytics & Data Science an der Zeppelin Universität Friedrichshafen, über die ethischen Herausforderungen beim Einsatz von KI im Controlling. Folgende Themen werden u.a. besprochen:  Einsatzmöglichkeiten von KI zur Automatisierung von Datenanalyse, Reporting und Planung im Controlling Ethische Herausforderungen: Datenintegrität, Datenschutz, Fairness und Transparenz Verantwortliche Implementierung von KI-Systemen und die Bedeutung menschlicher Kontrolle Umgang mit Verzerrungen (Bias) in KI-Algorithmen und deren Auswirkungen Praktische Handlungsempfehlungen für Unternehmen zur ethischen KI-Nutzung Ein ausführlicher Artikel von Prof. Dr. Rouven E. Haschka zu diesem Thema findet sich im Controlling & Management Review Nr. 4/2024.

Bitcoin +10 %, Aktien grün, Gold korrigiert und viele sagen: „Jetzt wieder rein!“ Ich sage: Vorsicht. -----

In dieser Folge des Performance Manager Podcasts spricht Peter Bluhm mit Prof. Dr. Rouven E. Haschka, Professor für Business Analytics & Data Science an der Zeppelin Universität Friedrichshafen, über die ethischen Herausforderungen beim Einsatz von KI im Controlling.  Folgende Themen werden u.a. besprochen:  Einsatzmöglichkeiten von KI zur Automatisierung von Datenanalyse, Reporting und Planung im Controlling  Ethische Herausforderungen: Datenintegrität, Datenschutz, Fairness und Transparenz  Verantwortliche Implementierung von KI-Systemen und die Bedeutung menschlicher Kontrolle  Umgang mit Verzerrungen (Bias) in KI-Algorithmen und deren Auswirkungen  Praktische Handlungsempfehlungen für Unternehmen zur ethischen KI-Nutzung    Ein ausführlicher Artikel von Prof. Dr. Rouven E. Haschka zu diesem Thema findet sich im Controlling & Management Review Nr. 4/2024. 

Join Ian, Phil and Drew in the Campervan as they talk about your feedback on Episode 1 (mostly cat-related) and review Episode 2 of the latest series of Doctor Who, Lux! What did you think? Let us know by emailing the Campervan at feedback@thedoctorwhopodcast.com, Tweeting or Xing us, or jump on our Facebook Page or Group! Michele and James will be back on Wednesday with Episode 395A, so make sure you keep an eye (or an ear) on your DWP feed! Enjoy the show.

Was als Notlösung begann, wurde zum Erfolgsrezept – durch einen mutigen Wechsel der Perspektive. Ein Prinzip, das auch fürs Controlling gilt. Denn viele BI-Lösungen sind technisch brillant – aber verpuffen wirkungslos im Arbeitsalltag. Die Berichte? Komplex. Die KPIs? Zahlreich. Die Nutzer? Überfordert. In unserem neuen Podcast zeigen wir, wie Sie mit einem Perspektivwechsel Ihr Reporting transformieren – und so vom Datensammler zum Entscheidungs-Architekten werden.

„Den perfekten Zeitpunkt gibt's ja eh nicht.“ Oder doch... In diesem Video spreche ich über:

Was passiert hier gerade wirklich? – Märkte, Trump & meine Strategie Zölle, Chaos, Unsicherheit – viele fragen sich: Ist das 4D-Schach von Trump? Oder einfach nur ein wilder Ritt ohne Plan? In diesem Audio spreche ich über:

In der neuen Folge unserer Serie „Expertise Unlocked“ im Performance Manager Podcast geht es um Jedox Dynatables – ein Feature für dynamische, interaktive Tabellenanalysen. Mit unserem Senior Consultant Samuel Rother sprechen wir über konkrete Vorteile, Praxisbeispiele und den effizienten Einsatz im Controlling.

这个春天，我们解锁了地图上一座新城市——辽宁丹东，也即将解锁人生一个全新的体验——看鸟浪！本期节目，《午夜飞行》真的与飞行密切相关！我们将会以声音纪录片的方式，和你一起去丹东看鸟浪，也用声音去记录下那些与候鸟研究、候鸟保护以及候鸟迁徙密切相关的有趣的、动人的、有劲儿的故事！我们将在丹东的鸭绿江口看鸻鹬鸟类成群结队地飞行，亲手体验给大杓鹬做环志、下滩涂去做底栖生物调查，在午夜时分放飞鸻鹬朋友们，在潮起潮落间感受大自然最美妙的声音交响。城市是人类的城市，但城市里不只有人类，人类也无法很好地生活在一个只有人类的城市里。在这个大自然中的一切都焕发勃勃生机的春天，希望我们这期特别的关于真正的飞行的故事，关于鸟类迁徙的故事，关于大自然最壮观的鸟浪及其背后的故事，同样可以为你看世界打开一个新的窗户或者大门。感谢「SEE任鸟飞」和「鸻鹬鸟类研究所」对本期节目的大力支持！感谢红隼/白清泉老师和他的伙伴们的辛苦付出，感谢秦艾德老师的多方协助。※听友福利：我们将会从本期节目的小宇宙评论区抽取4位听友，随机各送出一枚由SEE任鸟飞设计制作的「防鸟撞贴纸」，让我们一起关注和爱护生活在我们身边的鸟朋友们！本期节目相关名词：1. 鸟浪（Bird Flocking）是指大量鸟类在迁徙、觅食或躲避天敌时形成的庞大群体飞行现象。这种集体行为在自然界中极为壮观，通常会呈现出协调一致的队形或动态变化，具有重要的生态意义和科学价值。2. 自然名：源起于 1994 年香港自然协会的活动。当时，协会成员为参加自然体验活动的孩子们取了自然名，比如你喜欢观鸟的话，就可以用一种鸟的名字作为自己的自然名，鹊鸲、戴胜、雪鸮之类的；如果喜欢植物、鱼类、昆虫类，也可以用它们的名字作为自己的自然名。后来这个做法就逐渐流行起来，成为自然教育和自然生活文化的一部分。3. 环志（Bird Ringing）的概念可以追溯到 2000 多年前，当时吴国的宫女曾用红线绑在家燕的跗跖部，以观察其返巢的习性。而现代科学意义上的环志工作始于 1899 年，由丹麦教师马尔坦逊（H.C.Martensen）首次使用铝质环志研究欧椋鸟。环志是研究鸟类迁徙规律、种群动态、生活史等的重要手段。>「飞行冠军」斑尾塍鹬>大杓鹬，长长的喙是它最明显的特征>大滨鹬>蛎鹬，大家亲切地称它「小胡萝卜」>著名的斑尾塍鹬E7的迁徙路线图，是不是很像一颗心！本期节目你将听到：[01:12] 先来聆听一份来自辽宁丹东，来自大自然的美妙声音礼物——鸟浪！[02:01] 什么是鸟浪？为什么要来辽宁丹东看鸟浪？[04:46] 从北京到丹东东港，朝发夕至，见到带我们看鸟的红隼/白老师[05:18] 你有自然名吗？自然名，是什么好玩儿的东西？[08:41] 让我们一起推开「鸻鹬类」水鸟的大门！认识一下大杓鹬、斑尾塍鹬、大滨鹬和蛎鹬！[11:13] 为什么必须要来辽宁丹东？为什么鸻鹬类每年都来鸭绿江口？[13:06] 什么是环志？具体要做点什么呢？[20:31] 纪录片《迁徙的鸟》里对候鸟迁徙的描述[26:50] 一只代号为 E7 的雌性斑尾塍鹬的迁徙故事[33:34] 斑尾塍鹬迁徙的日程表是怎样的？[37:00] 代号 H3 和代号 4BBRW 的斑尾塍鹬不断刷新纪录[39:55] 红隼老师和他的老朋友——钟爱的代号37+大杓鹬[44:39] 鸟浪声音纯享版！请听！[48:47] 相比于直觉上更危险的太平洋，人类过于频繁的活动才更具威胁[52:03] 一脚踏进滩涂里是什么感觉？[1:02:36] 唯有了解，我们才会关心；唯有关心，我们才会行动[1:05:32] 我们为何关注候鸟迁徙？[1:08:25] 城市是人类的城市，但城市里不只有人类>环志过的大杓鹬，看它腿上「上绿下橙」的标识，是独属于鸭绿江口的标识>午夜时分放飞环志鸟类>带领大家观测和了解鸻鹬鸟类的红隼老师>站在滩涂上是什么感觉>滩涂上正在挖泥/底栖生物调查的Xing师傅（右）和军哥（左）>滩涂上的落日太美了！本期节目提到的：1. 纪录片《迁徙的鸟》2. 绘本《生生不息》（Circle）by 珍妮·贝克3. 公众号：鸻鹬鸟类研究所4. 公众号/小红书账号：SEE任鸟飞5. 2025年春季（丹东-东港）鸭绿江口湿地最适宜观鸟浪时间https://mp.weixin.qq.com/s/gheqqB86kycMJ2X_K5P9iw6. 丹东科考记：候鸟生死迁徙与关键驿站 https://mp.weixin.qq.com/s/TjzlHh-40PwInqo0pwSQIQ【节目主播/制作】主播/制作：VC微博：@VividCrystal https://weibo.com/u/1241505120小红书：@午夜飞行VC https://www.xiaohongshu.com/user/profile/572a84ee50c4b435fe74744e【节目互动】微博：@午夜飞行Official https://weibo.com/u/7298580324公众号：午夜飞行【商务合作】商务合作联系邮箱：hello@marcastmedia.com或添加微信：hellomarcast【欢迎加入听友群】入群方式 A：微信添加小助手 Amber (ID: hellomarcast)，拉你入群入群方式 B：关注公众号「午夜飞行」 ，回复「听友群」三个字，即可获取入群通道【本集音乐】Music credit:1. 藤田恵美 - What a Wonderful World2. Beating Drums - Bruno Coulais3. Feathers And Stripes - Bruno Coulais4. Northern Bound - Bruno Coulais5. The Blue Thread - Bruno Coulais6. The Crossing - Bruno Coulais7. The Paper Parrot - Bruno Coulais8. The Glider - Bruno Coulais9. The Return Of The Cranes - Bruno Coulais【封面图片】拍摄者：远方【节目出品】本播客由 Marcast Media 制作出品，也欢迎你订阅收听 Marcast 旗下的其他播客节目。你可以通过以下方式找到我们：- 小红书：@Marcast https://www.xiaohongshu.com/user/profile/5e53be6400000000010003bb- 公众号：Marcast- 微博：@Marcast https://weibo.com/u/2743283854- 进听友群请添加微信：hellomarcast- 欢迎加入 2500+ 朋友一起订阅 Beads Newsletter 每周一封精选英文播客内容分享，为你提取、总结那些 90% 的人听不到的、隐藏在声音里的一手信息、知识、经验、工具、趣味和审美，和你一起拓展认知和视野，每周一上午发送，订阅地址：https://beads.beehiiv.com© 2025 Marcast Media

Last time we spoke about Operation Jinzhou and the defense of Harbin. In the tumultuous landscape of early 1930s China, Chiang Kai-shek hesitated to engage in combat, fearing internal factions and the looming threat of the CCP. Zhang Xueliang, commanding a substantial force, felt pressure from both the Japanese and his own government. As tensions escalated, the Kwantung Army launched a brutal campaign against Jinzhou, leading to its fall. Amidst chaos, resistance leaders like Ma Zhanshan and Ding Chao emerged, rallying against Japanese aggression, determined to protect their homeland despite limited support. In November, the Jilin Provincial Anti-Japanese Government formed under Cheng Yun, rallying over 3,000 troops led by Feng Zhanhai against Japanese forces. After several battles, including the retaking of Shulan, they faced fierce resistance but ultimately had to retreat. As the Japanese advanced, the Jilin Self-Defense Army was established, but after intense fighting, Harbin fell to the Japanese on February 6. Despite earlier victories, the Chinese resistance crumbled, leading to the establishment of Manchukuo and the end of organized resistance in Manchuria.   #145 What was Manchukuo? Welcome to the Fall and Rise of China Podcast, I am your dutiful host Craig Watson. But, before we start I want to also remind you this podcast is only made possible through the efforts of Kings and Generals over at Youtube. Perhaps you want to learn more about the history of Asia? Kings and Generals have an assortment of episodes on history of asia and much more  so go give them a look over on Youtube. So please subscribe to Kings and Generals over at Youtube and to continue helping us produce this content please check out www.patreon.com/kingsandgenerals. If you are still hungry for some more history related content, over on my channel, the Pacific War Channel where I cover the history of China and Japan from the 19th century until the end of the Pacific War.   To start off this episode I want to turn back to our old friend Ishiwara Kanji. Ishiwara's ambition to dominate Manchuria was primarily a means to an end: to secure resources and a strategic position against America. After gaining control of Manchuria, Ishiwara shifted his focus toward another objective: fostering racial cooperation among Asian peoples. His vision for Manchukuo, or rather his interpretation of it, served as a launching pad for his idea of an East-Asian league, rooted firmly in his Final War theory. During his time in Manchuria in 1932, this Pan-Asian concept of Manchukuo distinguished him from many of his colleagues in the Kwantung Army and marked him as unconventional within the Imperial Japanese Army .   As many of you may know, Manchukuo was a fraudulent puppet state designed to legitimize Japan's takeover of Manchuria. The Japanese high command aimed to disguise their invasion of this part of China as an indigenous independence movement. To achieve this, they installed Puyi, the last Qing emperor, as the figurehead of Manchukuo while promoting ideals of racial harmony. This facade was necessary, as controlling a population that harbored resentment towards them required some effort to win their favor. Fortunately for the Japanese, there were factions in Manchuria that actually desired independence. This region was the heartland of Nurhaci's Manchu people—yes that guy we spoke about all the way back in the beginning of this podcast. The Japanese had considerable leverage, framing their actions as a noble revival of the Qing dynasty or a restoration of power to the Manchu. Additionally, there was a significant Mongolian presence, and Inner Mongolia would soon play a role in these events. Manchuria was reluctantly drawn into the nationalist movement, and it shared Japan's apprehension towards the USSR, having faced its own struggles against it for a long time. Moreover, a large population of Japanese settlers in Manchuria welcomed the takeover, as the Zhang Xueliang regime had not been particularly accommodating to them, implementing various discriminatory measures. Zhang Xueliang's alliance with the Nationalists effectively sealed the fate of the Japanese settlers, who anticipated expulsion.   As military operations progressed, Ishiwara and Itagaki convened with other prominent Kwantung officers to strategize control over Manchuria. They met with Officer Katakura, Chief of Staff Miyake, and Dohihara Kenji from the Mukden special service, reviewing a prior plan by Colonel Dohihara for a multi-ethnic autonomous nation in Manchuria. This entity was to be led by Puyi, possessing complete autonomy in internal matters, while defense and foreign relations would be managed by Japan. Ishiwara drafted the plans by September 22nd, which were sent to Tokyo on October 2nd. Although Tokyo's high command disapproved of the objectives, they collaborated with the Kwantung Army for five months to establish a new state based on two main principles: the purported indigenous movement for Manchurian independence and the administrative framework for Kwantung Army control.   The Kwantung Army proceeded to utilize Manchuria's traditional structure of local self-governing bodies. Throughout 1931, they bribed, persuaded, and threatened local leaders to foster a movement for autonomy against the Kuomintang hardliners. One of their first initiatives was the establishment of the "Jichi Shidobu Self-Government Guidance Board," responsible for coordinating regional independence movements in collaboration with the Kwantung Army to, as Miyake put it, "guide Manchuria to self-government." The board was headed by Yu Ch'ung-han, a Mukden elder statesman educated in Japan and a former advisor to Zhang Zuolin. It comprised 20 Japanese and 10 Manchurian members. Such organizations attracted Japanese civilians in Manchuria, who supported the so-called multiracial political structure, as they could exploit it for their own interests. The Kwantung Army heavily promoted slogans like “racial harmony, racial equality, and the righteous way.” Their control over Manchuria was solidified by placing Japanese advisors in all governmental bodies with ultimate veto power, ensuring that everything was effectively under Japanese control. While it seemed that Ishiwara's vision was unfolding as planned, by 1933, he became a fierce critic of the very system he had helped establish.   It's quite ironic that the man who played a key role in initiating the conquest of Manchuria would be unable to exert his influence in shaping Manchukuo. While Ishiwara Kanji served as the operations officer officially responsible for planning and executing military operations to capture Manchuria, the political arrangements for the new state fell outside his control. Nevertheless, Ishiwara was very vocal about his views on the development of Manchukuo, strongly advocating for racial harmony. He persistently urged his colleagues that the economic growth of Manchukuo should embody the spirit of racial cooperation. Ishiwara believed that the economic interests of Manchukuo would naturally align with those of the Kwantung Army, as both aimed for the unity of Asia against the West. He was gravely mistaken. Ishiwara was driven by his theory of a final war, and everything he did was aimed at preparing for it; thus, his fixation on racial harmony was part of this broader strategy.   In March 1932, the self-government guidance board was dissolved, transferring its functions and regional organizations to newly established bureaus within the Manchukuo government. In April, an organization called the Kyowakai (Concordia Association) was formed, led by Yamaguchi Juji and Ozawa Kaisaku, with the goal of promoting racial harmony. This initiative received support from members of the Kwantung Army, including Ishiwara, Itagaki, and Katakura. The Kwantung Army invested heavily in the organization, which quickly gained traction—at least among the Japanese. General Honjo expressed concerns about the organization's potential political influence in Manchukuo; he preferred it to remain an educational entity rather than evolve into an official political party. By "educational role," he meant it should serve as a propaganda tool for the Kwantung Army, allowing them to exert influence over Manchukuo without significant commitment.   But to Ishiwara the Concordia Association was the logical means to unify the new nation, guiding its political destiny, to be blunt Ishiwara really saw it should have much more authority than his colleagues believed it should. Ishiwara complained in August of 1932, that Manchuria was a conglomerate of conflicting power centers such as the Kwantung army, the new Manchukuo government, the Kwantung government, the Mantetsu, consular office and so on. Under so many hats he believed Manchukuo would never become a truly unified modern state, and of course he was one of the few people that actually wanted it to be so. He began arguing the Kwantung army should turn over its political authority as soon as possible so “Japanese of high resolve should hasten to the great work of the Manchurian Concordia Association, for I am sure that we Japanese will be its leaders. In this way Manchukuo will not depend on political control from Japan, but will be an independent state, based on Japanese Manchurian cooperation. Guided by Japanese, it will be a mode of Sino-Japanese friendship, an indicator of the present trends of world civilization” Needless to say the Concordia Association made little headway with the Chinese and it began to annoy Japanese leaders. The association gradually was bent into a spiritless propaganda and intelligence arm of the IJA, staffed largely by elite Japanese working in the Manchukuo government.  Ishiwara started utilizing the Concordia Association to advocate for various causes, including the return of leased territories like the Railway zone, the abolition of extraterritoriality, and equal pay for different races working in Manchukuo—efforts aimed at fostering racial harmony. However, this advocacy clashed significantly with the Japanese military's interests, damaging Ishiwara's reputation. As a result, the staff of the Kwantung Army began to shift dramatically, leaving Ishiwara increasingly isolated, except for Itagaki and a few loyal supporters. The higher-ups had grown weary of the disruptive Concordia Association and gradually took control, ensuring that discussions about concessions were halted. In August 1932, Ishiwara received a new assignment, and he appeared eager to leave Manchuria. Now that finishes off our story of Ishiwara, he will return later on in future episodes. Again if you want a full sort of biography on him, check out my youtube channel or Echoes of War podcast where I have a 4 part series on him.    Now I want to get more into the specifics of what exactly was this new state known as Manchukuo? During the mayhem that was the invasion of Manchuria, by October 6th of 1931, the Japanese cabinet had finally relented and decided to no longer interfere with the establishment of a new regime in Manchuria and Inner Mongolia. The remaining disagreement between the Japanese government, Tokyo General HQ and the Kwantung army was not whether or not to establish a new regime, but whether or not to promote the establishment of a new regime. Japan obviously did not want to break the Washington system established by the treaty of Versailles. Yet they of course wanted to expand Japanese interest in Manchuria. So it was to be a delicate game of chess balancing their interests in coordination with the western powers. This was specifically why Prime Minister Wakatsuki Reijiro had opposed direct participation of Japanese soldiers in the establishment of a new regime, because clearly it would open Japan to condemnation from the west.    Over the course of the invasion, Japan managed to occupy the 3 northeastern provinces of Liaoning, Jilin and Heilongjiang by establishing pro-japanese regimes within each under Zhang Shiyi, Xi Qia and Ma Zhanshan respectively. On September 20, 1931, Jianchuan proposed the establishment of a Japanese-backed regime led by Puyi during a meeting with Honjo Shigeru, the commander of the Kwantung Army. Obviously Jianchuan was in league and under the influence of our old friend Doihara. Two days later, on September 22, the Kwantung Army General Staff developed the "Solution to the Manchuria-Mongolia Issue," based on Doihara's suggestion to create a Five-Nation Republic in Manchuria and Mongolia, with Japan as the "leader." The plan outlined the establishment of a new regime under Puyi, supported by Japan, to govern the 3 northeastern provinces and Mongolia. The new regime would entrust Japan with national defense and diplomacy, as well as the management of key transportation and communication infrastructure. It also proposed appointing Xi Qia, Zhang Haipeng, Tang Yulin, Yu Zhishan, and Zhang Jinghui to oversee garrisons in locations such as Jilin, Taonan, Rehe, Dongbiandao, and Harbin. To execute this plan, the Japanese Kwantung Army, led by Chief of Staff Itagaki, utilized local intelligence agencies and some mainland ronin to initiate a so-called strategic operation. To facilitate the plan's implementation, the Kwantung Army informed the commander of the Japanese Army in Tianjin that afternoon, requesting immediate "protection" for Emperor Xuantong.   After the Kwantung Army took control of Jinzhou, it believed the moment was right to establish the hastily assembled puppet regime. To secure the full backing of the Japanese government and the military leadership, the Kwantung Army decided to send Itagaki back to Tokyo for negotiations. At that time, Itagaki had a fairly detailed plan to present. The proposed "Manchuria-Mongolia Central Government" aimed to create a centralized power structure that would be distinct from mainland China, effectively becoming a truly "independent" nation. They intended to appoint local collaborators as officials at all levels and were prepared to fabricate "public opinion" to obscure global perceptions of Japan's scheme to establish this regime. This of course was highly influenced by the announcement from the League of Nations that they would be investigating the entire incident in what would become known as the Lytton Commission.  Thus they believed it was essential to set up the regime before the League of Nations investigation team arrived in Manchuria. They understood that if these actions were "carried out directly by Japan," they would violate both the Nine-Power Treaty and the League of Nations. However, they reasoned that if the Chinese initiated the separation themselves, it would not contradict the principles of those treaties.   The Kwantung Army established puppet organizations using collaborators, starting with the "Liaoning Provincial Local Maintenance Association," which was formed on September 25, 1931. The association's chairman, Yuan Jinkai, represented the civil governance faction of the Fengtian clique. After the First Zhili-Fengtian War, he was appointed governor of Fengtian Province by the Zhili government, which led to his unpopularity with Zhang Zuolin. At the time of the incident, he was already retired. The association's vice chairman, Kan Chaoxi, had previously served as the governor of Rehe and commander of the Third Division. He fell out of favor with Zhang Zuolin due to his involvement with Guo Songling and subsequently retired. A common characteristic of the puppet organizations created by the Kwantung Army is that they always included Japanese advisors, regardless of their level. The "Liaoning Provincial Local Maintenance Association" was no exception, hiring Kanai Shoji, head of the health section of the local department of the Manchurian Railway and chairman of the Manchurian Youth League, as its top advisor. In the Japanese-occupied Fengtian, this highest advisor effectively became the leader of the maintenance association. While the association was ostensibly responsible for maintaining local order, it actually functioned as a tool for Japan to establish a puppet regime. Recruiting discontented officials and creating puppet institutions was just a minor part of the Kwantung Army's strategy to set up a puppet regime. The crucial factor in this endeavor was gaining the support of influential local warlords. To achieve this, the Japanese Kwantung Army, along with various intelligence agencies, employed a mix of soft and hard tactics, including coercion and incentives. As a result, they successfully pressured figures such as Yu Zhishan, Zhang Haipeng, Zhang Jinghui, Xi Qia, Zang Shiyi, and Ma Zhanshan to defect to the Japanese forces.   Following the Mukden Incident, former Qing nobles who had hoped to restore the Qing Dynasty believed the moment had arrived. Xi Qia, a member of the former Qing royal family and the Chief of Staff of the Jilin Provincial Army at the time, took advantage of the Jilin governor's absence due to his mother's funeral to open the gates of Jilin and surrender to Japan. This made Xi Qia the first Chinese official to collaborate with the Japanese invaders since their invasion of China. He sent a secret letter to the abdicated Qing emperor Puyi, urging him to return to "the birthplace of the ancestors, restore the Qing Dynasty, and rescue the people from their suffering," with the backing of "friendly nations". Xi Qia and the former Manchu nobles, who had elevated him to acting governor of Jilin Province, proposed to the Japanese to invite Puyi to the Northeast to establish a monarchy. The Japanese Kwantung Army had already identified Puyi as a suitable puppet leader. After the 15 year war had concluded, under interrogation, Shirono Hiroshi confessed that the reason why the Japanese chose Puyi was: First, Puyi had “no connection with the Kuomintang in mainland China”; Secondly, "some old classes in the Northeast and Mongolia still have traditional yearnings for the Qing Dynasty"; Third, “the peasants in general… seemed to welcome the kingly political system implemented by the Aisin-Gioro family.”   On November 8th, 1931, Doihara orchestrated the "Tianjin Incident" and covertly removed Puyi from his home in the Japanese Concession in Tianjin. They traveled through Dagukou, Yingkou, and Lushun before arriving in Fushun. By February 5th, 1932, the Japanese army had taken control of Harbin, stabilizing the situation in North Manchuria. Afterwards the Kwantung Army Headquarters organized a series of "National Construction Staff Meetings" to plan for a "National Construction Conference" involving collaborators. On February 16th, leaders from the Northeast provinces, including Zhang Jinghui, Xi Qia, Ma Zhanshan, Zang Shiyi, Xie Jieshi, Yu Chonghan, Zhao Xinbo, and Yuan Jinkai, gathered for the "Northeast Political Affairs Conference" at the Yamato Hotel in Shenyang. The meeting was led by Honjo Shigeru, the commander of the Kwantung Army. They decided to invite Puyi to rule the puppet state of "Manchukuo" and assigned government positions to the attendees. Notably, Itagaki Seishirō was appointed as the head of the Fengtian Special Agency and the chief advisor to the Military and Political Department of Manchukuo.    On February 18th, the "Northeast Administrative Committee" issued a "Declaration of Independence," stating: "From now on, we declare that the regions of Manchuria and Mongolia will be separated from the Chinese central government. Based on the free choice and appeal of the residents of Manchuria and Mongolia, these regions will achieve complete independence and establish a fully independent government." On February 23rd, Itagaki met with Puyi in Fushun to inform him that he would be the "ruler" of Manchukuo. Although Puyi had hoped to reclaim the throne, he was disappointed with the "ruler" designation but felt compelled to accept it. On the 29th, the "All-Manchuria National Construction Promotion Movement Conference" passed a resolution urging Puyi to take on the role of ruler. In February, the Japanese army began its offensive against Rehe. Meanwhile, the League of Nations declared that it would not recognize Manchukuo.   On March 1st, Japan orchestrated the establishment of "Manchukuo," appointing Puyi as its "ruler" under the reign title "Datong." China firmly rejected the notion of Manchukuo's "independence" and lodged a strong protest against Japan on the same day. On March 8th, Puyi officially declared his inauguration as the "ruler of Manchukuo" in Xinjing. Concurrently, officials were appointed to various "offices," "ministerial positions," and "ministries," leading to the formal establishment of Manchukuo. The following day, Puyi conducted an inauguration ceremony, and on March 10th, a secret agreement was signed with Japan. Japanese Ambassador to Manchuria, Nobuyoshi Mutō, and "Prime Minister" Zheng Xiaoxu signed the Japan-Manchuria Agreement in Changchun, with the Japanese government issuing a statement recognizing "Manchukuo."   In October of 1932, the League of Nations Assembly released the Lytton Commission Report.  Alarmed by the Mukden incident, the League of Nations had dispatched a group of investigators, led by British statesman Lord Lytton, to uncover the truth of what was going on. The commission traveled to Manchuria, gathering testimonies and examining evidence. Their task was daunting: Japan insisted its actions were defensive, protecting its economic interests and citizens. Meanwhile, China accused Japan of orchestrating the railway incident as an excuse for invasion. Months later, the Lytton Report emerged, painting a balanced yet damning picture.    On February 24, the commission concluded that the "Mukden Incident" was staged by Japanese troops. It condemned Japan's actions as a violation of Chinese sovereignty, rejecting their claims of self-defense. Moreover, the report did not recognize the puppet state of Manchukuo, established by Japan in Manchuria. Instead, it called for Manchuria's return to Chinese control under an arrangement respecting regional autonomy. Though praised for its fairness, the report lacked teeth. Later on the League urged Japan to withdraw, but Japan walked out of the League instead, solidifying its grip on Manchuria.    Manchukuo's territory would span the former provinces of Liaoning, Jilin and Heilongjiang, excluding the Kwantung Leased Territory. It would also gradually incorporate eastern parts of Inner Mongolia, Chengde City and Rehe Province. The 1932 "Japan-Manchuria Protocol" established that the sovereignty of the Kwantung Leased Territory belonged to "Manchukuo." This entity acknowledged the Qing Dynasty's agreement to lease the Guandong Territory, which includes Lushun and Dalian, to Japan. As a result, the Guandong Territory remained under direct Japanese control and was not included in the "administrative division of Manchukuo." By 1934 Manchukuo was divided into 14 provinces, 2 special cities and 1 special district: Andong Province , " Fengtian Province ", Jinzhou Province , Jilin Province , Rehe Province , Jiandao Province , Heihe Province , Sanjiang Province , Longjiang Province , Binjiang Province, Xing'an East Province , Xing'an West Province , Xing'an South Province , Xing'an North Province , Xinjing Special City , Harbin Special City , and North Manchuria Special District. By 1939 this would increase to 19 provinces and 1 special city.   Politically, Puyi served as the nominal head of state for "Manchukuo." He took on the role of ruler on March 8, 1932, adopting the reign title "Datong." On March 1, 1934, Puyi conducted a "coronation ceremony" in Xinghua Village, located south of "Xinjing," and renamed "Manchukuo" to the "Great Manchurian Empire." In this capacity, Puyi was designated as the "emperor," with the reign title "Kangde." "Manchukuo's administrative structure was led by the 'State Council,' headed by the 'Premier.' This pseudo 'State Council' included the 'Ministry of Foreign Affairs,' 'Ministry of Civil Affairs,' 'Ministry of Finance,' 'Ministry of Justice,' 'Ministry of Industry,' 'Ministry of Transportation,' 'Ministry of Culture and Education,' and 'Ministry of Military Affairs.' The 'Ministry of Finance' was later renamed the 'Ministry of Economy,' while the 'Ministry of Military Affairs' retained its name. The 'Ministry of Industry' was split into the 'Ministry of Agriculture' and the 'Ministry of Labor,' and additional departments like the 'Ministry of Health and Welfare' were established. Each ministry was led by a 'minister,' but real power rested with the Japanese vice ministers. The head of the 'General Affairs Department of the State Council,' who was also Japanese, effectively served as the 'Premier.' This role was first held by Komai Tokuzo, followed by Hoshino Naoki and Takebe Rokuzo. Every Tuesday, the Japanese vice ministers convened to discuss and make decisions on 'national' policies and various specific matters in a meeting known as the 'Fire Tuesday Meeting.'"   The legislative assembly of "Manchukuo" was known as the "Legislative Yuan," with Zhao Xinbo serving as its first "President." However, true legislative authority rested with the Kwantung Army. Manchukuo operated without a formal constitution, instead relying on a series of special laws. The advisory group was referred to as the "Senate," led by a "Speaker," with Zang Shiyi being the inaugural holder of that position. The highest judicial authority in puppet Manchukuo was the "Supreme Court," with Lin Qi as the first "Supreme Justice" and Li Pan serving as the "Supreme Prosecutor General." The judicial agency was the "Imperial Household Agency," headed by Xi Qia.   Following the September 18th Incident, Zhang Xueliang maintained a policy of "non-resistance." Most of the former Northeastern Army was "ordered" to retreat south of Shanhaiguan without engaging in combat. Those who could not withdraw were split into two factions: one group, motivated by national integrity and a shared animosity toward the enemy, rose to fight against Japan and became a significant part of the renowned Northeast Volunteer Army. The other faction consisted of traitors who surrendered, acknowledged the enemy as their leader, and acted as the enforcers and thugs for the Japanese invaders. These collaborators and the forces they commanded formed the backbone of the puppet Manchukuo army. Simultaneously, they recruited defectors and traitors, as well as bandits and social miscreants, thereby bolstering the ranks of the puppet Manchukuo military. They were under the influence of the highest advisors from the puppet Manchukuo Military and Political Department, which was made up of Japanese military officials. Directly controlled by the Kwantung Army, they served as vassals and accomplices of Japanese imperialism.   "The State Council of Manchukuo" served as the governing body of the puppet state. It functioned as the highest political authority in the region. Structurally, it operated under the direct control of the head of state, Puyi. However, in practice, the State Council was heavily influenced by the Japanese Kwantung Army, with many key positions occupied by Japanese officials. The breakdown of power is as follows: "Head of State": "Emperor" ( before the transition to the imperial system , the ruler) "Emperor's direct agencies": Imperial Household Agency - Shangshufu - Senate - Military Attaché Office - Military Advisory Council - Sacrifice Office "Yuan": State Council - Courts - Legislative Yuan - Control Yuan "National Army": Royal Guards - River Defense Fleet - Flying Squadron - Xing'an Army - Jiandao Special Forces "Police": Maritime Police Force - Security Bureau Other "agencies": General Affairs Department (not official) External Group: Concord Society   To fulfill its goal of annexing Northeast China, Japan initiated a "national policy immigration" campaign under the guise of development, intending to relocate 1 million households and 5 million Japanese citizens from Japan to Northeast China over two decades. Additionally, around 2 million Koreans were moved to the region as political immigrants. In April 1936, the Japanese Kwantung Army convened an "immigration" meeting in Changchun, where they developed the "Manchuria Agricultural Immigration Million Households Migration Plan." By September 1944, there were 1,662,234 Japanese immigrants (including early settlers) residing in various areas of Northeast China. Following 1945, most Japanese immigrants were repatriated, notably during the large-scale repatriation in Huludao, although the issue of Japanese orphans also arose.   After the September 18th Incident, in response to the invasion by Japanese fascists, people from all nationalities and professions in China resisted fiercely. The Japanese fascists employed military forces, police, and special repressive agencies to brutally suppress the anti-Japanese movement, inflicting significant suffering on the Chinese populace. In addition to collaborating with the Kwantung Army for extensive military encirclement and suppression, the Kwantung Military Police Force oversaw other repressive agencies during peacetime and became the primary force behind the implementation of white terror.   As for its economy, Manchuria is rich in natural resources. By 1936 its coal reserves were about 3 billion tons, iron reserves roughly 4 billion and had other minerals including Gold, Magnesite, Bauxite, Oil shale, Diamonds. Its forestry and fishery industry was quit rich as well. During the Zhang Zuolin era, Manchuria's industrial base was already well-developed, and Japan required a robust military industry to support its aggressive war efforts. Steel production was primarily located in Anshan and Benxi, while the chemical industry was centered in Liaoyang. The coal industry was concentrated in Fushun, Benxi, and Fuxin. Oil shale and synthetic fuel production were mainly found in Fushun and Jilin. Magnesite mining took place in Haicheng and Dashiqiao, and hydropower generation was focused in Jilin and along the Yalu River. Fengtian (now Shenyang) served as the hub for machinery, arms, and aircraft industries, whereas light industries, including textiles and food production, were concentrated in cities like Dalian, Dandong, Harbin, and Qiqihar.   The industrial sector of the puppet state was largely controlled by the South Manchuria Railway Company. Following the establishment of the puppet state, investments from various Japanese conglomerates rapidly flowed into Northeast China. After 1937, the puppet state implemented an economic control policy for the industrial sector, adhering to the principle of "one industry, one company," which led to the creation of monopoly companies for each industry. Under this framework, the South Manchuria Railway transferred its industrial operations and reorganized them into a massive conglomerate called the "Manchuria Heavy Industry Development Corporation ," which monopolized all steel, coal, chemical, and electric power industries in the region. Additionally, over 40 specialized companies were established, including the "Manchuria Electric (Telephone and Telegraph) Company," "Manchuria Machinery Manufacturing Company," "Manchuria Mining Company," "Manchuria Airlines," "Manchuria Artificial Oil Company," "Manchuria Textile Company," "Manchuria Wool Textile Company," "Manchuria Chemical Industry Company," "Manchuria Forestry Company," "Manchuria Gold Mining Company," "Manchuria Livestock Company," "Manchuria Fisheries Company," "Manchuria Tobacco Company," "Manchuria Agricultural Commune," and "Manchuria Development Commune." These companies were jointly established by Japanese investors and the "Manchukuo" government, with profits shared according to their respective investments. In case of losses, the Manchukuo government guaranteed 10% of the profits for Japanese investments.   To transform Manchuria into a base for its aggressive expansion against China and the Pacific War, Japan imposed strict control and extensive exploitation of the region's economy and resources. The primary focus of this control and exploitation was on mineral resources such as coal, iron, and oil, as well as essential industries. Under the intense plundering and strict oversight of Japanese imperialism, Northeast China's economy rapidly became colonial, leading to severe hardships for its people. Due to Japan's stringent economic control policies and large-scale colonial exploitation, the local industry and mining sectors suffered, national industries declined, and the rural economy collapsed, resulting in a swift transformation of Northeast China into a colony. To maximize the extraction of colonial resources, the Japanese invaders minimized the consumption levels of the local population. Since 1935, they implemented comprehensive distribution controls on vital strategic materials and everyday necessities. This distribution control policy plunged the people of Northeast China into extreme poverty and suffering.   The 1936 resource survey report from the State Council of the puppet Manchukuo indicated that the region had an arable land area of 40 million hectares (equivalent to 4 billion mu), with 25 million hectares classified as cultivated land. Additionally, the forested area covered 170 million hectares. The annual production figures included 2.5 million tons of soybeans, 2 million tons of wheat, 700,000 tons of rice, 1 million tons of millet, 8 million tons of sorghum, 5 million tons of corn, 600,000 tons of other grains and beans (excluding soybeans), 300,000 tons of cotton, and 160,000 tons of tobacco. The livestock population consisted of 4 million horses, 3 million cattle, 30 million sheep, and 40 million pigs. The total annual grain output in the puppet Manchukuo was approximately 20 million tons. Of this, around 7.5 million tons were consumable grains for local farmers throughout the year, while 4 million tons were designated as seed grains. Furthermore, the region was responsible for supplying rations to Japanese and Korean immigrants. In compliance with the demands of the Kwantung Army, the puppet Manchukuo was obligated to deliver over 1 million tons of grain to Japan annually. The grain collection process commenced in mid-August and concluded at the end of November, imposing a significant burden on farmers. Japanese colonists were exempt from agricultural taxes and received monthly rations.   The puppet state of Manchukuo had a “military force” known as the “Manchukuo Army.” It was divided into three components: "rear security" and "law and order maintenance," all under the control of the Japanese Kwantung Army. Initially, its military capabilities were limited, with the Kwantung Army handling most combat operations. However, as the main forces of the Kwantung Army shifted south and manpower became scarce, the anti-Japanese armed groups in Northeast China were suppressed and weakened. Consequently, the puppet Manchukuo began to assume more military responsibilities on its own, with many of its soldiers being Korean Japanese recruited from the Korean Peninsula. The entire Northeast was segmented into eleven military control zones, each led by an individual known as a commander. The military authority of the puppet state of Manchukuo was under the control of the Japanese Kwantung Army. Any troop movements, training exercises, equipment modifications, or personnel changes required approval from the Kwantung Army Headquarters. The puppet Manchukuo Army had nine ranks: general, colonel, and lieutenant. Upon graduating from the military academy, individuals were promoted to second lieutenant. After two years, they advanced to first lieutenant, and then to captain after another three years. Following that, a captain would be promoted to major after three years, then to lieutenant colonel after another three years. After four years, a lieutenant colonel would become a colonel, who would then be promoted to major general after four years. After three additional years, a major general could rise to the rank of lieutenant general, and finally, after four years, a lieutenant general could achieve the rank of general. The highest military rank was general, which was a lifetime appointment. Above the rank of general was an honorary title modeled after the Japanese marshal. Individuals such as Zhang Jinghui, Zhang Haipeng, Yu Zhishan, and Ji Xing were conferred the title of general. Thus was born a puppet state that would contribute to the 15 year war in Asia.   I would like to take this time to remind you all that this podcast is only made possible through the efforts of Kings and Generals over at Youtube. Please go subscribe to Kings and Generals over at Youtube and to continue helping us produce this content please check out www.patreon.com/kingsandgenerals. If you are still hungry after that, give my personal channel a look over at The Pacific War Channel at Youtube, it would mean a lot to me. Yes perhaps this episode was a bit on the boring side of things, but its important to take a critical look at what exactly Manchukuo was. The new puppet state would be used for various means during the 15 year war and would ultimately be the crown jewel in a long list of conquered territories by the Japanese Empire.