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Measuring the relationship between resources and outcomes in higher education in the UK
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Article provided by Elsevier in its journal Economics of Education Review.
Volume (Year): 20 (2001)
Issue (Month): 6 (December)
Pages: 589-602
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Web page: http://www.elsevier.com/locate/econedurev
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- Hanushek, E-A & Rivkin, S-G & Taylor, L-L, 1995.
"Aggregation and the Estimated Effects of School Resources,"
RCER Working Papers
397, University of Rochester - Center for Economic Research (RCER).
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- Eric A. Hanushek & Steven G. Rivkin & Lori L. Taylor, 1996. "Aggregation and the Estimated Effects of School Resources," NBER Working Papers 5548, National Bureau of Economic Research, Inc.
- Rumberger, Russell W. & Thomas, Scott L., 1993. "The economic returns to college major, quality and performance: A multilevel analysis of recent graduates," Economics of Education Review, Elsevier, vol. 12(1), pages 1-19, March.
- Loury, Linda Datcher & Garman, David, 1995. "College Selectivity and Earnings," Journal of Labor Economics, University of Chicago Press, vol. 13(2), pages 289-308, April.
- Eide, Eric & Brewer, Dominic J. & Ehrenberg, Ronald G., 1998. "Does it pay to attend an elite private college? Evidence on the effects of undergraduate college quality on graduate school attendance," Economics of Education Review, Elsevier, vol. 17(4), pages 371-376, October.
- Jeff Grogger & Eric Eide, 1995. "Changes in College Skills and the Rise in the College Wage Premium," Journal of Human Resources, University of Wisconsin Press, vol. 30(2), pages 280-310.
- Hanushek, E.A.omson, W., 1996. "Assessing the Effects of School Resources on Student Performance : An Update," RCER Working Papers 424, University of Rochester - Center for Economic Research (RCER).
- Johnes, Geraint, 1997. "Costs and Industrial Structure in Contemporary British Higher Education," Economic Journal, Royal Economic Society, vol. 107(442), pages 727-37, May.
- James, Estelle, et al, 1989. "College Quality and Future Earnings: Where Should You Send Your Child to College?," American Economic Review, American Economic Association, vol. 79(2), pages 247-52, May.
- Behrman, Jere R., 1996. "Measuring the effectiveness of schooling policies in developing countries: Revisiting issues of methodology," Economics of Education Review, Elsevier, vol. 15(4), pages 345-364, October.
- Behrman, Jere R & Birdsall, Nancy, 1983. "The Quality of Schooling: Quantity Alone is Misleading," American Economic Review, American Economic Association, vol. 73(5), pages 928-46, December.
- Smith, James P & Welch, Finis R, 1989. "Black Economic Progress after Myrdal," Journal of Economic Literature, American Economic Association, vol. 27(2), pages 519-64, June.
- Moulton, Brent R, 1987. "Diagnostics for Group Effects in Regression Analysis," Journal of Business & Economic Statistics, American Statistical Association, vol. 5(2), pages 275-82, April.
- Pritchett, Lant & Filmer, Deon, 1999. "What education production functions really show: a positive theory of education expenditures," Economics of Education Review, Elsevier, vol. 18(2), pages 223-239, April.
- Griffin, Peter & Ganderton, Philip T., 1996. "Evidence on omitted variable bias in earnings equations," Economics of Education Review, Elsevier, vol. 15(2), pages 139-148, April.
- Betts, Julian R, 1995. "Does School Quality Matter? Evidence from the National Longitudinal Survey of Youth," The Review of Economics and Statistics, MIT Press, vol. 77(2), pages 231-50, May.
- Vella, Francis & Gregory, R. G., 1996. "Selection bias and human capital investment: Estimating the rates of return to education for young males," Labour Economics, Elsevier, vol. 3(2), pages 197-219, September.
- Hanushek, Eric A, 1986. "The Economics of Schooling: Production and Efficiency in Public Schools," Journal of Economic Literature, American Economic Association, vol. 24(3), pages 1141-77, September.
- Akerhielm, Karen, 1995. "Does class size matter?," Economics of Education Review, Elsevier, vol. 14(3), pages 229-241, September.
- de Groot, Hans & McMahon, Walter W & Volkwein, J Fredericks, 1991. "The Cost Structure of American Research Universities," The Review of Economics and Statistics, MIT Press, vol. 73(3), pages 424-31, August.
Citations are extracted by the CitEc Project, subscribe to its RSS feed for this item.Cited by:
- Maria Dolores Montoya Diaz, 2007.
"Efetividade no Ensino Superior Brasileiro:Aplicação de Modelos Multinível À Análise dos Resultados do Exame Nacional de Cursos,"
ANPEC - Associação Nacional dos Centros de Pósgraduação em Economia [Brazilian Association of Graduate Programs in Economics], vol. 8(1), pages 93â120.
- Maria Dolores Montoya Diaz, 2005. "Efetividade No Ensino Superior Brasileiro: Aplicação De Modelos Multinível À Análise Dos Resultados Do Exame Nacional De Cursos," Anais do XXXIII Encontro Nacional de Economia [Proceedings of the 33th Brazilian Economics Meeting] 156, ANPEC - Associação Nacional dos Centros de Pósgraduação em Economia [Brazilian Association of Graduate Programs in Economics].
- Seamus McGuinness, 2003. "University quality and labour market outcomes," Applied Economics, Taylor & Francis Journals, vol. 35(18), pages 1943-1955.
- Broecke, Stijn, 2012. "University selectivity and earnings: Evidence from UK data on applications and admissions to university," Economics of Education Review, Elsevier, vol. 31(3), pages 96-107.
- Grace Chia & Paul W. Miller, 2008.
"Tertiary Performance, Field of Study and Graduate Starting Salaries,"
Australian Economic Review,
The University of Melbourne, Melbourne Institute of Applied Economic and Social Research, vol. 41(1), pages 15-31, 03.
- Grace Chia & Paul W Miller, 2007. "Tertiary Performance, Field of Study and Graduate Starting Salaries," Economics Discussion / Working Papers 07-12, The University of Western Australia, Department of Economics.
- Jan Kleibrink & Maren M. Michaelsen, 2012. "Reaching High: Occupational Sorting and Higher Education Wage Inequality in the UK," Ruhr Economic Papers 0377, Rheinisch-Westfälisches Institut für Wirtschaftsforschung, Ruhr-Universität Bochum, Universität Dortmund, Universität Duisburg-Essen.
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A collection of news and information related to Norah Jones published by this site and its partners.
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I'm from Amsterdam, like to do sports and work as a freelancer, making television
My partner and I both had a great time at Maaike's place. We found it tidy, comfortable and had a great kitchen. I love that the apartment is very airy and sunny with the summer weather. There are some nice retsturants in the street, plus the supermarket Albert Heijn just a 2 minute walk. The only downside was the tv and dvd weren't working. But Amsterdam I so beautiful you shouldn't be sitting inside watching tv anyway! Maaike was a lovely host we had the pleasure of meeting her a couple times. If we are In Amsterdam again we would definitely love to stay here next time :)
We can highly recommend this place! Maaike's apartment is wonderful - nice decorated and well located close to Vondelpark and to the city center. The street is full of nice shops and cafés and public transport (trams) are just nearby. Me and my boyfriend stayed for three weeks and it was perfect! The apartment is very well planned, and there is plenty of space for two. It has a nice and quiet bedroom and a big balcony with sun the whole evening where you can enjoy a drink or a dinner, and there is also a french balcony towards the street from the living room. The host, Maaike, was also very nice and friendly. And so was the neighbor. Thank you Maaike! :)
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Maaike's apartment was very tidy, comfortable, and contributed to an overall very pleasant experience in Amsterdam. Great location near the Vondelpark and Museums, away from the bustle of the Centrum, yet close enough to walk to anywhere of interest. Communication with Maaike was effortless, and we had no problems with making arrangements. I would highly recommend staying at Maaike's.
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I stayed at Maaike's place with my wife for 10 days. It's a really nice, cozy and comfortable apartment. Each day we started with running in Vondelpark that in 5 minutes from your door, really cool place to run! Then we was taking some fresh food for our breakfast at near store. And then we were going to center, that in 10-15 minutes from Maaike's place on feet and in 5 minutes on bike or (website hidden), it has really, really good location! When we decided to go to Van Gogh museum, we just picked up e-tickets and walked for 10 minutes and, voila, your at place! I hope we will be able to stay at Maaike's apartment again!
maaike's place is clean, cozy & comfortable, with great wifi, just a little far from the center (20m walk, 5m in tram, 7m bicycle) - but you get to go through vondelpark to get there, so i guess thats an advantage too. had a great time!


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Guest blog by Ian Cox, excerpted from his new book, Disrupt IT.
Faced with the disruption of their roles, the CIO and the IT function need to change. To survive the perfect storm of disruptive technologies and trends, tech-savvy colleagues, higher expectations, vendors going directly to other executives, business units bypassing the IT function and shadow IT, CIOs need a new model for IT in the digital age. But this new model is more than just another step in the evolution of the IT function; to close the gap between the capability of IT and the expectations of the rest of the business, this change has to be equally, if not more, disruptive in order to create a sustainable and long-term model for IT.
Disruptive thinking involves challenging constraints, questioning even the most basic and long-standing of assumptions to create different thought patterns and a new model for IT in the digital age.
True disruption comes from redefining business models, not business processes. In other words, it is about starting again without being limited by what has gone before, old ways of working and thinking, and legacy solutions and technology. That is one of the advantages companies, and particularly start-ups, have when entering a new market; they do not have the constraints of legacy systems and processes, and ingrained thinking. New entrants can look at markets afresh, identify customer needs and then take advantage of new technology, ideas and thinking to design business models that offer products and services that better meet those needs.
So how does the CIO disrupt IT? How do they design a new model for the IT function that is not constrained by what IT departments look like today? How do they make a truly disruptive change to the IT business model that forces it from the Service Provider era in which it has become stuck into a model that is fit for the digital age?
What would a new player in the IT market do? Would they start by buying, building and configuring servers, buying and installing software, establishing service desk and support teams, etc.? Certainly not. In fact, given the way technology and its use within business has changed in the mobile computing era, it is unlikely that someone creating an IT department from scratch for a business in the digital world would ever do those things.
To create disruption in IT a new entrant would start by identifying what the rest of the business needs from its IT department. It would then design a new business model for IT that met those needs in the most efficient and cost-effective way using the latest technology and vendor offerings, combined with new thinking and lessons from other industries.
With the gap between the capability of the IT function and the expectations of the rest of the business now so wide, the result of this process would inevitably be a very different looking type of IT function compared to the service provider model that exists today. This new model is also likely to have a more focused role and a clear understanding of how and where it adds value to the organisation.
The range and type of technology products and services has grown significantly over recent years and so has the number of technology vendors. As a result it is now possible for an organisation to source most, if not all, of its technology needs from external service providers. Indeed, this is how most start-ups operate; cloud-based systems are used for everything from finance and HR through to customer relationship management, collaboration tools and content management systems.
And every day, new and improved devices, applications and services are launched into an already crowded and complex market place. And they are being marketed directly to non-IT functions. So when asked what they need from IT, the rest of the business says that they need their IT department to work with them to decide which products and services are relevant to their needs and to advise how they can be deployed alongside other tools. But they do not expect IT to be the provider of those products and services or to be involved in supporting or administrating them on an ongoing basis.
The IT department needs to be a partner to the business in the selection process, not the gatekeeper it has been in the past. The days of the CIO alone making decisions about which technologies, tools and systems are allowed into the organisation are over. Decisions about technology need to be made jointly between IT and the relevant stakeholders.
The business needs IT to act as its broker for technology and services, knowing what is out there, how (and whether) it works, assessing vendors, validating security and understanding service levels. And once a decision to purchase has been made and the solution deployed, the business needs its IT function to manage the technology and service providers on its behalf. The IT function needs to ensure solutions continue to be secure, that service levels are met and integration points with other solutions are maintained. But the rest of the business also needs IT to step back on a day-to-day basis, leaving the other functions free to use the tools, systems and data as they require and without the involvement of the IT department.
Technology is fundamental to the digital business. It is being used to create new business models, products and services. As the organisation's technology partner and broker, the IT function needs to play an integral part in the design and transformation of new business models and in creating new and enhanced products and services. The CIO and IT staff need to be capable of engaging in the full business lifecycle, contributing to the discussion and using their knowledge of both the business and technology to help shape business outcomes, create value and increase revenue.
The new era for IT has started, but CIOs and IT departments are behind the curve and are in danger of being bypassed as a result. CIOs still have time to transform their departments and their own roles but they need to act now. They have to disrupt IT to break out of the service provider model and create the type of IT function needed by a digital business: the technology and service broker.
Guest blog by Bob Kantor, IT executive coach and author of Shatter Your Leadership Limits - Better Results in Less Time with Less Stress.
A comment I hear more and more often from IT leaders these days is, "We can't do that because we are resource constrained."
I believe that there are helpful ways to reframe this common situation. Just as the quality of the questions that we ask determines the quality of our answers, the way that we frame our challenges determine the effectiveness of our approaches to solving them.
So, I'd like to reframe the "resource constraints" challenge. When we see our IT organization's ability to deliver business solutions as constrained by the amount of resources we have available, then the most apparent solutions look like adding or finding more resources. More often than not that means raiding other projects, asking for budget increases for headcount, or additional project funding for consultants.
What happens to the way we view our options if, instead of seeing the issue as "not enough resources," we see it as "too much demand?"
Does that sound like I'm splitting hairs? "Same problem," you say? Perhaps. But think about it for a minute… What options do we have when we have the problem of too much demand?
There is the still the option of going after more resources, just as before. But now we also can consider options for managing the demand that exceeds our current resource capacity.
One such option is to reduce demand by dropping specific requests for new services, and/or by reducing service levels for existing services.
For example, if your infrastructure or DBA groups currently provision new servers in 10 business days, what happens to "resource management" when you provision servers in 15 business days instead? If the Help Desk time-to-answer target is 90 seconds, what happens when you increase it to four minutes?
Please note that this is not to suggest that the IT organization makes any unilateral decisions regarding changes to service levels. With this approach, and the others that follow, the idea is to offer your business leaders business investment choices. Each choice has different investments levels and performance impacts. Each aligns differently with your strategic business drivers and operational requirements.
The same approach applies to dropping or postponing requests for specific new services or projects. Which requests might be deferred until the following fiscal year, or postponed until a current project is completed? What happens if you force-rank the business priority of all the requests for IT projects and services across the enterprise, and then identify how far down the list of requests your current resource level can take you?
This approach significantly changes the dynamics of the dialog between the IT organization and all of its constituents. No longer is IT complaining about resources or saying "No" to project and service requests.
Now, IT is engaging business colleagues in making collaborative business choices to maximize the ROI from the company's investment in IT. You now have joint ownership of exploring options and making the best collective business decisions.
Similarly, you can explore changing the scope of new requests so that you can address a larger number of them. For example, instead of rolling out a mobile application interface to all the functions of your legacy ERP system, maybe you roll out mobile access this year to just the most used functions.
One more strategy for managing demand, rather than resources, is to consider the impact of different technological approaches to providing services. One way to manage this approach in the past had been the 'build vs. buy' decision. Today, we can take that one step further and look at the 'buy' approach as SaaS vs. in-house deployment and support.
While there are certainly more options and approaches for managing the insatiable demand for IT services, I've offered these to illustrate a few ways to rethink the challenges related to managing "resource constraints." I hope that I've provided a couple of ideas for reframing your conversations on this topic that result in reduced stress, stronger partnerships and improved outcomes.
Please post your comments or questions here.
Bob Kantor is an IT executive with over 25 years of leadership experience at companies like KPMG, Lotus and Ciba-Geigy. He is currently an IT executive coach serving Fortune 1000 clients and members of the CIO Executive Council. He can be reached at firstname.lastname@example.com.
Guest blog by Dr. Lance B. Eliot
The Oxford Dictionary declared that the word-of-the-year winner in 2013 was "selfie," the social media self-portrait phenomena that even ensnared President Obama in some controversy when Denmark's Prime Minister Helle Thorning-Schmidt and British Prime Minister David Cameron snapped a selfie shot with the President.
A selfie, though, can be more than just a narcissistic exercise. Now, as the New Year gets underway, undertaking a CIO Selfie can be illuminating and instructive. Take a moment to look at yourself via your smart phone's camera, and reflect upon how you are perceived in your CIO capacity.
I recently had an opportunity to chat with several CEOs about their perceptions of CIOs, and you might find it useful to augment your own internal reflections by the external views that CEOs hold of our vaunted CIO role.
I've boiled down the CEO feedback into three key areas. The numbering of the areas is intended for ease of reference, rather than a priority ranking.
1) Be more politically adroit
Several CEOs complained of CIOs who lack political savvy.
One CEO told the story of a CIO who convened an IT Steering Committee meeting and seemingly got blindsided by the CFO about IT budget issues and a major ERP implementation that was underway. The CIO complained afterward to the CEO that the CFO had been unfair. But, it turned out that the CIO had not done his homework and had failed to prep with the CFO before the meeting.
Thus, from the CEO's perspective, the CIO had not exercised good political judgment. He called an important meeting and did not work out critical issues with his peers before the meeting took place.
Even though the notion of "politics" is currently eschewed, being politically savvy is part and parcel of success in the executive suite.
In short, for 2014, CIOs need to improve their politicking skills, which includes having the motions that exhibit political acumen, but that do not overtly trigger the stench of political maneuvering that can then undermine their actions.
2) Observe the doctrine of absurdity
For those of you with a passing familiarity with the American legal system, you might be aware of the so-called absurdity doctrine. It states that adhering to the strict interpretation of something is potentially absurd, especially when it violates common sense reasoning.
One CEO shook his head in disgust as he told me about a recent circumstance involving the doctrine of absurdity and his CIO. The CIO had reworked her IT Service Desk and decided that henceforth, all callers to the IT Service Desk would be treated equally. This was a reaction to some callers that had tried to elevate their priority by either trickery or subtle bribes to get on the top of the Service Desk response heap.
Though an "every person is equal" policy may seem fair, in a business environment there are top executives making crucial business decisions and others who should be treated as high priority. A caller from the sales team who is about to land a big account, and requesting help with their tablet to close the sale, is far more important than the R&D junior staffer requesting a memory upgrade in her PC.
This new "equality" policy put in place by the CIO seemed to defy common sense reasoning, and the CEO was aghast that the CIO could have purposely instituted such an approach.
In short, CIOs need to look at their operations and activities, and make sure that common sense prevails and that the doctrine of absurdity does not overtake their heroic efforts.
3) Be a heads-up team player
On a day-to-day basis, it is easy to fall into the trap of narrow mindedness, failing to see what is going on around us, or opting to ignore aspects that do pertain to us.
One CEO described his CIO as having the proverbial head-in-the-sand on a recent rollout that was promulgated by the Chief Marketing Officer (CMO).
The CMO had pushed hard for a saturation social media campaign (perhaps something akin to actor Will Ferrell's recent nonstop scorched-earth marketing for Anchorman 2). In the case of the CEO's tale of woe, he lamented that his CIO had stepped away from the CMO, and blindly let the CMO work on his own using powerful technology to execute a social media campaign.
Unfortunately, the CMO was not especially technically gifted, and the customer file that had been used to do various email blasts got posted onto a web site that was easily lifted by nefarious hackers.
The black eye on the company, along with potential lawsuits and legal ramifications, though perhaps not as striking as the recent 40 million swiped credit cards at Target, nonetheless presented a large financial and PR nightmare for the company.
Had the CIO and CMO worked together, it seems likely that the CIO would have been able to foresee the potential technical hazards and help to secure the valued data.
In June of this year, I attended one of the first major CIO/CMO Conferences (produced by CIO magazine in conjunction with The CMO Club), and it was readily apparent that gaps still exist between CIOs and CMOs. One way or another, the gap needs to get closed, especially since the rise of social media has increased the ways in which technology can help, or potentially harm, an organization as it pursues new and exciting marketing techniques.
For some of us, 2013 was not a bellwether year, given a government shutdown in the U.S., Congressional deadlock, sequestration, Obamacare website blow-ups, and the breakup of the Jonas Brothers (well, that last one wasn't so bad).
For 2014, some soothsayers are predicting a banner year, including added bipartisan cooperation in Congress, no more government shutdowns in the U.S., the stock market continuing to rise, modest growth in Europe and no large crises within the EU, and further growth of technology and IT budgets (well, that's a relief).
Using your CIO selfie, think about 2014 and what you plan to do, both at your job and for your career. If nothing else, try to ensure that you are politically adroit, observe the doctrine of absurdity and practice common sense reasoning, and be a heads-up team player.
It just might make 2014 a banner CIO year.
Dr. Lance B. Eliot is a noted IT executive and thought leader. He has written over 200+ articles and columns, consulted with Fortune 500 companies, appeared on CNN, and co-hosted the Technotrends radio show. Previously a professor in business at USC and UCLA, he has served on the Board of the Society for Information Management (SIM), and holds a Ph.D. in business strategy and technology, MBA, and Bachelor's degree in Computer Science. He has been a serial entrepreneur and has served in various high-tech advisory capacities. He may be reached at firstname.lastname@example.com
Guest blog by Joseph Topinka, excerpted from his new book: IT Business Partnerships: A Field Guide. Joe is CIO & VP Multichannel Commerce at Red Wing Shoes.
(Other titles for the same role include Business Relationship Manager, and Business Information Manager)
Department: Information Technology
Reports To: Chief Information Officer (CIO)
General Purpose of the Job: The IT Business Partner (ITBP) has the overall responsibility to serve as the strategic interface with assigned business units or functional area for the purpose of business technology strategy development, solution discovery, service management, risk management and relationship management. The ITBP serves as the business relationship link between business units and IT at the executive level. The ITBP provides highly valued strategic consulting level support and guidance through key IT initiatives. They communicate decisions, priorities and relevant project information to appropriate levels of staff regarding business unit requests and projects and initiatives. They proactively share knowledge of technology risks and opportunities to build competitive advantage and improve efficiency and effectiveness of business units. They partner with business leadership and other key stakeholders to define opportunities and identify and prioritize projects based on predefined criteria (e.g. return on investment, productivity, compliance).
The ITBP proactively serves as a "trusted advisor," and is the primary IT point of contact to business line executives and managers. They operate as the key business contact representing IT in promoting IT services and capabilities. The ITBP provides support in delivering technology products that meet the needs of the business. The ITBP focuses on strategic initiatives and planning activities for their business area. They strive to understand market challenges, including customer priorities and competitive issues. ITBPs are proactive and anticipatory in their thinking. They are, by nature, driven and provide significant value to business units. ITBP's facilitate the investment intake process and the high level planning and execution of business initiatives through the use of technology. They serve a lead role in enabling the business to achieve their objectives through the effective use of technology.
CUSTOMERS (Internal and External), Business Units (e.g., wholesale teams, retail teams, supply chain teams, HR, Finance), and key vendors
EDUCATION and EXPERIENCE: Bachelor's degree (B.A. or B.S.) from a four-year college or university or 10 to 15 years of IT and business/industry work experience, with at least 3 years of leadership experience and 5 years developing and executing strategic plans and/or project portfolios or an equivalent combination of education and experience. Bachelor's or Master's Degree in Computer Science, Business Administration, or other related field or equivalent work experience. Product Development Management Association- New Product Development Professional (NPDP) certification is desirable.
Breadth: Typically has 10 to 15 years of IT and business work experience with a broad range of exposure to various technical environments and business segments. At least 3 years of experience with managing team(s) responsible in strategic planning, business development or client management and working with a broad range of diverse and complicated business units.
The incumbent must possess strong business acumen.
The ITBP works with senior level management, business units and corporate staff executives to develop a technology strategy that is integrated with IT and across all business units. ITBPs must have a strong understanding of each business unit to include their business drivers for success, process and approaches to business models.
Guest blog by Terry Bennett, CEO of consulting firm Differentiators LLC, and former CIO.
You've heard it from Forrester, Gartner, and others – the siren call to transform corporate IT. Yet in your company, the realities of today are limited by current budget, political, and internal/external business constraints.
How can you possibly help your IT department – and your company - start to transform into what you know will be required for their future success?
The C-suite recognizes technology can be a disruptive force. They are very concerned about the speed of technological change, and a large percentage feel that their IT department is not sufficiently prepared to take advantage. Many of them view IT solely as a back office function – somewhat akin to facilities management. Far too many see IT as slow, unresponsive, reactive, costly, and resistant to change. It's no wonder that they would work to limit the IT budget and question the value of involving their CIO in strategic discussions.
Your CEO may be thinking about adding a Chief Digital Officer to spur innovation and digitalization. Your CFO might express a lack of confidence in your "organizational and technical flexibility to respond to changing business priorities". Your CMO could complain that you are not moving quickly enough to support marketing – and the company. He might buy SaaS solutions on his corporate credit card without consulting IT, and then wonder why you can't quickly integrate his solutions with other corporate systems.
Few in the C-suite recognize that they themselves are contributing to the very issues they desire to overcome. They long for "strong CIO leaders who can articulate a compelling vision for how they will fundamentally change IT's role, let go of today to embrace tomorrow, and rally the organization behind them."
Maureen Osborne, Global CIO for Ernst & Young, notes, "It is quite startling how few CIOs have taken steps to reinvent themselves within their business." Many recognize the need to move into a more strategic role but lack the urgency and/or skills and knowledge necessary for this transformation.
Maintaining status quo is not an option. Will your company thrive by successfully responding to these challenges, or will it wither? Will your IT department become the differentiator your business needs, or will it fade away? The answer may not be the same for each company, but right now, in many ways, the choice is up to you.
You can make the difference!
Guest blog by Michael Blanford, a business and technology consultant.
Objective measures of information technology service are essential to performance planning, monitoring, budgeting and management control. As a service provider you watch a collection of metrics that might include availability, response time, utilization, first call resolution rate and the like.
Consider, though, that your customers' perceptions are formed more subjectively. After all, the goodwill earned from a year of 99.99% system availability can be lost with an outage in the middle of year-end close. IT-centric performance measures are important for managing services but don't capture the feelings of your users. The strongest, most effective relationships develop when users are confident in your commitment to their success. It is a level of alignment that transcends a dashboard full of green indicators.
So how do you gather and exploit subjective information about your services? No doubt you meet with functional peers in various formal and informal settings. You speak with users when you visit their sites, perhaps you include time for Q&A in your presentations, publish a newsletter or accept feedback through a link on your intranet. These can all be helpful but they are point inputs and will lack consistency and structure. A recurring user survey process is a helpful vehicle for analyzing perceptions of your services and the health of your business relations.
Survey tools are inexpensive and easy to use. They allow you to conduct effective surveys and analyze feedback but not without some advance planning. Your survey should be designed to guide the respondents' thinking, allowing you to draw meaningful and actionable conclusions from their feedback.
Here are 10 ideas I have found to have proven their value through repeated survey cycles:
1) Keep the survey short and simpleUse clear and concise language. 'Test drive' your survey to be sure it can be completed in 10 minutes or less. You can cover a wide range of topics in a survey but focus any single question narrowly on a specific aspect of service. Stay mindful that language and cultural differences will cause your questions and a respondent's feedback to be misinterpreted in ways you won't expect.
2) Avoid transactional surveys that request feedback upon closing a service request These may be useful in some settings but they're overused, being offered by most every bank, airline, and car rental or merchant you deal with. They can be inconvenient for respondents who would rather get back to their work and may cause their feedback to be skewed.
3) Employ well-constructed multiple choice questionsThese help you tally statistical results but always include the ability to also collect freeform comments. Make sure that response choices are defined consistently (i.e. 'a' is always the most favorable response or '1' is always the least favorable response). Offer a wide enough range of responses to get good differentiation in the feedback; a range of seven choices works well. Include an "n/a" response so a user can indicate a question does not apply to them.
4) Design your questions to learn the respondent's perceptionsDon't try to measure hard and fast results. For example, consider asking "Do we resolve your problems promptly" rather than "Do we resolve your problems within X hours per the terms of our Service Level Agreement?"
5) Allow anonymity but encourage self-identification Make the respondent's name optional but require relevant attributes like work location, business function and role. Use drop down lists to ensure data consistency. When a user expresses a problem and does provide their name go out of your way to ensure they get a personalized response. It sends a powerful signal that you and your organization listens and takes comments to seriously.
6) Survey everyone Feedback from department heads, senior managers and executives is important but gives an incomplete picture. Solicit feedback from everyone who uses IT services, typically anyone with a network account. Cover all locations and all functions of the business you support. And don't overlook field-based employees; they can have special needs and unusual service challenges.
7) Use the survey to seed thinking into your user base For example, frustrations over service or work priorities can be tempered by asking if users understand the formal problem management process, how to submit a project proposal or how priorities are evaluated and managed. Such questions emphasize that there are formal work management processes and help ingrain them as standard operating practices. When you see pockets of negative feedback to these questions you have an obvious education and training opportunity.
8) Announce the survey and send reminderAfter the survey is announced, send a reminder or two to solicit additional responses but keep the overall survey window short. Consider leaving your survey open for no more than 2 to 3 weeks depending on the number of sites and potential respondents involved. Expect an initial response rate around 30%; push to grow it closer to 50% with a couple of timely reminders.
9) Tally results quickly and publish them broadly Use your intranet, staff meetings, town halls, etc. Acknowledge good results along with the bad. Expect some cheap shots and rude responses, especially in the initial survey cycle; they fall off quickly when it becomes apparent that you read comments and deal openly with legitimate issues. Analyze feedback in as many dimensions as possible to understand how each sub-group perceives their service. Service quality naturally varies by location and different business groups have different needs. Above all, make the feedback you collect an active and visible part of your planning processes. Survey feedback alone is not justification for approving projects and budgets but it is a helpful set of planning data.
10) RepeatRepeat your survey regularly, trying to keep questions intact from year to year for easy comparison. An annual survey works well in most large organizations. Examine feedback from year to year to understand changes and trends. The first survey is important to set baselines and institutionalize the survey process. Subsequent can surveys provide insight into your progress, opportunities and relationships across the business.
An annual user survey is a low-cost, low effort endeavor given the information it can yield. It helps connect you as an IT leader with every user you support and offers to engage them in the evolution and execution of your IT services. The transparency and openness it demonstrates are invaluable in building and maintaining strong, lasting partnerships across your business.
About Michael Blanford
Mike focuses on strengthening bottom line business performance through process improvement, technology upgrades and organization alignment. His career includes IT and Operations leadership roles in businesses ranging from start-up to the Fortune 50. Follow Mike on twitter: @Mike_Blanford.
Guest blog by Tracy E. Houston, M.A., Board Consultant and Executive Coach
We live in times of uncertainty and challenge. Never has it been more critical for directors and officers to be capable of leading in the boardroom. The demand for strong board leadership comes at a time when executive recruiting firms are gearing up for the biggest exit of board members in American history.
However, the increasing obligations of board service make it tougher than ever to recruit qualified directors. In the face of fierce public scrutiny and questions of potential liability, willing and qualified director candidates are growing ever more selective about the opportunities they entertain.
And who better to help populate these committees than IT executives such as CIO and CTOs? As a board advisory consultant, I am confident that best-in-class IT professionals are the next generation of board members who will help define the future of corporate growth.
Now is the opportune time for IT executives to position themselves as candidates for board service. If you are a technology leader, this can be a significant career stepping stone. So, how exactly will you create your roadmap for developing board opportunities?
What is your value proposition? Do you have it written out in 3- 4 sentence? Do you bring that focus and input into conversations at defining moments? For example, are you "a CIO who has transformed IT from a back-office corporate cost center to business enabler and strategic differentiator?"
Today, businesses create value where strategy intersects with technology and innovation. You must see yourself and present yourself as a critical player at that intersection. Who else in the organization is more qualified than the CIO to add value in a company's strategic direction?
Being purposeful about your value proposition will help you overcome challenges you are likely to face along the way. Some of your peers will not change the way they perceive you or your role overnight. Whether it is underrating the importance of IT or feeling threated by the change that IT represents, in some cases there will be resistance.
Once you have the foundation of a value proposition in place, the next step you can take is to evolve your value proposition into a boundary spanning campaign. You can identify key stakeholders in the organization and begin to be an influencer within projects that involve those people.
To prepare for the role of a strategic partner means you must take a heads up approach to your work. Don't get caught up in meeting the daily work load. To accomplish this, you will need to have a professional development plan with a boundary spanning focus. You must think 'big picture' and hold a personal vision for yourself and your role in the organization.
Develop a networking plan that includes learning about boards and how directors bring value to their role. List key individuals such as directors, C-suite executives and corporate governance organizations to join for network development. Meet with directors, C-suite executives, executive search firms, venture capitalist, attorneys and others to explore what board service might mean for you, what leadership competencies you might bring to the boardroom, and what types of boards might find those competencies attractive. These conversations may lead to opportunities, but the goal of these meetings is to gain as much information as possible about the world of boards.
From these interviews you should gather some concrete direction on the type of boards that would be the best fit for you. Factors may include industry, company size (micro, small, medium and larger cap) and any adjacent markets. The insights you gain from the interviews will also inform your board resume and bio.
You can now begin a list of potential companies to gain a board seat. Review and prioritize the list by looking at the current board of directors and their skills base. If you have a solid understanding of the company's future challenges, you can identify exactly how you will add value to the board based on the strenghts (and gaps) that exist in the current board.
Important Note: Patience is a key factor in gaining a board seat; recruiters say it takes on average 12- 24 months for a board candidate to gain their first public board seat.
Tracy E. Houston, M.A., is the President of Board Resources Services, LLC. She is a specialist in board consulting and executive coaching with a heartfelt passion for rethinking performance, teams, and the boardroom. She is the author of the eBook, Becoming a Public Company Director. For more information visit: www.eboardmember.com or you can follow her on twitter: @BoardGuru
Guest blog by Dan Roberts, President of Ouellette & Associates (O&A), excerpted from his recent book, Unleashing the Power of IT, 2nd Edition.
How do you define good service? At an abstract level, it's the sense that the people involved with the transaction are fully engaged in meeting the expectations you have for the experience they're providing. At a hotel or a restaurant, for example, this means the surroundings are clean and well decorated, your needs are met promptly and courteously, and you're treated with respect, and if you ask for something that's not within the usual range of offerings, the staff works to accommodate you as best they can.
Now think about the characteristics of good service as it pertains to the work your own IT team does every day, maintaining, supporting, and building technology systems to enable clients to carry out business initiatives.Are downtime and upgrades planned at times that are most convenient for your clients?—or for the IT organization? When a client approaches someone in the IT organization with a request, does the IT employee tell the client it's not his area, or does he look up the name of the person who can best help the client and then walk the client to that person's cubicle? Or when a client explains a problem to the help desk, does she get a gruff ''What operating system are you on?'' or a reassuring ''I'm sure we can get that resolved—let's start with what operating system you're running.''
From what I have seen, being a service provider is a new idea for many IT professionals. A remark I often hear from people who participate in the workshops I facilitate on this topic is "Isn't what we deliver more important than how we deliver it?" For anyone who feels this way, it's time to think about the job and career in a different light.
I've watched IT leaders and staff make or break their reputations with service missteps, thinking that their client base is secure and has nowhere else to go. An even bigger fallacy I've observed is the belief that if the outcome of the work is good, it doesn't matter how difficult you were to work with. As a result, the IT staff is unappreciated and undervalued and seemingly blind to the minor (and major) service irritants that hurt their reputations.
Whether or not your staff believes it, the best way to build client loyalty is not by proving IT's technology prowess but by building a service strategy that enables internal IT to be seen as a top provider of service. In fact, a well-developed and well-communicated service strategy is critical in today's IT organizations. Clients demand service to be immediate and proactive, and if they don't get it internally, they'll find it elsewhere, by hiring either their own staff or external vendors. Indeed, good service is no longer just a 'nice to have'; it's the make-or-break factor that determines whether clients choose internal IT or someone else to deliver the solutions they need.
In too many IT organizations that I encounter, a good service strategy means being all things to all people. In other IT organizations, the service strategy seems to be to provide service only to the people who scream the loudest and have the most clout. This leads to a tremendous amount of frustration on the part of IT, as well as the clients who don't have the same level of clout.
I also see IT organizations that have created service strategies that are interwoven with their governance practices, in which a committee makes decisions about what's best for the organization at large. This strategy can be great, but I notice a lot of confusion among both the business community and the IT staff about how this strategy actually operates. That's usually because this strategy requires a lot of communication about how decisions are made,especially since the lag time between meetings can be months.
Most of the time I see no strategy at all, or sometimes I see strategies that are well thought out but haven't been communicated well to those providing the service. Having a clear communication plan is the key.
For all these reasons, the development of a service strategy has to start at the top of the IT organization, with the IT leader. These strategies require cultivation and have to be planned and led by the IT leadership team. The strategy has to be consistent across the enterprise, and it must permeate every project, not be something that ''only Joe'' provides. After all, good service is not defined by good relationships with individual clients. The purpose is to look out for the enterprise, not to make ''my friend in accounting'' happy.
At its best, service is a mentality, an attitude, and a glue that holds together the entire department. It can't spring from a negative environment. The turnaround can be difficult and costly, but it can also turn your internal IT group into a must-have resource for clients.
Guest blog by Tom Catalini, CIO, Museum of Fine Arts Boston, and blogger at tomcatalini.com.
Good communications among all the stakeholders of IT is extremely highly valued, but often elusive. Getting (and keeping) everybody on the same page can be a real challenge.
Here are three powerful ways I've found to help technically oriented people improve communication, both within IT and between IT and the rest of the organization.
Technical people operate at a detailed level and with great precision. Which is awesome when you're developing software or fine tuning a storage network, but boring and confusing to a good story. And stories are an essential and effective way to communicate. A story neatly packages essential information and shapes it in a way that makes a compelling point.
And that's what IT communications should do.
To get your point across, it is necessary to step back from the details. You must be able to summarize. You must also be able to make a point. You must be able to inform and persuade. Stories help you do all of this - whether the audience is one other person or a group, inside of IT or outside of IT.
As technical people, we need to rise to this challenge. Letting go of nuance is hard, but necessary for good communications. Many of the details we can get hung up on don't contribute a lot to the story. While they may help to make it technically correct, many are just distractions from the essential point. The trick is to figure out which ones to include and which ones to leave out. Use the Goldilocks principle and include just the right amount of details. And like a child's fairy tale, which is clear and compact and compelling, each detail that's left in should be there for a reason.
The details that we didn't want to interfere with our stories are in fact crucial to getting the work of IT done. So, we need to have ways for these details to flow freely but effectively to and from those who need to exchange them. I'm always amazed at how hard this is, even on the smallest of teams. Here's where patterns come in.
Establishing a pattern for communications can really help technical people flourish. After all, patterns are second nature to the technically-oriented. The two patterns that I find most helpful to my team and me are the weekly meeting of direct reports and the weekly one-on-one meetings.
The value of the regular meeting is that it establishes a consistent channel of communication for all sorts of important details. The agenda and decorum for a direct reports meeting should allow for ad hoc discussions to emerge from anyone on any topic. Making this a "safe haven" for open communication will help surface insights and opinions and ideas that might not otherwise get shared.
If that's the case, then why meet with the same people but in a one-on-one format? Two reasons: first, to get down to the next level of detail and to demonstrate that your interest in and support of that person's particular area of responsibility. Second, and more importantly, to ensure there is always an open channel of communication where the two of you have direct, unfettered access to each other. It's powerful to have that in place in case either of you need it. And once it's set up, it will get used for much more than status updates.
Writing needs special attention. Embedded in the task are many of the communications challenges outlined above, along with two additional challenges: writing is both asynchronous and permanent. The advantage of immediate reactions, feedback, or clarifying questions is lost. Everything has to be packaged up neatly and completely while still being concise and compelling. That alone is a significant challenge, but writing also brings with it an air of permanence that makes the task that much more important and intimidating.
But writing also comes with a unique benefit - the ability to review and edit communications before sharing them. And this advantage is the key thing to teach, along with insights and explanations on why you suggest certain edits to someone's work.
Emphasizing and teaching ways to write that are friendly and helpful to the reader are of paramount importance. Just as we strive to make technology easy to use, we must also make our communications easy to use – particularly the written ones. Toward that end, a focus on using a conversational tone goes a long way in improving IT communications - as does adopting the voice of a patient and supportive (and never condescending) teacher.
It's hard to understate the importance of good communications to IT. It takes extra time, energy, and focus to make and sustain improvements. But over time these efforts can pay huge dividends in the effectiveness and perception of IT in your organization. It's always worth the effort.
Readers of The Heller Report have once again stepped up and provided us all with a list books they recommend on leadership, business and technology. Feel free to add your own recommendations to this list using the Comments section below.
The Phoenix Project: A Novel about IT, DevOps, and Helping Your Business Win, by Gene Kim, Kevin Behr and George Spafford"Without a doubt, the book of the year should be The Phoenix Project."-T.C.
Man's Search for Meaning, by Viktor E. Frankl"A riveting reminder that our main drive or motivation in life is meaning: purposeful work, love, and courage in the face of difficulty."-O.H.
The Breakthrough Imperative: How the Best Managers Get Outstanding Results, by Mark Gottfredson and Steve Schaubert "...describes a few straightforward principles which are vital for success, information technology as a major enabler to implement these principles and makes IT very relevant in today's day and age, and in the executive management teams."-E.V.
The Design of Everyday Things, by Don NormanIntroduces basic design concepts to be used in anything from software development to architecture. After reading this book, I look at software reviews differently -- how user friendly is it? This is required in the time of consumerization of IT services."-E.V.
The Circle, by Dave Eggers"It's a fictional story that takes place in the near future where a new social network has been created which disintermediates all of the other Web 2.0 sites (Facebook, Google, Yahoo, Amazon, Twitter, Instagram, etc.) and thus becomes the most powerful company in the world. Reading it causes one to think about whether business executives are headed towards some sort of an ethical crises in terms of balancing the benefits of big data against individual's right to privacy."-J.S.
Give and Take: A Revolutionary Approach to Success, by Adam M. Grant Ph.D. "...very insightful and helpful for anyone that wishes to become a better leader. The author puts forth the concept that most people operate as either takers, matches or givers. What is most interesting is which of the modes of operation is most and least successful. The book highlights what effective networking, collaboration, influence, negotiation, and leadership skills have in common. The results will surprise you. "-D.W.
How Will You Measure Your Life?, by Clayton M. Christensen"Seeking the appropriate balance in life by examining your priorities, focusing on opportunities and optimizing your valuable resources (time, talent and money) to what is most important to you. It will lead you from being successful to being successful and happy."-P.S.
The Lean Startup: How Today's Entrepreneurs Use Continuous Innovation to Create Radically Successful Businesses, by Eric Ries "This book applies science to entrepreneurship, and has many concepts we can use in our corporate IT environments."-E.V.
Humble Inquiry: The Gentle Art of Asking Instead of Telling, by Edgar H. Schein I just ordered copies for all of my direct reports. I generally don't buy books as gifts because it implies an "order" to read something specific, but in this case the book is so compelling and so meaningful to one's personal life, as well as to one's professional life, I decided an exception was okay this year."-T.M.
The Effective Executive: The Definitive Guide to Getting the Right Things Done, by Peter F. Drucker "I just finished the The Effective Executive by Peter Drucker for the third time. I learn something every time I read it, which is ever few years now. It brings home the reason why doing the right things is not enough. As a leader and manager, we have to do the right things, at the right time, and do them in the right way."-H.G.
Double Your Profits: In Six Months or Less, by Bob Fifer"It is the simple philosophy which many of the P/E companies use to maximize profitability. (Berkshire Hathaway and 3G Capital are apparently disciples…). It's a good read for a CIO because it will either piss off, scare the scrap out of, or mobilize profitability thinking."-K.H.
The Zombie Survival Guide: Complete Protection from the Living Dead, by Max Brooks"My favorite line, "Zombies aren't afraid. You shouldn't be either." Perfect advice for those pre-Board room jitters."-M.P.
Dogfight: How Apple and Google Went to War and Started a Revolution, by Fred Vogelstein "A well-researched book. The story outlines how companies like Apple and Google not only attempted to predict the future, but also made it possible."-P.C.
Start-up Nation: The Story of Israel's Economic Miracle, by Dan SenorInsights on why the Israeli economy is so innovative and successful despite (or is it because of?) the historical and geopolitical challenges the nation faces. I've worked with Israelis directly and this book rings very true."-J.P.
The No Asshole Rule: Building a Civilized Workplace and Surviving One That Isn't, by Robert I. Sutton "While this is a simple book, the message is powerful. I have 2 very simple principles when it comes to staff: attitude and apptitude. This book explains why these people can destroy corporate cultures and what leaders must do to ensure the integrity of the work place. Overall the book conveys a very serious message, but it's communicated in a very light hearted way. I require all my managers to read this book."-P.C.
The Leadership Secrets of Colin Powell, by Oren Harari -S.T.
Rumsfeld's Rules: Leadership Lessons in Business, Politics, War, and Life, by Donald Rumsfeld "Putting the politics aside, it is a fascinating read about life in some very high circles and great advice about leadership. Worth the time."-J.T.
Once an Eagle, by Anton Myrer"Best leadership fiction ever written IMHO."-J.T.
The Signal and the Noise: Why So Many Predictions Fail — but Some Don't, by Nate Silver"For CIO's spearheading a data-driven, decision-centric business transformation."-G.S.
Who Do You Want Your Customers to Become?, by Michael Schrage"Especially for CIOs and CTOS who are focused on revenue and customer service."-P.F.
The Greatest Secret in the World, by Og Mandino-A.V.
The Power of Habit: Why We Do What We Do in Life and Business, by Charles Duhigg "A superb read!"-C.A.Rebounders: How Winners Pivot from Setback to Success, by Rick Newman-W.L.
Brief: Make a Bigger Impact by Saying Less, Joseph McCormack -W.S.
From Values to Action: The Four Principles of Values-Based Leadership, by Harry M. Kraemer"An excellent read!"-J.K.
EGO vs. EQ: How Top Leaders Beat 8 Ego Traps with Emotional Intelligence, by Jen Shirkani -M.K.
The U.S. Technology Skills Gap: What Every Technology Executive Must Know to Save America's Future, by Gary J. Beach -M.K.
Conscious Capitalism: Liberating the Heroic Spirit of Business, by John Mackey and Rajendra Sisodia-M.C.
Conversational Intelligence: How Great Leaders Build Trust & Get Extraordinary Results, by Judith Glaser"Excellent!"-W.J.
The Smart Way to Buy Information Technology: How to Maximize Value and Avoid Costly Pitfalls, by Brad L. Peterson and Diane M. Carco - P.O.
View last year's (2013) recommended reading list


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Check The Weather • Which Movie To Watch? • 15 Mostly Free Things To Do • Cook This!
Psychic Picks Tournament Winners
Sacramento Psychic Predicts NCAA Tournament Outcomes
With her mind wide open and her eyes tightly shut, a Sacramento spiritual psychic says she can see the future, even predicting March Madness winners.


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BeerAdvocate on your phone?! True story. Try the beta now.
Tickets for American Craft Beer Fest are on sale now! (May 30 & 31 in Boston, MA)
Green Flash West Coast I.P.A. - Green Flash Brewing Co.
Displayed for educational use only; do not reuse. |
Ratings: 5,010 | Reviews: 1,615 | Show All Ratings:
Reviews by Kudashov:
4.2/5 rDev -0.5%
look: 4 | smell: 4 | taste: 4 | feel: 4 | overall: 5
Green Flash West Coast IPA ABV 7% . Label is a lime green and blue color . Picture of a green sun setting on the horizon I would take of the Pacific Ocean ( seeing that this is a West Coast IPA )
. Poured into my Brooklyn Brewery pilsner mug a 2 finger egg white head rises . Orange amber copper color . Lots of chunks and bubbles , which seem to be rising from the chunks of sediment at the bottom of the glass . After a few sips the lacing on the glass is as nice as the flavor of this brew . Crisp and " citrusy " . I thought the Smuttynose " Finest Kind " IPA was "dirty " but this has tons of chunks at the bottom of the glass . Pine and hops is what fills your mouth . This in not a hop bomb and at 7% its drinkability is good . Green Flash is worth your hard earned cash .
Go Red Sox ( Manny ejected in the 2nd )
Serving type: bottle
04-20-2008 18:50:42 | More by Kudashov
More User Reviews:
3.73/5 rDev -11.6%
look: 3.75 | smell: 3.5 | taste: 3.75 | feel: 4 | overall: 3.75
Was looking forward to this beer from Green Flash. Overall, not that impressed. Purchased in a 4 pack and tasted over two nights to give it a couple chances. Appearance was cloudy and smell was just ok. Was expecting a little more as Green Flash typically delivers. A little too bitter for me.
Serving type: bottle
03-06-2014 04:24:34 | More by Rob_Zombied
South Carolina
4.31/5 rDev +2.1%
look: 4 | smell: 4.5 | taste: 4.25 | feel: 4.5 | overall: 4.25
Pours a slightly hazy medium amber with a slight red cast. Very strong head with exceptional lacing. The nose is a blend of hops - grapefruit and other citrus over a light pine resin overlaying a subtle malt sweetness. The body is almost medium with a nice smooth texture. Normal carbonation level. The outstanding flavor profile is complex and well balanced. Like the nose, grapefruit and other citrus lead with an earthy pine in the background. A biscuit malt sweetness appears in the middle, which rapidly flows into a quite nice tart bitterness. The finish is smooth and a nice tartness lingers. A bit more carbonation effervescence would accentuate the flavor of the finish and the underlying hop resin.
Serving type: bottle
03-05-2014 20:03:23 | More by tillmac62
Green Flash West Coast I.P.A. from Green Flash Brewing Co.
out of 100
based on 5,010 ratings.


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While "Breaking Bad" may be at an end, there is still plenty of ABQ goodness to look forward to with Vince Gilligan's upcoming series "Better Call Saul." A prequel series, set before the events of "Breaking Bad," "Better Call Saul" will focus on Saul Goodman, the amoral attorney played by Bob Odenkirk. While this show is still a long way from being on the air, there are five plots that "Breaking Bad" fans definitely want to see incorporated into the first season of "Better Call Saul."
Introducing Huell
Huell Babineaux, played by comedian Lavell Crawford, played an important role in the final season of "Breaking Bad." It would be great to see how Huell first met Saul. Bonus points if the writers can find some way to work in a joke about Huell sitting around in a hotel room for ages, as a reference to his final scene in "Breaking Bad."
Passing the bar
Fans of "Breaking Bad" know that Saul doesn't really have a problem with skirting the law. It could be sort of funny to show Saul graduating from law school with ease, but then struggling to pass the bar exam. Bonus points if Patrick J. Adams can guest star as a guy who takes the bar exam for Saul, in homage to his role on "Suits."
Your cheatin' heart
In "Breaking Bad," it was mentioned that Saul has multiple ex-wives. One of them even cheated on Saul with his step-father! Seeing Saul deal with his cheating wives (and maybe trying to ruin their lives out of revenge) could be hilarious.
Bring back Badger
Badger and Skinny Pete may have been minor characters on "Breaking Bad," but they could be a great sort of Rosencrantz and Guildenstern team on "Better Call Saul." Always great for comic relief, at least one episode of "Better Call Saul" should feature this comedic duo getting into trouble with the law and talking about science fiction.
The image consultant
David Cross and Bob Odenkirk have been doing comedy together for decades, and many fans are hoping that Cross will have a recurring role on the show. One way Cross could fit into the world would be to cast him as Saul's image consultant. Cross could be the guy who advises Saul to change his last name from McGill to Goodman and could direct Saul's infamously cheesy commercials.
- Media
- Arts & Entertainment
- Saul Goodman
- Better Call Saul
- Bob Odenkirk


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St Nicholas Abbey cemented himself as the early favorite for the 2010 Investec Derby (Eng-I) with a dominating performance in the Racing Post Trophy (Eng-I) at Doncaster Oct. 24.
The Aidan O'Brien trained-colt remains undefeated in three starts in his young career, having also captured the Juddmonte Beresford Stakes (Ire-II) and a maiden race at the Curragh in his two prior races.
The Racing Post Trophy brought together a field of 11, with three of the most highly-rated 2-year-old colts in England and Ireland meeting for the first time. Besides St Nicholas Abbey, the field included Al Zir, an imposing son of Medaglia d'Oro who was making his stakes debut for Godolphin, and Elusive Pimpernel, an undefeated son of Elusive Quality who captured the Acomb Stakes (Eng-III) in his last start.
Ridden with confidence by Johnny Murtagh, St Nicholas Abbey tracked Elusive Pimpernel toward the rear of the field as Shakespearean and Al Ghazal led in the early stages of the one mile contest. Al Zir sat just off the pace in third, and looked ready to pounce at any time for jockey Frankie Dettori.
As the field hit the two-furlong marker, Murtagh shook the reins and the response was immediate when St Nicholas Abbey split horses and hit the front within a few strides. The colt continued to accelerate in the final furlong, opening up several lengths on the rest of the field.
St Nicholas Abbey hit the wire 3 3/4 lengths in front of Elusive Pimpernel, who rallied to take the second spot from Al Zir by 2 1/2-lengths. The final time for the mile was 1:39.62 over a course rated "good to soft."
O'Brien was full of praise for the colt, telling reporters, "This is a very special horse. He's one of those unique horses that is bred to stay, but who has speed.
"When you look at that turn of toe he had today, it was effortless."
St Nicholas Abbey was bred in Ireland by Barton Bloodstock and Villiers Syndicate, and is raced by Derrick Smith, Susan Magnier, and Michael Tabor. By Montjeu, he is out of the Sure Blade mare Leaping Water, who has also produced Grammarian (by Definite Article), winner of the Sunset Handicap (gr. IIT) and San Gabriel Handicap (gr. IIT) in 2002.
Leaping Water is a half-sister to champion Ballingarry (by Sadler's Wells), in addition to group I winners Aristotle (by Sadler's Wells) and Starborough (by Soviet Star).
St Nicholas Abbey Soars at Doncaster
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It's been discussed several times, but no one has any idea on just WHY it's been left off the 67 specs. It's another one of those Camaro abnormalities we see so often!
CRG Discussion Forum | ||
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Dubai: Dell Inc., the US-based PC manufacturer, aims to grow its enterprise division in the Middle East to account for 40 per cent of regional revenues within a couple of years as it implements a global strategy to diversify away from selling purely computers and laptops, a senior executive said.
Business | Technology
Dell to target Middle East SMEs
In enterprise division push, says executive
- Image Credit: Gulf News Archives
- Dell's offices in Internet City, Dubai. Dell has hired a number of senior executives for the enterprise business in the past year.
Currently, Dell makes one-third of revenues in the Middle East from its enterprise business that sells hardware, software and services to companies, Aongus Hegarty, Dell's vice president and general manager of the Europe, Middle East and Africa region, told Zawya Dow Jones in a recent interview.
But Dell aims to further increase its enterprise business as a share of overall revenues and compete with more traditional IT players such as IBM and Hewlett-Packard. Servicing small and medium-sized businesses would be a focus for Dell in the region next year.
"We have very much been transforming," said Hegarty, who expects enterprise revenues to make up 40 per cent of Middle East sales, as well as global revenues, within two to three years.
"A lot of people say Dell is the PC company and that is our history and our legacy developed out of the desktop and notebook business, but over a number of years now we have been developing our business from a technology and enterprise solutions perspective."
Dell has hired a number of senior executives for the enterprise business in the past year, including Marius Haas, the former head of Hewlett-Packard's networking business. The company also named Suresh Vaswani as president of Dell Services last week after the sudden resignation of Steve Schuckenbrock, who left to "seek new opportunities."
Dell has also made a number of acquisitions in the enterprise space this year, including Sonicwall, a network security company, Quest Software, a software manufacturer and Wyse, a cloud computing firm.
"More than 50 per cent of our global profitability now comes from enterprise solutions, which is the server storage, networking, services and software," said Hegarty. "In the enterprise solutions aspect of our business, we have more of the intellectual property and the margin associated with that is higher."
Dell last month reported an 11 per cent decrease in global revenues to $13.7 billion in the three months to November 2 as sales from desktop PCs fell.
Operating income for the third quarter was $589 million and earnings per share was 27 cents, down 45 per cent from the same period last year.
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Emaar Properties and Aldar Properties, among the decliners
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Bank sees new opportunities in Dubai and Northern Emirates
Fitch upgrade boosts Saudi shares
Turnover in Saudi Arabia has surged in recent days


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do you want a date. ?
just my 2 cents but I have found that "poster pretty" people tend to have the personality of a wet washcloth :p
Its not how they look that matters, its how they treat you that counts, looks don't really come into it.
being ugly didn't help me any
looks dont make someone a good or bad husband, their personality do
research found that men with bigger equipement were more likely to have affairs....If thats any help...:)
An ugly man would treat a woman better because we don't know if we will have the opportunity to be with a female again. i say we because i'm ugly. have to make the most out of every opportunity. handsome men can pick and choose because they know they can someone else no problem
just to have a little fun here i wud say that there are some woman out there being that i talk to alot who have mentioned to me that as long as the mans face was ugly and his c*** was handsome wud be good ...............also some of them have also tols d me vice versa so wow i just think this keeps things interesting for all you women ! good luck anyway ! i myself aint intrested ! although men can be my friend !
I'd say it's exactly the same as for wifes...
Allthough.. I see many not so good looking men with stunning women hanging off their arms.. But I never see an Ugly woman with a good looking man.
The one that treats you right and the one you love.


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A native of Idaho, Jake has spent his entire life in the Rocky Mountain Region. Shortly after graduating with a degree in Communications from Westminster College in 1995, Jake entered the resort real estate world with a Sotheby's Affiliate in Telluride, Colorado. He moved to Jackson Hole with his wife Jennifer in 2003, where they have made their home, family and careers ever since. Jake and Jennifer have two children, Charles and Charlotte.
Jake's focus is on high-end residential, luxury condominiums and commercial opportunities. Throughout his real estate career, Jake has been a consistent top producer and his market knowledge is sought after by his clients and peers alike. His mission is to provide thorough and insightful service, combined with the highest level of professionalism and integrity throughout the real estate buying and selling experience.
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Affordable Mothers Day Gifts: This Small Diamond M Pendant in 10K showcases 0.16 carats of genuine diamonds and is available in 10K white, yellow and rose gold. Chain must be purchased separately. |
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Boxing keeps Quade Cooper and the Wallabies vice-captain is strong-minded to keep fighting after he negotiates his next Australian rugby agreement. Cooper is preparing for his second specialized fight – a match-up against 40-year-old Newcastle boxer Warren "The Fortress" Tresidder in Brisbane on Wednesday night as part of Anthony Mundine's undercard.
He is aware Australian Rugby Union boss Bill Pulver has hinted boxing could be off the table when they negotiate a new deal, with Cooper's current contract due to expire later this year. However, the Queensland Reds playmaker is strong-minded that nothing will stop him boxing and credits it with serving him as he got his once shaky Wallabies career back on track.
With incumbent Wallabies skipper Ben Mowen declaring plans to head overseas, coach Ewen McKenzie has long-established Cooper is among those in the mix to take over the national leadership less than two years after he was sidelined, having described the national team's location then as "toxic".
Will Genia, James Horwill and David Pocock – all of whom have captained the Wallabies, unlike Cooper – are also unsurprising to be measured for the role when the international season begins with three home Tests against France in June.
Cooper missed the Reds' final Super Rugby trial against the Chiefs to fight Barry Dunnett last February and emerged with an imposing first round big achievement win. Cooper now lines up against Tresidder – 15 years older – who has had one professional bout which ended in a split point's loss to ex-England cricketer Adam Hollioake but is backed by 25 years as a cage fighter.


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DC TV Shows That Need To Be Made!
This is a list of TV shows DC should make alongside Arrow, The Flash, GCPD, and the newly announced Hourman. In no particular order. Enjoy :)
This is a list of TV shows DC should make alongside Arrow, The Flash, GCPD, and the newly announced Hourman. In no particular order. Enjoy :)
More likely than an Aquaman movie, so I'll take what I can get.
It's be great if this could crossover with Animal Man.
Same as above.
Either Jaime Reyes or Ted Kord. Not sure which.
My second favorite character on this list. This would be a great fit in the Arrow universe.
...Psst, psst...read this: http://www.comicvine.com/forums/fan-fic-8/dc-re-invented-the-question-0-1502292/#25
Deadman should get a show. Why should Deadman get a show? Because he's Deadman. Now give him a show!
This guy seriously needs some respect...and a show would get it for him.
This would be a great concept for a show. Also, if that Blue Beetle show would use Ted Kord...
If they can't fit him in a film, this would be great.
Anyone who doesn't think this wouldn't work hasn't read The Savage Hawkman series...BEFORE THEY PUT ROB LIEFELD ON IT. It's not my favorite title, but it's gotten premise right that's needed for it to work as a show.
This would be a nice series or mini-series spinning out of Arrow.
Just saying...Demons vs. Monsters with dark tones and Vandal Savage as the main villain. How could this not work as a show?
Like Hawkman, the New 52 series sets up a great premise for a show.
Tying into JL and WW films. This would be an amazing counter measure to Agents of S.H.I.E.L.D.
Not as in the Justice League, but as in JLA, like the New 52 series. An alternate league. (Would be great if it would consist of Martian Manhunter, Arrow, Ted Kord, The Question, Hawkman, and Captain Marvel to tie the shows together)


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Keyboarding and Word Processing, Lessons 1-60Combining keyboarding lessons and skillbuilding with basic formatting skill using Word 2003, this text will develop speed and accuracy while teaching the basics of document and word processing. Formats include block and modified block letters, standard memos, simple reports, references, title pages, tables, and newsletters. Perfect for an introductory word processing course, this text also includes a capstone project that reinforces lesson concepts. |
What people are saying - Write a review
I had to use 18e version - same authors but Microsoft Word 2010 with the student license to use the Web Reporter (it's an online class). I must tell you, you will grow to hate the little man in the program. This is the worst program I have ever had to use. Not a single student at Savannah Tech that I spoke with enjoyed this class. You spend so much time fighting to get your lessons accepted, that you end up frustrated and don't learn anything. I would not recommend it anyone.
Other editions - View all
Keyboarding and Word Processing, Lessons 1-60 Susie H. VanHuss,Connie M. Forde,Donna L. Woo,Linda Hefferin No preview available - 2004 |
References from web pages
ISBN: 0-17-640711-1 | College Keyboarding Textbook
Student Classifieds ♦ College Keyboarding ♦ ISBN: 0-17-640711-1 for sale by the student from Georgian College Lesson1-60.
studentsmetro.com/ textbooks/ textbooksforsale/ 838871/ College-Keyboarding
Titles and Descriptions
College Keyboarding: Keyboarding Course, Lessons 1-25. .... College Keyboarding: Keyboarding and Word Processing: Microsoft Word 2002, Lessons 1-60. ...
www.sasked.gov.sk.ca/ curr_inst/ iru/ bibs/ paa/ infoprobib2003/ td-ac.shtml
Connie M. Forde: books by Connie M. Forde @ bookfinder.com
College Keyboarding Corel Word Perfect 6.117 Word Processing: Integrated ... College Keyboarding: Keyboarding and Word Processing Complete Course Microsoft ...
www.bookfinder.com/ author/ connie-m-forde/
Connie M. Forde: books by Connie M. Forde @ justbooks.co.uk
College Keyboarding Advanced Word Processing, Lessons 61-120 ... College Keyboarding Corel Word Perfect 6.117 Word Processing: Integrated Applications ...
www.justbooks.co.uk/ author/ connie-m-forde/
Keyboarding/Word Processing
College Keyboarding 15e micropace Template Disk 0-538-72655-5 .... College Keyboarding applies 75%. of all MOUS requirements. This guide makes our ...
www.swlearning.com/ pressroom/ cat/ 07-CED-Keyb.pdf
Course Detail
Type: Text, Title: College Keyboarding 16E Lessons 1-60. ISBN: 0-538-72800-0 ... Type: Text, Title: checkpro 2003 Software for College Keyboarding 16E ...
sbcjcweb.sbcjc.cc.ms.us/ Msvccvisitor/ Course_Detail.asp?id=2988&
0538728264, College Keyboarding Complete Lessons 1-120. 0538728248, College Keyboarding Lessons 1-25 ... 053872823X, College Keyboarding Lessons 61-120 ...
www.cnpbook.com/ link/ res/ search/ 050615/ 772.html
Submarino.com.br Importados: College Keyboarding - Vanhuss, Susie ...
Submarino.com.br Importados: College Keyboarding - Vanhuss, Susie H., Dr/ Forde, Connie/ Woo, Donna & Vanhuss, Susie H./ Forde, Connie, Ph.D./ Woo, Donn.
lojaabril.com.br/ imports_productdetails.asp?Query=&
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College Keyboarding Advanced Word Processing, Lessons 61-120, 15th Ed. ... College Keyboarding Enhanced General Series: Introductory Course, Lessons 1-60, ...
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Fall Price List | Southern West Virginia Community and Technical ...
OA103, Web CT College Keyboarding, $117.00, $88.00, 0324327331. OA103, College Keyboarding 1-60, 16th, $69.00, $52.00, 0538728000 ...
southernwv.edu/ node/ 1661


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Posted: 5 years, 3 months ago at Nov 19 6:36
Good review, but for pete's sake, it's 'Swedes', not 'Sweeds'. And normally the grammar wouldnt come out, except for two things; 'Sweed' is using almsot a dozen times, and its actually a Norwegian base and Norwegian helicopter, not Swedish. So please correct this if you want my vote.
Posted: 5 years, 3 months ago at Nov 19 9:02
All better now for your veiwing pleasure.
Posted: 5 years, 3 months ago at Nov 19 10:19
Thats quite ignorant. Just because the Swedes and the Norwegians live in the same region of Europe doesn't make them the 'same thing I guess'.
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