Darrell can i have your number quotes

Then agile might spread to another function, with the original practitioners acting as coaches. Each success seems to create a group of passionate evangelists who can hardly wait to tell others in the organization how well agile works.

The adoption and expansion of agile at John Deere, the farm equipment company, provides an example. Gradually, over several years, software development units in other parts of Deere began using them as well. Jason Brantley, the unit head, was concerned that traditional project management techniques were slowing innovation, and the two men decided to see whether agile could speed things up. Tome invited two other unit managers to agile training classes. But all the terminology and examples came from software, and to one of the managers, who had no software background, they sounded like gibberish.

Tome realized that others would react the same way, so he tracked down an agile coach who knew how to work with people without a software background. Hundreds of Deere employees joined the discussion group. Team engagement and happiness in the unit quickly shot from the bottom third of companywide scores to the top third. Quality improved. Success like this attracts attention. Today, according to Tome, in almost every area at John Deere someone is either starting to use agile or thinking about how it could be used.

Japanese martial arts students, especially those studying aikido, often learn a process called shu-ha-ri. In the shu state they study proven disciplines. Eventually they advance to ri, where they have so thoroughly absorbed the laws and principles that they are free to improvise as they choose. Mastering agile innovation is similar. Before beginning to modify or customize agile, a person or team will benefit from practicing the widely used methodologies that have delivered success in thousands of companies.

Over time, experienced practitioners should be permitted to customize agile practices. For example, one principle holds that teams should keep their progress and impediments constantly visible.

Many teams are still devoted to this practice and enjoy having nonmembers visit their team rooms to view and discuss progress. But others are turning to software programs and computer screens to minimize input time and allow the information to be shared simultaneously in multiple locations.

A key principle guides this type of improvisation: If a team wants to modify particular practices, it should experiment and track the results to make sure that the changes are improving rather than reducing customer satisfaction, work velocity, and team morale. Spotify, the music-streaming company, exemplifies an experienced adapter. Founded in , the company was agile from birth, and its entire business model, from product development to marketing and general management, is geared to deliver better customer experiences through agile innovation.

But senior leaders no longer dictate specific practices; on the contrary, they encourage experimentation and flexibility as long as changes are consistent with agile principles and can be shown to improve outcomes. Nor do they always measure velocity, keep progress reports, or employ the same techniques for estimating the time required for a given task. These squads have tested their modifications and found that they improve results.

Some C-suite activities are not suited to agile methodologies. Routine and predictable tasks—such as performance assessments, press interviews, and visits to plants, customers, and suppliers—fall into this category. But many, and arguably the most important, are. They include strategy development and resource allocation, cultivating breakthrough innovations, and improving organizational collaboration.

Senior executives who come together as an agile team and learn to apply the discipline to these activities achieve far-reaching benefits. Their own productivity and morale improve. They speak the language of the teams they are empowering. They experience common challenges and learn how to overcome them. They recognize and stop behaviors that impede agile teams. They learn to simplify and focus work.

Results improve, increasing confidence and engagement throughout the organization. These teams rank-order enterprisewide portfolio backlogs, establish and coordinate agile teams elsewhere in the organization to address the highest priorities, and systematically eliminate barriers to their success.

Here are three examples of C-suites that took up agile:. Systematic, a employee software company, began applying agile methodologies in So in Holm decided to run his nine-member executive group as an agile team.

The team reprioritized management activities, eliminating more than half of recurring reports and converting others to real-time systems while increasing attention to business-critical items such as sales proposals and customer satisfaction. The group started by meeting every Monday for an hour or two but found the pace of decision making too slow.

So it began having daily minute stand-ups at am to discuss what members had done the day before, what they would do that day, and where they needed help. More recently the senior team began to use physical boards to track its own actions and the improvements coming from the business units. Other functions, including HR, legal, finance, and sales, now operate in much the same way.

Surak is the initiative owner, and an engineering executive is the scrum master. Together they have prioritized backlog items for the executive team to address, including simplifying the administrative process that teams follow to acquire hardware and solving knotty pricing issues for products requiring input from multiple GE businesses.

ScrumLab Open: For training presentations, videos, webinars, and published papers. Annual State of Agile Survey: For key statistics such as usage rates, customer benefits, barriers to adoption and success, and specific practices used. The scrum team members run two-week sprints and conduct stand-up meetings three times a week.

They chart their progress on a board in an open conference room where any employee can see it. Our people want to know if we are in tune with what they care about as employees. Here is how we will improve things. Erik Martella, the vice president and general manager of Mission Bell Winery, a production facility of Constellation Brands, introduced agile and helped it spread throughout the organization.

Leaders of each department served as initiative owners on the various agile teams within their departments. He decided to pull department leaders into an executive agile team focused on the enterprise initiatives that held the greatest value and the greatest opportunity for cross-functional collaboration, such as increasing process flows through the warehouse. The team is responsible for building and continually refining the backlog of enterprise priorities, ensuring that agile teams are working on the right problems and have sufficient resources.

As it happened, the executive liked the approach—and when he was informed that his suggestion had been assigned a low priority, he readily accepted the decision. It exposes them to people in other disciplines, teaches collaborative practices, and underscores the importance of working closely with customers—all essential for future leaders.

Little wonder: They are following different road maps and moving at different speeds. Of course, the first step was to assemble a team. That required a budget request to authorize and fund the project. The request went into the batch of submissions vying for approval in the next annual planning process. After months of reviews, the company finally approved funding.

The pilot produced an effective app that customers praised, and the team was proud of its work. Then the app had to be integrated into core IT systems—which involved another waterfall process with a six-to-nine-month logjam. In the end, the total time to release improved very little. Individual teams focusing on small parts of large, complex problems need to see, and work from, the same list of enterprise priorities—even if not all the teams responsible for those priorities are using agile processes.

If a new mobile app is the top priority for software development, it must also be the top priority for budgeting, vulnerability testing, and software integration. Otherwise, agile innovations will struggle in implementation. This is a key responsibility of an executive team that itself practices agile. Many executives assume that creating more cross-functional teams will necessitate major changes in organizational structure.

That is rarely true. Highly empowered cross-functional teams do, by definition, need some form of matrix management, but that requires primarily that different disciplines learn how to work together simultaneously rather than separately and sequentially.

People can have multiple bosses, but decisions cannot. An agile leadership team often authorizes a senior executive to identify the critical issues, design processes for addressing them, and appoint a single owner for each innovation initiative.

Agile teams use process facilitators to continually improve their collective intelligence—for example, by clarifying roles, teaching conflict resolution techniques, and ensuring that team members contribute equally. Shifting metrics from output and utilization rates how busy people are to business outcomes and team happiness how valuable and engaged people are also helps, as do recognition and reward systems that weight team results higher than individual efforts.

General George S. For example, India has been plagued by fake news concerning cyclones, public health, and child abuse. When intertwined with religious or caste issues, the combination can be explosive and lead to violence. People have been killed when false rumors have spread through digital media about child abductions. These bots mislead, exploit, and manipulate social media discourse with rumors, spam, malware, misinformation, slander, or even just noise.

This information can distort election campaigns, affect public perceptions, or shape human emotions. An analysis after the election found that automated bots played a major role in disseminating false information on Twitter. These bots are providing the online crowds that are providing legitimacy. Through these means, it becomes relatively easy to spread fake information over the internet.

For example, as graphic content spreads, often with inflammatory comments attached, it can go viral and be seen as credible information by people far from the original post. Everyone has a responsibility to combat the scourge of fake news. This ranges from supporting investigative journalism, reducing financial incentives for fake news, and improving digital literacy among the general public.

False information is dangerous because of its ability to affect public opinion and electoral discourse. Once embedded, such ideas can in turn be used to create scapegoats, to normalize prejudices, to harden us-versus-them mentalities and even, in extreme cases, to catalyze and justify violence.

When viewers see trusted sources repeat certain points, they are more likely to be influenced by that material. Recent polling data demonstrate how harmful these practices have become to the reputations of reputable platforms.

Government harassment of journalists is a serious problem in many parts of the world. Journalists can often be accused of generating fake news and there have been numerous cases of legitimate journalists being arrested or their work being subject to official scrutiny. Some governments have also moved to create government regulations to control information flows and censor content on social media platforms. A bigot administration can apply it to suppress the opposition.

By prosecuting critics as news fakers, the government can stifle legitimate dissent. Whistleblowers, not the grafters, would be imprisoned and fined for daring to talk. Investigative journalists would cram the jails. In a situation of false information, it is tempting for legal authorities to deal with offensive content and false news by forbidding or regulating it.

For example, in Germany, legislation was passed in June that forces digital platforms to delete hate speech and misinformation. As an illustration, the law applies the rules to social media platforms in the country with more than 2 million users. Commentators have noted that is not a reasonable way to define relevant social networks. There could be much smaller networks that inflict greater social damage.

In addition, it is not always clear how to identify objectionable content. There is some ambiguity regarding what constitutes hate speech in a digital context. Does it include mistakes in reporting, opinion piece commentary, political satire, leader misstatements, or outright fabrications?

This will restrict global freedom of expression and generate hostility to democratic governance. Democracies that place undue limits on speech risk legitimizing authoritarian leaders and their efforts to crackdown basic human rights.

It is crucial that efforts to improve news quality not weaken journalistic content or the investigative landscape facing reporters. There are several alternatives to deal with falsehoods and disinformation that can be undertaken by various organizations. Many of these ideas represent solutions that combat fake news and disinformation without endangering freedom of expression and investigative journalism.

The general public needs reporters who help them make sense of complicated developments and deal with the ever-changing nature of social, economic, and political events. Those activities limit freedom of expression and hamper the ability of journalists to cover political developments. The United States should set a good example with other countries. If American leaders censor or restrict the news media, it encourages other countries to do the same thing.

This could curb free expression, making people hesitant to share their political opinions for fear it could be censored as fake news. Such overly restrictive regulation could set a dangerous precedent and inadvertently encourage authoritarian regimes to weaken freedom of expression.

An encouraging development is that many news organizations have experienced major gains in readership and viewership over the last couple of years, and this helps to put major news outlets on a better financial footing. But there have been precipitous drops in public confidence in the news media in recent years, and this has damaged the ability of journalists to report the news and hold leaders accountable.

During a time of considerable chaos and disorder, the world needs a strong and viable news media that informs citizens about current events and long-term trends.

They can do this by relying upon their in-house professionals and well-respected fact-checkers. In order to educate users about news sites that are created to mislead, nonprofit organizations such as Politifact, Factcheck. These sources have become a visible part of election campaigns and candidate assessment in the United States and elsewhere.

It is important for news organizations to call out fake news and disinformation without legitimizing them. Similar efforts are underway in other countries. Over the past few years, it has found Russian social media posts alleging that Ukrainian military forces were engaging in atrocities against Russian nationalists living in eastern Ukraine or that they had swastikas painted on their vehicles.

My litlle cheese. On my croissant. Ohhh, ok ok I get it I get it Right no right? No you think a man can't handle the regalness of an up do. Right right? Oh, 'Vonnie 'Vonnie 'Vonnie girl boniie, don be insecure, girl.

Awww damn. Your kinda sexy when you take my advice, girl, I like that. Yeah, so umm Can i have it? Can I have it? Can I please receive the secret code? No, come-on can I have it? Can I? Sniff, sniff can I have it? Look, the previews are about to start an I- and I just But thanks anyways. Oh ok. Ok all right that's coo. No, I know, I know, I get it, you wan go through all the interpracys in cinema, ok yaw, so you keep- you keep doing you thang, you keep doin your thing Yvonne Chalet, evon chalet my little bre ya ok bye alright alright im a miss u though im a miss you enjoy your day girl alright alright I love you.

To be mad at someone or something is to be irritated or frustrated at that someone or something. There are a number of reasons why someone might mad. It could be family or work related, someone may almost hit you with their car or it could even be someone in the bus garage mad because you got their parking space.

Any high emotion situation can cause anger and it could be something a person can't control. When your boyfriend does that tell him so what I'll find someone else, we weren't ment to be.

Just breakup! No one will get mad at you you'll find someone else. Ask them "Are you mad at me? One may also find lyrics to this song on the site Lyrics Mode and Lyrics. We all get mad at someone at some stage or other but what we do is we think about why we are mad and we try to sort it out. Why are you mad?

Do you want to talk to this person? Don't hold your anger inside; tell this person why you are mad. If nothing happens at least you will have got those feelings out of you. I have the answer in a quote. When you are ready to be mad at them, you'll be a mile away and have their shoes"-anonymous.

Just ask someone else. Just say, "Sorry! I didn't mean to wake you. I will talk to you later. We are all mad here. I'm mad. You're mad. You make someone mad! In the beginning, someone on one of the sides that you speak of made someone of the other side mad enough to take action.