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Nationals looking for offense to heat up for Gio
Wandy takes the hill for Pirates in rubber match at PNC Park
Andrew McCutchen is still waiting to get hot. Bryce Harper has been hot much of the season.
And yet it's the Pirates offense that continues to impress, grinding out at-bats and giving opposing pitchers something other than the home run to be worried about.
As Washington (16-15) and Pittsburgh (17-13) prepare for the series finale on Sunday, the Nationals offense is looking to develop something closer to what the Pirates have found: consistency.
And after Nationals manager Davey Johnson held a closed-door meeting before Saturday's game, his team responded with a 5-4, come-from-behind victory that might provide some spark for an offense that's shown little.
"Our offense seems to be sputtering. We just can't get anything going. That's our problem," Johnson said. "We are not hitting balls early in the count. ... We have a lot better hitters than we are showing."
Since April 21, the Nationals have scored more than three runs in a game just three times. And entering Saturday, no team in baseball scored less in a seven-day stretch than Washington, which mustered just 18 runs on a .204 batting average.
With Jayson Werth hampered by a tight right hamstring and forced to the bench, Danny Espinosa getting two days off to help break a slump, and Ryan Zimmerman "rusty" after his return from the 15-day disabled list with a left hamstring strain, the manager doesn't have any more cards to play.
"We are kind of hitting rock bottom. We just need to man up," Johnson said. "Let's start doing the things we are capable of doing. The ones that get me are the [called strikeouts].
"There are not a whole lot of changes I can make. ... We pretty much have the right guys. We have to start doing a better job. It's as simple as that."
The Pirates, meanwhile, have won 16 of 24. Entering Saturday, no team had hit more home runs in a seven-day stretch than the Pirates, who smashed 15. And they hit two more Saturday.
"We came out of the chute a week into the season this time. Last year, we took two months to get there," manager Clint Hurdle said.
"I like the balance and length of the lineup. More experience for the core guys. The addition of [Starling] Marte at the top and [Russell] Martin at the bottom. Then look at the middle. It's so much better. It's the evolution of the club, and I've seen it with other teams."
Nationals left-hander Gio Gonzalez will get the nod Sunday hoping to work out some of the kinks in a season in which he's been brilliant in three starts and allowed at least five earned runs in three others.
Opposing Gonzalez will be Wandy Rodriguez, who got off to a solid start until a seven-run meltdown in Milwaukee tarnished his stats on Monday, pushing his ERA from 1.66 to 3.91
Nationals: Span rests sore ankle
Denard Span was held out of Saturday's lineup after hurting his right ankle when he fouled the ball off it on Friday. Span, who was replaced by Roger Bernadina in center field, said he's day to day.
"It's a little tender, a little sore today," Span said Saturday. "I got out here early this morning to get some treatment. There was a lot of swelling. I woke up this morning, it definitely didn't feel that great. I'm going to have the doctor look at it. I should be available later on in the game. But I think it's day to day."
Pirates: Melancon shining after down year
The Red Sox didn't know what to do with Mark Melancon last year. He entered the season with hopes of being a shutdown, late-inning reliever, but he was eventually kicked back to the Minors after posting a 6.20 ERA.
The Pirates have had no such problems. Melancon has combined with closer Jason Grilli to form one of the league's best late-inning tandems. Entering Saturday, they had a combined 0.62 ERA with 36 strikeouts in 29 innings.
"The kid's done a very good job," Hurdle said of Melancon. "He continues to show up and be very, very effective. His cutter has become a very effective pitch, the fastball's got the best life we've seen yet, and the breaking ball is in play."
Worth noting
• Washington's Ian Desmond went 0-for-4 Saturday to end his hitting streak at 10 games. The shortstop is hitting .286 with four home runs and three stolen bases.
• Pittsburgh's Jose Tabata (left hamstring) was available for pinch-hit duty Saturday, but still is not likely to return to the starting lineup Sunday.
• The Nats' Adam LaRoche, who is hitting .163 with three home runs this season, hasn't homered since April 20, a span of 14 games. He walked three times Saturday.
Jason Mastrodonato is a reporter for MLB.com. Follow him on Twitter @jmastrodonato. This story was not subject to the approval of Major League Baseball or its clubs.


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GMP fined more over Lowell wind equipment transportAP File Photo
A truck hauls part of a wind tower in Lowell in August. Vermont utility regulators have fined Green Mountain Power $30,000 stemming from five violations of its permit to ship turbine parts to an industrial wind-power project last year.LOWELL Vermonts largest electric utility has been fined $30,000 by state utility regulators for violating the permit that governed the delivery by road of turbine parts used in the construction of the Lowell Mountain wind project.
Green Mountain Power and the Public Service Department, which represents the state in utility issues, had agreed upon a fine of $7,500 for the violations that took place last summer when the turbine parts were delivered without giving proper notice to the communities through which the trucks carrying the parts passed.
But the utility-regulating Public Service Board determined the fine wasnt enough. The board increased the fine to $30,000.
We have determined that a higher penalty is warranted for violating the transportation plan, said the boards order.
GMP spokeswoman Dorothy Schnure said Thursday that no property was harmed during the violations. And a New Hampshire company hauled wind turbine parts along the same route last summer without any requirements to warn Vermont officials.
Were really disappointed that the Public Service Board chose this level of fine for an administrative oversight, Schnure said. We had a permit. We used the route for five days due to an administrative error on our part before we had completed all technical notifications and actions.
Most of the turbine parts used in the Lowell Mountain project were shipped from southern Vermont to Lowell and from Island Ponds rail yards to Lowell, all without violations. But the utility made a handful of shipments from northern New York to Lowell.
GMP asked for and received an expedited permit to use the northern route, but the utility did not get a waiver for a 30- to 60-day warning period for the towns through which the parts would be moved.
The 21-turbine Lowell Mountain project started generating electricity late last year.MORE IN Vermont NewsMONTPELIER Vermont is a step closer toward meeting the goal of ensuring that everyone in the... Full StoryWASHINGTON Vermont Sen. Full StoryBENNINGTON A recent inspection of the Vermont Veterans Home found no deficiencies, which means... Full Story -
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Duval thank you notes
box of 8 cards + envelopes
folded cards: 3.31 x 5.44.
cards: sustainably flat printed on post consumer recycled paper.
kraft envelopes: 100% post consumer recycled, fsc-certified paper. made with love in upstate New York.
packaged in a gray box.
folded card: 3.31 x 5.44.
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kraft envelope: 100% post-consumer recycled, fsc certified paper. made with love in upstate New York.
packaged in clear cello bag.
Available as:
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- single folded card - offset - blank envelope


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The museum's second location, Spalding House, features galleries of art, a permanent installation of David Hockney's L'Enfant et les sortilèges, a café, pop-up gift shop, and sculpture-filled gardens overlooking Diamond Head and Honolulu.
Spalding House was formerly The Contemporary Museum, and in July 2011, it gifted its collection and assets to the Honolulu Academy of Arts, merging the two museums. Now a single admission gets you into both remarkable places—collectively known as the Honolulu Museum of Art—where you can be transformed.
Now on view:
LESS = MORE, Feb 4 - May 15
Orvis Artist in the Museum | Kahiau Beamer: Flying off the Page, Apr 11 - May 17


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If you're like most senior executives, you want your organization to be exemplary. But if you're honest with yourself, you also know that it's not and that, in fact, you're not even sure what exemplary means or how you'll ever get there. Most management writing won't help: despite the multitude of volumes written on organizational excellence, nothing we're aware of combines a view on the "steady state" of high, sustainable organizational performance with a dynamic perspective on how companies can transform themselves to achieve it.
We've tried to fill that gap with our forthcoming book, Beyond Performance: How Great Organizations Build Ultimate Competitive Advantage (Wiley, June 2011), from which this article is adapted. Our central message is that focusing on organizational health—the ability of your organization to align, execute, and renew itself faster than your competitors can—is just as important as focusing on the traditional drivers of business performance. Organizational health is about adapting to the present and shaping the future faster and better than the competition. Healthy organizations don't merely learn to adjust themselves to their current context or to challenges that lie just ahead; they create a capacity to learn and keep changing over time. This, we believe, is where ultimate competitive advantage lies.
Getting and staying healthy involves tending to the people-oriented aspects of leading an organization, so it may sound "fluffy" to hard-nosed executives raised on managing by the numbers. But make no mistake: cultivating health is hard work. And it shouldn't be confused with other people-related management concepts, such as employee satisfaction or employee engagement.
Nor should you study what other companies do and then apply their approach. While you can always learn helpful things from others, we have found that the recipe for excellence in a particular organization is specific to its history, external environment, and aspirations, as well as the passions and capabilities of its people. Creating and sustaining your own recipe—one uniquely suited to these factors—delivers results in a way that your competitors simply can't copy.
This spring, the authors sat down with London Business School professor Gary Hamel to discuss a number of topics related to their new book. Watch this brief video to learn more.
Authors Scott Keller and Colin Price discuss different "recipes" for organizational health and offer additional insights on how to build it.
The case for health starts with an understanding of how it relates to performance. Performance is what an enterprise delivers to stakeholders in financial and operational terms. It is evaluated through such measures as net operating profit, return on capital employed, total returns to shareholders, net operating costs, and stock turns. Health is the ability of an organization to align, execute, and renew itself faster than the competition to sustain exceptional performance over time. It comprises core organizational skills and capabilities, such as leadership, coordination, or external orientation,1 1. We have identified nine elements that contribute to organizational health: accountability, capabilities, coordination and control, culture and climate, direction, external orientation, innovation and learning, leadership, and motivation. For more on health, see two articles by Aaron De Smet, Mark Loch, and Bill Schaninger: "The link between profits and organizational performance" (August 2007) and "Anatomy of a healthy corporation" (May 2007). that traditional metrics don't capture.
More than a decade of research and even more of experience have led us to believe strongly that health propels performance—and that, in fact, at least 50 percent of any organization's long-term success is driven by its health.2 2. In addition to the evidence presented in this article, we reviewed the existing literature, including more than 900 books and articles from academic journals. We also talked to more than 30 CEOs and to a group of leading scholars.
We have developed a survey to measure organizational health and administered it to over 600,000 employees at more than 500 organizations across the globe. The survey's immediate purpose has been helping organizations to measure their health and then to improve in areas of weakness.
But the data we've collected over the years have also enabled us to study the relationship between organizational health and performance. And there's a strong positive correlation. Companies in the top quartile of organizational health are 2.2 times more likely than lower-quartile companies to have an above-median EBITDA3 3. Earnings before interest, taxes, depreciation, and amortization. margin, 2.0 times more likely to have above-median growth in enterprise value to book value, and 1.5 times more likely to have above-median growth in net income to sales (Exhibit 1).
Healthy companies perform more successfully.
The results within individual organizations mirror the results from our large sample of companies. At a multinational oil corporation, for example, we analyzed correlations between performance and organizational health across 16 refineries. We found that health accounted for 54 percent of the variation in performance (Exhibit 2).
At one oil company, organizational health accounted for 54 percent of the variation in the performance of a group of refineries.
We'd be the first to admit that correlations should be treated with caution. But the case for health doesn't rely solely on them. We've also tested our hypotheses at real organizations trying to improve the way they work.
At a large financial-services institution, for example, we selected an experimental and a control group that were comparable and representative of the wider organization by criteria such as net profit before taxes, customer economics, and branch staff characteristics. The two groups then implemented a sales stimulation program over an 18-month period—one using fairly traditional performance-focused methods, the other following a more balanced approach emphasizing performance and health.4 4. During the trial, we took care to minimize any distortions—operational restructuring, changes in leadership, significant staff turnover, or other corporate initiatives—that might have a disproportionate effect on one group.
The results were striking. In business banking, the traditional approach yielded improvements in value of 8 percent, the more balanced approach 19 percent. In retail banking, the traditional approach delivered a 7 percent improvement, compared with 12 percent for one emphasizing performance and health. Similar studies in other industries yielded similar results (Exhibit 3).
A focus on both performance and health produced higher returns for a variety of initiatives.
Finally, we've surveyed thousands of executives who have been through organizational-change programs.5 5. These McKinsey Global surveys are "Building a nimble organization" (July 2006), "Organizing for successful change management" (July 2006), "Creating organizational transformations" (August 2008), and "What successful transformations share" (March 2010). All subsequent survey data cited in this article come from one of the four surveys. Data from one survey, on why change programs fail, showed that what we might see as "the usual suspects"—inadequate resources, poor planning, bad ideas, unforeseen external events—account for less than a third of the failures. More than 70 percent resulted from poor organizational health, manifested in symptoms such as negative employee attitudes and unproductive management behavior. Furthermore, our 2010 survey of executives at companies undergoing transformations revealed that organizations focusing on both performance and health rated themselves as nearly twice as successful as those focusing on health alone and nearly three times as successful as those focusing on performance alone.
The link between health and performance is good news. Unlike many of the key factors that influence performance—changes in customer behavior, competitors' moves, government actions—your health is something you can control. It's a bit like our personal lives. We may not be able to avoid being hit by a car speeding around a bend, but by eating properly and exercising regularly we are far more likely to live a longer, fuller life.
Of course, that doesn't make the pursuit of performance and health any easier. Most companies know how to keep a close eye on performance, but health often suffers from neglect. We asked more than 2,000 executives to name the areas where they wished they had better information to help them design and lead transformation programs, for example. Only 16 percent chose near-term performance. More than 65 percent chose the company's health for the longer term.
What's more, even when companies do understand both performance and health, many pursue them separately. The result can be HR-led "people programs" that bear little relationship to a company's strategic and operational imperatives, performance-improvement initiatives that cut more muscle than fat, or both.
In our experience, building health and achieving its accompanying performance benefits generally require transformational change. The approach we've found most effective for pursuing it consists of five stages, which we refer to as the five frames of performance and health. For each stage, you must answer a basic question that applies to both performance and health and then address a related performance- or health-specific imperative (Exhibit 4).
Performance and health can be viewed through five frames.
While no two change programs are alike, we believe that the five frames contain the key ingredients for an organization-wide transformation that delivers performance and health in almost all circumstances. In what follows, we offer examples from companies that have excelled in one stage or another to highlight what's required to tackle both aspects of a transformation—with an emphasis on health, since pursuing it as an explicit goal is less familiar to most organizations. Although we firmly believe that each organization must find its own way through the five frames, these examples of companies that have made significant and lasting improvements in both performance and health offer some inspiration, as well as guidance on tactics we've seen work well.
The importance of setting aspirations that emphasize health as well as performance came through loud and clear in one of our surveys: change programs with well-defined aspirations for both, we found, were 4.4 times more likely to be rated extremely successful than those with clear aspirations for performance alone.
Wells Fargo offers an example of how to pursue both: setting strategic objectives and then defining related health essentials. When current CEO John Stumpf became president, in August 2005, he brought his top team together in a two-day offsite session to debate Wells Fargo's aspirations for its next era. The performance goal that emerged was to maintain the company's track record of double-digit compound annual growth in earnings per share and revenue. To that end, the team doubled down on the bank's long-term cross-sell aspiration of "going for gr-eight" (eight products per customer), with the medium-term goal of adding at least one product on average to its already industry-leading cross-sell rates. The bank's leaders also set performance targets related to customer loyalty and customer attrition in all key businesses.
But a broader aspiration also emerged, which the team summed up in the phrase "One Wells Fargo." This idea grew out of the realization that a huge amount of the value the team sought to create lay in what it called "mining the seams" of the organization: working together more effectively across the company's lines of business to break down "silo thinking" and give customers a better experience that fulfilled more of their financial needs.
Thinking about the bank as One Wells Fargo helped the senior team focus on changes that would be needed to make the organization healthier: management practices related to customer focus, strategic clarity, and collaborating to share ideas and information were all strong within the lines of business but had to be distinctive across them as well. If One Wells Fargo was the strategy, organizational changes would be needed to support and enable it.
Before you move from goals to actions, it pays to take a hard look in the mirror to understand your company's readiness to achieve its aspirations. What capabilities matter most to meeting your performance goals, and how strong are they in your company today? What mind-sets about "the way things get done around here" could undermine your quest for health, and what are their root causes? The value of such assessments of a company's readiness to change can't be overstated: in our 2010 survey, respondents at companies that diagnosed problematic mind-sets were four times more likely than those that didn't to rate their transformations as successful.
When Pierre Beaudoin took over the aerospace division at Bombardier, in 2001, for example, he knew that it needed a performance boost to ride out the industry's post-9/11 downturn. He also wanted the company to become a healthy, self-improving organization. The aspirations he set—Can$500 million in bottom-line savings, along with a continuous improvement in service and products for customers—required lean capabilities that Bombardier lacked at the time, as well as a significant change in mind-sets.
Probing cultural issues wasn't something that came naturally to a company that prided itself on technical expertise. In Beaudoin's words, "It was a challenge for me and for my leadership team to explain why we were spending so much time on the 'soft stuff' when we could be fixing factories, hardware, airplanes. We had lots of conversations explaining that if we did the soft stuff right, our employees, with our help, would be more able to do what they're supposed to do, like make our factories efficient and work on engineering problems."
These conversations and a more formal organizational self-assessment yielded a shortlist of beliefs that limited the value placed on individuals, the role of teamwork, efforts for continuous improvement, and the drive for results. One area where the company urgently needed to change was attitudes toward handling problems. As Beaudoin explains, "Suppose I come to a meeting and hear about four problems, and I slam my fists on the table and say, 'I don't want to hear about problems any more; you guys are there to fix them.' Well, guess what—I'm not going to hear about problems. And that's how you get yourself in deep trouble."6 6. For an interview with Pierre Beaudoin on Bombardier's transformation, see Bruce Simpson, "'Flying people, not planes': The CEO of Bombardier on building a world-class culture," McKinsey Quarterly, March 2011.
Once a company knows where it wants to go and how ready it is to go there, it must work out the way from here to there. Countless leaders have told us that this is the hardest part of changing their organizations. But it's also the stage in a company's journey when efforts to improve performance and health start to fuse: they interlock and reinforce one another as a focused portfolio of performance-improvement priorities becomes a vehicle for shifting mind-sets toward health.
To understand what this symbiotic relationship looks like in practice, consider the turnaround A. G. Lafley famously engineered at Procter & Gamble after taking the helm, in June 2000. Lafley established some explicit priorities for P&G: focusing on 10 out of 100 countries, for example, and on four core businesses. Emphasizing these priorities was critical to P&G's performance improvement. It also built a platform for one of Lafley's deeper goals: to make P&G a more consumer-driven and externally focused company—a healthier one, in short.
As Lafley was setting priorities, he decided to draw up a not-to-do list. One item on it was P&G's "skunk works": experimental technology projects outside the company's mainstream businesses. These endeavors—which had an annual budget as high as $200 million—reflected technological goals rather than customer needs and culminated in products and services that had to be "pushed" to the market in the hope they would be taken up. All this worked against Lafley's customer-focused aspiration. And so the not-to-do list was rigorously enforced: "If we caught people doing stuff that we said we were not going to do, we would pull the budget and the people, and we'd get them refocused on what we said we were going to do."
Often, shifting mind-sets means changing formal systems, structures, processes, and incentives. At P&G, Lafley made sure that planning processes started with an understanding of consumer trends and reframed the organizational structure to give it a stronger consumer orientation. Finally, role modeling, storytelling, and skill development can also play a vital role in shifting mind-sets. Lafley, for instance, set up an in-house college for managers and dedicated a substantial part of his own time to coaching. Although this soft stuff is often overlooked, it's vital. Senior executives who told us, in one of our surveys, that they'd implemented initiatives to change their employees' mind-sets and behavior during a transformation were twice as likely as others to report that it had succeeded.
When it's time to get moving, pilot programs are almost always the right way to start working on performance. If things go well, successes can be replicated elsewhere; if they go awry, you can confine mistakes to a small area. Early results also help to build your employees' motivation and appetite for change. One key to successful pilots, we've found, is conducting them in two stages: first, a standard proof of concept and, second, a proof of feasibility, which will ensure that you have a replicable means of capturing the value you've identified across your organization. Too many companies don't take the second step and find that they can't build on their initial success.
But even the most carefully constructed pilots aren't enough. Lasting, healthy change also requires an organization motivated to go the extra mile over and over again as employees carry out their routine, day-to-day tasks while fundamentally rethinking many of them. The whole process can feel like trying to change the wheels of a bike while you're riding it. Not surprising, most companies find this difficult: one of our surveys found that only some 30 percent of all executives who had been through a transformation thought their companies had been completely or mostly successful at mobilizing energy in it.
CEO Julio Linares took the reins of Spain's incumbent telecom operator, Telefónica de España, in January 2000, as earnings and cash flow were sliding. He used three methods to create a powerful engine for change as he transformed the company. The first was to help people "understand how the project they were working on would contribute to that year's targets and, therefore, to the overall transformation program." With that goal in mind, Linares and his team emphasized growth, competitiveness, and commitment as critical themes. Developing new distribution models and improving customer segmentation came under the heading of growth; adopting lean work processes and enabling online transactions, of competitiveness; and embedding a new set of company values and reorganizing business units, of commitment.
Second, Linares ensured that the whole company felt ownership of the changes. He and his senior team brought the telco's top 500 executives together every January, for example, to help design the program for the year to come. Beyond this core group, Linares sought to "give relevant people at different levels of the organization an opportunity to participate" in the redesign of the transformation program "and then to complement that with a strong communication program." Sometimes, companies need to reach out even further to create a shared sense of ownership. When structuring the transformation of India's Larsen & Toubro, CEO A. M. Naik explained, "We involved one in four employees, about 7,000 people. I visited 38 locations of the company." He added, "When the vision was finalized" in a document, "everyone could say, 'That word was mine,' you know? Maybe that word was in the minds of a thousand people. But the process created a shared vision everyone could believe in."7 7. For an interview with A. M. Naik, see Ramesh Mangaleswaren and Adil Zainulbhai, "Reinvigorating a corporate giant: An interview with the chairman of India's largest infrastructure company," McKinsey Quarterly, March 2011.
Finally, Linares used progress evaluations, which are always important, as a third tactic for maintaining energy. Linares explained the need for them in this way: "The market is going to change constantly, and because of that you need to make a constant effort to adapt your company. Some parts of the program will end, but new ones will come up."8 8. For an interview with Julio Linares, see Josep Isern and Julie Shearn, "Leading change: An interview with the executive chairman of Telefónica de España," McKinsey Quarterly, August 2005.
The final stage is to make the transition from the intensive work and constant upheaval of a transformation to a period of continuous improvement. According to one survey, companies that build a capacity for it into their organizations are 2.6 times more likely to consider their transformation programs a success over the long term.
Continuous improvement can be cultivated during a major transformation effort by building an infrastructure, as you go, that includes knowledge sharing, learning methods, and expertise to help the company continue to improve. For these to be embraced after the initial transformation effort is complete, the right leadership skills and mind-sets must be in place. After the formal end of a transformation program at ANZ Bank, for example, the company trained more than 6,000 leaders in areas such as self-awareness, resilience, and the ability to energize oneself and others.9 9. One way to support personal development of this sort is to expose managers to centered leadership—a group of five interrelated capabilities that research by our colleague Joanna Barsh, a director in McKinsey's New York office, has shown generate higher performance and greater satisfaction at work and in life when used together. These capabilities are finding meaning in work, converting emotions such as fear or stress into opportunities, leveraging connections and community, acting in the face of risk, and sustaining the energy that is the life force of change. To read more, see Joanna Barsh, Josephine Mogelof, and Caroline Webb, "How centered leaders achieve extraordinary results," McKinsey Quarterly, October 2010. The response was tremendous: participants spoke of the program's "profound impact" and described the experience as "life changing." ANZ also held other personal-leadership workshops to develop its employees' ability to improve continuously, cascading the workshops right through the organization in a process that eventually touched more than 26,000 employees.
These efforts helped ANZ usher in an era of nonstop progress, which included grassroots business initiatives, organizational delayering, bureaucracy busting, internal job markets, and greater diversity. Supporting these endeavors were some 180 "champions" who worked, on top of their regular jobs, to foster continuous improvement in the businesses.
ANZ's strong financial performance, in the years after its transformation, was accompanied by striking evidence of organizational health: it had the highest level of staff engagement of all peer organizations in Australia and New Zealand, and the share of employees who agreed that "we live our values" and "are earning the trust of the community" was 85 percent and 81 percent, respectively.
If you want to change your organization for the better and to make the changes stick, you must focus on its long-term health even as you push for higher performance now. We hope our research has convinced you that this sensible-sounding but often-ignored maxim is true. And we hope you see, from the examples earlier in this article, that practical insights and tried-and-true tools will let you tackle performance and health simultaneously. We fervently believe that business, and even society as a whole, will improve when organizations begin to report—and be judged—on their health just as frequently and rigorously as they are on their performance.
Scott Keller is a director in McKinsey's Southern California office, and Colin Price is a director in the London office. This article is adapted from Scott Keller and Colin Price's Beyond Performance: How Great Organizations Build Ultimate Competitive Advantage (Wiley, June 2011). See more information about the book.
March 2010—When organizational transformations succeed, managers typically pay attention to "people issues," especially fostering collaboration among leaders and employees and building capabilities.more
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Marcia Z.HairBlackDry HairCurly HairChemically Treated HairGreat Quick DryingI can't believe that I was just using a regular towel on my hair, before using this towel. This Towel dries super quick and doesn't damage hair.posted Feb 5, 2014Link to this post
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With the introduction of cloud technology to Information Technology (IT) industry, whole prospective of software industry has changed tremendously. Now a days, several institutions and companies are preferring cloud computing and cloud storage (data bases) etc. than normal techniques. The technique and working of cloud technology impressed the website hosting companies also and they are also shifting towards cloud hosting from traditional or regular hosting. There are several advantages with cloud hosting when compared to the other hosting methods presently available like regular hosting, shared hosting, dedicated hosting, VPN hosting etc. To define cloud hosting in lay man's language, it is just like sharing an apartment with roommates. Everybody will have access to all resources and you can all use the resources but you can't change or customize them according to your needs.
In cloud hosting, all the resources provided by the hosting provider like Bandwidth, Memory, CPU usage are shared among several users similar to that of shared hosting. Unlike shared hosting where a single resource is used, in cloud hosting different resources are combined and used to give more efficient and high end performance. The pricing of cloud hosting is slightly greater than shared hosting, as it is still emerging technology and in the near future the prices of cloud hosting will go down drastically. The ease and convenience in using cloud hosting is attracting more number of users and software giants like IBM, Amazon etc. are also offering this service which shows the real potential of this technique. More number of users is shifting towards cloud hosting as it gives 100% value to money.
There are several benefits with cloud hosting when compared with regular hosting and predominant advantages of cloud hosting can be summarized as follows:-
- Cloud hosting gives freedom to its users to use maximum bandwidth and flexibility to share computer and server resources according to their needs.
- As many severs are joined together in cloud hosting, the problems like data loss due to server crash, server maintenance etc. doesn't occur in cloud hosting and thus it gives optimum performance to end users.
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Good idea that you get all for the same price. Now create an official demo that everybody can try...
Please note that now you can download both Windows and Linux version with the same key. If you already bought two versions and would like to get a refund, please contact us: firstname.lastname@example.com
== Changes from 0.6 to 0.61 ==
= Gameplay =
* Fixed skills
* Fixed XP calculation
I didn't see it posted anywhere yet... I just got home and got the email. Downloading both versions now.
= Code =
* Fixed a lot of crashes
* Multiplayer is working (there are some lags to be fixed)
* Fixed hangs on loading
* Fixed UI scaling
* Fixed saved games
* Fixed UI focus problems
= Visuals =
* Destruction of towers
* Destruction of units
* Improved units animation
* Fixed SFX flickering on the water
* Added more icebergs on 'Arctic' map
* Added villages on 'Jungle' map
* Fixed sea floor on 'Evening' map
* New GUI skin for technology tree window
= Sound =
* New menu music
* Added two new in-game tracks (drafts)
Good idea that you get all for the same price. Now create an official demo that everybody can try...
I like the new tech tree... 3 trees now and the style looks better.
That's not important when multiplayer is done over internet they can report the os to the server. I guess they will verify the key online (otherwise it is useless) and why not report the os too...
Since the clients are separate downloads, they could measure the number of downloads for each version. Or they could go by the User Agent string when a user is going through the checkout.
I put a few screenshots up if anyone wants to see the new techtree and some total annihilation


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so first the foreword:
i learned assembly as a hobby and find it suitable for my way of thinking (its not THAT hard to learn)
few weeks ago i actually found a use for my knowledge in the form of writing an sse loop for an OSS program, that can not be written in other languages
firstly ofc my plan was to write it in inline assembly
my thought process was "i write it in nasm where i can debug and benchmark it, then i just copy/paste it"
and ofc that plan failed fast
the only problem with the plan was GCC's idea of what inline assembly is
to be more precise, GCC's "we dont care about inline assembly"
GCC inline asm by default is AT&T syntax, what is to be honest ugly
they did add ".intel_syntax" switch, but you still have to put every instruction in quotes and append a "\n" at the end, what is utterly useless and again ugly
(also probably incompatible with other compilers)
to work with the incompatible GCC/GAS intel syntax you also have to append an ".noprefix" that eliminates the need for an AT&T "%" prefix infront of registers, something that should be implied with the ".intel_syntax" switch
and to add insult to injury, you also have to put a ".att_syntax" at the end of your "intel syntax" inline assembly or the compiler wont compile the C/C++ code that comes after the inline part
but thats not all;
GCC/GAS inline assembly has the ugliest parameter passing (C code to asm code) known to exist
and even using the just on paper intel syntax, the gcc ".intel_syntax", you cant even pass parameters at all (unless your implementing your code as a separate call, what im not)
all this reasons make writing cross OS inline assembly one of the dumbest things you can think of, and it should/could be simple and really easy to do
(icc and msvc use the sane/normal syntax and the most simple and easy parameter passing, icc even went out of their way to make it reasonably compatible with gcc's att syntax(dont know about M$))
to be fair as i should be considering i use gcc and programs compiled with gcc;
i did send an email at email@example.com explaining my problem and asking why is it like that when it should be much simpler
what i got in return not a minute later was:
i used standard ascii character set, not even unicode what everything today should supportCode:Hi. This is the qmail-send program at sourceware.org. I'm afraid I wasn't able to deliver your message to the following addresses. This is a permanent error; I've given up. Sorry it didn't work out. <firstname.lastname@example.com>: Invalid mime type "text/html" detected in message text or attachment. Please send plain text messages only.
and ofc, i didnt attach anything to my email
was it because i sent the email from my hotmail account i have since i was 14yo ?
i have respect for anyone who can make an optimized compiler, but this is pure bullshit
i wrote here as i dont know where else to write
only other idea where to write about this was the gcc bug-list thingy, but it feels like it would be ignored there
PS: to all those thinking this is some complicated and unsolvable problem, it is not
the syntax problem could be solved with a sed script, only the parameter passing is a bit harder but shouldn't be that hard to do (idk C so i wont even look at the milion of GCC source code lines)
temp.c: In function 'foo':Code:void foo() { asm ( jmp labelll xor eax, eax labelll: mov eax, eax ; write your assembly here, unescaped, unquoted ); }
temp.c:5:9: error: expected string literal before 'jmp'
probably the same with ".intel_syntax" and all that, i tried all the combinations i could think of
(there is no documentation on this, unless its burried somewhere deep)
Yep, you're right. It's been ages since I tried inline assembly. I remember that it worked like that when using extended asm, but apparently I remember wrong.
it is that easy to do it in m$vc and icc, but gcc has to do it its own way
and since inline assembly is not standardized, nobody cares
all this is weird for me since you have to know plenty of low level things to write/debug/improve an optimizing compiler
that makes this kinda ironic really
You can also use sse intrinsics.
i am using sse intrinsics and have 3 problems with it
1.i cant make the loop as i want to make it; althou the gain would be a few kB and some .1% so this is not such a big problem
2.what the loop does is complicated enough without thinking what the compiler will do
the loop needs minimum 8 sse registers, and if the compiler messes up 1 step or i do 1 step wrong(as intrinsics adds "mov" steps) then comes register spilling (check the phoronix post on gcc's new register allocator)
3.debugging is hard as its all jumbled up
so i make one version in assembly then redo it in intrinsics, but i still depend on the compiler doing register allocation right
also http://gcc.gnu.org/bugzilla/show_bug.cgi?id=19680
that should change with gcc 4.8, i repeat "should"
and in the end i like assembly and find it easy to test its speed and correctness in small loops
why should i do it in intrinsics anyway when theres inline; that is "why is there inline there if its useless and ugly"
and again, i would file a bug report on it but i feel it would surely be ignored as there is no ISO standard on inline assembly
Last edited by gens; 11-12-2012 at 10:58 AM.


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MFC-9325CW is a compact, digital color, all-in-one printer with wireless networking for home offices or small offices. Functions include printing, copying, color scanning and faxing. Print fast, high-quality output in color or black at up to 19 pages per minute with up to 600 x 2400 dpi. Generate copies at the same speed. First color print is out in 16 seconds. First black/white print is out in 15 seconds. Use the USB Direct Interface to print from or scan to your USB flash memory drive. Easily connect printer with Ethernet network, wireless 802.11b/g or USB 2.0 interface. Use the 35-sheet auto document feeder for multi-page copying, scanning and faxing. Compact printer also offers a 64MB memory, 33.6Kbps modem for fast faxing, 25 to 400 percent copy scaling, and a generous paper capacity of 250 sheets.
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Brother Industries, Ltd
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MFC-9325CW Multifunction Printer
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Laser Multifunction Printer
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Courthouse architect selected
Northern California architecture firm RossDrulisCusenbery has been selected to design the new Quincy courthouse, the Administrative Office of the Courts (AOC) announced Jan. 31.
The proposed project, which is in the earliest phase of site selection, will provide a new three-courtroom building to replace the court's space in the current Quincy courthouse, which is functionally deficient and lacking in security features that meet current standards.
The project is currently in site selection. The local court, AOC and a project advisory group that includes members of the local community are reviewing potential sites. The two top sites under current consideration are: the Dame Shirley Plaza area, which would consist of Dame Shirley Plaza and an assemblage of adjacent and nearby parcels; and a privately held parcel at 199 Crescent St. (adjacent to the 76 station on Highway 70).
Following the judicial council's standard site selection policy, the AOC worked with the court to customize a set of objective criteria to be used in evaluating potential sites. The project advisory group then validated these criteria. The goal of the project is to construct a new courthouse that meets the community's needs, blends with the character of the town of Quincy and preserves green space.
It is important to note that the site selection process is still in its early stages, and it is possible that sites currently under consideration may not be viable for any of a variety of reasons. Should that occur, the project team would revisit other potential sites considered earlier in the process.
The Sonoma-based architecture firm of RossDrulisCusenbery was established in 1985 and has extensive civic architecture experience, including several California courthouses. Examples include the Contra Costa County Family Law Center and interiors for both the San Francisco Civic Center Courthouse and the Napa County Criminal Court and Administrative Center. For the AOC, the architecture firm is already engaged to design a new courthouse in Yuba City for the Superior Court of Sutter County. Preliminary design of that project is expected to begin this spring.
Once engaged on the Quincy courthouse project, the architecture team can begin preliminary space programming and site test fits, but architectural design must wait until a site is selected and the state Public Works Board approves acquisition. Site selection and acquisition typically take at least a year. The project is scheduled for completion in early 2015.
This project was ranked as "critical need" in the judicial branch's capital-outlay plan, making it among the branch's highest-priority infrastructure projects. The new Quincy courthouse is among 41 projects to be funded by Senate Bill 1407, which finances critically needed courthouse construction, renovation and repair through a portion of judicial branch fees, penalties and assessments, without reliance on the state's General Fund.
To date, 36 architectural firms have been selected or hired for trial court capital projects in the AOC's courthouse construction program. The overall program will create thousands more jobs in local communities as the projects proceed through design and construction over the next five years.


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Yuria Satomi |
Yuria Satomi is a hot Asian MILF in her office suit. She is in the break room with a co worker and he is interested in her sexy pantyhose and her pussy. She is making out with him and doing some hand work on his cock when he gets to her w..
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"High Water" is an action-packed adventure centered around surfing's Triple Crown competitions,the professional surfing tour's final three competitions held each year on the North Shore of Oahu.
Cast: Kelly Slater, Monique Marrier
Produced by: C. Rich Wilson
Directed by: Dana Brown
Written by: Dana Brown
Running time:
1hr 30min
Opens: Aug 27, 2010 Limited
Theaters for Today |
Pick a day
on this day. |


text:
BackcountryEdge.com will be briefly unavailable for maintenance beginning at approximately 9AM ET on Tuesday, April 28th
The Patagonia Women's Drifter A/C GORE-TEX trail shoe offers versatility for hiking, travel and lightweight backpacking with style for everyday wear. Leather and mesh GORE-TEX construction make this shoe lightweight, agile, sturdy and supportive.
The Patagonia Footwear Men's Drifter A/C Mid Waterproof hiking boot performs well on a wide variety of terrain. Durable nubuck leather and air mesh construction make this boot agile and supportive enough for day hikers and backpackers alike.
Patagonia grew out of a small company that made tools for climbers. Seeing a need for comfortable, high-quality footwear with a lighter environmental impact, we've taken the lessons learned from over 30 years of making outdoor clothing and applied them to our Performance and Casual shoes.Backcountry Edge is proud to be an authorized Patagonia Footwear dealer.
Click here to visit the official Patagonia Footwear website. (Note: you will be leaving Backcountry Edge.)
The best hiking boots, trail shoes and footwear for women
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Archive Review This item is no longer available.
M40 Top Fill Bagged At only 22.5" tall the M40 is the shortest power unit in the MVAC line, and among the smallest sized central vacuum power unit available anywhere. The M40 also offers exceptional convenience and mounting versatility with it's top-fill design. A latchless lid is easy to remove for maintenance and makes bag changes an easy drop-in replacement. The M40 is recommended for installations where space and size are a primary concern. Best suited for homes up to 3,500* sqft in size using 2 - 5 inlet valves with a maximum tube run of 125 ft including the exhaust system.
M44 Bottom Fill Bagged A conventional bottom fill bagged collection system, the M44's small stature of just 27.5" tall allows for a roomy 3.6 gallon bag capacity in small spaces. A latch on collection bin holds the disposable collection bag for easy service. The M44 uses a secondary filter for motor protection and AntiVibraSon noise dampening system for one of the most quiet central vacuums offered. Excellent for homes up to 3,500* sqft in size using 2 - 5 inlet valves with a maximum tube run of 125 ft including the exhaust system.
M47SE Bottom Fill Bagged Powerhouse When you are born with a name like "Special Edition" you have a lot to live up to, and the M47SE does just that. Built with the same compact size as the standard M44 power unit the Special Edition can fit into many places that larger vacuums can not. The Disposable Bag collection system in the M47SE is not only convenient, it is more hygienic than bagless vacuum units and easier to maintain. What makes the M47SE so very special is it's extra powerful suction motor, an amazing 700 maximum airwatts of cleaning force with 138 inches of lift and 138 cfm of airflow - amazing power in a tidy package. The Special Edition is perfect for homes up to 7000* sqft in size using 3 - 12 inlet valves with a maximum tube run of 200ft including the exhaust system.
Cen-Tec Systems CVA66 Quiet Drive Attachment Kit Centec Quiet Drive attachment set for central vacuum systems with 4-wire (dual volt) hose. Perfect for homes of all sizes with floor of all types. A complete attachment kit with powerful 14" CT20DX power brush for carpet cleaning and standard compliment of attachments for bare floor and above-floor cleaning. Ribbed belt power brush drive system gives you high efficiency and eliminates belt slipping.
Cen-Tec Systems CVA72 Quiet Drive Sensor Plus Bonus Attachment Kit An exclusive Cen-Tec attachment group available only from Vacdepot, the Quiet Drive Sensor Plus includes the impressive performance of the CT20DXQS powered brush with a new integrated wand and hose configuration. An exceptionally complete attachment group with 16 cleaning and storage components the Quiet Drive Sensor Plus kit includes the latest technology in cleaning tools for every surface of your home. The best carpet and floor attachments are combined with an outstanding selection of quality above-floor tools for true all surface cleaning. Includes CenTec's exclusive Dirt Sensor technology for fast, efficient cleaning.
Cen-Tec Systems CVA76 Quiet Drive Swivel Clean Attachment Kit Centec's newest power nozzle design the CT22 Swivel Clean powered carpet brush. The new CT22 power brush incorporates many of the best features developed over three decades manufacturing the most popular powered vacuum nozzle. The CT22 is named Swivel Clean for it's highly maneuverable quick release wand connection system. A full tilt and full swivel nozzle connector lets the user turn and drive the power brush from the handle with minimal effort. An augured bristle solid core brush roller and powerful 2.4amp brush motor provide outstanding performance. Highly maneuverable, the CT22 is easy to use thanks to is wide convex rear wheels and step-on height adjuster. The CT22 features a full 14" cleaning path with brushed edge cleaning on both sides. A complete attachment set, the CVA76 includes above floor and hard floor tools and storage accessories.
Cen-Tec Systems CVA88 Quiet Drive Swivel Clean Reward Plus Attachment Kit Take the best and make it better. The new Quiet Drive Swivel Clean powered brush central vacuum attachment kit with Centec's latest CT22 power nozzle packaged together with our most popular add-on vacuum tools at one special price. The CVA88 QD Swivel Clean Reward Plus attachment set is an exceptional value and includes the cleaning tools you need for every surface in the home. The Reward Plus special package includes the MicroFiber dry-mop floor nozzle with removable/washable microfiber pad, the unique D330 Turn & Clean all bristle floor brush with high agility wand connection, the Air Drive hand brush with turbine powered brush roller for upholstery, stairs, pet beds, car interiors and more plus the Vacsoc brand zippered padded removable hose cover - our most popular central vacuum accessory. The Reward Plus accessories are a $100+ value, and available only for a limited time in the CVA88 QD Swivel Clean Reward Plus Attachment Kit.
Each Package Deal includes (1) Power Unit and the (1) Attachment Kit. Select the model you want using the drop-down option boxes at the top of this page above the add-to-cart button. The default option includes the basic power unit and basic attachment set as listed. More information and ala carte purchase options for each item in the Package Deal is available on the Vacdepot website, just follow the links above to the individual items. CVS Power Units and Attachment Kits purchased separately (on the same or different orders) will not receive the Package Deal pricing unless ordered with the Package Deal part number (CVC-XXXX). Package Deal items include all the original components of individual items purchased separately, nothing is added or removed from the original unit. Package Deals do not include pipe, fittings or inlet valves. Package Deal pricing can not be combined with other special offers.
All items within the Package Deals include their original warranty and ship in their original packaging. You must select either Direct Connect or Universal (corded) hose style using the drop-down option boxes above the add-to-cart button. If a hose length upgrade option is available it will also be in the top-right. Sorry, at this time no substitutions are allowed.
* Manufacturers Maximum Square Footage rating. This is a theoretical maximum application size provided by the manufacturer. In real world applications you multiply your actual square footage by 1.75 or 2.0 to apply against the Mfg Max SQFT rating. For example if your homes cleaning square footage (all areas covered by the cleaning hose) is 3200sqft you would look for a manufacturers suggested maximum rating of 5600 - 6400 sqft.
Anyone offering central vacuums online can claim to be an expert, but the standard must be higher than sticking a shipping label on a box and hoping for the best. Only Vacdepot with nearly two decades of online shipping know-how and five decades of vacuum industry experience provides this unique service for its customers on every power unit, because only Vacdepot can.


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Top Definition
A person who is late and is annoying because of this.
Example, in zombie survial and a person is late to get into the house before it's barracaded; they procede to destroy the barracade, then you all die. Even though everyone is shouting "you dont get in cos your a latefag!".
od uživatele T3h L33T /\/\ /-\TT
16. Duben 2008


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Don't let ice and snow strand you in the gym or get in the way of your exercise regimen. Equipped with fitness features and utilizing a movement-mirroring design, Atlas Fitness snowshoes allow you to stay active all winter long.
Built for snowshoe racers looking for a competitive edge or runners looking for a sleek, lightweight option for maintaining winter fitness, Atlas Race 22 inch snowshoes deliver award-winning performance.
With its ultra-lightweight construction, the Crescent Moon Rocket Carbon Nanotube (CNT) snowshoe is ideal for racing and running. Weighing just 2.84 lbs, this "race approved" shoe offers fast-and-efficient performance on snow and ice!
Weighing less than 3 pounds per pair, the streamlined Crescent Moon Gold 12 snowshoe is built for fast and efficient performance on snow and ice. This "race approved" snowshoe is designed for winter running, fitness training and racing.
Don't let ice and snow take a toll on your fitness. Avoid the pavement and get out and explore snow-covered trails in Atlas Run 22 inch snowshoes. Performance features make Run 22 inch snowshoes a great option for winter exercise.
Maximum-flotation shoes for heavy loads over 210 lbs.


text: The year was 1990 and despite the achievements of female surfers in and out of the water, women hadn't garnered the fame or the support that guys had long enjoyed. Then came Roxy, a pioneering brand for females that recognized the changing of the tide and saw the rising swell of more and more girls chasing waves. Initially a swimwear line, Roxy quickly grew to include sportswear by 1991. The next year saw an expansion into denim and the start of Roxy's domination into all boardsports categories by introducing a capsule snowwear collection. 1993 was the birth of the iconic Roxy logo, a heart-shaped crest that paid homage to its Quiksilver roots. And then, a moment in history happened. That same year, as the Roxy crew was sitting on a beach watching the surf, they came up with the idea of the women's boardshort. Offering fit and flexibility while still managing to be feminine, the women's boardshort was an innovation that forever changed the women's surf industry. Roxy not only created an entirely new product for the market but also a new concept – fashion meets surfing – a mantra still taken to heart in the Roxy brand today. A truly authentic surf company, Roxy recognized the need to give a voice to the core of what Roxy stands for, the athletes and fans that love boardsports. By 1994, Roxy signed its first athlete, the legend Lisa Andersen, who would go on to become a four-time world champion in surf. Roxy became the platform for a new cultural movement, a calling to females everywhere and a voice to those that shred and to those that wanted to. Eventually the surf team would grow to over 100 global athletes and include iconic surfers and world champions such as Sofia Mulanovich, Kassia Meador, Jen Smith and Sally Fitzgibbons. Roxy is also home to a world-class snow team that includes the 2010 Olympic gold medalist in the halfpipe Torah Bright, 2006 bronze medalist Kjersti Buaas and many other Olympic contenders such as Lisa Wiik and Lesley McKenna. As the company grew, so did Roxy's support of the boardsport lifestyle. Roxy produces some of the biggest and best surf and snow competitions on the competitive circuit including the Roxy Jam Biarritz, the Roxy Jam Gold Coast and the Roxy Chicken Jam US. Roxy can now be found on all six continents and in over 700 company-owned stores. Roxy's breadth of product has also increased to include Teenie Wahine, Roxy Girl and other product categories such as watches, eyewear, hardgoods, accessories, jewelry, perfume, electronics, home goods, and movies. Roxy has grown to a $600 million lifestyle brand. What started out as a kernel of an idea in the water in 1990 has become the largest and most recognizable boardsport lifestyle brand for females everywhere twenty years and counting. (read more)


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Posted 06 January 2013 - 18:50
Posted 06 January 2013 - 18:57
It's exactly the sameWhat is the RAM usage like without CleanMem installed?
I've added direct links to the images in the first post.No image.
Probably GPU driver bug eating up all your RAM?
4GB ram is mediocre at best these days.
Posted 06 January 2013 - 19:12
Posted 06 January 2013 - 19:24
It seems to be quite selective, I know it happens with Battlefield but other games seem to be a little hit and missDoes it only happen with BF3 ?
If so, is it updated / patched to the latest version?
Can't remember if this option is available in Win 8, but at the bottom of the task manager it could say "Show processes from all users"
Check that box and see if it displays any other processes
Also try using this process explorer
Posted 06 January 2013 - 19:33
Posted 06 January 2013 - 19:34
yeah chrome does that (separate instance for every tab and every plugin/extension you have pretty much)
Posted 06 January 2013 - 19:37
Of course, my laptop also has 16GB of RAM and doesn't use a PageFile.
Posted 06 January 2013 - 19:38
Yes, I have many, many Chrome tabs open at a time. But I always do, and I still have well under 40% RAM usage. It's never been a problem beforeHoly Chrome instances. Honestly, I think it could be a combination of your apps loaded, plus the game. Do not forget that Windows Processes uses memory too. Take this in retrospect. My system is using, with Chrome running and background services (including MS Windows and non-MS services), about 2.8GB of RAM at all times. Of course, my laptop also has 16GB of RAM and doesn't use a PageFile.
I would imagine Battlefield 3 needs at least 1 to 2GB RAM at a minimum, depending on your graphic settings. With that, plus your apps and background services running, you're probably using up all your memory. RAM is dirt cheap .. so, can't you spring for 8GB to hold you over until your upgrade this summer?
But, that's just how I see it.
Yus, but it's never been a problem before D:You have a ton of Chrome instances loaded...
Doesn't 39 seem like a lot? and if I add up the memory usage just from those visible in the screenshot, is 512MB of ram alone.
Posted 06 January 2013 - 19:42
You shouldn't disable the page file, no matter how much ram you have, Windows uses it for various purposes. But you'd first want to educate yourself on how it fully works first.. http://blogs.technet...17/3155406.aspx


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Adults are invited to find out how the Internet works and what it can and can�t do. Learn key vocabulary, how to use links, read Internet addresses and save your favorite websites. Learn the most effective way to formulate an Internet search to get the best results. You�ll also find out that there�s much more to Google than meets the eye. Participants should be comfortable using a mouse and keyboard before taking this class. This class will be held in the Computer Training Lab.


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TEPCO, under the terms of the deal, gets another 400,000 tons of liquefied natural gas from the Wheatstone project in Australia each year, bringing its total uptake to 4.2 tons per year under the terms of a 20-year agreement.
Japan last year said it would take on more natural gas following a meltdown at one of its nuclear reactors.
In September, the Australian government issued a positive environmental assessment for the Wheatstone natural gas project. That project consists of facilities that could produce nearly 9 million tons of liquefied natural gas per year for Chevron.
Chevron Australia Managing Director Roy Krzywosinski said more than 80 percent of the LNG from Wheatstone is covered under long-term deals with Asian customers.
"These agreements continue to demonstrate Wheatstone is well-placed geographically to meet the Asia Pacific region's demand for a safe, reliable and cleaner-burning source of energy," he said in a statement.
Japan last month shut its last operating nuclear reactor for maintenance, leaving the country without nuclear power for the first time in more than 40 years.
Japanese Prime Minister Yoshihiko Noda last weekend ordered the restart of two reactors, however.


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I'm really curious about the display server. What is it afterall? How do they achieve driver suport?
According to Ubuntu Wiki, it seems they use an "andoid layer", which is pretty much the low level stuff from CyanogenMod 10.1 (who said canonical doesn't use upstream). This "android layer" is what must be adapted to run on other devices, so it seems ubuntu should fairly easely support pretty much every device supported by CyanogenMod.
So, if this understanding is correct, "ubuntu touch" or "ubuntu phablet" as it is being called and "ubuntu desktop" are still pretty different beasts, since the desktop still runs on X and the touch uses whatever android uses... I wonder how this is all going to come together?


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Johns & Frank Aim for 'Surprising and New' in Latest "Batman: Earth One" Volume
Comic Books
Showing results 413-452 of 583
DC Comics has released a preview of "Brightest Day" #11 by Geoff Johns, Peter J. Tomasi, Ivan Reis, Patrick Gleason and more. Black Manta throws down against Aquaman this Wednesday, October 6.
Greg McElhatton gave Geoff Johns and Francis Manapul's "The Flash" #5 4-stars saying that "it was worth the extra wait for a new issue," and that the DC Comic's storyline "is right on track for a strong finish."
Doug Zawisza gives DC Comics' Aqualad-introducing "Brightest Day" #10 a 4.5 star review, saying that the Geoff Johns and Peter J Tomasi helmed series "leaves me pining for more at the end of each issue."
The avarice-inspired Orange Lantern Larfleeze earns his long-expected Christmas one-shot this December courtesy of Geoff Johns and Brett Booth, which is one of a pair of Green Lantern specials on tap for the holidays.
Greg McElhatton gave Geoff Johns and Doug Mahnke's "Green Lantern" #57 3.5 stars, saying, "At the end of the day, this is a fun issue, but I think the parts I'm going to remember are the quieter moments of storytelling."
DC Comics has released a preview for "Green Lantern" #57, written by Geoff Johns with art and cover by Doug Mahnke and Christian Alamy with a variant by Ryan Sook. The Predator returns to the DCU Wednesday, September 9.
Courtesy of DC Comics, CBR brings you an advance look at "Brightest Day" #9 by Geoff Johns & Peter J. Tomasi and Ivan Reis, Patrick Gleason, Ardian Syaf, Scott Clark & Joe Prado, on sale this week in comics stores everywhere.
Marvel EiC Joe Quesada answers questions about the state of villainy in the post-Dark Reign MU and the possibility of the Geoff Johns and Matt Fraction Iron Man/Green Lantern making the leap from Twitter to reality.
DC Comics has released a preview of "Superman: Secret Origin" #6, the final chapter in Geoff Johns and Gary Franks re-imagining of the Mn of Steel's origins, on sale Wednesday, August 25.
DC Comics has released an advance look at "Brighest Day" #8, the latest chapter in the series by writers Geoff Johns and Peter J. Tomasi with art by Patrick Gleason, Ivan Reis and Ardian Syaf.
Learn the strange behind-the-scenes journey Geoff Johns took on his way to changing Superboy's origin! Plus, what is the connection between a caveman comic strip and David Bowie? Find out today!
DC Entertainment CCO Geoff Johns spoke with CBR TV about his new position, the increased status of Green Lantern in the DC/Warner Bros. firmament,, Mark Strong's Sinestro make-up test, the Suicide Squad video game and more.
Doug Zawisza reviewed "Brightest Day" #7 and gave the issue 4.5 stars saying that Geoff Johns and crew begin to let loose with the revelations and "[hit] the bigness of summer comics for all it's worth."
Francis Manapul joined DAYBREAK to talk about, "The Flash" while teasing two new projects he'll be working on with writer J.T. Krul, as well as telling how he got involved in Syfy's new TV series, "Beast Legends."
DC Comics has released a preview for "Brightest Day" #7, on sale Wednesday, August 4 from Geoff Johns, Peter Tomasi, Ivan Reis, Patrick Gleason, Ardian Syaf and more with covers by David Finch and Ryan Sook.
Doug Zawisza gave "Green Lantern" #56 a 4-star review saying of Geoff Johns' collaborator, "simply put, Doug Mahnke is one of the best comic book artists putting pencil to paper today, and this issue proves it."
Tom Welling, Erica Durance, Geoff Johns and others discussed the final season of "Smallville," the show's tenth year, while revealing that Blue Beetle, Booster Gold and Darkseid will make appearances by show's end.
Teasers have appeared online for the 10th and final season of "Smallville," one from television, the other from Sunday's presentation at Comic-Con International. Both offer fans a good look at what's in store.
Greg McElhatton reviewed the newest issue of "The Flash" by Geoff Johns and Francis Manapul and gave the book 4 stars saying "this issue is my favorite one so far...Johns and Manapul are 'The Flash' dream team."
After a repeat airing at last weekend's Comic-Con International, the Geoff Johns produced test footage for a proposed "Blue Beetle" live action show has popped up online in full.
Courtesy of DC Comics, CBR brings you two exclusive previews of "Detective Comics" #867" and "Gotham City Sirens" #14 plus an advance look at "The Flash" #4.
Geoff Johns spoke with CBR TV for his Annual "Smallville" Moment, discussing the introduction of Blue Beetle and Booster Gold on the long-running hit series, DC's desire for a Blue Beetle series and more.
DC's second Saturday panel at Comic-Con International focused on Green Lantern, with Geoff Johns, Ivan Reis, Joe Prado, and Tony Bedard on hand to announce a CGI animated series and a "Sinestro Secret Origins" arc.
The DC Nation panel at Comic-Con International found Grant Morrison, Geoff Johns, and JMS announcing new projects including a new Flash series and a collaboration between Johns and Morrison. Plus: Darkseid!
Jennette Kahn, Paul Levitz, Dan DiDio, Jim Lee, Geoff Johns, and legendary creators Dennis O'Neil and Jerry Robinson reflected on the history of DC Comics at Comic-Con International.
ROBOT 6 is reporting that during DC Comics' Geoff Johns panel at Comic-Con International, the writer and executive revealed work has begun on a "hardcore violent" video game.
The DC CCO opens up about his writing, his ambitions for TV and film and, of course, Green Lantern at Comic-Con including news on a Suicide Squad video games, GL cartoons and more.
In this installment of Geoff Johns Prime, the writer answers questions about what's ahead for Captain Marvel, Dex-Starr and Aqualad and re-confirms he has no plans to leave "Green Lantern."
The Comic Book Legal Defense Fund is auctioning a special one-on-one lunch with DC Entertainment CCO Geoff Johns. The one hour lunch date will take place at next week's Comic-Con International in San Diego.
DC Comics has released a preview of "Brightest Day" #5 by the writting team of Geoff Johns and Peter J. Tomasi with Ivan Reis, Patrick Gleason and more on art with a cover by Dave Finch. The issue hits stores July 8.
Doug Zawisza enjoyed "The Flash" #3, giving the Geoff Johns and Francis Manapul collaboration 4 stars and saying, "This series has gotten off to a good start and it appears as though its just hitting its stride."
"Brightest Day"cover artist David Finch spoke about why he loves drawing Deadman and Aquaman for the bi-weekly event title, what he finds challenging about Firestorm and a tease about another big project.
DC Comics has released a preview for "The Flash" #3 written by Geoff Johns with art by Francis Manapul. The issue, which features the recently resurrected Captain Boomerang, is scheduled to hit stores next Wednesday, June 30.
DCE CCO Geoff Johns unveils the buzzed about images of Jaime Reyes transforming into a superhero, plus reveals more news from DC including the story behind the new Aqualad. UPDATED with more photos.
DC Comics has released a preview for "Brightest Day" #4, on sale this Wednesday, June 16, from the creative minds of Geoff Johns, Peter J. Tomasi, Ivan Reis, Pat Gleason and more, with covers by Reis and David Finch.
CBR's Timothy Callahan gave "Brightest Day" #3 a 3-star review, stating that the Geoff Johns and Peter J. Tomasi-helmed bi-weekly series "might end up being the best of the year-long superhero experiments so far."
You voted all May-long and now all the Greatest Stories Ever Told are up! Take a look at the archive to see how you ranked your favorite characters and creators, from Batman to Geoff Johns to Magneto to Mark Millar!
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Kuat Alpha-3 Bike Rack
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Planning to use on a new Subaru Crosstrek. Do they tilt away to allow for rear hatch opening?
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Will this work with a jeep wrangler with a spare tire mounted on the back?
Adam D
It won't without the received hitch extender. If you use one of these you need to make sure its rated to use with one of these racks.
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No assembly required, just take it out of the box and get goin'!
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The fact that this hitch rack only weighs 13 lbs makes this a no brainer for bike riders of all sizes and abilities. This is truly the go anywhere stow anywhere 3 bike rack! Big fan of the anti-sway, a must have!