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University of California, Berkeley | |||||
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Jepson eFlora: Taxon page
Key to families | Table of families and genera |
Indexes to all accepted names and synonyms: | A | B | C | D | E | F | G | H | I | J | K | L | M | N | O | P | Q | R | S | T | U | V | W | X | Y | Z | |
Annual to tree; generally with stellate hairs, often with bristles or peltate scales; juice generally mucilage-like; bark fibrous. Leaf: generally cauline, alternate, petioled, simple [palmate-compound], generally palmate-lobed and/or veined, generally toothed, evergreen or not; stipules persistent or not. Inflorescence: head, spike, raceme, or panicle, in panicle or not (a compound panicle), or flowers >= 1 in leaf axils, or flowers generally 1 opposite a leaf or on a spur; bracts leaf-like or not; bractlets 0 or on flowering stalks, often closely subtending calyx, generally in involucel. Flower: generally bisexual, radial; sepals 5, generally fused at base, abutting in bud, larger in fruit or not, nectaries as tufts of glandular hairs at base; petals (0)5, free from each other but generally fused at base to, falling with filament tube, clawed or not; stamens 5–many, filaments fused for most of length into tube around style, staminodes 5, alternate stamens, or generally 0; pistil 1, ovary superior, stalked or generally not, chambers generally >= 5, styles or style branches, stigmas generally 1 or 1–2 × chamber number. Fruit: loculicidal capsule, [berry], or 5–many, disk- or wedge-shaped segments (= mericarps).
266 genera, 4025 species: worldwide, especially warm regions; some cultivated (e.g., Abelmoschus okra; Alcea hollyhock; Gossypium cotton; Hibiscus hibiscus). [Angiosperm Phylogeny Group 1998 Ann Missouri Bot Gard 85:531–553] Recently treated to include Bombacaceae, Sterculiaceae, Tiliaceae. Mature fruit needed for identification; "outer edges" are surfaces between sides and back (abaxial surface) of segment. "Flower stalk" used instead of "pedicel," "peduncle," especially where both needed (i.e., when flowers both 1 in leaf axils and otherwise). —Scientific Editors: Steven R. Hill, Thomas J. Rosatti.
Unabridged references: [Alverson et al. 1999 Amer J Bot 86:1474–1486; Bayer et al. 1999 Bot J Linn Soc 129:267–303; Hill 2009 Madroño 56:104–111]
Annual, perennial herb; with taproot, clustered fleshy roots, caudex, adventitious roots, or occasionally shallow rhizome. Stem: ± decumbent or generally erect, some occasionally stolon-like; erect stem, branches terminating in inflorescence. Leaf: generally fewer above, occasionally ± rosetted; petioles below generally >> petioles above; blades below generally crenate to shallowly lobed, blades above often deeply palmate-lobed or -divided; stipules generally persistent. Inflorescence: head, spike, or raceme, in panicle or not, generally more open in fruit; bracts 2, generally stipule-like, occasionally involucre-like, united at base to ± entirely; bractlets 0(3), generally not in involucel. Flower: flowers generally bisexual, protandrous, occasionally functionally unisexual (occasionally, plants with either bisexual or pistillate flowers in a given sp.); calyx lobes >= tube; petals spreading or erect, purple or rose-pink to white, generally with some pale veins, base generally also paler than tips (occasionally darker), tip ± notched or fringed, petals on pistillate flowers shorter, darker, often <= 10 mm; filament tube generally stellate-puberulent, anthers near top, in generally 2 concentric series, generally pink, ± purple, or white; stigmas linear, on inner side of style branches, conspicuous in pistillate flowers. Fruit: segments generally 5–10, indehiscent, puberulent, glandular, or glabrous, beaked or not, side walls generally ± thin. Seed: 1, generally filling chamber, reniform, glabrous.Key to Sidalcea
± 27 species: western North America: Alaska, Canada, to Mexico. (Greek: combination of Sida, Alcea, 2 other names for mallows) [Andreasen & Baldwin 2003 Amer J Bot 90:436–444; Hill 2008 J Bot Res Inst Texas 2:783–791] Some species highly variable, especially in leaves, growth stage; mature plants with fruit minimize considerable problems in identification, as does knowledge of plant base, underground parts; needs study.
Unabridged references: [Hitchcock 1957 Univ Washington Publ Biol 18:1–96; Fryxell 1988 Syst Bot Monogr 25:412–416]
Unabridged note: This treatment differs from that in TJM (1993) in addition of new taxa and in segregation as species of former, primarily inland subspecies of Sidalcea malviflora, now primarily a coastal entity.
Perennial herb from woody caudex, rhizome 0. Stem: 1–8 dm, coarsely, generally densely stellate-canescent. Leaf: generally all along stem, generally alike in size, shape; blade coarsely crenate to generally shallowly or deeply lobed, width 1–6 cm, generally > length. Inflorescence: bracts generally stipule-like; flowering stalks generally 1–4 mm; bractlets 3, 2–12 mm. Flower: generally bisexual; calyx lobes 3–10 mm, stellate-puberulent, bristly or not; petals 5–18 mm, pale pink to pink-lavender. Fruit: segments generally 6–10, (1)2–2.5 mm, glabrous, sides generally smooth, thin, outer edges, back generally net-veined, transversely ridged, back generally with medial ridge, beak 0. [Online Interchange]
Coarsely ± gray-stellate-hairy. Stem: few, 4–8 dm. Leaf: crenate to shallowly lobed, stellate-hairy, hairs generally overlapped. Inflorescence: bracts generally 6–10 mm, <= calyx, lanceolate; bractlets 6–7 mm, <= calyx, 0.8–1.1 mm wide. Flower: petals 1.1–1.3 cm, ± 0.5 cm wide.
2n=20. Chaparral, woodland, open conifer forest; 1000–2200 m. Outer South Coast Ranges, Western Transverse Ranges (Santa Barbara Co.), San Bernardino Mountains. Threatened by grazing, urbanization, road maintenance. Jun–Aug [Online Interchange] {CNPS list}
Previous taxon: Sidalcea hickmanii subsp. napensis
Next taxon: Sidalcea hickmanii subsp. pillsburiensis
Citation for the whole project: Jepson Flora Project (eds.) 2013. Jepson eFlora, http://ucjeps.berkeley.edu/IJM.html, accessed on May 6 2015
Citation for this treatment: [Author of taxon treatment] 2013. Sidalcea, in Jepson Flora Project (eds.) Jepson eFlora, http://ucjeps.berkeley.edu/cgi-bin/get_IJM.pl?tid=52979, accessed on May 6 2015
Copyright © 2014 Regents of the University of California
We encourage links to these pages, but the content may not be downloaded for reposting, repackaging, redistributing, or sale in any form, without written permission from The Jepson Herbarium.
Sidalcea hickmanii subsp. parishii See CalPhotos for additional images © 2007 Thomas Stoughton |
Geographic subdivisions indicated for the distribution of Sidalcea hickmanii subsp. parishii | Markers link to CCH specimen records. If the markers are obscured, reload the page [or change window size and reload]. Yellow markers indicate records that may provide evidence for eFlora range revision or may have georeferencing or identification issues.
(Note: any qualifiers in the taxon distribution description, such as 'northern', 'southern', 'adjacent' etc., are not reflected in the map above, and in some cases indication of a taxon in a subdivision is based on a single collection or author-verified occurence).
View elevation by latitude chart |
Data provided by the participants of the Consortium of California Herbaria.
View all CCH records
CCH collections by month |


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It often takes dire situations for things to change.
At other times, dire situations fuel more of the kind of negativity that was partially responsible for the failures in the first place.
But within chaos lies opportunity.
Mammoth Lakes is slowly emerging out of a nightmare of a winter. We just want to put this winter behind us and focus on the future.
But in order for Mammoth Lakes to a.) emerge out of this lull and b.) to thrive and succeed in subsequent years, things need to change. Attitude is on top of the list.
We were watching golf on TV and Fido could not stay awake.
He was not disinterested, though.
Yes. Enough with the SILENCE. Thank you to the Mammoth Times for "Our View", published April 7. As a mother with 2 children, who were victimized by Lupe Almaguer, I am grateful that public knowledge is being increased.
The Mammoth Lakes Police Department will host its third Community Police Academy starting April 19 and lasting for six weeks.
Mono County utilizes what is known as the CodeRed Emergency Alert System when a critical incident or emergency situation takes place within the county. This system is a database of resident and citizen information for use only in critical and emergency situations.
The Mammoth Community Water District (MCWD) will be replacing sub-standard sewer pipeline with 2,540 feet of larger, standard PVC pipes throughout sections of Mammoth beginning this May. The project will affect two streets tin Mammoth; Meridian Boulevard and Center Street, according to the district.
Three environmental groups have filed suit in Inyo County Superior Court to overturn the Los Angeles Department of Water and Power's decision to approve the project and to order LADWP to prepare an environmental impact report (EIR).
The Mono Basin Visitor Center reopened for the year last week, and if that isn't a harbinger of spring, nothing is. It's open Thursday to Monday from 9 a.m. to 4:30 p.m. …
An arts center situated on Old Mammoth Road, an idea that has been floating around town for years, reassumed front-burner status this week.
RAW: US Highway 395 is closed to both north and southbound traffic in Inyo County near Division Creek Rest area. The highway was closed at approximately 5:00 am this morning and remains closed due to a traffic collision involving two semi-trucks. Division Creek Rest Area was also closed as a precaution. A detour around the area is being utilized to move the traveling public. Will update as new information becomes available.
Source: Caltrans
No one wants to talk about it.
But the number of child sexual abuse cases reported in the Eastern Sierra has gone up this year, from one to three in Mono County and from six to nine in Inyo County.
That might not seem like much, but these are two very small counties and it's an unusually sharp increase.
No one knows why officially, but there's good speculation.
"Let's face it, this has really been in the news lately," said Lisa Reel, executive director for Wild Iris. "And the ones reporting in our area are young, under 16."
But the number of child sexual abuse cases reported in the Eastern Sierra has gone up this year, from one to three in Mono County and from six to nine in Inyo County. That might not seem like much, but these are two very small counties and it's an unusually sharp increase.
The Northern Mono Chamber of Commerce will be sponsoring a "Candidates Night" on April 12 at 7 p.m. at the Antelope Valley Community Center. The Candidates for County Supervisor, District 4 will be there; Meadowcliff Resort owner Tim Fesko, Bridgeport Inn owner Bob Peters, and business owner and former Mono County Planning Commissioner Jan Huggans, This is the time for you to ask those important questions before you vote on June 5th. Refreshments will be served by the Northern Mono Chamber of Commerce.
The Mammoth Lakes Foundation's mission is to support higher education and the arts in the Eastern Sierra and has done so vigorously since its birth in 1989 under the guidance of Dave McCoy and a small group who shared his vision.

subset: commoncrawl


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Fusion is a weekend event geared toward high schoolers held in Lansing, Michigan. Fusion is a great time for youth groups to unite together and have a blast worshipping God.
Born and raised in mid-Michigan, Jason is a 2005 graduate of Great Lakes Christian College. He has been serving at the First Church of Christ in Mt. Pleasant, Michigan for the last seven years. He lives with his incredible wife, Sarah, and their two beautiful daughters, Abigail and Brooklyn.
Hailing from Atlanta, Georgia,The Museum has experienced tremendous success in a relatively short amount of time. With 2 top 20 songs on Christian Radio, the band had the opportunity to play more than 150 dates in 2011. The Museum is passionate about sharing a message of hope and love found in Christ. Their new album, My Only Rescue, releases on August 28, 2012. Visit their website for more info about The Museum.
FREE T-Shirt with Early Registration!
GLCC News
GLCC Events


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The Great Lakes Nationals - Hot Wisconsin Rods - Expanded for Web
Written by Tim Bernsau on January 3, 2008 And Cool Wisconsin Customs At The Great Lakes Nationals In MadisonWhen Goodguys figures out how to control the weather, they won't have to worry about getting soaked at one of their outdoor events. Until that day, we'll all just have to take our chances, hope that it doesn't rain, and deal with it when it does.
It was beautiful and clear when we got to Madison, Wisconsin, on the set-up day for the Goodguys Great Lakes Nationals, but the weather report warned us that the wet stuff was on its way.
We got lucky on Friday and had a nice sunny day. The Alliant Energy Center seems custom made for a car show, meaning that there is plenty of pavement for the various Goodguys corrals-Homebuilt Heaven, Youngguys, Pro's Picks, Deuces Are Wild, Fins Are Fifty, and Mighty Muscle-and a big grassy area with willow trees and a creek, for rodders who prefer that scene.
We weren't so lucky on Saturday. It rained off-and-on all day (making it easy to tell which photos we took on which day). The showers probably kept some cars away, but we liked hanging out among hardcore enthusiasts who want to, can, and will drive their cars regardless of the weather.
We had ten Rod & Custom Top Tin awards to give away. We try to honor owner-built cars whenever possible. That was easy to do in Madison, and many of our picks fit that description. We're always looking for regional trends, and a few things we noticed in Wisconsin were a high percentage of customs, a high percentage of drivers, and a high percentage of good Polish, Czech, and Slovak last names which we apologize for misspelling.
When we got to the show on Sunday, the rain was coming down steadily, the vendors were packing up, and Goodguys was sending the hot rodders home. We were disappointed about not seeing our R&C Top Tin picks parked together, and missing the rest of the final day fun, but we'd already had two terrific days at the Great Lakes Nats. We'll forget the crummy weather soon. What we'll remember are the hot Wisconsin rods and cool Wisconsin customs.


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We just picked up our two new Tamworth (heritage breed) pigs for our farm stay at Handsome Brook Farm…As you can see from the photos, we had a couple 3 year old guests this weekend who helped to welcome the piglets to the farm. It is awesome to watch the pig grow up in an Eco-friendly sustainable environment, playing on pasture and interacting with the sheep, chickens, calf, and cats!
For more information on Tamworth pigs, follow this link: http://www.hobbyfarms.com/livestock-and-pets/pigs-on-farm-14927.aspx
For more information on our farm stay in the Catskill mountains of New York, visit our facebook page at: https://www.facebook.com/pages/Handsome-Brook-Farm/146173838746805?fref=ts
Take a Look at our newest members of the farm!


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Top Definition
Asynchronous Javascript And XML.
google maps uses ajax to pass data.
de centreville nate
05 Mai 2005
16 more definitions
A football club named after a Greek mytholigical hero, based in Amsterdam Holland
Ajax "was" the best team in the world untill it sold all it's better players to barcalona :(
de eejit
25 Iunie 2004
A town in southern Durham Region, Ontario, sandwiched between Pickering and Whitby.
Pickering Villiage is part of Ajax.
de mass
11 Aprilie 2005
Name of a member of the gang in the The Warriors a 1979 film. He is the muscle of the group, cocky and arrogant but a strong soldier and a great asset to the gang.
"yo man, you see Ajax?"
"No man what happened?"
"man he destroyed those pussy fucks."
"No man what happened?"
"man he destroyed those pussy fucks."
de J Higgins
04 Iunie 2006
A town in southern ontario in between the dirty O and Scar City
-where are you from, then?
-ajaaaaax...... (with a mad head shake)
-right on
-ajaaaaax...... (with a mad head shake)
-right on
de burgiller
27 Februarie 2005
Ajax are a very successful Dutch Football team. They play at the Amsterdam Arena and have won many cups in their time.
"You wanna come see Ajax VS PSV Eindhoven tonight?"
de Andy
20 Septembrie 2003
An industrial-strength cleaner sold by the company Colgative Palmolive, usually in powder form.
The fact that it took so long for someone to identify Ajax as a popular cleaner says a lot about the personal hygiene of Ajax soccer fans.
de sukebe
21 Noiembrie 2006


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The Corporate Governance and Ethics Institute
Directed by Professor Susan R. Finneran
Professor Finneran's focus is corporate governance and ethics. She has chaired the Massachusetts Bar Association's Business Law Section Council. "In general, the concepts in business law are intellectually challenging," she says. "But I am particularly interested in examining social justice issues and the responsibilities of companies, both large and small, that have reaped so many benefits from our system."
- Headed by Professor Susan Finneran, the recent emphasis of this institute has been on issues of social justice and the responsibilities of companies within a system that has enabled them to prosper at the expense of some individuals and populations.
- Institute projects include an examination of the increasing use of criminal law to prosecute corporate entities and a study of the effectiveness of a recent Chicago slavery reparations ordinance.
- A former chair of the Massachusetts Bar Association's Business Law Section Council, Finneran is an expert on many aspects of corporate governance and business ethics, including financial regulation and insider trading.
- The institute's work has included a comparison of corporate governance in the Gilded Age (robber barons such as Rockefeller and Vanderbilt) and the Modern Age (corporate scandals such as Enron, Tyco, and WorldCom).
- Institute activities have included participation by faculty and student research assistants in drafting the revision of the Massachusetts Business Corporation Law as Massachusetts General Laws Chapter 156D with the Boston Bar Association/Massachusetts Bar Association Task Force (took effect in July 2004).
- An institute project is examining local government regulations that require that investment banking firms wishing to underwrite municipal bonds either establish that they were not founded with proceeds of slavery or fund a scholarship or other form of reparation.


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(Please note that all blog entries and comments are subject to review prior to posting.)
While we will do our best to monitor all comments and blog posts for accuracy and relevancy, Home Energy is not responsible for content posted by our readers or third parties. Home Energy reserves the right to edit or remove comments or blog posts that do not meet our community guidelines.
I'm going to throw a pretty wild idea out there: What if Passive House was a scaled rating? As it stands now, a home is either a Passive House or it's not. It's black and white. You have to meet the Passive House standards (an airtight building shell ≤ 0.6 ACH @50 Pa, an annual heat requirement ≤ 4.75 kBtu/sf/yr, and primary energy use ≤ 38.1 kBtu/sf/yr), or the ... [continue reading]
This is a short story about a little house in a parking lot and the educational potential of 960 square feet. The project was conceived and created to give students a place for blower door training and ended up a fully integrated green structure that was dedicated during the grand opening ceremony by Washington State Governor Jay Inslee. [continue reading]
Just before the Energy Center of Wisconsin expanded their Better Buildings: Better Business Conference to include the state of Illinois in 2012, we spoke with John Viner of the Energy Center about the conference. His then-new position as the Interim Education Director had him less involved in conference content development, but now, as the Senior Project Manager, he's "back enjoying more time applied to designing educational events." [continue reading]
In 2010, Washington State University (WSU) conducted a survey to look at market-based residential energy audits as part of a grant from the National Institute of Standards and Technology (NIST). The results of that survey were published in the July/August 2013 issue of Home Energy magazine in an article titled "Past, Present, Future: Directions in Single-Family Energy Auditing and Retrofits." The report on which the article is based provides a wealth of information related ... [continue reading]
When you're shopping for a car, what do you look for? How important is its aesthetic appeal, safety rating or fuel economy? Getting reliable information to make a decision is pretty simple—you can search online for the safety ratings and repair rates or talk to the dealer. If you care about gas costs and your carbon footprint, the MPG label shows how far a gallon of gas is likely to take ... [continue reading]
After I hung up my tool belt from contracting after 25 years, I had an itch to teach others what I knew and had learned—good and bad. I was eventually hired by a small but effective non-profit in San Francisco called Build It Green. They had a green building professional certification program for builders and industry professionals as well as a pretty darn good green labeling program. [continue reading]
I was reading my local newspaper and a photo showing a man and his electric bill caught my attention. His electric bill was more than $7,000. Was this a case of a power company screwing over a customer, I wondered? Then I read the story. It got more interesting. [continue reading]
Often, when homeowners make improvements to an existing house, the most important aspects of home performance—including safety, comfort, energy efficiency, durability, and environmental impact—are literally invisible during key steps of any home sale or refinance transaction. [continue reading]
The International Code Council is in the process of developing the 2015 codes. A large number of code change proposals will be considered at the Final Action Hearing, which is being held at the Atlantic City Convention Center in Atlantic City, New Jersey. The FAH is scheduled to begin on October 2 and conclude by October 10, 2013. For more information go to www.iccsafe.org. [continue reading]
When I was a 12-year-old-boy growing up in southern California I spent most of my free time working at the family-owned lumber and hardware store that my grandmother had started in 1920. While my friends were out riding their bikes or heading to the beach to flirt with girls under the warm So-Cal sun, I was driving a forklift unloading trucks and placing the units of lumber in neat stacks one atop the other in our ... [continue reading]


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Independence Blue Cross launches ad campaign
Philadelphia—Independence Blue Cross has debuted an ad campaign called "Live Fearless." The campaign was created by McGarryBowen, Chicago, and adapted locally by Tierney, Philadelphia. It includes TV, print, radio, online and out-of-home, and shows how IBC provides quality health care in the midst of a changing industry. The budget was undisclosed.


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William Roy - Military Antiquities of the Romans in North Britain, 1793
Name: | Roy, William, 1726-1790 |
Title: | Book the Fourth (Chap. III, Sect. I) Commentary on the Work of Richard of Cirencester; As far as relates to the three Northern Provinces of Britain, Valentia, Vespasiana, and Caledonia… - Concerning the Province of Valentia. |
Imprint: | London : printed by W. Bulmer and Co. and sold at the apartments of the Society; and by Messrs. White, Robson, Nicol, Leigh and Sotheby, Brown, and Egerton, 1793. |
Pagination: | 114-115 |
Shelfmark: | Newman.360 |
Volume Title: | 114-115 |
Zoom Into Map: | Click on the image to view in greater detail. |
Scroll through pages: |
Roy Military Antiquities contents list | Plates location map
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Sara Tashker
Sara Tashker has been an organic farmer and residential practitioner at San Francisco Zen Center since 2002. From 2007 she has helped lead Green Gulch Farm's six-month Organic Farm and Garden Apprenticeship for people interested in integrating residential Zen Buddhist practice and hands-on training in organic farming and gardening. She loves that her every activity is the fertile ground of Zen practice: growing food, relating to community, being a mother, appreciating the breath and body. In fall 2011 she served as Head Student (shuso) at Tassajara Zen Mountain Center with Abbot Myogen Steve Stücky and Sojun Mel Weitsman. She currently lives and practices at Green Gulch Farm with her husband and their son Frank.


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Raleigh Bed Skirt
- Free Shipping
- Overview
Our pleated bed skirt has a classic, tailored style that's the finishing touch to the perfectly made bed.
- Choose all cotton or a cotton/linen blend.
- Cotton decking.
- Drop is 14" for all sizes.
- Tailored with split corners for easy placement around bedposts.
- Dry-clean.
- Dimensions & Care
- Erin linen skirt is woven of 53% linen, 47% cotton.
- White twill skirt is woven of 100% cotton.
- Decking is 100% cotton.
- Drop: 14"
- Pleats on each side: 1
- Corner Flaps: 8" wide
- Twin: 39 x 76"
- Full: 54 x 76"
- Queen: 60 x 80"
- King: 78 x 80"
- Cal. King: 72 x 84"
All sizes
- Dry-clean.
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- Final-sale items, identified by a price ending in $.99, cannot be returned. Once placed, your order for this item cannot be cancelled. Quantities are limited. The same price is also available when you shop our catalog.
This is a general shipping item.
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At Pottery Barn, we take great pride in the quality and craftsmanship of our products. Attention to design, materials, safety and construction is our priority. We carefully inspect your order prior to shipment. Upon receipt, please inspect your purchase and notify us of any damage; we will arrange for a prompt replacement. If, within 7 days for Quick Ship upholstery and 30 days for all other products, you are dissatisfied for any reason, you may return your purchase for a refund of the merchandise value.
We cannot accept returns on monogrammed, personalized, special-order items, or on items damaged through normal wear and tear. We also cannot accept returns of final-sale items which are identified by a price which ends in .99.
For returns of items purchased from your Pottery Barn registry, we will gladly provide a refund or exchange for the merchandise within 90 days of your event or within 90 days of purchase, whichever date is later.
You may return merchandise through the mail for a refund or replacement. For detailed procedures for returning items through the mail, please contact Customer Service at 1.888.779.5176, 7 days a week, 5:00am - 9:00pm (PT).


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OFFICE OF THE CHIEF OF POLICE Farrah Emami - Public Information Officer 1 Civic Center Plaza Irvine, CA 92606 949-724-7112 email@example.com www.irvinepd.org
IRVINE, CA (July 2, 2014): The Irvine Police Department will be conducting a sobriety checkpoint from 8:00 p.m. to 2:00 a.m. on Thursday, July 3, 2014, in the area of MacArthur Boulevard and Campus Drive.
This checkpoint is part of a series being conducted through the end of 2014 as part of the Irvine Police Department's continued commitment to reducing injury and deaths caused by impaired drivers.
National Highway Traffic Safety Administration research has shown that high visibility enforcement (HVE) can reduce drunken driving fatalities by as much as 20 percent. The Irvine Police Department publicizes these highly visible sobriety checkpoints to deter impaired drivers, encourage the use of sober designated drivers and to bring increased awareness to the consequences of impaired driving.
The checkpoint will be clearly marked and vehicles will be selected to be checked on a pre-set basis to ensure objectivity. Motorists will be greeted and given information about impaired driving. Driver's licenses will be checked and trained officers will direct impaired drivers to a secondary area for further evaluation. Most motorists will experience little delay, if any at all.
IRVINE POLICE DEPARTMENT One Civic Center Plaza, Irvine, CA 92606 (949) 724-7000 www.irvinepd.org "Working In Partnership with the Community" INTEGRITY - QUALITY SERVICE - ACCOUNTABILITY - RESPECT Since its incorporation in 1971, Irvine has become a nationally recognized city, with a population of 242,651, spans 66 square miles and is recognized as one of America's safest and most successful master-planned urban communities. Top-rated educational institutions, an enterprising business atmosphere, sound environmental stewardship, and respect for diversity all contribute to Irvine's enviable quality of life. This family-friendly city features more than 16,000 acres of parks, sports fields and dedicated open space and is the home of the Orange County Great Park – the first great metropolitan park of the 21st century. For more information, please visit cityofirvine.org.


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At LabCorp, the work you do will be challenging and the opportunities available to you are endless. Whether you're interested in technology or sales, phlebotomy or IT, you can build a successful career that can only be described as amazing.
Headquartered in Burlington, North Carolina, we have thousands of employees working in laboratories, service centers and on distribution routes from coast to coast. Explore LabCorp jobs and see where your passion will make a difference.
LabCorp employees in Alamance County participated in the Ronald McDonald House Sport a Shirt, Share a Night fundraiser event. Each t-shirt sold helps to sponsor a family for one night at the House. Employees purchased 340 shirts.


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From Biopython
Contents |
New to BioPython? Check out the Getting Started page, or follow one of the links below.
- Installation instructions cover the installation of Python itself, the Biopython dependencies, and Biopython itself.
- The Biopython Tutorial and Cookbook contains the bulk of Biopython documentation. It provides information to get you started with Biopython, in addition to specific documentation on a number of modules.
- API documentation for Biopython modules is generated directly from source code comments using Epydoc.
- Wiki documentation,
- Seq and SeqRecord objects
- Bio.SeqIO - sequence input/output
- Bio.AlignIO - alignment input/output
- Bio.PopGen - population genetics
- Bio.PDB - structural bioinformatics
- Biopython's BioSQL interface
- Documentation for the Biopython interfaces to BioSQL cover installing Python database adaptors and basic usage of BioSQL.
- Documentation for the cluster module in Biopython. This describes the underlying C library and the Python interface.
- Cookbook-style documentation:
- Cookbook documentation (on the wiki)
- The Biopython Structural Bioinformatics FAQ (i.e. how to use the Bio.PDB module).
- Working with restriction enzymes.
Documentation for Developers
- List of Active projects to get involved with.
- How to contribute code to Biopython.
- Deprecation policy
- Instructions for building a release of Biopython.
- Details about the biopython.org website.
Online Course Notes
- Andrew Dalke taught an introduction to programming for Bioinformatics in Python class at the National Bioinformatics Network in South Africa.
- Ravinder Singh and Scott Kelley teach a Bioinformatics course using Biopython at the University of Colorado.
- Katja Schuerer, Catherine Letondal and Eric Deveaud have an online course that covers getting started in programming with Python. It's aimed at biologists that want to learn programming.
We have a separate list of publications citing or using Biopython. If you use Biopython in a scientific publication, please cite the application note [1] and/or one of the other listed papers:
- Cock PJ, Antao T, Chang JT, Chapman BA, Cox CJ, Dalke A, Friedberg I, Hamelryck T, Kauff F, Wilczynski B, and de Hoon MJ. Biopython: freely available Python tools for computational molecular biology and bioinformatics. Bioinformatics 2009 Jun 1; 25(11) 1422-3. doi:10.1093/bioinformatics/btp163 pmid:19304878.
This application note covers the whole of Biopython - Chapman BA and Chang JT. Biopython: Python tools for computational biology. ACM SIGBIO Newsletter 2000 Aug; 20, 15-19. HTML | PDF
This served as the official project announcement. - Hamelryck T and Manderick B. PDB file parser and structure class implemented in Python. Bioinformatics 2003 Nov 22; 19(17) 2308-10. pmid:14630660.
The Bio.PDB module is described here. - de Hoon MJ, Imoto S, Nolan J, and Miyano S. Open source clustering software. Bioinformatics 2004 Jun 12; 20(9) 1453-4. doi:10.1093/bioinformatics/bth078 pmid:14871861.
The Bio.Cluster module is described here. - Pritchard L, White JA, Birch PR, and Toth IK. GenomeDiagram: a python package for the visualization of large-scale genomic data. Bioinformatics 2006 Mar 1; 22(5) 616-7. doi:10.1093/bioinformatics/btk021 pmid:16377612.
This describes GenomeDiagram, which has now been integrated into Biopython. - Cock PJ, Fields CJ, Goto N, Heuer ML, and Rice PM. The Sanger FASTQ file format for sequences with quality scores, and the Solexa/Illumina FASTQ variants. Nucleic Acids Res 2010 Apr; 38(6) 1767-71. doi:10.1093/nar/gkp1137 pmid:20015970.
This describes the FASTQ file format as supported in Biopython, BioPerl, BioRuby, BioJava and EMBOSS - Talevich E, Invergo BM, Cock PJ, and Chapman BA. Bio.Phylo: a unified toolkit for processing, analyzing and visualizing phylogenetic trees in Biopython. BMC Bioinformatics 2012 Aug 21; 13 209. doi:10.1186/1471-2105-13-209 pmid:22909249.
This describes the Bio.Phylo and Bio.Phylo.PAML modules.
- BOSC 2012 presentation "Biopython Project Update"
- BOSC 2011 presentation "Biopython Project Update"
- BOSC 2010 presentation "Biopython Project Update"
- July 2010 - EuroSciPy2010, Paris
- February 2010 Biopython workshop at the University of Georgia
- BOSC 2009 presentation "Biopython Project Update"
- Scottish Bioinformatics Forum NextGenBug meeting June 2009 - Second generation sequence data and Biopython
- Laptop session at "2009 Biología Computacional de Proteínas workshop" at Quilmes National University
- HTML (requires Crunchy to try the code online)
- BOSC 2008 presentation "Biopython Project Update"
- BOSC 2007 presentation "Biopython Project Update"
- March 2004 presentation at Exelixis about Biopython. Includes code examples with Biopython libraries and Martel.
- BOSC 2003 presentation about Biopython and using it for Laboratory Analysis Pipelines.
- General talk about scripting with Biopython based example of a primer design program (old).
- Talk about Python and Biopython with an emphasis on teaching the design goals of Biopython (old).
Read more about the Biopython logo.


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The past two years have underscored China's resilience and dynamism. Its economy has been booming against a backdrop of global stagnation. China's business environment, in particular, has been changing fast, with new regulatory policies and a rising cost of doing business affecting the playing field for multinationals (see sidebar "Cautious sentiments").
But the real story, in our view, isn't China's continued, rapid evolution. It's the fact that, in far too many cases, executives still aren't making China as central as it should be to their global strategy. In sectors ranging from auto parts to consumer electronics, semiconductors, aviation, and electricity transmission equipment, China is fast becoming the competitive battlefield on which global winners are determined. Even when companies are not competing in China, their Chinese and foreign rivals may soon be exploiting advantages earned there to compete in global markets.
Cautious sentiments
An AmCham-China1 1. The American Chamber of Commerce in the People's Republic of China. survey published in March 2010 found that 38 percent of US businesses now feel foreign companies are "unwelcome" in China, up from 26 percent just two months earlier and the highest percentage recorded since AmCham began conducting the survey four years ago. The European Chamber of Commerce is reporting similar concerns among its members. The explanation for these cautious sentiments goes beyond recent tensions between China and Google or concerns about the value of the renminbi and China's role at the 2009 Climate Change Conference in Copenhagen.
For starters, there's a perception that efforts are under way to limit foreign companies' access to the Chinese market. In 2009, China announced a National Indigenous Innovation Product (NIIP) accreditation policy that would give advantage in government procurement to products certified as containing "indigenous innovation." Fifty-seven percent of foreign technology companies surveyed recently said the policy would hurt their future business, and 37 percent said they were already feeling the impact, even though the policy was not yet officially in place. Similarly, in 2009, a new antimonopoly law was created to prevent any company from gaining a dominant position that would affect the competitive landscape in China. The first use of this law was to block Coca-Cola's acquisition of China Huiyuan Juice.
What's more, the cost of doing business is rising. Wage growth has averaged 15 percent annually since 2000. The renminbi has risen, and most multinationals expect this trend to continue. Tax law changes in 2008 reduced certain investment incentives and imposed a 10 percent withholding tax on repatriated dividends. All these factors reduce China's cost advantage versus other low-cost countries, while high stock market valuations of Chinese companies make it more expensive to grow through acquisitions.
Although we don't know how these trends will evolve, our experience—and the private reflections of executives who logged many miles in China—suggest that multinationals should take a long-term and comparative perspective on recent events. For example, some of the new tax rules represent, to a certain extent, a leveling of the playing field, which previously favored multinationals. Similarly, some new regulations, such as the antimonopoly law, have long-established analogues in the European Union and the United States and in fact represent China's own attempt to move toward developed-market norms. A top executive at one large multinational recently mused that many of China's policies today remind her of France's industrial policies 30 years ago—and German and US companies did not abandon the French market.
To repeat: there is a broad consensus that the introduction or application of new regulations appears to be disadvantaging some non-Chinese companies. But what seems equally clear is that China is going through an evolution in its business environment, and the end game is far from certain. Given the importance of the market, rather than turning away, prudence suggests looking hard for ways to navigate this dynamically evolving business landscape.
With the stakes this high, the implication is clear: it is no longer possible for most companies to succeed in China while treating it merely as an interesting side bet. Instead, they need to start building a second home in China. At the core, this means committing a company as seriously to success in China as in its home market. The starting point is to set targets for performance in China that are on par with those at home: companies need to raise their aspirations for, and rigorously measure, a variety of targets. Some of them, such as senior-executive time spent on China and knowledge of Chinese customers, are challenging to quantify but no less important than more straightforward metrics regarding market share in China or sourcing volumes. Then companies need to deliver against those targets by bringing to China their global best practices across the value chain, adapting them as needed to local conditions, and executing against them. This sounds easy but happens so rarely that it's a powerful competitive differentiator.
For a simple illustration of China's long-term importance, let's consider a relatively modest industry: piano manufacturing. By some estimates, China has at least 50 million piano students among its 650 million urban residents. As China adds 20 million urban residents every year and average incomes in cities rise, the number of piano students will surely grow in unison. It is not hard to imagine a time in the near future when China has 100 million piano students.
While the parents of these piano students will want to purchase pianos for their children, it is unlikely that the large and expensive pianos in many North American or European homes will be well-suited to smaller, multigenerational Chinese homes. Some company will develop and bring to market a value-priced, more appropriately sized piano that sells well in China. It may be Pearl River Piano; it may be Great Wall Instruments; it may be Steinway & Sons or Yamaha. Someone will do it. Once that company's piano wins in China and gains the advantages of scale, it will have a good chance of being successful, first, in other emerging markets (such as Brazil, India, and Turkey) and, soon thereafter, in Germany and the United States. While this may sound far-fetched, two-thirds of the world's violins are already made in China.
Pianos exemplify the impact China will have on the structure of many industries as its role in the global economy expands far beyond low-cost manufacturing. Now, in industries ranging from musical instruments to semiconductors to auto parts to electricity transmission equipment, competition in China is leading to the creation of new products that have the potential to win in global markets—and, importantly, the winners can be either Chinese or foreign companies. One US company found that to be competitive in China, it had to redesign a semiconductor product to bring its cost down dramatically. Once the company was able to deliver such compelling value, its factory in China, which had been built to supply the domestic market, ended up exporting nearly 80 percent of its production.
In 2009, China became the world's largest market for cars. Here again, the initial game is local. But once the "value for money" cars now on sale in China reach a certain quality level, the global auto industry will likely be changed profoundly. It's only a matter of time: consider, for example, the relentless pursuit by Chinese companies of Western automotive assets—typified by Geely Automobile's recent acquisition of Volvo—and of capability-enhancing joint ventures, such as the two, involving Chinese companies and GM, that together expect to sell over two million vehicles this year. Meanwhile, BYD Auto, a Chinese battery maker that has been focusing on making an electric car, recently announced that it will have one for the US market in 2011. Warren Buffett is a believer: he bought a 10 percent stake for $230 million last fall.
Of course, it would be naïve to suggest that China must be a second home for every company or product line or that it will be possible in all cases to capture significant market share and scale advantages there and to exploit them globally. In some industries with dominant incumbent players or significant regulation (such as power generation or electricity transmission and distribution), it may not be feasible in the foreseeable future to gain significant Chinese market share.
Even where local market opportunities are limited, though, it's still possible to gain global advantages by leveraging China effectively. A company might, for example, develop a Chinese sourcing program that gives it a leg up on competitors in other markets by providing access to the lowest-price, high-quality components. Or it might establish a leading R&D center, become an extremely desirable employer, and leverage China's abundant pool of low-cost but high-quality engineering talent for global product development.
Determining the role and importance of China is an industry- and company-specific exercise that requires a combination of competitive analysis, market research, war-gaming, and creative scenario planning (for an example of forward-looking industry analysis in the Chinese automotive sector, see "Applying global trends: A look at China's auto industry"). In our experience, too few executives focus on China's long-term impact in a serious way—and when they do, most conclude that China is more important than they previously imagined.
We've written in the past about how Danfoss, a European industrial-controls manufacturer, overhauled its operations in China after deciding that a focus on market share, as opposed to revenue, was the only way to avoid being eclipsed by competitors.1 1. See Jimmy Hexter and Jonathan R. Woetzel, "Bringing best practice to China," mckinseyquarterly.com, November 2007; and William E. Hoover Jr., "Making China your second home market: An interview with the CEO of Danfoss," mckinseyquarterly.com, February 2006. Danfoss illustrates the importance of translating bold aspirations into metrics, which can be either quantitative or qualitative.
Danfoss focused on market share, but that's just part of the equation. The key is to review the entire business model, understand where China's impact will be greatest, raise the relevant aspirations accordingly, and then measure them rigorously. For example, what percentage of a company's sourcing should come from China, and what should be the cost of the items sourced there? In our experience, when companies—whether they are retailers or electronic-component manufacturers—assess the economics of their Chinese suppliers as rigorously as they assess suppliers at home, they often find that despite how low procurement costs in China seem, they still are overpaying significantly by local standards. Manufacturing productivity is another area worth measuring seriously. In many industries, Chinese factories today can achieve the same levels of productivity as those elsewhere in the world. Or consider this: how many PhDs in Xi'an might be worth hiring to support global product-development efforts?
All that said, market share is not a bad starting point for many companies. Conducting "how big could we really become?" exercises can be eye opening. For example:
Medical equipment. One medical-equipment company found that the potential market in China for its products was 35 percent larger than it had thought, simply because it had not previously considered a large group of customers whose budgets, it wrongly perceived, were too small to be worth targeting.
Infrastructure. An infrastructure company found that the market for its existing products was 140 percent larger than it previously estimated, largely because it had been considering only the same industrial-customer segments it served outside of China.
Industrial automation. An industrial-automation company found that the premium segments it had initially targeted constituted just 25 to 35 percent of the potential market opportunity for its products. And while the gross margins in the segments it served were indeed higher (around 40 to 50 percent), those in the value segment it was neglecting were still 25 to 35 percent, on average.
Alongside such quantitative metrics, companies seeking to build a second home in China need to pay at least as much attention to softer measures of their commitment to the country. Surprisingly, many European and US executives who ask themselves questions like the ones below identify a significant gap between the stated importance of China and its actual place on their priority lists:
Time spent in China. How much time each year do your global CEO, CFO, and other C-suite executives actually spend in China? When was the last time the company held a board meeting in China? How does this compare with the number of trips or board meetings in Europe, Latin America, or North America? Is this the right balance?
Visibility into China. operations Do any of your China business leaders, within either corporate functions or business units, report directly to the CEO? Is the person reporting to the CEO about China based there? Are your China operations important enough to your company's future that the CEO should hear about them firsthand?
Chinese representation in the senior team. How many of the company's board members are from China? How many top executives are from China?
Knowledge of Chinese customers and suppliers. In the home market, most CEOs and business unit leaders know the CEOs of current (and potential) customers and suppliers quite well. Does your CEO have similar personal relationships in China?
Relationships with government leaders and regulators. In home markets, top business leaders know government leaders and regulators well and often join government advisory boards. Does your CEO have the same level of familiarity with government leaders and regulators overseeing your business in China? Do you play any advisory roles in China that are similar to those you play in your home market?
One multinational was so disturbed by its answers to questions like these that it immediately promoted the leaders of its major business units in China to the same executive status as the leaders of businesses in Western Europe. Another company, after investigating why it had identified many promising acquisition targets in China yet never followed through on them, found that nearly all of the acquisition ideas were being vetoed within its business units before reaching the CEO. In response, the CEO created a monthly China M&A review.
These examples highlight an organizational issue. Many multinationals have a "China CEO" who is the public face of the company there and tries to develop or influence overall China strategy. But line operations in China often roll up into global business units or functions headquartered in Europe, Japan, or the United States, where most of the P&L responsibility typically remains. The home market also continues to "own" and make decisions for global R&D, product development, IT, and other functions. In this way, business unit leaders in China effectively become sales managers—several steps removed from real decision making about what they are selling and sometimes even how they are selling it.
It's not impossible for a US-based executive to develop the mind-set, gain the exposure, and stay sufficiently current on the Chinese market to make good, timely strategic and operational decisions. But it's hard—which is why we believe more companies will need to place significant global leaders in China, as Wal-Mart Stores did several years ago when it moved to Shenzhen the company's head of sourcing, who has made major contributions to Wal-Mart's Chinese sourcing efforts. IBM, too, recently moved its global sourcing leader to China. (For another example, see "Outside perspective: How one company is making China its first home.")
While it may sound obvious that companies should bring their best practices to China, too often that's the exception rather than the rule. Few multinationals conduct anywhere close to the same level of primary customer research in China as they would in Europe or the United States. Many distribution systems have insufficient reach or are outsourced to third parties purely on the basis of cost or ease of setup. After-sales service is rarely as good in China as it would be in a multinational's home market. The same often goes for manufacturing and product development.
One common rationale is that China is insufficiently developed to require the same sophisticated approaches employed elsewhere. Another is that despite China's potential, the current market size makes investments in, say, cutting-edge market research or after-sales service uneconomic. Both views are shortsighted at best. Yes, the functional capabilities of most multinationals outshine those of many Chinese competitors. But the Chinese are catching up fast, and other multinationals are also in the mix. Those who wait for others to develop the market may well find that the game is over by the time they decide to give it their best shot.
Is your second home as strong as your first?
Do you offer as large a range of products in China as you do in your home market? Have these products been designed based on Chinese customers' needs, or are they simply imported or "de-featured" Western designs? Are your price points at the same level as similar offerings from local or even foreign competitors?
Has your company invested to know your customers in China as well as you do those in your home market? Is your market intelligence team in China just as big as the one your home market? Do you conduct as many primary market research studies as you do in your home market? Is your customer segmentation just as rigorous—or have you just applied one you use elsewhere?
Do you expect the same operational-performance levels in China as you do in your home market? Have you invested as many resources or as much expertise in building and refining your Chinese manufacturing, distribution, supply chain, and service models as you have in the European Union and the United States? Are your customer service centers just as close to Chinese customers as your centers in your home market are to customers there? Or have you taken shortcuts because "China is different"—such as working through third-party distributors, though you go direct everywhere else in the world?
Is your HR team in China on the same scale as the one in the European Union or the United States? Do you follow a similarly rigorous process for finding potential hires—or do you rely more on references? Do you invest just as much in professional training and development programs, taught by equally qualified staff, as you do in your home market? Do you offer the same type of global rotational programs to rising Chinese executives as you do to those in other markets? Is your CEO just as aware of a rising star in the Shenzhen office as he is of someone in St. Louis or Munich?
Do you have just as many and as capable government relations staff in China as you do in your home market? Do you have a similarly well-thought-through process for communicating with your regulators at the central, provincial, and city levels in China as you would in other markets? Are you helping to shape regulations there in the same way as you would elsewhere?
Below are examples of simple steps that multinationals are taking to bring their natural strengths to bear in four key areas—technology and product strategy, marketing, distribution and service, and supply chain management. These areas, along with human resources and government relations, are all ripe with opportunity for multinationals to differentiate themselves (see sidebar "Is your second home as strong as your first?" for a set of diagnostic questions for multinationals about each area).
In many, though certainly not all, product categories, Western and Japanese firms still have technology advantages over local Chinese rivals. What's more, our research and experience with Chinese consumers, as well as corporate and government customers, reveal a willingness among some segments—even value-oriented ones—to pay a premium for higher-quality products. Making the right trade-offs between product benefits and pricing levels often requires breaking with a company's single Europe- or US-centered product strategy.
For example, a leading global infrastructure company was frustrated by its inability to win large tenders in China, despite having the best technology and a lower operating cost over time than domestic or international rivals. Interviews with the infrastructure company's customers revealed, however, that their procurement processes promoted lower capital expenditures; total cost of ownership was a minor consideration. In response, the company decided to go to market with two products: the existing, top-of-the-line imported one, which would remain appealing to a subset of customers, and a new value-oriented product featuring technology that was better than any rival could offer but manufactured in China and priced similarly to products from the company's Chinese rivals. This simple, segmented approach to product design, based on straightforward customer research, is something the multinational probably would have adopted long ago if conditions in the EU countries or the United States had demanded it. But with managers in the United States still making product decisions, the opportunity had been missed in China—until the company began paying that market more attention.
Marketing, as practiced by leading Western companies, is a nascent concept in China. Most Chinese companies develop products for the local market primarily on the basis of an intuitive, experience-based understanding of customer needs. Market research, when undertaken, rarely probes for the sort of nuanced understanding that fuels product innovation in developed markets. Coca-Cola, Colgate-Palmolive, P&G, and other global packaged-goods players are competing effectively in many categories by exploiting their sophistication in market research, product development, and brand management. In contrast, few Chinese companies have significant experience to date developing sophisticated brand messages or images.
Nonetheless, in our experience, many multinationals—even leading ones—make mistakes, such as segmenting the Chinese market as they would developed markets, and are astounded at how far off base their underlying assumptions prove to be when they actually conduct deep customer research. For example, when one large consumer goods company applied sophisticated customer research techniques to its distribution strategy for a new product, it completely revamped its rollout plan. Instead of prioritizing high-end customers in widely dispersed large and wealthy cities, it switched to a more targeted approach that focused on customers who exhibited similar preferences but lived in smaller city "clusters" within close proximity. The benefits were twofold: first, these customers were more receptive, on average, to the brand; and, second, the regional approach made it much easier for the company to ensure consistent, high-quality distribution from a single partner in each locality.
In a country with as many dispersed and hard-to-reach markets as China, third-party distributors are sometimes necessary. But multinationals relying on them need to make sure these distributors don't underinvest in service levels and quality—which is a common practice for Chinese companies. In an attempt to grow rapidly and at low investment levels, one multinational chose to distribute its products through poorly trained third-party distributors that sold them, alongside rivals' offerings, on a price-per-kilogram basis. The company, frustrated with its performance—running a distant second to the leading multinational player in the market, with Chinese peers rapidly catching up—began creating a large direct-sales force trained to help solve customers' problems. For other companies, distributors may still be the right answer, provided that it's possible to craft a partnership that can tailor sales and service to customer needs.
In recent years, as sales volumes in China and volatility have increased for multinationals, many have found that their traditional practice—retaining core planning functions at a global headquarters while relying on simple production and shipping requests to guide Chinese supply operations—no longer works. One leading electronics multinational watched inventories explode as planners found it impossible to coordinate production flows. The company first moved three experienced executives to China to stabilize the situation and then began reorganizing its global-planning roles, boosting the number and skill level of local planners and investing in more advanced IT support systems. These efforts to bring the Chinese supply chain up to global standards have been so successful that the company is revamping its entire supply chain across 14 of its Chinese factories and 30-odd external vendors.
China is becoming the world's most important competitive battlefield, with companies that succeed there creating a foundation for global leadership. Multinationals hoping to win this game must recognize that China needs to be much more than a significant growth market; it needs to become their second home.
Jeff Galvin is an associate principal in McKinsey's Shanghai office, Jimmy Hexter is a director in the Beijing office, and Martin Hirt is a director in the Taipei office.
Irdeto Access, a Dutch software company, recently moved its CEO and global headquarters to China. In 2007, the producer of content security solutions for media operators in digital pay-TV, Internet, and mobile communications was a 700-employee company headquartered in Amsterdam. Most of its sales had historically been in Europe, but the growth opportunities were primarily in Asia. As CEO Graham Kill recalled, "A mother ship in Holland, with satellite regions elsewhere, was not going to provide us with the growth we wanted." Nor did Kill feel "well placed to respond" to Chinese competitors, such as China Digital TV, that "had emerged from nowhere and were eroding our positions."
After considering a number of options, the company decided to replace its Amsterdam headquarters with a "dual-core" headquarters split between Amsterdam and Beijing. This meant that decision making and traditional headquarters functions would be shared across the two locations. To show commitment to the change, Kill moved himself and his family to Beijing in August 2007, with two other members of the executive team following in 2008. Over the next two years, Irdeto's business in Asia grew dramatically, and many customers pointed to the CEO's Beijing location as a factor in their decision to work with the company.
The new arrangements also led to measurable changes in internal attitudes and behavior. Irdeto allowed me to survey managers prior to the December 2007 headquarters shift, and then twice afterward, in 2008 and 2009. Among other things, I looked, using network analysis,1 1. For more on network analysis, see Robert L. Cross, Roger D. Martin, and Leigh M. Weiss, "Mapping the value of employee collaboration," mckinseyquarterly.com, August 2006; and Robert L. Cross, Salvatore Parise, and Leigh M. Weiss, "The role of networks in organizational change," mckinseyquarterly.com, April 2007. for changes in the degree to which middle managers based in Asia found themselves centrally involved in and able to influence decision-making processes. The change was dramatic: the centrality of Asian (not just Chinese) managers rose more than 20 percent, and their level of influence increased nearly 30 percent. By the time of the 2009 survey, in fact, the influence scores for Asian managers actually exceeded those for Europeans (exhibit). The quality and quantity of communication between the Asian and European parts of the company also improved significantly.
Of course, Irdeto faces some practical challenges in making its dual-core headquarters work. Not every senior executive is prepared to sign up for a spell in Beijing, and executive-committee meetings are harder to schedule than they used to be. But for Graham Kill, these are problems the company simply needs to work through. And as more Asian executives move into senior-management positions, the model becomes easier to sustain.
About the author Julian Birkinshaw is a professor at the London Business School.
September 2009—The most successful global consumer enterprises are radically reshaping their organizations and business models to suit the region's rapidly evolving high-growth markets.more
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text:
Pro Circuit Kawasaki's Adam Cianciarulo picked up his third Eastern Regional 250SX victory of the season at Ford Field on Saturday, stretching his points lead to 17 over teammate Martin Davalos.
The 17-year-old rookie moved into the lead when Davalos crashed on Lap 2 and managed to keep GEICO Honda's Justin Bogle at bay to win in front of a record 50,856 fans.
Tags: Adam Cianciarulo, Blake Baggett, Detroit, Justin Bogle, Martin Davalos, Supercross


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Company summary
WATERSAVER FAUCET (ASIA) PTE. LTD. is ACTIVE company incorporated in Singapore with identification number of 200503341K. WATERSAVER FAUCET (ASIA) PTE. LTD. detailed status is Struck Off. More details...
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Company information
Title: | WATERSAVER FAUCET (ASIA) PTE. LTD. |
Singapore company number: | 200503341K |
Address: | Click here to reveal |
Phone number: | Click here to reveal |
E-mail: | Click here to reveal |
Status in general: | ACTIVE |
Name of Agent: | Click here to reveal |
Previous names of the company: | Click here to reveal |
Next Biennial Report Due: | Click here to reveal |
Registration date: | Click here to reveal |
Type: | Click here to reveal |
Detailed company status: | Struck Off |
Fax number: | Click here to reveal |
Website: | Click here to reveal |
Branch status: | Click here to reveal |
Keywords: | Our visitors found company WATERSAVER FAUCET (ASIA) PTE. LTD. with these phrases: - labivf asia - faucet - expendus asia pte ltd - expendus asia - asia onestop - maxweld asia - watersaver faucet asia pte ltd - watersav - asia - |
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Directors, Secretaries and employees
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Full name | Date | Comments, notes |
Mr. John P****o | 2012-11-02 | |
Mrs. Sarah O**s | 2011-08-05 | |
Mr. Greg K******i | 2011-06-18 | |
Mr. David T*****a | 2010-01-26 | |
Mr. Andrew M******o | 2010-01-26 |
Financial data and company documents
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Document type | Document date | Comments, notes |
Annual Return | 2012-12-30 | |
Return of Allotment of shares | 2011-07-05 | |
Change of office address | 2011-06-21 | |
Articles of company | 2010-01-24 | |
Company incorporation documents | 2010-01-24 |
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