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How To Learn Quickly
When the work is new, it all comes down to learning. And with learning it all comes down to three questions:
- What do you want to learn?
- What actions will take to learn what you want to learn?
- How will you decide if you learned what you wanted to learn?
There are many definitions of learning. To me, when your beliefs change, that's learning. If your hunch moves to a validated idea, that's learning. If your understanding of a system moves from "I don't know" to "I know a little bit.", that's learning. If you believed your customers buy your product for Feature A and now you know they really buy it because of Feature B, that's learning.
What do you want to learn? The best place to start is to clearly define what you want to learn. Sounds easy, but it's not. Some of the leading thinking recommends you define a formal hypothesis. I don't like that word. It's scary, intimidating and distracting. It's just not helpful. Instead, I suggest you define a Learning Objective. To do that, complete this sentence:
I want to learn if the customer ____________________.
It may take several iterations/meetings to agree on a Learning Objective, but that's time well spent. It's faster to take the time to define what you want to learn than to quickly learn something that doesn't matter. And define the Learning Objective as narrowly as possible. The tighter the Learning Objective, the faster you can learn it.
What actions will you take to learn what you want to learn? In other words, for every Learning Objective create a Learning Plan. Use the Who, What, When format. Define Who will do What and When they'll be done. To increase the learning rate, define the minimum work to fulfill the narrowly-defined Learning Objective. Just as you defined the Learning Objective narrowly, define the Learning Plan narrowly. And to further speed the learning, set constraints like – no one can travel to see customers; no more than five customers can be contacted; and the Learning Plan must be completed in two days. You're not looking for large sample sizes and statistical significance; you're looking to use your best judgement supported by the minimum learning to create reasonable certainty.
How will you decide if you learned what you wanted to learn? Learning requires decisions, decisions require judgement and judgement requires supporting information. As part of the Learning Plan, define the Learning Information you'll collect/capture/record to support your decisions. Audio recordings are good and video is better. For fast learning, you can record a phone call with a customer or ask them to share their webcam (and record the feed) as you talk with them. Or you can ask them to shoot some video with their smart phone to provide the information needed to achieve you Learning Objective.
To analyze the data, it's best to review the audio/video as a group and talk about what you see. You should watch for body language as well as listen to the words. Don't expect complete agreement among your team and expect to create follow-on Learning Objectives and Learning Plans to answer the open questions. Repeat the process until there's enough agreement to move forward, but don't wait for 100% consensus.
When you present your learning to company leadership, show the raw video data that supports your learning. Practically, you'll connect company leaders to customers and let the customers dispel long-held biases and challenge old thinking.
There's nothing more powerful than a customer telling your company leaders how things really are.
Image credit – Thomas Hawk
How To Create Eye-Watering Ideas
With creativity, the leading thinking says the most important thing is to create many of ideas. When asked to generate many of ideas, the thinking goes, the team lets go of their inhibitions and good ideas slip through their mental filters. I've found that thinking misleading. I've found that creating many ideas results in many ideas, but that's it. Before the session to create new ideas, you already had a pile of ideas you weren't working on, and after the session is bigger, but not better.
What's needed is several outlandish ideas that make your hair stand on end. The ideas should be so different that they cause you to chuckle to mask your discomfort. These ideas should be borderline unbelievable and just south of impossible. The ideas should have the possibility to change the game and tip your industry on its head.
The "many ideas" thinking has the right intent – to loosen the team's thinking so they generate good ideas, but the approach is insufficient. To force the team to generated outlandish ideas they must be turned inside-out and put on the rack. Heretical ideas don't come easily and drastic measures are needed. The team must be systematically stripped of the emotional constraints of their success using the Innovation Burst Event (IBE) method.
To prepare for the IBE, a reward-looking analysis is done to identify traditional lines of customer goodness (for example, miles per gallon for automobiles) and define how that goodness has changed over time (position it on the S-curve.) If the improvement has been flat, it's time for a new line of customer goodness, and if the goodness is still steadily increasing, it's time to create a new technology that will provide the next level of improvement. With this analysis the disposition of the system is defined and potentially fertile design space is identified. And within this design space, design challenges are created that force the team to exercise the highly fertile design space during the IBE.
Everything about the IBE is designed to strip the team of its old thinking. The IBE is held at an offsite location to change the scenery and eliminate reminders of traditional thinking and good food is served to help the team feel the day is special. But the big medicine is the design challenges. They are crafted to outlaw traditional thinking and push the team toward new thinking. The context is personal (not corporate) and the scale of the challenge is purposefully small to help the team let go of adjacent concerns. And, lastly, the team is given an unreasonably short time (five to ten minutes) to solve the problem and build a thinking prototype (a prototype that stands for an idea, not at functional prototype.)
Everything about the IBE helps the team let go of their emotional constraints and emit eye-watering solutions. The design challenges force them to solve problems in a new design space in a way and does not give them a chance to limit their thinking in any way. The unrealistic time limit is all-powerful.
Four design challenges is about all team can handle in the one-day IBE. With the IBE they come up with magical ideas clustered around four new areas, new areas that have the potential to flip your industry on its head. In one day, a team can define market-changing ideas that obsolete your best products and even your business model. Not bad for one day.
It may be popular wisdom that it's best to create many new ideas, but it's not the best way. And it contradicts popular belief that a team can create three or four game-changing ideas in a single day. But the IBEs work as advertised.
Don't waste time creating a pile of ideas. Spend the time to identify fertile design space and hold a one-day IBE to come up with ideas that will create your future.
Image credit – moonjazz
Diabolically Simple Questions
Today's work is complicated with electronic and mechanical subsystems wrapped in cocoons of software; coordination of matrixed teams; shared resources serving multiple projects; providing world class services in seventeen languages on four continents. And the complexity isn't limited to high level elements. There is a living layer of complexity growing on all branches of the organization right down to the leaf level.
Complexity is real, and it complicates things. To run projects and survive in the jungle of complexity it's important to know how to put the right pieces together and provide the right answers. But as a leader it's more important to slash through the complexity and see things as they are. And for that, it's more important to know how ask diabolically simple questions (DSQ).
Project timelines are tight and project teams like to start as soon as they can. Too often teams start without clarity on what they're trying to achieve. At these early stages the teams make record progress in the wrong direction. The leader's job is to point them in the right direction, and here's the DSQ to set them on their way: What are you trying to achieve?
There will likely be some consternation, arm waiving and hand wringing. After the dust settles, help the team further tighten down the project with this follow-on DSQ: How will you know you achieved it?
For previous two questions there are variants that works equally well for work that closer to the fuzzy front end: What are you trying to learn? and How will you know you learned it?
There is no such thing as a clean-sheet project and even the most revolutionary work builds on the existing system. Though the existing business model, service or product has been around for a long time, the project team doesn't really know how it works. They know they should know but they're afraid to admit it. Let them off the hook with this beauty: How does it work today?
After the existing system is defined with a simple block diagram (which could take a couple weeks) it's time to help the project team focus their work. The best DSQ for the job: How is it different from the existing system? If the list is too long there's too much newness and if it's too short there's not enough novelty. If they don't know what's different, ask them to come back when they know.
After the "what's different" line of questioning, the team must be able to dive deeper. For that it's time one of the most powerful DSQs in the known universe: What problem are you trying to solve? Expect frustration and complicated answers. Ask them to take some time and for each problem describe it on a single page using less than ten words. Suggest a block diagram format and ask them to define where and when the problem occurs. (Hint: a problem is always between two components/elements of the system.) And the tricky follow-on DSQ: How will you know you solved it? No need to describe the reaction to that one.
Though not an exhaustive list, here are some of my other favorite DSQs:
Who will buy it, how much will they pay, and how do you know?
Have we done this before?
Have you shown it to a real customer?
How much will it cost and how do you know?
Whose help do we need?
If the prototype works, will we actually do anything with it?
Diabolically simple questions have the power to heal the project teams and get them back on track. And over time, DSQs help the project teams adopt a healthy lifestyle. In that way, DSQs are like medicine – they taste bad but soon enough you feel better.
Image credit – Daniela Hartmann
Progress is powered by people.
People ask why.
People buy products from people.
The right people turn activity into progress.
People want to make a difference, and they do.
People have biases which bring a richer understanding.
People use judgement – that's why robots don't run projects.
People recognize when the rules don't apply and act accordingly.
Business models are an interconnected collection of people processes.
The simplest processes require judgement, that's why they're run by people.
People don't like good service, they like effective interaction with other people.
People are the power behind the tools. (I never met a hammer that swung itself.)
Progress is powered by people.
Image credit – las – intially
How To Allocate Resources
How a company allocates its resources defines its strategy. But it's tricky business to allocate resources in a way that makes the most of the existing products, services and business models yet accomplishes what's needed to create the future.
To strike the right balance, and before any decisions on specific projects, allocate the desired spending into three buckets – short, medium and long. Or, if you prefer, Horizon 1, 2 and 3. Use the business objectives to set the weighting. Then, sit next to the CFO for a couple days and allocate last year's actual spending to the three buckets and compare the actuals with how resources will be allocated going forward. Define the number of people who will work on short, medium and long and how many will move from one bucket to another.
To get the balance right, short term projects are judged relative to short term projects, medium term projects are judged relative to medium term projects and the long term ones are judged against their long term peers. Long term projects cannot be staffed at the expense of short term projects and medium term projects cannot take resources from long term projects. To get the balance right, those are the rules.
To choose the best projects within each bucket, clarity and constraints are more important than ROI. Here are some questions to improve clarity and define the constraints.
How will the customer benefit? It's best to show the customer using the product or service or experiencing the new business model. Use a hand sketch and few, if any, words. Use one page.
How is it different? In the hand sketch above, draw the novel (different) elements in red.
Who is the new customer? Define where they live, the language they speak and how they get the job done today.
Are there regional constraints? Infrastructure gaps, such as electricity, water, transportation are deal breakers. Language gaps can be big problems, so can regulatory, legal and cultural constraints. If a regional constraint cannot be overcome, do something else.
How will your company make money? Use this formula: (price – cost) x volume. But, be clear about the size of the market today and the size it could be in five years.
How will you make, sell and service it? Include in the cost of the project the cost to overcome organizational capacity/capability constraints. If cost (or time) to close the gaps is prohibitive, do something else.
How will the business model change? If it won't, strongly consider a different project.
If the investigations show the project is worthwhile, how would you staff the project and when? This is an important one. If the project would be a winner, but there is no one to work on it, do something else. Or, consider stopping a bad project to start the good one.
There's usually a general tendency to move medium term resources to short term projects and skimp on long term projects. Be respectful of the newly-minted resource balance defined at the start and don't choose a project from one bucket over a project from another. And don't get carried away with ROI measured to three significant figures, rather, hold onto the fact that an insurmountable constraint reduces ROI to zero.
And staff projects fully. Partially-staffed projects set expectations that good things are happening, but they never come to be.
Image credit – john curley
Channel your inner sea captain.
When it's time for new work, the best and smartest get in a small room to figure out what to do. The process is pretty simple: define a new destination, and, to know when they journey is over, define what it looks like to live there. Define the idealized future state and define the work to get there. Turn on the GPS, enter the destination and follow the instructions of the computerized voice.
But with new work, the GPS analogy is less than helpful. Because the work is new, there's no telling exactly where the destination is, or whether it exists at all. No one has sold a product like the one described in the idealized future state. At this stage, the product definition is wrong. So, set your course heading for South America though the destination may turn out to be Europe. No matter, it's time to make progress, so get in the car and stomp the accelerator.
But with new work there is no map. It's never been done before. Though unskillful, the first approach is to use the old map for the new territory. That's like using map data from 1928 in your GPS. The computer voice will tell you to take a right, but that cart path no longer exists. The GPS calls out instructions that don't match the street signs and highway numbers you see through the windshield. When the GPS disagrees with what you see with your eyeballs, the map is wrong. It's time to toss the GPS and believe the territory.
With new work, it's not the destination that's important, the current location is most important. The old sea captains knew this. Site the stars, mark the time, and set a course heading. Sail for all your worth until the starts return and as soon as possible re-locate the ship, set a new heading and repeat. The course heading depends more on location than destination. If the ship is east of the West Indies, it's best to sail west, and if the ship is to the north, it's best to sail south. Same destination, different course heading.
When the work is new, through away the old maps and the GPS and channel your inner sea caption. Position yourself with the stars, site the landmarks with your telescope, feel the wind in your face and use your best judgement to set the course heading. And as soon as you can, repeat.
Image credit – Timo Gufler.
Quantification of Novel, Useful and Successful
Is it disruptive? Is it innovative? Two meaningless questions. Two questions to stop asking. More strongly, stop using the words "disruptive" and "innovative" altogether. Strike them from your vocabulary and replace them with novel, useful, and successful.
Argument is unskillful but analysis is skillful. And what's needed for analysis is a framework and some good old-fashioned quantification. To create the supporting conditions for an analysis around novelty, usefulness, and successfulness, I've created quantifiable indices and a process to measure them. The process starts with a prototype of a new product, service or business model which is shown to potential customers (real people who do work in the space of interest.)
The Novelty Index. The Novelty Index measures the difference of a product, service or business model from the state-of-the-art. Travel to the potential customer and hand them the prototype. With mouth closed and eyes open, watch them use the product or interact with the service. Measure the time it takes them to recognize the novelty of the prototype and assign a value from 0 to 5. (Higher is better.)
5 – Novelty is recognized immediately after a single use (within 5 seconds.)
4 – Novelty is recognized after several uses (30 seconds.)
3 – Novelty is recognized once a pattern emerges (10-30 minutes.)
2 – Novelty is recognized the next day, once the custom has time to sleep on it (24 hours.)
1 – A formalized A-B test with statistical analysis is needed (1 week.)
0 – The customer says there's no difference. Stop the project and try something else.
The Usefulness Index. The Usefulness Index measures the level of importance of the novelty. Once the customer recognizes the novelty, take the prototype away from them and evaluate their level of anger.
5 – The customer is irate and seething. They rip it from your arms and demand to place an order for 50 units.
4 – The customer is deeply angry and screams at you to give it back. Then they tell you they want to buy the prototype.
3 – With a smile of happiness, the customer asks to try the prototype again.
2 – The customer asks a polite question about the prototype to make you feel a bit better about their lack of interest.
1 – The customer is indifferent and says it's time to get some lunch.
0 – Before you ask, the customer hands it back to you before you and is happy not to have it. Stop the project and try something else.
The Successfulness Index. The Successfulness Index measures the incremental profitability the novel product, service or business model will deliver to your company's bottom line. After taking the prototype from the customer and measuring the Usefulness Index, with your prototype in hand, ask the customer how much they'd pay for the prototype in its current state.
5 – They'd pay 10 times your estimated cost.
4 – They'd pay two times your estimated cost.
3 – They'd pay 30% more than your estimated cost.
2 – They'd pay 10% more than your estimated cost.
1 – They'd pay you 5% more than your estimated cost.
0 – They don't answer because they would never buy it.
The Commercialization Index. The Commercialization Index describes the overall significance of the novel product, service or business model and it's calculated by multiplying the three indicies. The maximum value is 125 (5 x 5 x 5) and the minimum value is 0. Again, higher is better.
The descriptions of the various levels are only examples, and you can change them any way you want. And you can change the value ranges as you see fit. (0-5 is just one way to do it.) And you can substitute actual prototypes with sketches, storyboards or other surrogates.
Modify it as you wish, and make it your own. I hope you find it helpful.
Image credit – Nisarg Lakhmani
Stop bad project and start good ones.
At the most basic level, business is about allocating resources to the best projects and executing those projects well. Said another way, business is about deciding what to work on and then working effectively. But how to go about deciding what to work on? Here is a cascade of questions to start you on your journey.
What are your company's guiding principles? Why does it exist? How does it want to go about its life? These questions create context from which to answer the questions that follow. Once defined, all your actions should align with your context.
How has the business environment changed? This is a big one. Everything is impermanent. Change is the status quo. What worked last time won't work this time. Your success is your enemy because it stunts intentions to work on new things. Define new lines of customer goodness your competitors have developed; define how their technologies have increased performance; search YouTube to see the nascent technologies that will displace you; put yourself two years in the future where your customers will pay half what they pay today. These answers, too, define the context for the questions that follow.
What are you working on? Define your fully-staffed projects. Distill each to a single page. Do they provide new customer value? Are the projects aligned with your company's guiding principles? For those that don't, stop them. How do your fully-staffed projects compare to the trajectory of your competitors' offerings? For those that compare poorly, stop them.
For projects that remain, do they meet your business objectives? If yes, put your head down and execute. If no, do you have better projects? If yes, move the freed up resources (from the stopped projects) onto the new projects. Do it now. If you don't have better projects, find some. Use lines of evolution for technological systems to figure out what's next, define new projects and move the resources. Do it now.
The best leading indicator of innovation is your portfolio of fully-staffed projects. Where other companies argue and complain about organizational structure, move your best resources to your best projects and execute. Where other companies use politics to trump logic, move your best resources to your best projects and execute. Where other successful companies hold on to tired business models and do-what-we-did-last-time projects, move your best resources to your best projects and execute.
Be ruthless with your projects. Stop the bad ones and start some good ones. Be clear about what your projects will deliver – define the novel customer value and the technical work to get there. Use one page for each. If you can't define the novel customer value with a simple cartoon, it's because there is none. And if you can't define how you'll get there with a hand sketch, it's because you don't know how.
Define your company's purpose and use that to decide what to work on. If a project is misaligned, kill it. If a project is boring, don't bother. If it's been done before, don't do it. And if you know how it will go, do something else.
If you're not changing, you're dying.
Image credit – David Flam
The Chief Innovation Mascot
I don't believe the role of Chief Innovation Officer has a place in today's organizations. Today, it should be about doing the right new work to create value. That work, I believe, should be done within the organization as a whole or within dedicated teams within the organization. That work, I believe, cannot be done by the Chief Innovation Officer because the organizational capability and capacity under their direct control is hollow.
Chief Innovation Officers don't have the resources under their control to do innovation work. That's the fundamental problem. Without the resources to invent, validate and commercialize, the Chief Innovation Officer is really the Chief Innovation Mascot- an advocate for the cause who wears the costume but doesn't have direct control over the work.
Companies need to stop talking about innovation as a word and start doing the work that creates new products and services for new customers in markets. It all starts with the company's business objectives (profitability goals) and an evaluation of existing projects to see if they'll meet those objectives. If they will, then it's about executing those projects. (The Chief Innovation Officer can't help here because that requires operational resources.) If they won't, it's about defining and executing new projects that deliver new value to new customers. (Again, this is work for deep subject matter experts across multiple organizations, none of which work for the Chief Innovation Officer.)
To create a non-biased view of the projects, identify lines of customer goodness, measure the rate of change of that goodness, assess the underpinning technologies (momentum, trajectory, maturity and completeness) and define the trajectory of the commercial space. This requires significant resource commitments from marketing, engineering and sales, resource commitments The Chief Innovation Officer can't commit. Cajole and prod for resources, yes. Allocate them, no.
With a clear-eyed view of their projects and the new-found realization that their projects won't cut it, companies can strengthen their resolve to do new work in new ways. The realization of an immanent shortfall in profits is the only think powerful enough to cause the company to change course. The company then spends the time to create new projects and (here's the kicker) moves resources to the new projects. The most articulate and persuasive Chief Innovation Officer can't change an organization's direction like that, nor can they move the resources.
To me it's not about the Chief Innovation Officer. To me it's about creating the causes and conditions for novel work; creating organizational capability and capacity to do the novel work; and applying resources to the novel work so it's done effectively. And, yes, there are tools and methods to do that work well, but all that is secondary to allocating organizational capacity to do new work in new ways.
When Chief Innovation Officer are held accountable for "innovation objectives," they fail because they're beholden to the leaders who control the resources. (That's why their tenures are short.) And even if they did meet the innovation objectives, the company would not increase it's profits because innovation objectives don't pay the bills. The leaders that control the resources must be held accountable for profitability objectives and they must be supported along the way by people that know how to do new work in new ways.
Let's stop talking about innovation and the officers that are supposed to do it, and let's start talking about new products and new services that deliver new value to new customers in new markets.
Image credit – Neon Tommy
Dissent Without Reprisal – a key to company longevity
In strategic planning there's a strong forcing function that causes the organization to converge on a singular, company-wide approach. While this convergence can be helpful, when it's force is absolute it stifles new ideas. The result is an operating plan that incrementally improves on last year's work at the expense of work that creates new businesses, sells to new customers and guards against the dark forces of disruptive competition. In times of change convergence must be tempered to yield a bit of diversity in the approach. But for diversity to make it into the strategic plan, dissent must be an integral (and accepted) part of the planning process. And to inject meaningful diversity the dissenting voice must be as load as the voice of convergence.
It's relatively easy for an organization to come to consensus on an idea that has little uncertainty and marginal upside. But there can be no consensus, but on an idea with a high degree of uncertainty even if the upside is monumental. If there's a choice between minimizing uncertainty and creating something altogether new, the strategic process is fundamentally flawed because the planning group will always minimize uncertainty. Organizationally we are set up to deliver certainty, to make our metrics and meet our timelines. We have an organizational aversion to uncertainty, and, therefore, our organizational genetics demand we say no to ideas that create new business models, new markets and new customers. What's missing is the organizational forcing function to counterbalance our aversion to uncertainty with a healthy grasping of it. If the company is to survive over the next 20 years, uncertainty must be injected into our organizational DNA. Organizationally, companies must be restructured to eliminate the choice between work that improves existing products/services and work that creates altogether new markets, customers, products and services.
When Congress or the President wants to push their agenda in a way that is not in the best long term interest of the country, no one within the party wants to be the dissenting voice. Even if the dissenting voice is right and Congress and the President are wrong, the political (career) implications of dissent within the party are too severe. And, organizationally, that's why there's a third branch of government that's separate from the other two. More specifically, that's why Justices of the Supreme Court are appointed for life. With lifetime appointments their dissenting voice can stand toe-to-toe with the voice of presidential and congressional convergence. Somehow, for long-term survival, companies must find a way to emulate that separation of power and protect the work with high uncertainty just as the Justices protect the law.
The best way I know to protect work with high uncertainty is to create separate organizations with separate strategic plans, operating plans and budgets. In that way, it's never a decision between incremental improvement and discontinuous improvement. The decision becomes two separate decisions for two separate teams: Of the candidate projects for incremental improvement, which will be part of team A's plan? And, of the candidate projects for discontinuous improvement, which will become part of team B's plan?
But this doesn't solve the whole challenge because at the highest organizational level, the level that sits above Team A and B, the organizational mechanism for dissent is missing. At this highest level there must be healthy dissent by the board of directors. Meaningful dissent requires deep understanding of the company's market position, competitive landscape, organizational capability and capacity, the leading technology within the industry (the level, completeness and maturity), the leading technologies in adjacent industries and technologies that transcend industries (i.e., digital). But the trouble is board members cannot spend the time needed to create deep understanding required to formulate meaningful dissent. Yes, organizationally the board of directors can dissent without reprisal, but they don't know the business well enough to dissent in the most meaningful way.
In medieval times the jester was an important player in the organization. He entertained the court but he also played the role of the dissenter. Organizationally, because the king and queen expected the jester to demonstrate his sharp wit, he could poke fun at them when their ideas didn't hang together. He could facilitate dissent with a humorous play on a deadly serious topic. It was delicate work, as one step too far and the jester was no more. To strike the right balance the jester developed deep knowledge of the king, queen and major players in the court. And he had to know how to recognize when it was time to dissent and when it was time to keep his mouth shut. The jester had the confidence of the court, knew the history and could see invisible political forces at play. The jester had the organizational responsibility to dissent and the deep knowledge to do it in a meaningful way.
Companies don't need a jester, but they do need a T-shaped person with broad experience, deep knowledge and the organizational status to dissent without reprisal. Maybe this is a full time board member or a hired gun that works for the board (or CEO?), but either way they are incentivized to dissent in a meaningful way.
I don't know what to call this new role, but I do know it's an important one.
Image credit – Will Montague
Innovation as Revolution
Whether you're a country, company, organization, or team, revolution is your mortal enemy. And that's why the systems of established organization are designed to prevent impending revolutions and squish those that grow legs. And that's why revolutions are few and far between. (This is bad news for revolutionary innovation and radical change.)
With regard to revolutions, it's easiest to describe the state of affairs for countries. Countries don't want revolutions because they bring a change in leadership. After a revolution, the parties in power are no longer in power. And that's why there are no revolutions spawned by those in power. For those in power it's steady as she goes.
Revolutions are all about control. The people in control of a country want to preserve the power structure and the revolutionaries want to dismantle it. (Needless to say, country leaders and revolutionaries don't consider each other good dinner company.) And when the control of a country is at stake, revolutions often result in violence and death. With countries, revolution is a dangerous game.
With regard to revolutions, companies are supposed to be different from countries. Companies are supposed to reinvent themselves to grow; they're supposed to do radical innovation and obsolete their best products; and they're supposed to abandon the old thinking of their success and create revolutionary business models. As it turns out, with regard to revolutions, companies have much more in common countries than they're supposed to.
Like with a country, the company's leadership party is threatened by revolution. But the words are a bit different – where a country calls it revolution, a company calls it innovation. And there's another important difference. Where the president of a country is supposed to prevent and squelch revolutions, the president of a company is supposed to foster and finance revolutionary innovation. The president of a country has an easier time of it because everyone in the party is aligned to block it. But, the president of the company wants to bring to life the much needed revolutionary innovation but the powerful parties of the org chart want to block it because it diminishes their power. And it's even trickier because to finance the disruptive innovation, the company president must funnel profits generated by the dominant party to a ragtag band of revolutionaries.
Where revolutionaries that overthrow a country must use guerilla tactics and shoot generals off their horses, corporate revolutionaries must also mock convention. No VPs are shot, but corporate innovators must purposefully violate irrelevant "best practices" and disregard wasteful rigor that slows the campaign. And, again, the circumstances are more difficult for the company president. Where the country president doesn't have to come up with the war chest to finance the revolutionaries overthrowing the country, the company president must allocate company profits for a state-funded revolution.
Just as revolutions threaten the power structure of countries, innovation threatens the power structure of companies. But where countries desperately want to stifle revolutions, companies should desperately want to enable them. And just as the rules of engagement for a revolution are different than government as usual, the rules of engagement for revolutionary innovation are different than profitability as usual. With revolution and innovation, it's all about change.
Revolutions require belief – belief the status quo won't cut it and belief there's a better way. Innovation is no different. Revolutions require a band of zealots willing to risk everything and a benefactor willing to break with tradition and finance the shenanigans. And innovation is no different.
Image credit — Lee Wright


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text:
Man arrested Wis. for murder of Mexican police officer deported
The Associated Press
WATERTOWN, Wisconsin- A wanted by Mexican authorities for the murder of a police officer there was deported Tuesday, federal immigration officials said.
Cepeda-Vargas admitted to entering the United States illegally and buying a fake birth certificate and Social Security card in Colorado, Montenegro said.
She said Mexican authorities first contacted the Chicago FBI office with information that Cepeda-Vargas was possibly residing in the Chicago area, she said.
The Madison, Wisconsin, FBI office, acting on a tip, later tracked him to the Watertown area, Montenegro said.
An arrest warrant issued in 2002 accuses Cepeda-Vargas of murdering police officer Magdaleno Avitia-Barraza in the Mexican state of Durango, the ICE spokeswoman said.
Copyright Associated Press. All rights reserved. This material may not be published, broadcast, rewritten, or redistributed.
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Odisha: Patnaik reshuffles ministry, drops five
Bhubaneswar: Odisha Chief Minister Naveen Patnaik on Thursday dropped five ministers and inducted nine in his council ministers.
With this, the number of ministers (including the Chief Minister) in the state has risen to 21.
The five ministers shown the door were Atanu Sabyasachi Nayak, Prafulla Ghadai, Puspendra Singhdeo, Pratap Jena and Prafulla Samal. They resigned minutes ahead of the reshuffle.
Their resignations have been forwarded to the governor for acceptance, an official at the Chief Minister`s office told a news agency.
The dropped ministers were known loyal to Rajya Sabha member Pyari Mohan Mohapatra who allegedly tried to oust Patnaik on May 29 but failed.
Those inducted in the ministry as cabinet ministers were Damodar Rout, Bijayashree Routray and Kalpataru Das.
The new minister of states are Rabi Narayan Nanda, Pratap Kishor Deb, Arun Sahu, Rajanikanta Singh, Subrat Tarai and Sarojini Hembram.
The new ministers were administered the oath of office and secrecy by Governor MC Bhandare at a simple function at Raj Bhaban.
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text:
Misery for e-books! Stephen King to release his new novel in paper format only
More than a decade after becoming one of the first authors to publish an e-book, horror writer Stephen King has turned his back on digital publishing.
The best selling writer has refused to allow his latest book Joyland to be published in digital format
He hopes his fans will continue to buy his books in the print form and give a boost to many booksellers worldwide who are struggling to compete against e-books.
Supporting book stores: Stephen King has decided not to release his new novel Joyland as an e-book edition
'I have no plans for a digital version,' King told the Wall St. Journal.
'Maybe at some point, but in the meantime, let people stir their sticks and go to an actual bookstore rather than a digital one.'
His decision will be welcomed by booksellers who have been hit by a drop in visitors to stores due to the increasing popularity of e-books.
King's latest book, which is set in North Carolina amusement park in 1973, is tipped to be a best seller.
His decision to turn his back on digital publishing comes as sales of e-books are at an all time high. with 457 million sold last year
Digital books generated $3bn in revenue last year - and increase of 44 per cent on the previous year.
New novel: The horror writer's latest book is set in North Carolina amusement park in 1973
King was among the first authors to pioneer e-books when they first hit the market in 2000.
He exclusively made his 16,000 word ghost story Riding the Bullet only available as an e-book and selling for $2.50.
He has also released three other stories as Kindle Singles, on top of his non-fiction essay Guns in the wake of the Newtown shooting.
King also has his highly anticipated prequel to The Shinning coming out in the fall, which is his major novel with Scribner.
He has not revealed whether the prequel to the 1997 novel will be available as an e-book yet.
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text:
Bus from Eppelheim to Leonding and return
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Billed as the most significant rugby test staged in Australia since the 2003 World Cup final, tonight's third and presumably decisive clash between the Wallabies and British and Irish Lions promises to live up the hype despite it's low quality predecessor in Melbourne.
Judicial dramas, selection controversies and the closely-fought nature of the two previous tests sets up the sold out finale at ANZ Stadium as another tense, intriguing encounter, 80 minutes with distinct ramifications for respective Kiwi coaches Robbie Deans and Warren Gatland.
Deans has the most to lose if Gatland succeeds where Graham Henry failed on the Lions last excursion to Australia in 2001 by masterminding the Lions first series win since the 1997 vintage won 2-1 in South Africa.
The former All Black's preference for power over panache and his reliance on the Welsh players he guided to Six Nations glory in February had already prompted disquiet among supporters -- axing Brian O'Driscoll for the first time in the centre's international career on Wednesday then succeeded in alienating the Irish en masse.
Jamie Robert's return from a hamstring injury to second five-eighth allows Gatland to field the Wales midfield combination for the first time in the series and guarantees Jonathan Davies is in a no-win situation as the Irish legend's replacement.
Roberts physicality, allied with the return of abrasive Wales halfback Mike Phillips from a knee injury means Gatland can roll out his preferred backline for the first time to stress the defensive channel patrolled by James O'Connor and Christian Lealiifano.
The presence of Manu Tuilagi, the Samoan-born English midfielder who terrorised the All Blacks at Twickenham last November, for the first time in the 23-man squad underscores Gatland's determination to bash the Wallabies into submission.
If successful the Lions are spared the ignominy of losing four successive series and Gatland will be forgiven - in the Home Unions at least - for exiling O'Driscoll, the star he introduced to test rugby in 2002.
Gatland's future is secure regardless of the outcome - he is revered in the Valleys - but Deans has a mountain to climb to extend his record-breaking tenure into 2014 as Jake White and Ewen McKenzie loom as replacements.
The all-conquering Crusaders coach reign with the Wallabies started promisingly with a stunning win over the All Blacks in Sydney in 2008, a heavy loss seven days later at Eden Park proved an accurate gauge of the inconsistency that has blighted his tenure.
It was telling that after James Horwill was cleared to play after beating a stomping rap a second time Deans said it was the worst week he had experienced since last year -- but did not specify if that correlated to the loss to Scotland, more Bledisloe Cup heartache or a 27-point defeat in Paris.
Deans' non-selections have also drawn scorn, particularly in Queensland where Quade Cooper waits for the Reds Super Rugby season to resume.
O'Connor sitting deep as a rookie test pivot has hardly vindicated Deans faith in a utility that also incurred the wrath of senior players when he had a 4am burger stop with Kurtley Beale before the must-win test in Melbourne.
Former Wallabies coach Eddie Jones felt that nocturnal indiscretion would be a contributing factor to Deans not earning a contract extension when his deal expires at the end of the year.
"There's continuing problems off the field of ill-discipline and I think that's something that needs to get sorted out and it's obviously not going to happen under Robbie's regime," Jones told ABC Grandstand.
Deans managed a grin when he sat alongside Beale has the trouble-prone fullback made light of the night out last week but was not as amused when the prospect of being replaced by McKenzie or White was broached.
He refused to comment though Australian Rugby Union chief executive Bill Pulver has reiterated Deans' future did not hinge on tonight's outcome.
Deans was also on the defensive later on Thursday when former Wallaby Rod Kafer dissected O'Connor's failings on Rugby HQ as Deans sat in the television show's studio.
He pointed to O'Connor's pass for Adam Ashley-Cooper's crucial 76th minute try as proof of what the playmaker was capable of in tandem with Beale, newcomer Lealiifano, the experienced centre and cross-code superstar Israel Folau.
"You can see the understanding, the rhythm developing. Last week was the first time that combination played together. You can't expect them to fly in the first outing."
- Fairfax Media
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Chino CA Real Estate & Homes for Sale
31 Properties Found
The median home value in Chino, CA is $430,000.
This is
higher than
the county median home value of $224,900.
The national median home value is $177,414.
The average price of homes sold in Chino, CA is $430,000.
Approximately 66.04% of Chino homes are owned,
compared to 26.65% rented, while
7.3% are vacant.
Chino real estate listings include condos, townhomes, and single family homes for sale.
Commercial properties are also available.
If you see a property you're interested in, contact a Chino real estate agent to arrange a tour today!
Sort Results:
1 - 25 of 31 Properties Displayed
Refine Property Search
8372 E Preserve Chino, CA 91708
Open House:
Sunday, 6/26 1:00-4:00PM
Courtesy: WINDERMERE R.E. TOWER PROP. JAMES MONKS
View additional info
Prime location within THE PRESERVE at Chino, an award winning community. Just steps to the award winning Cal Aero Preserve Academy, impressive 15,000 square foot clubhouse, offering residents state of the art fitness and business centers, multiple game rooms, a library, and intimate movie theater with club seating. A full-featured catering kitchen and adjoining multipurpose room are ideal for hosting special celebrations in style. Three acres surrounding The Parkhouse are highlighted by lighted tennis court, a junior Olympic swimming pool, spas, and plentiful play areas. More than 33 scenic acers of the community are dedicated to parks, playgrounds, lawns and gardens. Ideal for Orange County AND Los Angeles County commuters...just minutes to the 71 or 60 freeways. Open floorplan with many upgrades. Stunning master suite boasting wood accent wall and spa like master bath. Private rear patio provides ample space for year round entertaining. Be sure to put this home at the top of your list. Better pricing than the BUILDER...ready for your finishing touches.
Courtesy: KB HOME JIM GATCH
View additional info
Traditional style home with lots of windows, bright and airy. Large loft, den downstairs and master with walk in closet. Carpet upstairs and tile through out the first floor. Open kitchen with island, stainless steel appliances and lots of cabinet space. PHOTOS IS A RENDERING OF THE MODEL. MORE PHOTOS TO FOLLOW
Courtesy: KB HOME JIM GATCH
View additional info
In The Beautiful Chino Preserves. This home is a Quick Move In Home. Great location by forest park, school and The Park House that host all the Amenities you can dream of. Pool, BBQ area, Movie Theater, tennis courts, business center, etc. Too many to list. A must see. PHOTO IS A RENDERING OF THE MODEL; MORE PHOTOS TO FOLLOW
Courtesy: REAL PROPERTY MGMT RESIDENTIAL MICHAEL LEONIS
View additional info
Turnkey, cozy condominium at The Preserve. Beautiful grass out front to enjoy the sunny days. It has some upgrades done by original builders. Stainless steel appliances compliment the light wood cabinetry, and separate laundry room upstairs for your convenience with a 2 car garage with direct access.
Courtesy: Realty One Group Southwest Sherry Dodson
View additional info
Location, location, location. This home is located in the popular community of The Preserve and is facing the park. What a wonderful front yard you will have! The upgraded kitchen overlooks the community park. You can watch your children play as you fix dinner. This 3 bedroom, 2.5 bathroom home has laminate wood flooring throughout the down stairs. An inviting fireplace in the living room and a patio off the dining area. Upstairs has a loft along with 3 bedrooms. The Master Bedroom has a wonderful view of the park and surrounding area. Owners are original owners so this home is in outstanding condition and is move in ready. The 2 car garage is generous and allows for extra storage if needed. The Community has a pool as well, located at the end of the park, and a very short walk. The park offers a play ground, basketball courts and a dog park.
Courtesy: RE/MAX TOP PRODUCERS KEVIN GONZALEZ
View additional info
This Turnkey home located in the highly rated Cal Aero Preserve Academy area of Chino. This home is Clean & Bright with a large living room & huge remodeled kitchen that has abundant amount of cabinet space and dining area. The remodeled kitchen has Java cabinets w/large granite island and a coffee bar, and all stainless appliances. On the main floor, you will find a 1/2 bath, a coat closet plus additional storage under the stairs. Upstairs you will find 3 large bedrooms and 2 full baths including the spacious master with 2 closets and great master bath. Conveniently the laundry alcove is located upstairs as well.New Upgraded Carpet upstairs & Wood Laminate Floors Downstairs. One top of this being an End unit,there is a 2 car garage along with a patio area, and a most inviting front porch. All the landscaping is taken care of by the HOA. The community park is close by. This Beautiful house is located in the Preserve Master Planned Community which provides many amenities including; The Park House with a fitness center, game room, hobby/craft room, theater room, billiard room, business center & conference rooms, and a library. After all that you still have the Parks, Pool, Spa, and Community Activities. You can definitely call this place Home!
Courtesy: Century 21 Beachside Anne Hwang-Burnell
View additional info
Absolutely Gorgeous and Immaculate Home in The Preserve!! This spacious 5 bedroom, 4 bath home is move-in ready. Enter the home to the formal living room and dining room with ample natural light and high ceilings. A chef's dream kitchen features granite countertops, stainless steel appliances, a large island and plenty of cabinets and counter space. The kitchen opens up into a large family room with a cozy fireplace. One bedroom and full bath are on the main floor. Walk upstairs to a open loft, currently used as a gym (optional 6th bedroom). The luxurious master suite includes a retreat with a double sided fireplace. The master bathroom offers a soaking tub for two, separate shower, dual sinks, and two closets! One of the secondary bedroom is currently being used as a craft room and has built in cabinets and counter top. Another en suite bedroom has it's own full bath. The upstairs laundry room has a large counter and sink. The backyard is beautifully landscaped and ready for that summertime BBQ. HOA includes access to the pool/spa, BBQ area, and playground which are just steps away. This home was built in 2012, it's practically brand new and a must see!
Courtesy: HELP-U-SELL PRESTIGE PROP'S PATRICK WOOD
View additional info
Rare Single Story home with over 2700 sf located in the Chino Preserve community! Nice corner lot location. The expansive kitchen has granite countertops/backsplash, decorative glass paneled cabinets, island with a breakfast bar and tons of counter and storage space. There is a separate "butler pantry" prep area and walk in pantry. Formal dining area as well as a roomy, casual breakfast nook area off of the kitchen. Modern open concept floorplan between the kitchen and family room which has a fireplace and media niche. Neutral colored, large format tile flooring and carpet give the rooms a very light and airy feeling. The master bedroom is spacious with room for a sitting area. The master bath has separate, double sink vanities, large oval soaking tub and separate shower stall and plenty of closet space. One of the secondary bedrooms has its own bathroom. Other nice features include plantation shutters in the family and dining rooms, ceiling fans in all bedrooms and family room, and a convenient sink in the laundry room. The yard has a large covered patio area which is perfect for a bbq and relaxing.
8071 Spencer Street Chino, CA 91708
Courtesy: Suarez Realty Group Javier Suarez
View additional info
Look no further!! This is the place your buyers have been looking for. Turnkey, cozy condominium at The Preserve. Beautiful courtyard out front to enjoy the sunny days. It's totally upgraded done by the original builders. One person has lived here for the past four years with barely any wear and tear. This is a home inspectors dream. Stainless steel appliances compliment the dark wood cabinetry while the upgraded chocolate carpet and tile shaped linoleum completes this gorgeous home. Upgraded glass shower sliding doors give the bathrooms a sophisticated look. Separate laundry room upstairs for your convenience. This property will not last. ACT NOW!!
Courtesy: FAIR SOLUTIONS JAMELLA PANGAN-SANTOS
View additional info
This large five bedroom 3 bath home is located in the peaceful setting of The Preserves in Chino, California. The Preserves has green parks and outdoor scenery to explore. It strives to foster a sense of community and provide entertainment for all your family's needs. There is a fitness center, small indoor theater and business conference room and various areas to hold parties and gather with friends and family. Play a friendly game of tennis, swim laps in the pool and relax in the spa. The house is a grand brick structure, with magnificent entrance. Indoors is made up of a combination of spirals and smooth lines with a curved staircase. Come, see and fall in love with the unique floor plan.
Courtesy: KB HOME JIM GATCH
View additional info
Quick Move In Home in The Beautiful Chino Preserves. Great location by forest park, school and The Park House that host all the Amenities you can dream of. Pool, BBQ area, Movie Theater, tennis courts, business center, etc. Too many to list. A must see. PHOTO IS A RENDERING OF THE MODEL; MORE PHOTOS TO FOLLOW.
8381 E Preserve Chino, CA 91708
Open House:
Sunday, 6/26 1:00-5:00PM
Courtesy: REALTY ONE GROUP INC. JENNIFER MIRANDA
View additional info
Opportunity knocks in this Spanish style place with over 1800 sf of living space and to get into a great school district in the preserve and chino hills high school! This home has so many perks! Beautiful granite and stainless steel appliances in the kitchen with a nice granite island that is open to the living room and dining room for entertaining! There's an office area in a seperate room downstairs. The bedrooms upstairs are a nice size and there's an extra play loft. Master bedroom has seperate shower and tub and seperate his and her sinks with beautiful granite in the bathroom. Nice size walk in closet in the master. This home has a little patio for pets and has a convenient two car attached garage. Great clubhouse/park house ammenities with pools, gym, theatre, and offices for meetings. This is a great community to live in. This is a must see!
Courtesy: Coldwell Banker Top Team Michael Toledo
View additional info
This is a TURNKEY home. Beautiful condo located at the Preserves that offers resort like amenities. Your buyers will not be disappointed viewing this property. The bottom level has beautiful tile flooring with an open kitchen and a den area . The kitchen counter area includes a granite countertop and beautiful upgraded cabinets. There is a Beautiful tile fireplace in the living room with a den. There is direct access to the 2 car garage from the kitchen and laundry room area. The master bedroom is located downstairs. The master bath also has upgraded caesarstone countertop with upgraded cabinets. There is a also 1/2 guest bath downstairs with plenty of cabinets. Upstairs, you will find 2 spacious bedrooms and one full bathroom. The bathroom upstairs also has caesarstone counter top with beautiful upgraded cabinets. The home is perfectly situated near the park and pool area in this community. The property is minutes away from the 71 FrWY, 60 Frwy, 91 Frwy, and 15 Freeway. There are not too many 3 bedrooms in this community. It will go fast. Sewer, trash, & insurance is included in the HOA.
Courtesy: RE/MAX TOP PRODUCERS PABLO ARREOLA
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Back on the market! buyer didn't qualify. Just gorgeous model type townhouse, it offers a nice open kitchen with black granite counter tops. All bedrooms are located upstairs along with the separate laundry room. Nice size living room with fireplace. Complex is walking distance to Cal Aero Preserve Academy. Commuter friendly few minutes from the 71,91, and 15 freeways. Have kids? home is just a few steps away from the pool and playground. Come see this beautiful place. *CONDO IS FHA APPROVED*
Courtesy: INLAND EMPIRE REAL ESTATE-R.C. MYNOR BARDALES
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8001 Meridian Street Chino, CA 91708
Open House:
Sunday, 6/26 1:00-4:00PM
Courtesy: Re/Max Partners Jackie Pederson
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This wonderful home comes with granite counters in kitchen with eating area, This home has fireplace in the livingroom. wood laminate flooring 3 bedrooms up with Loft. Upstairs laundry room. Walking closet in master bedroom. Preserve communiy ammenities . This is a detached single family home
Courtesy: CAL-AMERICAN HOMES KIMBERLY RUIZ
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Stunning Dream Home! This home features 5 bedrooms 4.5 bathrooms 4396 square ft. nestled within the desirable community of the The Preserve. This gorgeous home has many amenities that make it a purchase you cannot pass up! Upgraded materials greet you at the front door, from elegant flooring to a double sided fireplace warming both formal living room and dining room. The kitchen is equipped with a walk in pantry, white cabinetry, stainless steel appliances, granite counter tops and a butler's station. The family room has dramatic soaring ceilings and another fireplace. There's a downstairs bedroom with a dedicated bath. Upstairs features a loft, spacious master suite with a huge walk-in closet, a master retreat and a master bathroom with large oval tub. The Preserve community features neighborhood parks, ample recreational facilities, 24 hr gym, tennis courts, swimming pools, basketball courts, kid's playgrounds, grassy park areas for summer picnics. This property lies in a fantastic location, which is walking distance to the community school Cal Aero Preserve Academy (K-8 Grade). This beauty has too many features to list them all. It exemplifies a dream home that has it all.
16070 Begonia Avenue Chino, CA 91708
Courtesy: PACIFIC REALTY CENTER JAN ANTHONY PRESTELLA
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This is a MUST for your clients with exceptional taste wanting to purchase a home that is truly in "move in" condition. The seller has spent close to 50k in upgrades making this a dream come true for the buyer wanting it all. Located in the exclusive Jasmine - Willow section of the Preserve on a corner lot, the home features beautiful Teak Flooring and sculptured carpet throughout. The kitchen boasts granite counter tops along with a upgraded lower to upper cabinet granite backsplash all around. Off the kitchen is a beautiful landscaped patio area perfect for outdoor dining. Note the huge living room and formal dining room. There is a downstairs bedroom that would be perfect for a visiting guest or a live in family member. Upstairs features a spacious loft area perfect for gaming and watching the big game. There are 3 upstair bedrooms highlighted by a oversized Master with a attached Master Bath featuring beautiful tile flooring and upgrading counter tops. Did I mention the private balcony off the Master Bedroom? New a/c unit installed in 2014. Upstairs laundry room complete with folding tables and cabinets. Custom storage racks in finished garage. The list goes on and on. The community pool/spa and outdoor rec are a short walk away. Show and sell TODAY!
Open House:
Sunday, 6/26 1:00-4:00PM
Courtesy: TARBELL REALTORS-UPLAND ILA JOSEPHS
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Open floor plan allows easy conversation and movement indoors and out. Relax after a busy day or BBQ on the balcony overlooking sports fields at acclaimed Cal Aero Preserve Academy. Down the hall, loft space could be used for office or crafts ... or ? Enter the condo on the ground floor, with stairs leading upward to the main living area, or go through the laundry room to the 2-space tandem garage. One bedroom is located adjacent to living area, the master bedroom and bath are one floor up. Guests will find easy parking on the street or large parking area next door. Or walk to Cal Aero Preserve Academy, nearby Parkhouse community building, gymnasium and library.
15857 Canopy Avenue Chino, CA 91708
Courtesy: Keller Williams Realty Ryan Asao
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This is a lovely new home located in the desirable community in The Preserve in Chino. This home has an amazing living room with a lovely fireplace and recessed lighting. The remodeled kitchen is very spacious, has a large island kitchen, and lots of cabinet space. The master bedroom features lots of natural light, a huge master bathroom, and has a walk in closet. This home has central A/C, a large formal dining area, and been freshly painted throughout. This home has very spacious room sizes, updated bathrooms, and is in move in condition! This property also has a great outdoor patio for entertaining, a two car garage with direct access, well-maintained grounds, a community pool, a children's playground, a business center, a game room, and a surround sound theater. Other things to consider are award-winning schools, easy access to highways & transportation, plentiful shopping, and dining entertainment. With too many amenities to mention please don't miss this great opportunity for a first time buyer or investor!
7785 Meridian Chino, CA 91708
Courtesy: Woodside Homes David Lopez
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Beautiful cottage style side entry home is new construction. Located in master planned community of The Preserve. Home features large open kitchen and great room that leads to outdoor entertaining. Home offers downstairs bedroom with full bath, upstairs loft, large laundry room with an abundance of shelving and storage. Upstairs secondary bedrooms offer walk-in closets.
16231 Orion Avenue Chino, CA 91708
Courtesy: RE/MAX TOP PRODUCERS JENNIE HANAOKA
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Newly price reduced! A must See! This home is perfect for family with children. Highly rated school district of Chino Hills. Beautiful move in condition property nestled in the preserve. All TV flat screens in bedrooms included in the sale! It comprises of 5 spacious bedrooms and 3 baths. As you walk in, you can see the elongated living room that extends to the family room. Without the separation of walls, the living and family room can welcome more creativity in the décor. The flooring is wood laminate throughout the first floor and adds to the aesthetics of the home. Kitchen counter is granite and cabinets are upgraded. All appliances are nearly brand new. This home also comes with solar panels and electric charging station for electric cars. All 5 bedrooms are upstairs and each room has closest and lots of sunlight. It is ideal for a starter family that needs the space for home office or den. And perfect for family with children that is looking to attend high rated school district.
8037 Meridian Street Chino, CA 91708
Courtesy: CENTURY 21 EXPERIENCE CHRISTINA RAMOS
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Wonderful 4 bedroom / 3 full bath two-story home in Chino Preserves Community. This single family home is part of a condo/PUD complex and house is on zero lot line. This home offers an open floorplan including living and dining rooms with downstairs plantation shutters and laminate wood flooring. A spacious kitchen with large granite counter, stylish tile backsplash surrounded by plenty of cabinets with a large pantry and tile flooring. There is also a bedroom and full bath downstairs. Upstairs is a spacious loft plus a spacious Master Bedroom with walk-in closet master bath with dual sinks. There are 2 additional bedrooms and another full bath. There are also ceiling fans throughout. This home has much to offer and shows pride of ownership! Enjoy association Pool/Park amenities. Call for appointment to see it - you won't be disappointed!
15868 Fountain Lane Chino, CA 91708
Open House:
Sunday, 6/26 1:00-4:00PM
Courtesy: Century 21 Beachside Charles Weissberg
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Beautiful Tri-Level townhome located in The Preserve at Citrus Commons. Great schools, Cal Aero Preserve Academy- K-8, and Chino Hills High School. Gorgeous ceramic tile, laminate and carpeted floorings. Attached 2 car, side by side garage with direct access. Window blinds and modern paint throughout. Open kitchen with tile floor opens to living and dining areas. Plenty of kitchen cabinet space and linen cabinet space on second floor. Full size laundry room able to accommodate full size washer and dryer. Two bedroom suites each on their own separate floor. Amenities of The Preserve community features parks, Olympic size pool, spa, tennis courts, BBQ grills, gym, entertainment rooms and clubhouse.
8053 Spencer Street Chino, CA 91708
Courtesy: Coldwell Banker George Realty Davis Lee
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HUGE PRICE REDUCTION!!! Beautiful 2 bedroom 2 ½ bath home located in the heart of the Preserve in Chino. The home features a great open floor plan, with fireplace in living room, bright kitchen with granite counter tops, master bedroom, upstairs laundry and a 2 car attached garage. There is a private community pool, park and barbecue area. It is within walking distance to Cal Aero Preserve Academy. Close to Shopping centers and Prado Park. Quick access to 71, 91, and 15 Freeways.
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I am flying on a Sunday from Muscat, Oman into Terminal 2 @ Dubai Airport (DXB)
on Fly Dubai (a budget carrier) at 18:15 arriving at 19:15. I then have to catch a Delta flight in Terminal 1 @ Dubai Airport (DXB) at 22:15. Will there be enough time in between flights to wait for my bag, catch a shuttle(?), go through security and customs and get to my flight? On Delta I am flying business class (if that makes any difference in security lines?).
Has anyone had to make this transfer before?
Recent ActivityView all Africa & the Middle East activity »
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Transfer in Dubai airport (DXB) from Terminal 2 to Terminal 1
I am flying on a Sunday from Muscat, Oman into Terminal 2 @ Dubai Airport (DXB)
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Yes, 3 hours is plenty of time.
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3/hrs should be more than sufficient.
The terminals are big with lots of long walks/corridors, but signage is good.
Trick, if you want... pre-arrange for wheelchair assistance. They'll have someone meet you at 19h15, get you thru to baggage claim, then to Term 1 and whatever security.
However, such assistance often drops you at a Special Services area, which can be for: parents w/children, elderly, paxs with broken leg, etc. Here there are chairs, TV, bathroom. Then about 30/min prior your next flight retrieve you for transfer to ongoing flight. Or just tell the attendent wheeling you to take you direct to your ongoing flight. This is a very efficient system and they do seem to get priority between terminals and around the airport in general.
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Recently I asked where the next smoking lounge was (we were flying into Terminal 3!). I was told it's in Terminal 1 - 10 - 15mins walk.
That might give you an idea - based the information I got is correct; I didn't go for a puff so I can't verify.
3 hrs. should be more than enough also to visit the Delta lounge.
Happy landings!
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SV - yeh, no smoking but in the original Term 1. I didn't bother with the walk either!
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@ sandi - welcome to the club! It's strange but nowadays you meet the most relaxed and nice people in the smoking zones )
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"Lobster and ice cream…lobster and ice cream…"
The siren call of Supernatural Sandwiches
Ian Anderson 11 a.m., June 27
In the heart of the Luray Caverns, "Dream Lake" behaves like a reflecting pool, despite the shallowness of the water: At its deepest point, it measures only six inches.
Image posted by robertisenberg
August 23, 2013
Ian Anderson 11 a.m., June 27
Ken Harrison 7:30 a.m., June 27
Jeff Smith 2:30 p.m., June 26
Laura Ferguson 1:52 p.m., June 26
Jeff Smith 1:30 p.m., June 26
Robert Bush noon, June 26
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By Margaret McKinney
Highlands University
New Mexico painters are featured in the annual summer exhibit in the Highlands University Ray Drew Gallery through July 25.
The paintings are from the Dr. Robert Bell and Dr. Stirling Puck Fine Art Collection at Highlands.
Compiled by The Associated Press
The Dallas Morning News on the recent statement of a rape victim in court (June 6):
As America grapples with sexual assault on college campuses, the letter that a 23-year-old victim read to her attacker in court last week should be required reading.
The Sixth Amendment to the U.S. Constitution sets forth a list of rights that we are entitled to in the event that we are charged with committing a crime. The list includes such things as the right to a speedy trial, the right to an impartial jury, the right to confront accusers and the right to an attorney, important protections aimed at giving a criminal defendant a fighting chance in court.
By Ken Thomas and Kathleen Hennessey
The Associated Press
WASHINGTON — Nearing the end of a lengthy primary fight, Democrats are coalescing around Hillary Clinton's presidential bid and looking to reunite the party through a carefully orchestrated plan aimed at nudging rival Bernie Sanders to make his exit.
It took 13 innings for the host El Paso Chihuahuas to put down the Albuquerque Isotopes in their series opener Monday night.
El Paso won 2-1 largely on the strength of its strong pitching, which held the visiting Isotopes to five hits.
Frank Garces started and went six innings for the Chihuahuas, limiting Albuquerque to one run on four hits and a walk.
What is the biggest mess you have ever made? How did you feel after you made it? Did you clean it up or did others?
What is the biggest mess that you have ever been involved in? Did you choose to get into the mess or did it choose you?
How did it feel to be in the mess? Are you still in it?
How do you handle the messes in your life? Are you the type of person who feels like you can clean up your messes all by yourself or do you reach out to others for help with your messes?
The lunch menu for the Mora /Wagon Mound Senior Centers, with coffee and milk served daily.
Taco burger, lettuce, tomato, onion, pickles, Mexican salad, broccoli and cheese, and strawberries and bananas
Pork chop, rice, oriental vegetables, beets, cottage cheese, fruit cocktail, and oatmeal cookie
Taco soup, salad with dressing, flour tortilla, salsa, gelatin, and apricots
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Jan 10, 2013, 10:28 am622 ptsThis Public Service Announcement is brought to you by a Drug Free THG. And the genius who created and posted this on Reddit earlier this week: Let this comparison of Lindsay Lohan, 26 going on 50, and Patrick Stewart, 72 going on 50, serve as a cautionary tale - not that it's the first of its kind.…
Chris Brown Responds to Kanye West's 'Famous' Video The Wrap 229
A big swirling bucket of the latest rumors, celebrity news and Hollywood gossip. The premier celebrity gossip app.
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So, I Made a Baby
Well, I helped anyway.
Been working as a production sound mixer for a friend. Played some gigs in Denmark. Yup.
Will be heading to New York with a choir in a few days. Mostly modern classical music.
The Reverends – An Early Concert
Found a clip from one of the very first Reverends concerts. This was somewhere far up in the north of Denmark. Kinda cute… we've changed somewhat since then. Highlight: Jens having trouble with his amp, lifting it up and letting it drop. Good times.
Book Review: Cloud Atlas
Cloud Atlas by David Mitchell
My rating: 4 of 5 stars
An exceptionally well-written book from a versatile writer. Six different stories ranging from historical maritime fiction to grim post-apocalyptic tales. With variety in genres comes variety in quality, however. The thriller part of the sextet was surprisingly uninspired compared to offerings such as 'The Pacific Journal of Adam Ewing', 'Letters from Zedelghem' and 'Sloosha's Crossin' an' Ev'rythin' After'. These were quite brilliant, with the latter employing fantastic futuristic vernacular.
The novel is in reality a short story collection with a play on form. The attempt to connect the stories with hints of reincarnation and birth marks seems a bit forced and unnecessary. More important are the themes of subjugation, power lust and more, which run throughout the book.
Not sure how this will work as a movie, but I am very much looking forward to seeing Ben Whishaw from BBC's The Hour in the role as Frobisher the composer.
Here is a facebook link to The Reverends' gig on Saturday.
Update: We had a great party. Thanks to Evi for coming to the show and singing a few songs.
was out walking 5.72 km in 1h:12m:10s using Endomondo.
via Endomondo Walking Workout.
Revvie Gig
The Reverends are playing a gig at the Faroe House in Copenhagen on March the 2nd. If you are in the area, do come down.


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...My approach is unique and natural and I always try to keep the stress level low for students. I believe in positive reinforcement, but do not hesitate to point out errors when it's appropriate. I train students to find their own mistakes and make their own corrections.
Fort Myers, FLView Tutor
...You get the point.Calculus is a great course. I learned it in engineering school and have been tutoring it for about 30 years. You don't find a lot of tutors who are up for it, but I really enjoy it.
Englewood, FLView Tutor
...I recently graduated from FullSail University's Game Development degree program. While I am new to professionally tutoring people, I have taught a few people how to play various trading card games, such as Pokemon. I am very knowledgable in C++, and I wish to be able to teach students as much as they are willing to learn in the subject.
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...College level and home schooled both my sons who went on to receive their BA in Music. I am proficient in Spanish, Religion, ESL, Public Speaking, English, Writing, Grammar, Vocabulary, Microsoft Word, Microsoft Power Point, Typing, 10keyI have a basic knowledge of Hebrew, Italian and Latin (beg...
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...I first taught German at Infinity Charter School to grades Kindegarten through 8th grade. In 2011 I moved to Virginia to teach German at Caroline High school levels 1-3. That year I won Novice Teacher of the Year.
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Former GSL record holder uses hands instead of feet
Wood-working, fly fishing Jones' passions now
Randy Jones wasn't a fly-by-night placekicker in the Greater Spokane League back in the mid 1990s.
In fact, he was one in a long line of highly successful kickers who have come through the league.
He kicked so well that it earned the Ferris standout a full-ride scholarship to the University of Washington.
He's listed on the GSL's all-time list three times. Until last Thursday, he was atop that list with a career-long of 59 yards.
Then Jones got a text message from his father Friday morning, alerting him that he was no longer No. 1 and that a kid from Central Valley had booted one 67 yards.
Jones, 36, who lives in Bellingham with his wife, Leslie, and their 3-year-old daughter, immediately looked up the video of the kick. Needless to say, he was impressed.
Jones felt fortunate to kick the 59-yarder.
"One thing stands out," Jones remembered. "The snap bounced on the ground a couple of times. My holder, Joe Baker, I consider that half his record. He snagged it and put it on the tee."
Jones had what he called more intense kicks than the one that put him on the top of the list for 18 years.
He hit a 53-yarder in the closing seconds that went straight up, hit the crossbar and bounced over as time expired, allowing Ferris to defeat Rogers.
Then he made a 57-yard kick against Mead.
"I didn't even know it was that long; that it was long enough for the record at the time," Jones said. "I thought it was more like a 50-yarder."
All of his long kicks came at Joe Albi Stadium.
"I always loved kicking there," he said.
Jones, a three-year letterman, wasn't just a specialist. He also started at wide receiver and defensive back for the late Pat Pfeifer.
"I always loved wide receiver," Jones said. "That's probably what I miss most – catching and running and being on the field. The kicking just got so much more attention that it became the focus. I had a big leg. Accuracy wasn't my strong suit. I think I made only half of my kicks in high school and college, if that."
He headed off to the UW and redshirted his first year. Then he did some kickoffs and field goal attempts here and there the next two years. But he gradually lost interest while finding his true passions.
"Kicking wasn't working out," Jones said. "I wasn't kicking well and it wasn't what I wanted to do. I took off for Bozeman (Mont.) to do some fly fishing and build mandolins and guitars."
The move to Bozeman started him on a path that would ultimately lead him to marrying a friend he knew back in junior high and high school.
In fact, Leslie was a cheerleader at Ferris and was at the game when he kicked the 59-yarder. Oddly enough, she was dating his holder, Baker.
They stayed in touch and in 2002 she met Jones and a group of friends they shared at a Blue Grass Festival near Bozeman.
"We went to a Blue Grass Festival at Grand Targhee and it happened there," Jones said. "Our first kiss was on the side of the mountain."
They immediately started a long-distance relationship. In 2003 they moved to Bellingham. They married in 2007 and moved to Spokane for a year in 2009 and back to Bozeman for a year before returning to Bellingham.
Jones is a wood worker, building dining and rocking chairs. Leslie is a massage therapist.
"I always had a thing for wood," Jones said. "My grandfather always worked with wood. When I stopped playing football that's what I was drawn to. I just had to find my own path."
He has two other passions – fly fishing and playing Blue Grass music. He frequently will play a guitar while giving his daughter a bath.
"That's the ritual right now and I fly fish as much as I can," he said. "When my daughter was 2, I'd put her in my backpack and take her with me. Our main thing in the summer is we love to pack up the raft and camp. We love to float down a river and fish."
His mom lives in Spokane and his dad is retired and lives at Rockford Bay just south of Coeur d'Alene.
The Jones have one child now. They don't envision any others at the moment.
"We're just too busy and have too many hobbies for a bigger family right now," Jones said.
He hadn't thought about kicking for several years until news reached him regarding his record being broken last week. It reminded him of how much he appreciates his life now.
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sponsored Jargon is confusing, by definition. And the financial world has its own set of cryptic words.