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Dwyane Wade has seen it all in 13 years — and he sees potential in Bulls
By K.C. Johnson
INDIANAPOLIS — During his 13 seasons in Miami, Dwyane Wade played on title teams and lottery teams, seasons he knew the Heat would be good and others when he knew they would struggle.
In short, the veteran guard has seen it all, including a 15-67 season and three NBA championships.
It's too early for Wade to have a strong opinion on where this Bulls season is headed, a journey that continued with Thursday's 115-108 exhibition loss to the Pacers at Bankers Life Fieldhouse.
But Wade, who finished with 10 points and three assists in 22 minutes, is a savvy league follower and has heard the skepticism surrounding the Bulls' alleged shortcomings. And he made an intriguing comparison when asked about the outside perception of the Bulls' offseason.
"Obviously it's a league right now where everyone cares about the 3-point ball," Wade said. "When we got together, that was the first thing, 'Oh, (Rajon) Rondo's not a 3-point shooter. Dwyane's not a 3-point shooter. All those guys need to touch the ball. Blah, blah, blah.' And I've heard that before. I heard it in Miami.
"I heard it with The Big Three: 'LeBron (James) isn't a 3-point shooter. Dwyane isn't a 3-point shooter. We all need to touch the ball.' It's just about figuring out what is successful to your team and being true to that. We figured that out (in Miami). We can do that here."
The Bulls made some offensive strides against the Pacers, but the defense continues to be a major work in progress. The Pacers shot 48.4 percent with 21 fast-break points.
Rondo, who wore his signature headband as the organization has relaxed its unwritten policy frowning upon them, sank his first six shots — most on aggressive drives — and finished with 14 points, five assists and five turnovers.
Spencer Dinwiddie took advantage of Denzel Valentine's absence with a sprained ankle and scored 19 points to lead the Bulls, who sat Jimmy Butler after he played the entire first quarter.
But Nikola Mirotic struggled for the second straight game despite getting the start at power forward. He missed 6 of 7 shots and contributed to the Bulls' defensive woes. He's 2-for-14 and 0-for-8 from 3-point range this preseason.
"What's most important is that the shots are good decisions," Mirotic said. "But I'm not worried. I want to keep working and keep shooting. I don't know the reason (for missing) because I'm playing with confidence."
Fred Hoiberg discusses Nikola Mirotic's recent struggles after the team's 115-108 exhibition loss to the Pacers on Oct. 6, 2016. (K.C. Johnson/Chicago Tribune)
Wade said growing pains are part of the process.
"We have good guys here," Wade said. "We have workers in here. So we have the fundamentals of what we need. We have to see it be good so we can see how it feels. It's going to take a little while."
Layups: Thursday marked 23 years since Michael Jordan stunningly retired for the first time. "I remember it was like someone died because we all knew how competitive he was," teammate and current broadcaster Stacey King said. … Pacers' second-round pick Georges Niang, whom the Bulls passed on to take Paul Zipser, is wearing No. 32, the same number Fred Hoiberg wore before recruiting Niang to Iowa State. "He's one of my all-time favorites," the Bulls coach said. "An ultimate competitor." Niang knocked Hoiberg, also once a Pacers' second-round pick, down to fourth all-time on the Iowa State scoring list last season. … Zipser made his debut with seven points.
kcjohnson@chicagotribune.com
Twitter @kcjhoop
Nikola Mirotic
Paul Zipser
Stacey King
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Ross Adam and Robert Cannan, directors of The Lovers and the Despot, answer our questions on filmmaking…
Colony October 4, 2016
FeaturedFilmFilm Interviews
What was the first film that truly made an impact on you?
Ross: My parents snuck me into the second half of Lawrence of Arabia at
the NFT, but The Singing Detective was probably the first thing I saw that really moved me.
Rob: My first cinema experience aged 4 years old – E.T! It blew my tiny mind.
Which films or filmmakers inspire you?
Ross: The usual suspects: Hitchcock, Powell, Kubrick, Lynch, Allen, Herzog.
Rob: One of the reasons we work together is we seem to like the same directors, so all of the above and more (e.g. I'm sure Ross would also agree to add Billy Wilder and David Lean and many others) and for documentary, Errol Morris would have to be a big inspiration, alongside Herzog.
Pitch us your film in one sentence.
Both: A celebrity South Korean director and actress are kidnapped by their
greatest fan, dictator Kim Jong-il, to make films for him in North Korea.
Now tell us what is it actually about?
Both: Amongst other things, it's about obsession and the power of stories.
What was your favourite part of making this film, and what was the biggest challenge?
Both: Travelling to great locations, meeting and working with great people, creative breakthroughs in the edit. The biggest challenge would have to be endurance – working so many hours for so long to overcome all (or at least most) of the many obstacles in the way.
What's the biggest lesson you've learned as a filmmaker?
Ross: That you need to put your foot down, even if it seems like you are risking everything by doing so. You will have constant and great opposition, but ultimately it is your film.
Rob: Trusting instinct, trying to remain optimistic that persistence will eventually pay off.
Ross: We're both writing fiction screenplays at the moment, but we may well make another feature doc or short docs in the meantime.
What was the last film you saw?
Ross: Cry of the City
Rob: Twin Peaks pilot (it's feature length so does that count?). I've started re-watching Twin Peaks in preparation for the long-hoped-for new season next year!
The Lovers and the Despot is available to rent and buy in the UK & Ireland on Colony with behind-the-scenes extras. Watch it here.
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Jason Aldean's Wife, Brittany, Says It's 'Not Easy' Being Married to a Star
Sterling Whitaker Published: August 13, 2021
Jason Davis, Getty Images
Jason Aldean and his wife, Brittany, are one of country music fans' favorite couples, but in a recent post to social media, she admits that it's sometimes difficult for her to deal with the public attention that comes along with being married to a star.
Aldean posted an open question via her Instagram Stories on Thursday (Aug. 12), asking her followers, "Whatcha wanna know?"
She opened up about her transition into a high-profile life with her country superstar husband when one IG user asked, "How is it to be married to a star after growing up with a normal life?" Aldean admits it's been challenging — especially at first.
"Not easy for me," she writes. "I'm WAY better about it now but when I met Jason it was a whirlwind. The pictures, videos ... it was all so new to me."
She adds that while she has become more adjusted, fans have also gotten more welcoming.
"Over the years, people have become cooler to us/me which I'm thankful for," she notes. "But for a while ... Whew!!! It was hard. I will say, it takes someone special to be with someone in the public eye."
brittany-aldean-instagram-story
Aldean and the former Brittany Kerr married in Mexico in March of 2015, and she has gotten the previously somewhat guarded singer to open up more about his life away from the spotlight. The couple welcomed their first child together, a son named Memphis, in December of 2017. Their daughter, Navy Rome, was born in February of 2019. Jason Aldean also has two teenage daughters from a previous marriage.
Brittany frequently shares glimpses into the family's home life in pictures and videos she posts to social media, and she's spent some of the pandemic downtime showing her followers around their staggering new 20,000-square-foot dream home in rural Tennessee.
See Pictures of Jason Aldean's Amazing New Mansion:
Source: Jason Aldean's Wife, Brittany, Says It's 'Not Easy' Being Married to a Star
Filed Under: Brittany Aldean, Jason Aldean
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Banks Foreclosing on the Most Homes
Michael B. Sauter, Alexander E.M. Hess, Samuel Weigley
Last Updated: March 27, 2020 1:09 am
10. SunTrust Banks Inc.
> Loans in foreclosure: 6,001
> Avg. property value: $207,157
> Pct. seriously underwater: 64%
More than 6,000 loans serviced by SunTrust Banks Inc. (NYSE: STI) were in foreclosure as of February. Like most U.S. banks, SunTrust has been embroiled in controversy over its lending and foreclosure practices in recent years. SunTrust was one of five major lenders that in November agreed to pay a combined $162 million to settle complaints that it charged improper fees on home finance loans for veterans. Earlier in 2012, the bank agreed to pay $21 million to settle allegations that it overcharged more than 20,000 Hispanic and African American borrowers between 2005 and 2009.
9. PNC Financial Group
PNC Financial Group Inc. (NYSE: PNC) serviced more than 8,500 loans in the foreclosure process as of last month. The average property value was just $185,306, one of the lowest of all banks, and the average debt on these mortgages was $202,286. Of the 8,545 loans in the foreclosure process, approximately 55% were considered seriously underwater. At the end of 2012, PNC was the 10th largest mortgage servicer in the country, with a portfolio size of $169.4 billion. PNC was recently required to pay $70 million in order to settle allegations of illegal foreclosure practices.
Also Read: Ten Companies Profiting Most from War
8. HSBC Holdings
> Loans in foreclosure: 16,317
More than 16,000 loans serviced by HSBC Holdings PLC (NYSE: HBC) were in the foreclosure process as of February 2013. Six in 10 of these mortgages were considered seriously underwater. In January, the bank agreed to pay $249 million to settle complaints that it had wrongfully foreclosed on U.S. homeowners. Under the terms of the settlement, the bank paid out $96 million to 112,000 homeowners, while the remainder of the money went to reducing mortgage balances and forgiving outstanding principal on short sales, or selling a property for less than what is owed. Earlier this month, HSBC announced it was selling $3.2 billion worth of consumer loans to trim down U.S. operations.
7. Citigroup
Citigroup Inc. (NYSE: C) serviced $6.3 billion in outstanding mortgage debt on homes in foreclosure, the seventh highest amount of all banks. Of homes in the foreclosure process, 54% were considered seriously underwater. While this figure is high, it was better than most of the nation's largest banks. Citigroup is still fighting court battles regarding its mortgage practices as authorities accuse it of unfairly evicting people from their homes. These legal proceedings continue to hurt the company's bottom-line.
6. Bank of New York Mellon
At the end of 2012, Bank of New York Mellon Corp. (NYSE: BK) had $1.4 trillion under management and more than $26 trillion under custody. A core focus of the company's business is its function as a custodian, tasked with safeguarding financial assets and handling various monetary and financial transactions. During the financial crisis, the Treasury Department named the bank as custodian for its bailout fund — meaning the bank provided record keeping and cash management for the fund. Although BNY Mellon is not a loan servicer responsible for executing the foreclosure process on delinquent loans, it is listed as the plaintiff or beneficiary in nearly 32,000 foreclosure proceedings nationwide, according to RealtyTrac data. The bank is listed because it acts as trustee on certain mortgage-backed securitizations, which are created when a large number of mortgage loans are pooled and placed in a trust. Foreclosure action related to properties held in the trust must be brought in the trustee's name even though the trustee is not involved in the day-to-day foreclosure proceedings.
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Mobilizing Creativity and Innovation
Dec 13, 2017 in Management
In any work environment, talent is considered to be the backbone of the creative part of the society. Talent should be encouraged and developed through a mobilizing culture as a part of the traditions of the organization. Human resources can be increased by building necessary institutions and instilling good values, which initiates further achievements and enhances the overall quality. The skill eventually translates into efficiency which can be seen through the ideas given. Innovation is a form of organizational capability which is based on strategy and vision. It can also be built from organizational ability as well as the structures and organizational systems.
Keywords: creativity, innovation, organizational dynamic capabilities.
Innovation can be described as the technique in which firms end up with new products, systems and processes required to adapt to the technologies, changing markets, and modes of competition (Dougherty & Hardy, 1996). One of the top priorities of CEOs in organizations today is the development of innovations and new ideas (Porter & Stern, 1999). Over the past few years, innovation has become increasingly significant in competitiveness due to technological advancements and the intense global competition. If a company seriously focuses on innovation, its performance advances.
The rising levels of commitment to innovations are required to stay at the same place and improve the competitive position. Management of the unpredictable and complex process of transformation, however, has been fraught with difficulties (Kanter, 1989). My greatest asset as a manager is being innovative. I developed most of the end products in our company together with my colleagues.
As a manager, I realize that it is imperative to be innovative. Innovation should be encouraged from the management level down to the employees. As an individual, my contribution significantly affects the rest of the employees. Over the past years, organizations faced operational challenges which affected their functional integrity. These organizations were reluctant to accept the changes that were significantly influencing the market. Instead, they spent a lot of time and money rationalizing about core businesses, outsourcing and also reengineering production. Multiple incentives are required to convert innovation into change as well as sustaining it. This requires a lot of investment in both practical and the research part. The transition from innovation to functional products requires a collaboration of skills and multiple service providers of different firms.
Historically, innovation and creativity have never been considered as essential items to the success of organizations. There has been a growing awareness of the fact that innovation and creativity are essential items in the long-term shaping of success of businesses, governments and organizations. It is found that the key to a great influence in innovation and creativity is being introduced at the individual level of an organization. It is vital for creativity and innovation to be enhanced at the work place. As a matter of fact, we work as a separate division of our company. Each individual is gifted in different ways, and we each contribute with our strengths to our projects, and consequently to the significant improvement of our products.
Since innovation and creativity are essential to any organization's growth and performance, they need to be encouraged. Ideal performance is not the only concern for creativity though it profoundly influences it. It can otherwise be defined as the production of sophisticated, innovative and high quality solutions to any organization's problems. There are three things that organizations need to consider in order to be able to capitalize on innovation and creativity.
a) Multiple phenomena do occur at different stages/levels of an organization, namely, individual, group and organizational ones.
b) At any level of analysis, innovation and creativity are extremely complex ideas.
c) Not all levels are fully integrated or even consistent with each other or other levels.
The greatest challenge for any organization is to have the ability to deal with the complexities and inconsistencies brought about by these levels as they encourage innovation and creativity in an organization.
Methods in Creativity Research
Creative efforts lead to innovative products as well as creativity in an organization, and they may be considered as such bearing exceptional interest for organizations. There are five principal methods which are applied in creativity research:
a) Qualitative
b) Historiometric
c) Survey
d) Psychometric
e) Experimental.
Creativity can be viewed as a product since it helps in the creation of innovative solutions to problems which the company faces. This is because the problems provide room for creativity which supports the company's capabilities in speed, efficiency, quality and flexibility. It helps organizations improve the future of the industries they represent. Today, organizations have an additional responsibility to repeatedly react with a quick but also a stable success rate to be competitive in the market. Innovation is what gives companies an advantage in the current market. They can also use these processes as a means of improving their products and increasing their customer base. Having the ability to lead the market and bringing out new products at a fast rate undoubtedly takes a company to the top of the "food chain" and ahead of its competitors. This gives an organization an opportunity for dynamic sustainable development.
Methods of developing and maximizing creativity in an organization:
a) Organizational agility: to effectively develop this, the workforce should be properly qualified and be sufficient in terms of volume, which will help an organization respond strategically and swiftly to market opportunities. It involves an integrated approach which covers several areas necessary in the organizational requirements. There are different approaches which help manage multiple dimensions like human capital value chain, the translation of the business strategy into certain leadership, and culture and organizational requirements. Certain approaches can be used to deal with the building of the organizational structures, leadership effectiveness and aligning of the cultures to strategic needs. Eventually, the organization will end up with a well-defined operational model which states the processes, structure, governance and the overall business strategy which helps the work force perform optimally at the same time supporting the strategic goals of the organization.
b) Strategizing the human capital: Developing leadership capabilities as well as cultural capabilities of the staff enables an organization to achieve the highest development and make it an edge in the emerging markets. Even when company executives plan on how to improve their performance and expertise in their organizations, they also consider the fact that people affect the implementation strategy in a significant way. It is implemented through their skills, knowledge and abilities which are essential for the work forces. An organization should make use of any analytical tools that may be used to identify the human capital opportunities. By placing the correct numbers of skilled employees in place, they are able to meet any future organizational needs. The effectiveness of workforces which are responsible for sustaining a performance advantage in an organization is revealed by improving engagements, building on competencies and increasing the productivity for the future growth of the organization. These strategies help inform an organization of its vital decisions on how to compete with others. At the same time it supports short-term decisions which propel the long-term goals. It enables a business entity to compete in the modern market and still be agile enough to change itself to the ongoing market growth and competitiveness.
c) Leadership development: One of the main and essential units in any organization is leadership. With good leadership, an organization should end up being a single logical unit. In order to achieve this, an organization should be prepared to administer educational programs to its leadership, which will turn its business strategy into a great system. It is necessary for a firm to align its leadership capabilities to support the organization's strategy which includes such processes as succession planning, performance management and also governance which leads to the shaping of behaviors of leaders and their capabilities.
d) Work force re-skilling: In order to implement it, a company should encourage cost reductions, further efficiency improvements and acquisitions. It enables an organization to get better skilled, talented, motivated and productive work force which can support its mission due to critical capabilities. The work force can deal with such customer-related issues as customer service, sales and marketing. Such work force is industry-specific in such areas as information technology and human resource and finance.
e) Talent sourcing: At first an organization needs to define the workforce requirements which are necessary to execute its business strategy. It includes the development of competency frameworks, identification of mission critical work forces as well as having a detailed work force planning. By getting the necessary talent that is needed to achieve its objectives, a company should outperform its competition. It should be done through "smart sourcing," which is a strategy leading to hiring of skilled and talented staff.
f) Outsourcing: There are times when it is hard for an organization to find a competent department for a certain project. In this case, it is necessary to find the expert laborers from an outside organization. The outside effect may lead to an improvement in the department and may also be used as a learning curve.
g) Change: some people always complain that change is not good, but it is not always true. In most cases, a company stays at the same place because there are no fresh ideas to promote the organization in a different way. The change that is brought to the company serves as a successful and exciting re-organization means.
When compared to my workplace environment, my original ideas and practices, in addition to the collaborative mindset, enable me to address each unit's specific needs and goals. I partner with some of the leaders in each strategic component to create a medium through which all the employees from all levels of the organization can exchange ideas and insights with the management. It has proven to be a particularly vital key in the organization. In the long run, we have found out that it helps an organization in increasing its efficiency and continually aligning its investments with its strategies to adapt to change.
Types of innovation:
a) New technologies creation: By creating new technologies, a company is able to respond faster and also have an edge over its competitors.
b) Change in business dynamics: At times companies focus on only at a segment of their customers, therefore, limit its perspectives. By changing and targeting a wider range of clients, an organization widens its horizon as well as its customer range.
c) Synthesize technologies: By adapting to the needs of the market, an organization is able to be dynamic and also retain its clients. It is achieved by creating new technologies to attend to new capabilities which may make an organization a pace-setter for other similar companies. Such an enterprise relies on the knowledge base of the specialized institutions and sets its standards extremely high in the market area.
How to Do Innovation Right
There are some methods that if applied well may lead to effective innovation. First, developing a commitment to serve those who are not generally served is important. The second point is being articulate in one's plan and embracing a clearly defined vision. The third point is accepting the challenges that may envelop the strategy and creatively operate within them. Fourth, it is necessary to foster an entrepreneurial spirit within the organization by setting some ambitious goals. If an organization sets aspirations that are beyond its scope, it leads to its employees becoming creative and entrepreneurial. The difference between the resources and its goals is the factor that inspires the innovation and the essence of entrepreneurship. As Hamel writes, "…setting ambitious goals is what is defined as strategic intent" (Hamel, 1989). The fifth method which is hugely beneficial is to focus on the employees and consumers and not just the shareholders, wealth and profits. Most of the time, organizations only focus on the consumer and the investors forgetting employees who work hard to make it possible.
The Innovative Imperative
In the modern market, innovation helps a firm play a dominant role in leading the rest of the companies and also in shaping the future of the industry it is into. Great innovators are able to continually bring out new quality products at a faster rate. They also have the ability to maintain several juggling acts. These organizations often use system innovations as well as new processes to improve their products as well as add value to their consumers. Though a lot of entrepreneurs do not notice it, it is a combination of dynamic and strategic positions which makes the company into a moving target compared to its competitors (Kiernan, 1996).
It is noted that managers need to coordinate with the mainstream operation on a daily basis while at the same time cultivating creativity and innovation within their organizations. Oddly, trying to manage the main competencies efficiently is seen as a stumbling block to the proper development of any successful innovation. Some activities like marketing and manufacturing are the keys to success together with the organizational processes such as efficiency, stability and profitability. The latter create the basis built around marginal elements and act as cash generators. The company develops processes which shape the mainstream business units to formalize structures and perform routines (Starbuck, 1983).
The short-term focus is affected by operational challenges as well as any set objectives. Innovation is considered a force of instability as it requires a long-term vision and commitment to ensure that results are yielded. The dynamic environment leads to the manufacturing of new products, systems and processes which guide the future success. Different people have various views on the characteristics of the new stream and mainstream processes. "Organizations are most effective where and when the new stream and the mainstream have different resources and they are recognized while the management is autonomous" (Kanter, 1989). When organizations handle their businesses this way, they are able to handle the tensions of change and stability.
Kanter further explained that the mainstream projects ended up funding the new stream development (Kanter, 1989). The new processes and products are then assimilated into the mainstream projects. In order to be able to do the same things better, continuous development as well as communications between the two streams should be constant. It is, however, difficult to handle the two streams independently in a dynamic operating environment. If strong communication flows, information flows and connections of effort are not established, successful commercialization will not be possible.
Is an Organization Capable of Innovation?
Our business model is found to have limited applications in the modern business environment which is "uncertain and fast- moving". This approach creates an "efficient" but not an ideally innovative business unit. When it comes to management, a lot of focus is given to the general management like customer responsiveness, quality of service and efficiency without consideration to the innovation. Although this type of model is attractive especially while dealing with the stability and change tensions caused, it does not integrate all the organizational capabilities in the innovative process. Effective innovation is hard to come by and achieve especially in an organization where the two types of streams are handled separately. Innovation in a high performance organization is presented by an effort which recognizes the interdependency in the mainstream and new stream and is able to manage them accordingly.
Many innovators often expect, reward and encourage innovation from all parts of the organization not limiting themselves to the development and research only. They ensure that they link organizational knowledge of processes, products, technologies and mainstream capabilities with the organizational learning. Such organizations do not view innovation as a consumer of the scarce resources to create unknown outcomes but rather as a tool to create competitive advantage and give knowledge. They accept that most of the business units that are producing profits at the moment do not offer the best opportunities for business in the future. Innovation and the mainstream factors are bound to work in unison and harmony if managed interactively. As Platt quotes Hewlett, "the creative process works well if it is not too structured. However, in the long run it will need to be harnessed, tamed and hitched to suit the wagon of mankind's needs" (Platt. 1997). A business is driven by the need to manufacture products on budget and on time to make it successful.
The New Stream Innovation
The new stream may be defined as the resources that are used and devoted by an organization to create value and identify new customers. Before this approach emerged, companies were viewed as autonomous entities which searched for competitive advantage from outsides influences rather than their internal capabilities and resources (Gulati, Nohria & Zaheer, 2000). Many firms end up looking at the organization and its resources as the key factors that drive innovation (Barney, 1991). It has, however, been discovered that development from research and investment in the mainstream programs and organizational systems is what contributes to the new stream innovation.
Fierce competition and the great change in technology make firms unable to maintain and manage capabilities in the potentially relevant market and technical areas. The increased research of the way organizations develop and manage exchange relationships with both individuals and units beyond the traditional and well-know organizational boundaries has led to some discoveries. Some of the discoveries maintain, for instance, that alliances of customers, competitors, networks and other non-market participants are parts of the innovations (von Hippel, 1998). There are also some effective means of reducing risk, cost and attaining scales of economics which inhibit the development of new products. Access to key resources like capital, information, services and goods which is derived from the company's environment exists due to widened networks which make a company have the potential to enhance or maintain its competitive advantage (Gulati et al., 2000). A firm's ability to gain knowledge through participation in any external network is essential to successful innovation (Levinthal, 1990).
Is the New Stream Innovation Capable?
Among the definitions and models presented in this paper, the innovation capability powers the new stream model. Here, the new stream acts like the one locating, funnel seeking and developing potential innovations, which is powered by the innovation capabilities and can eventually be transferred into the main stream. This is vital to the rediscovery of an organization and its products. The creativity of the new stream and the efficiency of the mainstream are brought together by the innovative capability. Organizations are able to achieve it by leveraging their knowledge base (Cohen & Levinthal, 1990). Innovation capability can, therefore, be defined as the ability of an organization to continuously transform its ideas and knowledge into new systems, products and processes for its stakeholders' and its own benefit. Innovation capability is not only about the organization's ability to run a business successfully while being able to manage the mainstream or directing it to a new stream but also about being able to synthesize the two paradigms.
The Mainstream
The mainstream of a business always remains essential as it is the organization's interface with the market and consumers. It is not only important for a company to be innovative. It should also implement management and control practices in place which allow the organization to manage the tensions that is brought about by innovation versus growth control. A good example is presented by the company Apple Computer in the 80s. This innovative company produced the Macintosh which was greatly acclaimed but lacked the expertise needed to control its growth. At this time, they hired an executive who was given the responsibility of instilling some strong management practices and also retaining the innovative nature of Apple. The transformation, however, brought about some significant problems, especially for the new manufacturing processes and product development which nearly tore the company apart (Sculley, 1987). It led to the company's innovative founder to almost move from the company at that time.
For these reasons, I recommend the balance of the new stream and the mainstream resources for great and optimal performance outcomes. The vital requirements for success are the combination of these two streams throughout the development cycle of the new products and services which is known as "company- wide innovation capability". This enables organizations to develop new services and products in an efficient, responsive and quality-focused manner. Innovation is not only about technical development and research; neither can it be achieved from one arm of an organization only. It, however, resonates in all areas of an organization and its existence, from the system that measures its behaviors to its core values which are manifested daily.
Effects of Disconnected New Stream and Mainstream
According to Kanter (1989), there are two types of companies which may be compared in this section: "new stream- mainstream based" companies and the "innovation- capability based" ones (p. 89). Dysfunctional outcomes may occur in the organizations in which the mainstream and the new stream methods are run separately and are disconnected. There are many examples of organizations affected by it. Some of them create new divisions that may not be affected by the parent company's bureaucracy in a bid to have some radical innovations. These new divisions were often treated as start-ups and were lacking in resources and the necessary support that they required to be successful in the market. A good case study would be a software development company where the managers often ignore the mainstream which already exists and end up developing a new product using new employees in a new market. This leads to the investors "re-inventing the wheel" (Brown & Eisenhardt, 1998).
Communication between the newly developed unit and the already existing one is almost nonexistent as the mainstream managers are often busy dealing with the mainstream. This new development process may eventually lead to a company's bankruptcy. A good case study is the IBM personal computer (PC). The IBM PC was developed and created off-site, in a location separate from the company's headquarters. In the process, the development team ended up with the creation of a new product development of which broke all rules. Separate locations meant that two development teams could not test the competencies of semiconductors and the operating system. This led to the company eventually turning to other partners who ended up profiting from their efforts. During this process IBM ceded most of the profits that it could potentially have received (Rosenbloom & Spenser, 1996).
Another example of companies that had dysfunctional consequences rising from the mainstream to the new stream would be the Xerox Palo technology park that made historic advances in its domain. They had a brilliant innovative team of scientist who developed the mouse, the graphic user interface (GUI), the intranet and many other hardware and software items. However, they were unable to transfer the technologies from the new stream to the mainstream due to their inability to take advantage of these exploits (Miller & Morris, 1999).
Structures and Systems
For an innovation to be considered successful, an optimal business structure is required (Burgelman & Maidique, 1988). This business structure and its processes should be conducive for a favorable environment; otherwise other components of the system would be unsuccessful. Below are other aspects of structures and systems:
a) Organizational structure
Layers tend to be added in a growing business which in turn makes it more institutionalized and mechanistic with bureaucracy (Kanter, 1983). Companies with high performance enable and motivate innovative behavior by helping break down barriers which separate product groups, functions and businesses by creating preamble business boundaries (Ashkenas, 1998; Maria & Thomas, 1998). The potential for innovative ideas to come up is encouraged by an organic and permeable structure.
b) Reward systems
A reward is always the greatest and the most powerful motivator of any behavior leading to successful innovative activity (Saleh & Wang, 1993). There is a significant difference in the aspects of use of a reward system by innovative companies compared to the low innovative ones. The innovative firms developed a reward system which fostered a breeding ground for creative behavior. It included a system which suggested schemes, financial bonuses and public recognition, and the "dual ladder" system. Behavior is greatly influenced by the reward systems and managers should be aware of this fact. This is because if a system is not properly focused, it could lead to the staff acting in potentially unintended ways. A good example quoted by Angle (1989) is that the individual rewards lead to an increase in radical innovations as well as an increase in idea generation, while the group/unit rewards increases incremental innovations and innovation implementation. It was further discovered that without clear support, managers are likely going to adopt a less risky action and turn their focus to developing of incremental variations of the existing products, as observed by Mezia and Glynn (1993). This type of approach will lead to the advancement of the products and services which are already in the mainstream rather than the development of a radical innovation leading to the creation of a new market.
c) Big goals for innovation
If companies end up setting up big goals for their staff, it will lead to an increase in innovativeness among the employees as they help the organizations attain them. It forces a bias for creativity among the employees especially if there are incentives involved which are tied to the achievements of any of the targets.
Technology is very essential in organizations today and should be considered by management. There has been a shift toward the leveraging of external networks and the knowledge bases for corporations. It means that people are now more concerned with technology management, especially in the overall management of an organization, rather than with the development and research per se (Fusfeld, 1995). Highly innovative organizations have been found to be able to connect their technological strategies with innovative business strategy. It is one of the best alignments as it creates a powerful tactic for a competitive advantage over its rivals. Roberts (1995) found that there is a connection between the business strategy and the technological strategy.
Through effective forecasting, companies are able to identify future developments in the market, products, and technologies. It helps them come up with better information which the company may use to grasp new opportunities as well as avoid threats. It helps in the overall operational decision making and can be used to improve the performance of an organization (Burgelman & Miadique, 1988). There are methodologies which have been used to help in the prediction of technology forecasting.
In any organization it is necessary to develop the conducive climate and culture in order to nurture innovation and ensure that it is successful. There are components that add up to the perfect climate and culture:
a) Communication
In order to achieve innovation and get the learning outcomes, it is necessary for the company to have clear lines of communication. Communication is the tool which facilitates understanding by combining different and varying experiences, building on ideas, opening dialogue and exploring relevant issues to innovate. Companies which foster innovation encourage cross-hierarchical, cross-functional, cross-cultural, cross-technological and cross-functional exchange of knowledge and information.
b) Expect creative time
After being given goals to achieve, the staff (managers and employees) focus mostly on the short-term goals and hardly think beyond what they have been told. If an organization encourages its employees to think outside the box, it should provide them with funding, facilities, time and even environment, which fosters creativity.
c) Empowerment
Investing and respecting people is one of the ways through which a company can develop an innovative culture. The company should hire the most qualified individuals and empower them. This can be done if the management recognizes the different visions that these individuals have and looks for ways to incorporate them in their innovation direction.
d) Ambiguity tolerance
Saleh and Wang (1993) have found out that most of the innovative firms are willing to undertake risks at a higher level than the others. They, however, do not take unnecessary risks which contradict the practices across the firm. It is achieved by setting up milestones and management groups which have a tight control over the projects taken. In case of mistakes and failure, the innovative companies do not hide them from the corporate front. They have come up with a system through which they view their failed projects and use them as learning tools for the future (Grady et al., 1993).
In this paper, the grounds for implementations and development of creativity and innovation have been discussed. Here the use of capability to innovate is encouraged, for it leads to changed behaviors in the organization and systematic innovation activities within any given organization. It was determined that the innovation capability is generally divided into some aspects like vision and strategy, climate and culture, organizational structures and systems, idea and creativity management, and technology management. I propose that organizations which develop and invest into these aspects of innovation capability have higher chance or achieving successful results, especially in achieving sustainable innovation outcomes.
I have highlighted the need for organizations to adopt a more holistic company-wide approach when it comes to incorporating the new stream and mainstream as well as the mode of management of innovation. The concepts of capabilities identified in this paper may be tested, validated and refined using other worthy research methods or surveys. Through scientific methods applied in the modes of investigation of the concept, progress may be made, especially in analyzing the difficulties and complexities of the innovation processes as well as the business performance. It can be concluded that innovation capability has a potential to be further developed to make a contribution to further knowledge on management of innovation.
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Chams Dangles eVoting Solutions for Successful Elections
Home/Articles, Blog, News, News Room/Chams Dangles eVoting Solutions for Successful Elections
Chams, an indigenous Information and Communications Technology (ICT) company, has said that Nigeria can leverage on its identity management solution to eliminate the operational and logistics issues hampering the successful conduct of elections in Nigeria.
The firm also assured its shareholders of brighter prospects, following the successful outcome of a restructuring exercise, covering business model, products, and financials.
Femi Williams, group managing director and chief executive officer, who stated this, said the best option for Nigeria's electoral process is the e-voting system, which would enable Nigerians to cast their votes in their comfort zones without any impediments.
He pointed out that the e-voting system is cost effective with less operations and logistic problems, however, added that issues on identity management must be tackled for Nigeria to witness successful elections without hitches, leveraging the electronic system.
"If we use technology, you realise that you need a fraction of all the kind of money that is being spent on an election; you need zero efforts in terms of logistics, all these pains of moving electoral materials and devices will disappear.
"The problem of electoral system is 20 per cent technology and 80 per cent other factors, and I am sure that by the time the identity management problem is solved, we will do our election without going on holidays. We will not shut down activities; even Nigerians will do it wherever they reside.
He continued: "The national ID is becoming active, actually we have access to it, a lot of organisations are accessing the national ID registry through one of our products."
Speaking further on the company's restructuring exercise, Williams said the company embarked on restructuring to sustain its competitive edge and deliver value to all stakeholders.
According to him, the restructuring became necessary in view of the challenging operating environment in Nigeria and the need to grow the company's balance sheet on sustainable basis.
"The company's business model was modified from identity management to Intelligent Business Solutions, thereby carving a niche for us to be more innovative in providing solutions and platforms for private and public sector organisations. We are currently undergoing development in two innovative solutions that will be rolled out into the market soon", he said.
The Executive Director, Finance, Strategy and Innovation, Chams, Mrs Mayowa Olaniyan, said the company has recorded many successes following the positive outcome of its restructuring exercise, including the award of the Bank Verification Number (BVN) project in partnership with Dermalog.
"It was delivered in all bank branches in the 36 states of the Federation within timeline, deployment of e-voting platform called VOTA, which is currently being used by organisations like Chartered Institute of Taxation of Nigeria (CITN), and Institute of Chartered Accountants of Nigeria (ICAN), and others.
"Our Pharm IT Platform was successfully launched in December 2018 at Pharmaceutical Society of Nigeria (PSN) Conference. It is a technology solution developed for the pharmaceuticals industry to enhance and manage drug distribution."


Post Mortems
A Million Little Things Finale Recap: Barbara Morgan (and More) Revealed! Plus: EP Teases Season 2 Mystery
By Kimberly Roots / February 28 2019, 6:59 PM PST
Courtesy of ABC
Hold onto those celebratory cigars: A Million Little Things' Season 1 finale offers up many developments for the Friends of Jon, but a new baby isn't one of them.
Which isn't to say that Delilah doesn't go into labor during the hour — her water breaks, and her labor coach/bestie Regina is right there to help her through. But the episode goes to black before we see the child come into the world. On a related note: Even though Rome comes to the decision over the hour that he does want children, his wife makes it perfectly clear as they arrive at the hospital that she still does not. Ouch.
Where's the proud ashamed papa-to-be Eddie during all of this, you wonder? After rekindling a spark with Katherine and deciding not to go through with their divorce, he realizes that he and Theo's mom cannot restart their marriage with any secrets or lies between them. So a very grave-looking Eddie reiterates that he wants to come home, but "there's something I need to tell you." He's got to be talking about fathering Delilah's baby… right? (More on that in a moment.)
Elsewhere, Maggie's doctor tells her that her cancer is gone, news that sparks tears for Gary and a bout of maniacal laughing for Mags. Later, as she moves into Gary's place, Maggie notes that his need to take care of everyone parallel's Jon's, and then accompanies him to Jon's grave for the goodbye the two friends never got.
Which brings us to Jon. Earlier in the finale, Delilah is ready to let the whole Barbara Morgan mystery go, but Sophie says the new baby might want answers someday. So Delilah returns to the house she and Gary previous visited, and it turns out that the woman who we thought was Barbara actually is Barbara. She reveals that she dated Jon's roommate, Dave, and then shows Delilah the video Jon sent her the day he died. Between that sad message and a flashback, we learn that Jon and Dave both had tickets for American Airlines Flight 11 leaving Boston's Logan Airport on Sept. 11, 2001, but that Jon just missed the flight because he ran to an airport shop for some wine. That flight, of course, was one of two that terrorists used to take down the World Trade Center towers.
Jon's survivor's guilt only grew in the time after the attacks, and he stopped speaking to Barbara after learning that she was pregnant and was planning to wed a firefighter she met after Dave's death. Delilah never knew any of this; we see a flashback to when she and Jon met, coincidentally at Logan, just moments after he'd yelled at Barbara for moving on too soon. When Delilah tells her friends what she's learned, Maggie points out that it was likely the totality of Jon's issues — including his financial problems and his guilt/grief over Dave — that led him to choose to end his life.
Oh, and one more thing? PJ, the teen we met at the hospital last episode, is Barbara's son that Mitch (her angry husband) raised as his own. But we have a pretty good feeling the story doesn't end there. Read on for series creator DJ Nash's thoughts on the finale and what it means for Season 2.
TVLINE | I have to tell you, I fell for your trickery. When you and I spoke after the fall finale, you said that we'd say goodbye to a member of the cast before the end of the season. So I spent this entire episode worried that Maggie was going to die. But then I realized you were probably talking about Ashley, who's already gone to Spain. Is that right?
The conversation you and I had caused an online frenzy. Many read [into it] what you did. I was talking about Ashley, and I think when we talked, it was before [Episode] 13 had aired. So I was factually correct. I would never lie to the fans. I would never lie in general. And then they took your article — you should know, it created a s–tstorm. It was incredible.
TVLINE | I'm sorry.
People just were so sure that [Maggie] was going to pass, and you know what it speaks to? It speaks to the fact that probably every single person lost someone to cancer, and you wish you could rewrite that ending… Maggie is based on my aunt who I did lose, and I got to rewrite that ending.
There are shows like Game of Thrones, and there's shows like House of Cards that make you think that even if someone is an important series regular, you may lose them. But I will say Allison [Miller] and James [Roday], there's no way I was going to do that right from the beginning. I knew I struck gold. I wasn't going to give up my gold.
TVLINE | The episode makes a point that there are reasons, plural, behind Jon's suicide — not one smoking gun of an answer. Talk to me about why it was important to include that discussion.
There's a writer in our room this year who lost her brother, and it may have been to suicide or it may have been an accident, and to this day, she doesn't know. And so that part of it we really wanted to capture and make sure that even though we were telling a story of "This is probably the day he broke," this wasn't the last straw. Was the last straw Eddie and Delilah? Was the last straw the buildings? Was the last straw the feeling that he didn't feel like he deserved to live anymore? We just won't know that straw.
…Every one of these stories we're telling about depression, suicide, or cancer or now September 11, there are real people who have experienced these things and a lot of them watch our show and respond and feel heard. I just want to make sure we get it right, so we did a lot of things to make sure we got it right… Like, we went to Logan [International Airport] and we took pictures of that gate to make sure we got the look of the gate right.
TVLINE | Was the Sept. 11 angle always part of Jon's backstory? If not, when did that come in?
Great question. So, when I gave Channing [Dungey, then-ABC Entertainment president] the first draft of the pilot script, she had a wonderful note, a brilliant note, which was, "Can we evoke Jon and his optimism at the end of the pilot?" From that, I thought of three choices. One choice was what I went with, which is to have the video of Jon from elevator… The other choice was to have it be a flashback to the guys going to Game 7 of the Stanley Cup and not making their flight. And then the last thought I had was, "Oh, what if all the guys were supposed to get on Flight 11 and didn't?" I thought that was a really cool idea. I talked to [executive producer] Dana Honor… and she was like, "I love that, but wouldn't have that been in the eulogy? Wouldn't that have come up at the funeral?" And I'm like, "Oh, of course, of course." So I just held off… but it was always there in my mind.
TVLINE | We're getting short on time, but I want to talk about PJ. PJ is Dave's son, that's correct?
[A very long silence] PJ is Barbara's son.
TVLINE | At the end of the episode, we see him watching the video of Jon. The impression it left with me was that maybe he was questioning what he'd been told his entire life, perhaps thinking that Jon could be his father. What can you say about that?
What I can say is that we definitely will look at this next season. I will also say that what has been most rewarding for me about this show is setting up more than one character with a similar thematic struggle. So, for instance, in this finale, you realize that Jon had survivor's guilt. That's also what Gary has as he stands at the cemetery. It's also what Maggie has, because she beats cancer and Linda didn't. It's also something that Rome has, because if that phone call about Jon hadn't come through, he'd be dead. So, there is a survivor's guilt that carries through, and it will carry through the second season for sure.
TVLINE | We know there will be a new mystery for Season 2. Are there scenes moving toward that mystery in the finale? Or will it be something completely new?
The seeds would have already been planted. It's not like, "This just in!" It is built on story we've already set up. So, just by example, PJ was not a new character in the finale. He was in Episode 16, him walking past the hospital and what brought him to the hospital and why he's there will also be part of Season 2.
TVLINE | Okay. Is there any chance that this secret that Eddie is telling Katherine at the end is not the secret that we think it is?
Well, I mean, if you've watched 17 episodes, yeah. [Laughs] I will say: I've already shot this scene, the rest of the scene. When we there, even though at that point didn't know we had a second season, I knew I had actors who are amazing. I took them aside the morning of, and I said, "We're going to shoot this." And they did a beautiful job, a really beautiful job.
TAGS: A Million Little Things, ABC, DJ Nash
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"Je te rends ton amour" (English: "I give you back your love ") is a second single from Mylene Farmer fifth studio album Innamoramento. It was released on 8 June 1999. The song became top 10 hit in France for Farmer, and its controversial music video gained considerable attention at the time, being censored by several television channels. (still in the USA – it is banned everywhere but on vimeo).
Lyrics is by Mylene Farmer and it is one of the most complex and obscure texts of her career. Attempts at interpretation, often very interesting and do find very different meanings. I also offer my own interpretations further on the page. Please leave a comment on the bottom of the page and let me know if you agree with my take on the song.
"I know what the song means, very precisely. But it is not for me to impose an interpretation. It can be a love story or the story of a hijacking of God. "(Mylène Farmer – Mosquito TV – 10/13/1999 )
After the release of "L'Âme-stram-gram", rumors announced "Dessine-moi un mouton" as second single from Innamoramento, however, Mylene decided to release her favorite song of the album, "Je te rends ton amour", instead.
It has always been rumored around this song that a first mock-up of the music had been composed by Laurent Boutonnat in 1995 at the time of the recording of Anamorphosée . This model has been proposed to Nathalie Cardone, for her album released in 1999, but who didn't take it. It might be a cause for regret now…but not for us, Mylene's fans 😊 and could it be that Mylene returned all her love (meaning didn't feel the same devotion anymore) for Laurent after him "betraying" her for Nathalie Cordone? We might never know but "M'extraire du cadre /La vie étriquée /D'une écorchée /J'ai cru la fable /D'un mortel aimé /Tu m'as trompé" seems to apply to the situation with Laurent and her strife to break free from the "cadre" Lauren has created for her over the years. Long story short, she ended up more or less on her own while working on Innamoramento. She didn't have a replacement for Laurent and therefore took charge and wrote music for 5 songs from the album herself!
She turns to the same recipe for creation of Innamoramento as she did with Anamorphosée and recorded it Los Angeles at Ocean Way and Record One studios (from May to the end of October 1998). Laurent Boutonnat took lead on producing, directing and arranging the album. Jeff Dahlgren was also present as a guitarist. The mixing by Bertrand Châtenet was carried out between Los Angeles (Studios Record One) and Paris (Studios Guillaume Tell).
She also needed a new director for her music video and the next logical choice was François Hanss – Laurent's assistant since Plus Grandir.
The single was released in various formats providing a new song, "Effets secondaires", as well as two remixes produced by Perky Park. The image used for various covers, made by Marino Parisotto Vay, shows Farmer being crucified. The designer Henry Neu said to be particularly proud of having made the velvet envelope containing a promotional cross-shaped CD.
La Femme nue debout
The lyrics contain several references to the paintings, including Egon Schiele, an Austrian painter born in 1890 and died at 28, who painted many thin red-headed women, and who was much appreciated by Farmer. His painting Femme nue debout is even mentioned in the chorus as well as French painter Paul Gauguin
In the song, Farmer evokes a Schiele's painting, La Femme nue debout, and personifies the model painted. Well, the face of the module does resembles Mylene quit a bit, don't you think? Perhaps, it contributed to the association
She also uses the typography of Schiele's signature to write the song's title on the cover of the CD and vinyl.
According to the author Erwan Chuberre, the song deals with "a too heavy love to hold or with a weight of an artist on his work".
Sales of the single were lukewarm. In France, it debuted at a peak of number ten on 12 June, which was at the time the 17th top ten of Farmer. However, the single fell sharply the following week and then stayed in lower positions. It stayed for 12 weeks in the Top 50 and 20 weeks in the top 100. It was the 78th best-selling single of 1999 in France, but the second least-selling single from Innamoramento.
In Belgium (Wallonia), the single entered the Ultratop 40 at number 30 on 19 June and reached a peak of number 18 the next week. Then it dropped on the chart and totaled ten weeks in the top 40. It was ranked at number 92 in Belgian Annual Chart.
In the magazine Voici, Joseph Messinger, a French psychoanalyst, did a surprising analysis of this video. According to him the blood represents successively holiness, the loss of virginity, the defilement.
Little by little in the video, Farmer loses her original purity. The stigmata refer to the idea of pain ensuing from the human condition. The Bible, a symbol of dogmatic thinking, evokes the notion of forbidden. When Farmer wants to decrypt it with her fingers, she is punished for trying to accede to a knowledge reserved for an elite (this image refers to Eve and the serpent). The psychologist Hugues Royer also believes that the video addresses the theme of the loss of virginity, and "the blood that flows from the breaking of the hymen becomes a torrent of hemoglobin". He also said that it reminded the world of Roman Polanski's film, Rosemary's Baby , and was inspired by the writings of the author Georges Bataille , who described "the religious sentiment as the root of evil".
This last influence was also established by author Sophie Khairallah who cites the novel, Story of the Eye and subsequently a book about Mylene herself called Le Culte which came out in 14 Sep 2007. Anyone of you read it? Please tell us what do you think
Mylene didn't wear the dress again by Olivier Theyskens for her Mylenium Tour, In fact pretty similar dress was made to replace the original one which apparently she was not longer permitted to wear.
Olivier Theyskens launched his own eponymous fashion house in 1997, presenting a collection in Paris called "Gloomy Trips". It is the same long dress in red monochrome with stripes, and the red jumpsuit worn by Mylène in the clip I give you back your love. Note that the dress is worn with matching thigh high boots (which can also be found in the clip).
These two creations are also present in a photo taken by Les Cyclopes which will be published in Caroline Evans' book Fashion at the Edge: Spectacle, Modernity and Deathliness published by Yale University Press in 2003. It is clearly indicated in this book that these two outfits were created in 1997, two years before the clip was made.
Mylène Farmer sang "Je te rends ton amour" in two television shows and at both occasions, she wore the same dress as in the video: first, in La Fureur du parc (in playback) on 19 June 1999. The show was broadcast in the Parc des Princes, in Paris. Farmer accepted to perform her song at the beginning of the program.
Mylène Farmer performing the song on 50 Ans de tubes on 30 July in the dress made by Olivier Theyskens. Mylene performed the song in a works gallery of the French sculptor Caesar, in Provence. She appeared from the ground, standing on a platform that rose in the airs.
For the first time in Farmer's career, the video was directed by François Hanss.
Shot for two days in the Notre-Dame-du-Val abbey of Mériel (Val-d'Oise, France), this Requiem Publishing and Stuffed Monkey production cost about 100,000 euros. The screenplay was written by Mylène Farmer.
Read more here of how the clip was made.
The video caused considerable controversy in France, due to its scenes of nudity and blood, and of its apparent criticism of Christianity and the Church. It was considered as being "too daring". The Conseil supérieur de l'audiovisuel gave a negative opinion, but it did not forbid the television channels to broadcast it. A committee, mainly composed of housewives, decided to broadcast a shortened version of the video during the day not shock children. Therefore, M6 aired a short two-minute version that stopped when the demon wildly caught Farmer, at the second chorus. In response to this censorship, Farmer asked Hanss to cut the shocking scenes for the airing on television and decided to release the video in its full version as a VHS with a booklet of unpublished photos by Claude Gassian.
All funds collected from the 70,000 sales of the tape were DONATED to Sidaction, an association fighting against AIDS – wow wow wow!!! Go Mylene!!! Why don't we hear about it??? Did you know? I just found it out!!!
In 2000, in an interview on MCM, the singer said about this censorship: "It's not interesting to want to be shocking at all costs, in order to be relevant/interesting. I deal with subjects that are maybe a little tricky, taboo. It's a risk… right now the censorship, especially in France, is a bit harsh and it attacks everything and any subject… I find this truly regrettable!"
Well, this video is a hard no-no in the USA even now. It is regrettable indeed.
Chuberre praised the song, saying ""Je te rends ton amour" shows how the writing of the singer is progressing. It is a superb text dealing with a too heavy love to hold or with a weight of an artist on his work". He describes the melody as being "insistent and bewitching", the image for the formats as "fascinating", but the remixes as being of lower quality than those of "L'Âme-stram-gram".
Before I let you dive into the facts if you don't know most of them already, I want to open this chapter with my own very personal take on this song and of course inseparable part of it – mind blowing masterpiece video. IMDb gives it high 8.3
By the way, I discovered something I've got wrong for all these years: Mylene's eyes are actually hazel brown (you can see it clearly on this video being shot close up) and not dark brown as I always thought.
Knowing Mylene's Catholic background, I thought, perhaps it is very personal to her as far as her relationship with the Faith Institution. What if being "married" to it brought her more pain and suffering than she bargained for; and all it is just for following blindly the path that led her to church.
The timing is cutting very close to the investigation of sex abuse cases involving about 3,000 priests, some of which dated back fifty years. The investigation although started slowly in mid 80s, took a public form between years 2001 to 2010. Diocesan officials and academics knowledgeable about the Roman Catholic Church say that sexual abuse by clergy is generally not discussed, and thus is difficult to measure. Members of the Church's hierarchy have argued that media coverage was excessive and disproportionate, and that such abuse also takes place in other religions and institutions, a stance that dismayed critics who saw it as a device to avoid resolving the abuse problem within the Church.
In a 2001 apology, John Paul II called sexual abuse within the Church "a profound contradiction of the teaching and witness of Jesus Christ". Benedict XVI apologized, met with victims, and spoke of his "shame" at the evil of abuse, calling for perpetrators to be brought to justice, and denouncing mishandling by church authorities.
Interestingly only a few years later in 2018, referring to a particular case in Chile, Pope Francis accused victims (!!) of fabricating allegations, but by April, was apologizing for his "tragic error" and by August, was expressing "shame and sorrow" for the tragic history.
If this is not what has been portrayed in video than I don't know what is. I disagree with some critics, that the figure in black is a devil himself. Although the word "DEMON" is clearly shown on the video, I feel that it is a reference to the actions of clergy which are demonic in nature committing such heartless abuse of innocent children. And when they tried to speak up, the church would rather let them drown in their own innocent blood (aka call it a fabrication) than admit the crimes that have been committed by the church members.
For a while, I was perplexed by the fact that she is returning the ring twice: the first time while reading the bible before the confession and the second time in the pool of blood concluding her horrific experience within the church. After thinking about more and more, it occurred to me that even prior to the rape and torture caused by of "the actions" of the church she was not satisfied by the "blind faith" with which she has entered it and by the tapping into (scratching the surface so to speak) the bible teachings (not really "reading" since she is still blind at that time) only confirms her decision to "divorce" such an institution.
In the end of the film she is completely vulnerable and naked being violated and suffering in silence as no-one and nothing (not even the crucifixion nor other religious sculptures watching silently such a horrific act did anything to stop it).
Perhaps, the stone sculptures are symbolizing all those figures at the Catholic church who have chose to cover up the abuse of innocent, blindly trusting children. No wonder she wanted nothing to do with it and returns all her love…. She is no longer wearing a commitment band to such an institution and drowns it in the pool of blood. In the black mourning dress (as her innocence has been brutally stolen), she steps out of the church now no longer blind just as the victims of the abuse no doubts did.
Mylène performed this title during the Mylenium Tour concerts from September 21, 1999 to March 8 , 2000 .
Stage arrangements: Yvan Cassar.
Mylène sang Je te rend ton amour during the indoor concerts in France of the 2009 Tour from May 2 to June 22, 2009 .
The song was not included in the show's setlist for indoor dates in Russia or stadium concerts.
Arrangements for the stage: Laurent Boutonnat.
Paris La Défense Arena 2019
Mylène sings I give you back your love during the nine concerts at Paris La Défense Arena from June 07 to 22, 2019. It was a truly majestic performance with Mylene sitting on the throne embellished with the wolves' heads. Concept Image by D/LABS was displayed on teh screen behind her
Stage arrangements: Olivier Schultheis.
videos with translations
The two official remixes of the song are made by Perky Park who had previously offered two remixes from L'Âme-Stram-Gram.
An (unofficial) remix of the song was created specifically for radio and released by Voltage. This hadn't happened since Sans Logique and Beyond my control in 1989 and 1992 with remixes for NRJ.
M'extraire du cadre
Ma vie suspendue
Je rêvais mieux
Je voyais l'âtre
Tous ces inconnus
Toi parmi eux
Fibre qui suinte
Les meurtrissures
Tu voyais l'âme
Mais j'ai vu ta main
Choisir Gauguin
Et je te rends ton amour
Redeviens les contours
C'est mon dernier recours
Au moins pour toujours
"La femme nue debout"
La vie étriquée
D'une écorchée
J'ai cru la fable
D'un mortel aimé
Tu m'as trompé
Tu m'as laissé
Me compromettre
Je serai "l'Unique"
Pour des milliers d'yeux
un nu de maître
Le mien est trop lourd
C'est plus flagrant le jour
Ses couleurs se sont diluées
Et je reprends mon amour
De mon seul maître : Egon Schiele et ...
Extracting myself from the frame
My life suspended
I dreamed better
I saw the hearth
All these strangers
You among them
Fiber that oozes
The bruises
You saw the soul
But I saw your hand
Choosing Gauguin
And I give you back your love
Become again the contours
I give you back your love
This is my last resort
At least forever
"The naked woman standing"
Extract myself from the frame
The narrow life
Of a flayed woman
I believed the fable
Of a beloved mortal
You deceived me
You let me
To compromise myself
I'll be "The One
For thousands of eyes
a master's nude
And I return your love
Mine is too heavy
It's more obvious in the daytime
Its colors are diluted
And I take back my love
Become again the outlines
Of my only master: Egon Schiele and ...
One thought on "JE TE RENDS TON AMOUR"
lotus-de- jade says:
…according to Mylene's life in Los Angles during recording Anamorphosee,not only the Catholic Church is envolved in this clip


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NRAS Q&A
Q: What are the upsides to NRAS properties
A: The tax free NRAS payments under the scheme can improve the overall cashflow attached to the property making the property at or close to neutral. NRAS properties are advertised at a discounted rent which could make them more attractive to potential renters.
Q: What are the downsides to NRAS properties?
A: (1) Loss of control over the management of the property, the rental charged, and the tenants selected. All of these aspects are determined by the consortium with little or no recourse for the vendor. (2) Limitations with regards to finance. Not all lenders will fund and there are restrictions on lending. (3) Limitations over property selection as you can only select from properties approved under the scheme. NRAS properties are not located in all areas. (4) Increased legal and management costs (5) Restrictions around exiting the scheme (6) Substantial lags before NRAS incentives are paid. You may have to carry the property at discounted market rent for over 12 months before you receive NRAS incentives which will result in a substantial cashflow short fall in the early phase of the property.
Q: Who manages the NRAS Scheme?
A: The Department of Sustainability, Environment, Water, Population and Communities (SEWPaC) is responsible for the ongoing management of NRAS, in consultation with the Australian Taxation Office.
Q: Can anyone invest in NRAS properties?
A: Yes. NRAS is designed to be attractive to the Australian property investor, subject of course to being able to get finance.
Q: Is NRAS just another name for privately funded housing commission properties?
A: No. It is important to distinguish this program from the Federal Government "Social Housing Program". This is NOT part of that program and attracts totally different tenants. The National Rental Affordability Scheme is designed to address the housing affordability crisis by increasing the supply of private rental housing. A couple with three children can earn $108,169 pa and still qualify to rent.
Q: How much is the NRAS Incentive and how is it paid?
A: The annual income-tax free Incentive is currently (in 2012) $9,981 per dwelling, and is indexed each year to the rental component of the CPI. The NRAS year runs from 1st May to 30th April of the following year. In the current year the Incentive comprises: (a) an Australian Government contribution of $7,486 per dwelling per year (as a refundable tax offset or payment); and (b) a State or Territory Government contribution of $2,495 per dwelling per year (in direct or in-kind financial support). When the scheme was launched in 2008, payments were $8000 , then in 2009 - $8672; 2010 - $9140; 2011 - $9524.
Q: Are the NRAS scheme incentives tax free?
A: Yes. The incentives are paid as a refundable tax offset this means it reduces your tax bill or if you do not pay enough tax you can receive it as a tax refund. The States contribution is 'non assessable and exempt' for tax purposes. That means if you pay less tax than the offset amount you receive it as a refund.
Q:Who manages the payments of NRAS Incentives to your bank account?
A: Your Consortium effectively does this. They stand between you and the Government Departments and ensure all parties (especially the tenants) are compliant with the rules. This makes you eligible to receive a SEWPaC certificate which you give to your accountant which in turn allows your tax refunds or as the case may be. The Consortium will charge you an annual fee, probably somewhere around $600 to $800 to do this.
Q: How long do the NRAS incentive payments continue for?
A: The NRAS incentive, 75% is payable either as a grant (i.e.tax cheque) or refundable tax offset by the Taxation Department, and the remaining 25% is paid by the appropriate State Government annually for up to 10 years.
Q: How do I continue to remain eligible for NRAS incentive payments?
A: To remain eligible to receive the incentive, known as the NRAS Incentive, you must rent your property to low and moderate income households at a rate that is at least 20 or 25 per cent below prevailing market rates. Your Consortium arranges (a) for the chosen Real Estate Office to advertise and choose appropriate tenants and to monitor your property, and (b) rental valuations and increases and compliance of all parties.
Q: Who determines the discount rental rate?
A: An independent registered and qualified valuer determines the market rent for your property for years 1, 4 and 7. Between those valuations a 'desk top' valuation is undertaken.
Q: Can I purchase an NRAS property through my Self-Managed Superannuation Scheme (SMSF)?
A: Generally yes but you may not obtain finance to purchase through a SMSF
Q: Can I manage my NRAS property myself?
A: No. NRAS investors must sign a "Non-entity Joint Venture Agreement" with a Consortium. Basically this means the investor still owns the property but the Consortium manages the NRAS Scheme for them. The Consortium (sometimes in consultation with the investor) will appoint a tenancy and/or property manager to provide services including selection of tenants and periodic assessment of the tenant's ongoing eligibility to rent an NRAS property, as well as property maintenance.
Q: Who arranges the Management Agent for my NRAS property?
A: The consortium or its representative through which you purchase your NRAS property will make suggestions to you.
Q: Do NRAS tenants have any different benefits to ordinary investment property tenants?
A: No. NRAS tenants and landlords are regulated under State and Territory tenancy laws. The same rules regarding evictions, maintenance obligations and responsibilities of tenants apply to NRAS tenants as they do to other tenants in the private market. However experience has shown that NRAS tenants are generally better than non-NRAS tenants as they are renting a property at a preferential rate and therefore are unlikely to jeopardise their current or future eligibility if they have to move.
Q: Does the Government have any claim against my NRAS property?
A: No. The Australian Government has no legal claim over your NRAS property. NRAS dwellings are private property. No Government holds caveats or claims over NRAS properties.
Q: Are NRAS properties any different to normal household properties?
A: The design and quality of NRAS dwellings compare favourably with any private non-NRAS dwelling. Typically, they are indistinguishable from other 'middle-market' dwellings.
Q: I already have an investment property. Can I apply to NRAS to enter the NRAS scheme with it?
A: No. NRAS properties are subject to special State Government location requirements before they are built. Only NRAS approved properties are eligible for the NRAS incentive.
Q: What happens when I lodge my tax return with my Accountant?
A: When you see your Accountant you give him your NRAS Certificate issued by SEWPaC. He will then lodge your tax return and the certificate number will trigger an NRAS tax offset by the Taxation Department. This will either reduce the overall tax payable, or will be paid to you by the Australian Government by cheque as cash refund if there is no tax debt (or if your tax liability is less than Federal Government's portion of the incentive) for the year.
Q: What happens if the amount to be used as an offset is lower than the NRAS incentive amount?
A: The balance of the incentive after deduction of the amount used for offset will be paid to you by the Australian Government by cheque as a cash Tax Free payment.
Q: Does the Australian Government back the incentive?
A: Yes - Provided your dwelling is approved for the incentive payment the Australian Government is committed to paying the annual NRAS incentive.
Q: How do I receive my payment due from the State Government?
A: By cheque, generally after the end of the financial year, but all State Governments pay on a different date.
Q: Can I sell my NRAS property during the NRAS term?
A: Yes subject to the notification periods required under your agreement with the consortium. The NRAS Incentive stays with the property, not the owner. In most cases NRAS dwellings can be sold without penalty during the 10 year period under the following circumstances: (a) a dwelling can be sold to another investor who undertakes to comply with NRAS obligations; or (b) an equivalent dwelling can be offered as a substitute dwelling for the remaining part of the 10-year period.
Q: Do I have any ongoing obligations to the Government after the expiration of the NRAS 10 year term?
A: No. At the end of the NRAS 10 year period, properties revert to full control of the investor, who has no ongoing obligations to the Australian Government.
Q: Can I buy more than one property?
Q: When do the NRAS incentives begin?
A: When the first tenant moves in. Incentives are then calculated pro-rata for the remainder of the year until April 30. The Government will continue to calculate the NRAS incentive for up to 13 weeks in the case of vacancy.
Q: What happens at the end of the 10 years?
A: You can sell or keep the property. The NRAS payments cease and you charge rent at the normal market rate as you would any normal investment property.
Q: What if the consortium goes bankrupt?
A: You can apply through NRAS to have your incentives managed by another NRAS approved corporation.
Q: Why is the Real Estate Management Fee in the examples on the NRAS Cash Flow page in this website calculated at 10%?
A: 10% of the discounted rent is roughly equivalent to 8% of the market rent. Real Estate Agents will charge between 6 and 8.5% for Property Management Fees.
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IMPORTANT Information and examples provided on this website and assicated material do not represent specific advice or a guarantee of a certain reult or outcome. Information, data or opnions expressed on this site are not necessarily those of MTA Finance Australia Pty Ltd or its staff or associated entities. MTA Finance Australia Pty Ltd disclaims any liability to all persons or organizations in relation to any action(s) taken on the basis the information or material, or any loss or damage suffered in connection with that information or material. Please ensure you contact us to discuss your particular circumstances and how the information provided applies to your situation.
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Home > Journals > Journal of Mammalogy > Volume 94 > Issue 2 > Article
1 April 2013 Origins and genetic structure of black bears in the Interior Highlands of North America
Kaitlyn M. Faries, Thea V. Kristensen, Jeff Beringer, Joseph D. Clark, Don White, Lori S. Eggert
Kaitlyn M. Faries,1 Thea V. Kristensen,2 Jeff Beringer,3 Joseph D. Clark,4 Don White, Lori S. Eggert1
1Division of Biological Sciences, University of Missouri, Columbia, MO 65211, USA (KMF, LSE)
2Department of Biological Sciences, University of Arkansas, Fayetteville, AR 72701, USA (TVK)
3Missouri Department of Conservation, 3500 East Gans Road, Columbia, MO 65201, USA (JB)
4United States Geological Survey, Southern Appalachian Research Branch, Leetown Science Center, University of Tennessee, Knoxville, TN 37996, USA (JDC)
J. of Mammalogy, 94(2):369-377 (2013). https://doi.org/10.1644/12-MAMM-A-093.1
Although black bears (Ursus americanus) were believed to be extirpated from the Interior Highlands of North America by the early 1900s, populations have recently recovered, aided in part by reintroductions in Arkansas. Today black bears can be found in the Ozark and Ouachita National Forests of northern and western Arkansas, the White River National Wildlife Refuge in eastern Arkansas, and the Ozark region of southern Missouri. Previous genetic studies have investigated the effects of translocating black bears from Minnesota and Manitoba, Canada, into the Ozark and Ouachita National Forests between 1958 and 1968, with differing results. We used nuclear microsatellite loci to infer the genetic structure of black bears across the Interior Highlands and to investigate the sources of bears found today in southern Missouri. Our results suggest that the Ozark population was strongly influenced by the reintroductions, whereas the Ouachita population was influenced to a lesser degree. Although the majority of bears in the Ozark region of Arkansas and Missouri represent a single genetic unit, bears in Webster County, Missouri, may represent a remnant of the historical population of the region. Our results confirm that the bear population in the White River National Wildlife Refuge is strongly differentiated genetically from other Arkansas populations and support previous reports that the Ouachita bear population may have resulted from an admixture of a remnant population and reintroduced bears.
Kaitlyn M. Faries, Thea V. Kristensen, Jeff Beringer, Joseph D. Clark, Don White, and Lori S. Eggert "Origins and genetic structure of black bears in the Interior Highlands of North America," Journal of Mammalogy 94(2), 369-377, (1 April 2013). https://doi.org/10.1644/12-MAMM-A-093.1
Received: 12 April 2012; Accepted: 1 October 2012; Published: 1 April 2013
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Kaitlyn M. Faries, Thea V. Kristensen, Jeff Beringer, Joseph D. Clark, Don White, Lori S. Eggert "Origins and genetic structure of black bears in the Interior Highlands of North America," Journal of Mammalogy, 94(2), 369-377, (1 April 2013)


Yankees' Boone says Luke Voit will have 'leg up' on first base job in 2019
Oct 12, 2018 | 10:54PM
Voit proved to be a key mid-season acquisition for the Yankees
By Matt Tracy | Oct 12, 2018 | 10:54PM
New York Yankees first baseman Luke Voit exults after hitting a solo home run off Oakland Athletics pitcher Fernando Rodney during the eighth inning of a Major League Baseball game at Oakland Coliseum. (D. Ross Cameron/USA TODAY Sports)
Luke Voit had such a hot start to his time with the Yankees that manager Aaron Boone believes the 27-year-old has a "leg up" on the first base job heading into next season, according to the New York Post.
Voit, who hit .333 with 14 homers in just 39 games with the Yankees this season, made his big league debut with the Cardinals last season. He struggled in St. Louis, compiling a .246 batting average in 62 games last season before hitting .182 in his first eight games this season.
But once he was traded to the Yankees, he wound up thriving at first base and even went on to contribute during the postseason when he hit a two-run triple in the AL Wild Card game.
"He certainly came over here and was given that opportunity and took it and kicked the door in,'' Boone said, per the New York Post. "I'm sure there will continue to be competition on all kinds of levels,'' Boone said. "The one thing with Greg that I never lost is we've seen him be an impact player at times in his career. … This year, in a lot of ways, was a little bit of a lost season for him."
In 39 games with the Yankees this season, Voit hit .333 with five doubles, 14 home runs, and 33 RBI.


FAQ: What Are Some Other Rooms In A Synagogue And What Purpose Do Some Of These Rooms Serve?
1 What rooms are in a synagogue?
2 What is the interior of a synagogue called?
3 What are the benches in a synagogue called?
4 What were the 4 furnishings found in the synagogue?
5 What is the meaning of mezuzah?
6 What would you see in a synagogue?
7 What is the most important part of a synagogue?
9 What is a B not mitzvah?
10 What is the Talmud and who wrote it?
11 Why is it called a pew?
12 What is a pulpit in a synagogue?
13 Why is the Torah kept in an ark?
14 What furniture was in the most holy place?
15 What items were inside the Tabernacle?
What rooms are in a synagogue?
Synagogues have a place for prayer (the main sanctuary) and may also have rooms for study, a social hall, and offices. Some have a separate room for Torah study, called the בית מדרש beth midrash, lit. "house of study".
What is the interior of a synagogue called?
The most common general plan for the interior of the synagogue is an Ark at the eastern end opposite the entrance, and with an almemar or pulpit. In older or Orthodox synagogues with separate seating, there may be benches for the men on either side, and a women's gallery reached by staircases from the outer vestibule.
What are the benches in a synagogue called?
A pew (/ˈpjuː/) is a long bench seat or enclosed box, used for seating members of a congregation or choir in a church, synagogue or sometimes a courtroom.
What were the 4 furnishings found in the synagogue?
There are four things you will always find in a synagogue: the Torah itself, a Torah ark (Aron Kodesh) in which it is stored, a raised platform (bima) with a table where the Torah is read, and a continually lit lamp or lantern (ner tamid).
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What is the meaning of mezuzah?
The Hebrew word mezuzah actually means doorpost, but over time it has evolved to mean the doorpost and what is affixed to it. If the casing is made of a material that does not allow for a window, such as stone, then some feel the word shaddai, or the Hebrew letter shin must appear on the face of the mezuzah.
What would you see in a synagogue?
There is no standard synagogue architecture. A typical synagogue contains an ark (where the scrolls of the Law are kept), an "eternal light" burning before the ark, two candelabra, pews, and a raised platform (bimah), from which scriptural passages are read and from which, often, services are conducted.
What is the most important part of a synagogue?
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What is the Talmud and who wrote it?
Tradition ascribes the compilation of the Babylonian Talmud in its present form to two Babylonian sages, Rav Ashi and Ravina II. Rav Ashi was president of the Sura Academy from 375–427. The work begun by Rav Ashi was completed by Ravina, who is traditionally regarded as the final Amoraic expounder.
Why is it called a pew?
The word pew actually derived from an original Latin word that signified more than one podium, or podia. Over the centuries the word evolved and the concept of an elevated seating box or pedestal seating was introduced. This raised seating took on the Old French word puie, which means "balcony" or "elevation."
What is a pulpit in a synagogue?
The bimah (Hebrew plural: bimot) in synagogues is also known as the almemar or almemor among some Ashkenazim (from the Arabic, al-minbar, meaning 'platform'). The post-Biblical Hebrew bima (בּימה), 'platform' or 'pulpit', is almost certainly derived from the Ancient Greek word for a raised platform, bema (βῆμα).
Why is the Torah kept in an ark?
The Ark is a central element of the synagogue as it contains the Torah scrolls. It is located on the wall that faces Jerusalem. It symbolises the ark that held the tablets that God gave to Moses.
What furniture was in the most holy place?
A wooden ark, gilded inside and outside, for the Tablets of the Covenant, with a pure gold cover as the "mercy seat" for the Divine Presence;
A gilt table for the "Table of Showbread", on which loaves of bread were arranged;
A golden menorah, lampstand of 7 oil lamps for a light never to be extinguished;
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What items were inside the Tabernacle?
The more detailed description of a tabernacle, located in Exodus chapters 25–27 and Exodus chapters 35–40, refers to an inner shrine (the most holy place) housing the ark and an outer chamber (holy place), with a six-branch seven-lamp menorah (lampstand), table for showbread, and altar of incense.
Quick Answer: What Does Synagogue Translate To?
Often asked: What Is A Sermon In Synagogue Called?