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1 ORGANIZATION DESIGN CHALLENGES RESULTING FROM BIG DATA Jay R. Galbraith Abstract: Business firms and other types of organizations are feverishly exploring ways of taking advantage of the big data phenomenon. This article discusses firms that are at the leading edge of developing a big data analytics capability. Firms that are currently enjoying the most success in this area are able to use big data not only to improve their existing businesses but to create new businesses as well. Putting a strategic emphasis on big data requires adding an analytics capability to the existing organization. This transformation process results in power shifting to analytics experts and in decisions being made in real time. Keywords: Big data, organization design, analytics capability, strategy and structure, new organizational forms The subject of big data has burst on the scene in the last few years. Today, it is receiving more than its fair share of media hype. If we look beyond the hype, however, we can see some real substance underlying this phenomenon. Big data has been given legitimacy by reports from the World Economic Forum, the McKinsey Global Institute, and The Economist Intelligence Unit. In their recent book, The New Digital Age, Eric Schmidt and Jared Cowen (2013), executives and thought leaders at Google, have given us a balanced discussion of the entire digital landscape. Nonetheless, the digital age has its critics who warn of the dangers involved (Morozov, 2013). At the end of the day, I believe that privacy issues and other dangers will be resolved and big data or whatever we eventually call it will be a capability that is designed into all of our organizations. However, organizations will vary in the difficulties they experience in building their big data analytics capability. As organizations attempt to develop a big data analytics capability, they will encounter obstacles as well as opportunities. In this article, I discuss how big data presents a company with the opportunity to start an entirely new business. To take advantage of this opportunity requires analytics capability that shifts power in the organization and dramatically increases the speed of decision making. (For a complete discussion, see Galbraith, 2014.) After first discussing the twin design challenges of power shifts and real-time decision making, I describe how Nike s creation of a Digital Sports Division has taken advantage of big data to build an entirely new business. At the end of the article, I summarize the impact of big data on organization design using the Star Model framework. NEW ATTRIBUTES OF BIG DATA Firms and other organizations have been using large databases and analytics for the last couple of decades. Transactions are stored in data warehouses and analyzed with data-mining algorithms to extract insights. What is new about big data today? First, there are more and different kinds of data. In the past, it was stored, structured data. This data was largely from transactions and was stored as rows and columns. Today, we store unstructured data from a variety of sources. The data could be photos from a mobile phone, maps from a GPS device, video from a surveillance camera, audio from a call center, s, tweets, and text messages. All of this data can be digitized, analyzed, and stored. 2 Journal of Organization Design JOD, 3(1): 2-13 (2014) DOI: /jod by Organizational Design Community
2 Second, this new data is accessible in real time. Before, data in the data warehouse was historical and described outcomes that had already occurred. Now, we can receive data about events as they are happening and perhaps influence their outcomes. Historically, credit card companies stored all of their transactions in a database and analyzed them with fraud-detecting algorithms. Fraudulent transactions were then turned over to the police to investigate. The companies could distinguish chronically late payers from people who had lost their jobs. Customer service could then take the appropriate actions with each group. Today, a fraudulent transaction can be detected while the fraudster is still at the checkout counter. An algorithm operating in real time can determine that the transaction is a charge on a stolen credit card. The clerk at the checkout counter can be advised to delay the suspect. Store security can be informed to apprehend the person and confiscate the credit card. Thus, real-time data allow us to influence the outcome and prevent bad outcomes before they happen. This capability is new. However, this new capability is only possible if we have an organization that is designed to operate in real time. We need to design a decision process that uses real-time data, analyzes it to produce instant insights, and processes those insights to arrive at real-time decisions. Using real-time decisions, organizations can take quick action. We need much faster-acting companies in order to profit from big data. POWER SHIFTS Before an organization can make real-time decisions, it must get data scientists and analytics experts embedded into decision processes. This will require a shift in power from experienced and judgmental decision makers to digital decision makers. Every organization has an establishment, a power structure with a vested interest in the status quo. The establishment is currently making investment decisions, setting customer priorities, and deciding on new product features. These are the same decisions that new insights from big data can improve. But will the current leadership adopt or reject new insights? In order to be successful, the organization needs to execute a shift in power to the digital experts who generate new insights from big data. A shift in power is necessary to accomplish the changes that are needed to fully embed the big data analytics capability. Competence-Enhancing One factor that will determine the magnitude of the power shift is the amount of resistance that the big data proponents will encounter from the establishment. The amount of resistance will depend on whether this new capability is competence-enhancing or competencedestroying (Tushman & Anderson, 1996). For example, when e-commerce came along, Dell adopted it immediately. Taking orders over the Internet was competence-enhancing for Dell; it enhanced the company s direct sales to end-users business model. Hewlett-Packard s strength was its relationship with resellers and retailers. E-commerce was a competencedestroying innovation; it would disintermediate HP s resellers. HP was slower to adopt e-commerce, keeping the firm s resellers in the distribution chain at a higher cost. So, with respect to any particular big data initiative, companies need to determine where they are on the competence enhancing-destroying continuum. Procter & Gamble is an example of a company for whom big data is competence-enhancing. P&G is a very analytical company and has had an analytics group since Plus, it will try anything that might increase its understanding of consumer behavior. As a result, P&G is adopting big data practices ahead of most other companies. The big data initiative is led by the CIO and supported by the CEO. P&G has adapted its hiring practices to bring in more data scientists. For the past five years, P&G and Google have exchanged teams of people annually. Google wants to learn about advertising, and P&G wants to learn from Google s digital acumen. At P&G, all managers are upgrading their digital skills. Moreover, every manager s digital and analytical performance gets assessed in the performance management process. The CIO and the business leaders have identified 88 business processes that are being redesigned and accelerated to operate in real time. So, P&G is a good example of a company that has embraced big data. In contrast, a good example of a competence-destroying situation is the arrival of big 3
3 data in sports. Most of us have seen the baseball movie Moneyball. Billy Beane, the general manager of the Oakland Athletics, brings in sabre-metrics expert Peter Brand. Billy wants Peter to advise him on putting together the best team possible, but on Oakland s very low budget. Peter is 25 years old and an economics graduate from Yale who has never played the game. Of course, they run into the chief scout, Grady, and his grey-haired scouting team. Grady first tries to keep Peter out of the meeting. Does Pete really need to be here? Then he shifts to, You can t put a team together with a computer. The meeting is a clash between Peter s data and Grady s opinions. Billy makes his decisions based on Peter s data, but then they run into the manager, Art Howe, who will not play a data-chosen player. He is insubordinate when Billy commands him to play the player. Billy then makes a trade so that Art has to play Billy s choice. Thus, the arrival of data and analytics at the Oakland Athletics destroyed or diminished the experience-based competence of Grady and his fellow talent scouts. Today, almost all American baseball teams and European soccer teams use big data and analytics to some degree. Such scenes will play out in many companies where an analog establishment is making product and marketing decisions based on years of experience and historical data. The digital newcomers will clash with these old pros and lose if the leadership, like Billy Beane, does not support them. Chief Digital Officer Another example can be found in risk management in financial services. Risk management departments were created along with a Chief Risk Officer (CRO). Those departments had very sophisticated, quantitative risk models. Just prior to the financial crisis, risk managers were waving red flags and trying to be heard. The bankers saw them as the revenue reduction department. When the CEOs backed the bankers, the CROs had little impact. Today, nearly all banks have CROs reporting directly to the CEO and the role is staffed with a talented person. The effectiveness of the CROs and supporting regulation are still being tested. Where the leadership actively considers risk data and recommendations, the CRO and risk experts will be integrated into the decision process. At that point, power will have been shifted. The question now is whether big data needs its equivalent of the CRO. There are quite a few proponents for a Chief Digital Officer (CDO). However, the role can take several forms. At P&G, it is the CIO who has played that role. The IT function has always worked with the businesses to introduce new information systems and analytical approaches. Given P&G s analytical orientation, a separate CDO role is probably not needed. The CIO can wear two hats: CIO and CDO. Intel is using a partnership between the CIO and the CMO to take the lead in implementing big data analytics. Intel has a history of two managers in a box. Starbucks is reported to have a full-time CDO. IBM has made the biggest change with an Enterprise Transformation Head. She has been in that role for 10 years, and her task has been to transform IBM to grid computing and now to the cloud and big data. IBM wants all of its processes to be converted so that it can be a model for its customers. The transformation head was a star line manager who ran the server and storage businesses before taking the new role. The CIO and process design activities all report to her. She, in turn, reports to the CEO. So, IBM has put a lot of power and authority behind its equivalent of a CDO. It seems that the amount of power and authority of a CDO should be matched with the relative amount of difficulty and priority of implementing big data. If big data is a competenceenhancing innovation, a CIO wearing a double hat like P&G could be sufficient. If a company is at the other end of the continuum and big data is competence-destroying, more power and authority will be needed. At the destroying end, a role like IBM s Enterprise Transformation Head will be required to adopt big data. A CDO role of some type is needed even in competence-enhancing companies. There are a number of corporate-led initiatives that are needed to embed the new analytics capability in the company s decision-making processes. First, companies need a strategy and plan. Where are the best opportunities for investment in big data? Companies also need to link applications with the requisite IT equipment and data architectures and, for the chosen applications, they 4
4 must provide training and tools to frontline people. It is the usual strategic choice of where to play. With limited resources, companies cannot do everything at once. Second, someone has to lead the shift in corporate mind-set to one that data and information are an important company resource. Data is becoming a valuable resource like talent and money. Data and analytics groups are becoming like HR and finance matrixed throughout the company. At a minimum, there is a corporate leadership group (the head of data and analytics) and several embedded groups (data analysts) in the businesses that report both to the business heads and to the corporate head of data and analytics or the CDO. Third, the company must work to integrate and unite the many islands of data and analytics that exist throughout the organization. A lot of value comes from combining data from different sources both inside and outside the company. Resistance to sharing and combining data often arises depending on the strength of the organizational silos. Corporate leaders must create norms and values concerning information sharing, transparency, and trust. Each company tries to arrive at a situation where organizational units will have the data they need to execute their charter, but that data is also available to the rest of the company. In addition, those units should have reciprocal access to company data. Finally, someone needs to resolve disputes caused by the new capability. As mentioned above, people are already charged with making decisions about advertising and new product features. Data and analytics will generate insights that lead to different decisions than does the current process. Those differences can lead to Moneyball-type clashes over data versus experience. The desired outcome is a blend of data and experience; a CDO is needed to see that disputes are settled with the right blend for the company. Other disputes such as issues around channel conflicts will arise. The digital technology enables disintermediation. The insurance agent was always a sacred cow at insurance companies. Now, young people are willing to buy insurance online and circumvent the agent. Inside the insurance companies, managers argue about whether and how to go about this new direct-to-consumer sale. The CDO needs to play a mediating role. In addition, jurisdictional disputes crop up between functions like the CIO, marketing, supply chain, and finance about who owns one digital activity or another. Again, the CDO needs to see that these disputes are discussed and resolved. For all of these reasons, someone must play the value-adding mediation role in all companies implementing big data. Summary Companies will need a power shift in their structures if they are to capitalize on big data analytics capability. The data and analytics newcomers need to be supported and integrated into the company s decision processes. If not, big data and the CDO will be like risk management and the CRO before the financial crisis. Grady and the scouts will not invite Peter to the decision-making meetings, and Art Howe will continue to be insubordinate and not play the right players. But, once a successful power shift is underway, the next step is to speed up decision making. REAL-TIME DECISION MAKING Another major big data challenge is to increase the speed of decision making. This is often referred to as increasing the clock speed of the organization. A computer has a clock which synchronizes the speed of the input unit, output unit, arithmetic unit, and memory unit. Historically, computer designers have been increasing the clock speed at which the computer operates. Similarly, organization designers need to increase their organizations clock speed. Units such as advertising, customer management, new product development, and supply chain management have to synchronize around increasing clock speeds. The ultimate target is the making of decisions in real time. Advertising Today s advertising is transitioning from a campaign model to a newsroom model (Shetty & Wind, 2013). Traditionally, advertisers started their ad campaign planning in September 5
5 for ads to be launched during the Super Bowl in February. They worked up a theme, shot many ads, narrowed them down to a few, bought time from the TV network, submitted their ads, and went to their Super Bowl parties to watch them. The media would report audience reactions to the ads on Monday morning following the game. The Nielsen ratings would arrive later that week on Friday. Coca-Cola and Audi went through this process for their 2013 Super Bowl ads, but unlike the other advertisers, they gathered in rapid response teams on the day of the Super Bowl. Then when their first ads were running they were looking at the Twitter feeds, the Facebook likes, and hits on their respective websites. Even before the first ad was finished playing, the teams were planning and making modifications to their second ads. Then the infamous power outage occurred. The brand teams that were already gathered in their newsroom jumped into action. The Audi team was quick to dig their rival, Mercedes Benz. The reason was that the blackout occurred in the Mercedes Benz USA Superdome stadium. Audi tweeted, Sending some LEDs to the MBUSA Superdome right now, thereby plugging its own LED-laden vehicle. In order to respond in real time, these fast-response teams had to be supported by analytics to sift through all of the social media responses and make sense of them. Based on that data, the cross-functional team had to discuss insights, decide on a response, and post a tweet (an audio or video response). The blackout was indeed breaking news and the newsroom went into real-time action. Another example of real-time advertising is the Old Spice ad for Red Zone Body Wash (Morrissey, 2010). The original ad was shown on traditional TV. It showed a very attractive man wearing only a towel around his waist applying the body wash. The response on Facebook and Twitter was way above normal, so the advertiser and the agency decided on a social media approach. They gathered a large team of writers, art directors, producers, editors, the actor, and social media specialists. They started with a couple of videos on YouTube and distributed them over Twitter. They targeted known influencers. The social media team then scoured the web for comments on the initial ads. They fed the funny comments, or those that came from interesting sources, to their creatives who turned them into humorous videos. The team was able to release several new videos per hour. The ads became a trending topic on Twitter. The promotion lasted for two days and the team created 200 videos, all in real time in response to topics coming from their viewers. This example shows the cross-functional newsroom advertising team in real-time action. Community Management Many companies have created Internet communities. People become members of the community when they register at the company s website or follow the company on Facebook, Twitter, or other social media sites. Communities are a valuable source of data for companies but they become even more valuable when companies interact with their communities and do so in real time. Nike is a good example (Piskorski & Johnson, 2012). It has always been active on the Internet. Nike launched its first website, nike.com, in It experimented with YouTube, MySpace, and other media sites. In 2005, it introduced NIKEiD, an online store. In addition to online direct sales, one of its features was that customers could design their own shoes, much like they could design their own computer on dell.com. Sales reached $100 million in a few years. The big change came when Nike launched Nike+. Nike engineers became aware that virtually everyone was using ipods. They approached Apple about a partnership. The idea was to embed a sensor in Nike running shoes which could link wirelessly to an ipod and eventually to the iphone and Android devices. The sensor could record distance, speed, and calories burned. The ipod could record these data and provide running music and other audio features. At the end of a run, the ipod could be uploaded to NikePlus.com and viewed and stored. The NikePlus.com website offered running tips, comparisons with other runners, shared workouts with friends, both on the Nike site and on Facebook and Twitter. NikePlus.com built a following and in 2007 became the largest online running destination. Additional functionality was added to the website. For example, members could use the site to gather for group runs in many cities, or they could meet and gather after the runs. A 6
6 Nike+ GPS app was added to allow runners to map their runs. Then a database was built that now contains the largest collection of running maps around the world. One can ask for a suggestion for a steep course in Sonoma, CA where it is possible to take your dog. Next came the Nike+ GPS SportWatch. By 2013, there were more than seven million members of the Nike+ community. Nike, like most consumer goods companies, has added a group of social network people to manage their communities (The Economist, 2013). Their responsibilities and management tools are expanding constantly. Some of the group s activities are to monitor the conversations on the web, create sub-communities, launch initiatives, and continuously manage the communities. This group runs like a newsroom; a 24/7 team monitors the conversations across all social media. They use analytics to do sentiment analysis to sense positive and negative sentiments about the brand. If there s a positive or negative spike, the team swings into action. When a factory collapses in Bangladesh, the team is quick to communicate that Nike manufactures no shoes in that country. If a positive spike occurs, the team investigates to see if it can be accentuated. In either case, the team explores what is behind the spike. They then say, What can we learn from it? Should we act on it now? Should we pass on the learning to others? Pop culture trends start unexpectedly from anywhere and spread quickly, like Gangnam Style. Which Nike shoes would the newsroom team suggest for Gangnam fashion? Most companies believe that they have only scratched the surface in engaging with their communities. Nike discovered that dialogues with the community generate an enormous amount of data about running. This data can be analyzed and become the basis of new ideas for initiatives and products. The next step is to actively solicit ideas from the community through crowd-sourcing techniques. Indeed, Harley Davidson bypassed its ad agency and used crowd-sourcing to create the theme for a recent advertising campaign. Can crowdfunding be far behind (Winsor & Wind, 2013)? New Product Development Another function affected by big data is product development. As has Nike, General Electric and Bosch have embedded sensors in their products. Data from those sensors and other chips can be uploaded to the companies websites. So when runners upload their data to NikePlus. com, it can be analyzed and compared to other runners. With the addition of GPS features, Nike can create many more applications that runners can access through NikePlus.com. As a result, Nike and these other companies find themselves in the software business. The software development process moves at Internet speeds, which approach real time. The development of a new running shoe at Nike takes place over about an 18-month period. In contrast, the software development process is continuous and users co-develop the products. For example, LinkedIn and ebay launch new products and features several times a day. The new software development process, called the agile software development process, is a continuous and iterative cycle. The development team first creates a minimally featured product quickly and puts it on their company website. They invite users to try the products and report back on their experiences with it. The next day the team modifies the product based on the users experiences. Through this continuous, iterative process, a new software product is created and available to users. The development teams expand and contract with the magnitude of the changes, but there is always a team evolving the product. Another feature of software is that many companies are not just creating software products but rather software platforms. That is, Nike opens up the software code for NikePlus.com and makes it available to software developers. These developers then create running apps, which are accessible through NikePlus.com. Companies like Nike hire evangelists who go out and recruit software developers to write apps for Nike. For the good developers, Nike will share its vast data on running if they write apps exclusively for Nike. In January 2013, Nike partnered with a venture capitalist to create an incubator for startups that write software or create devices for running, which Nike can use for its customers and community (Banjo, 2013). So in addition to its user community, Nike is creating an ecosystem of device and software developers that will work with Nike and NikePlus.com to promote running 7
7 and exercise. Nike engages continually with its communities of runners, developers, and suppliers to generate enormous amounts of data and ideas that can be analyzed for the shoes, software products, devices, or advertising ideas. Organizing for Real-Time Decision Making The question naturally arises about how to organize these real-time activities. There are a number of new units that must be integrated into the structure. Data and analytics talent must handle all of the incoming data and make sense of it. Software developers create new applications, and web designers regularly update the NikePlus.com site. Hardware engineers, who understand sensors and embedded chips, select and manage hardware vendors who make products like the SportWatch. Software evangelists recruit and manage partnerships with outside software vendors. Business managers run e-commerce websites, and social media experts manage the various communities. And, finally, digital marketing experts manage the process of taking real-time data to the analytics group, which produces real-time insights for decision makers, who then make real-time decisions. How should a company organize to implement its digital strategy that further differentiates its products and creates value? One alternative is to integrate the software and hardware engineers into the product development function, and the digital marketing and social media experts into the marketing group. This alternative maintains the current functional structure and tends to be favored by the current managers. Another alternative is to combine all of the new talent into a digital unit and keep that digital unit intact. The company could add it as a new function in the business unit structure. There are two arguments for a semi-independent unit. Operating independently, the unit can control its own activities and prove itself to the other units. As a new unit, it has to build its own capability and prove itself to others while earning credibility. In addition, a new unit always has a lot of trial and error until it discovers its success formula. Moreover, a new unit is fragile, and it needs independence as well as nurturing and developmental help from higher management. The second, related argument is that the unit is not just new; it is very different. It contains different specialists, each with their own language. But the real difference is the speed at which it has to operate. If it is a separate unit, it can operate at its own and faster pace. If it is embedded in other organizational units, it will have difficulty increasing its speed of decision making. The new unit cannot be completely separate, however, because it is interdependent with the other functions. It must participate in the new product development process and pass ideas and information to Consumer Insights and Brand Advertising. As a result, the organization design must be more nuanced. The digital organization structure, along with Marketing, is shown in Figure 1. Running General Manager Product Development NikePlus.com Marketing Community Management Product Management Social Media Brands Web Hardware Brand/Advertising Software App Developers Web Designers Customer Insights Data and Analytics Evangelists Fig. 1. Nike s Digital Functional Structure 8
8 The digital function consists of a community management unit, social media and mobile specialists, website management, hardware engineering, and a software function. These are all activities for which the digital unit is responsible. The units that operate in real time are the software, web, data analytics, and community management groups. Another feature is needed to complete the design of the digital function. The governance feature is a steering committee chaired by the running business head. It consists of the heads of marketing, product development, sales, and digital. In the beginning, they meet weekly. The purpose of the committee is to see that all of the cross-functional linkages are working, and if not, to fix them. Once its initial growing pains are dealt with, the committee meets every other week or so to review plans, budgets, issues, and initiatives. This process links the new digital unit to the rest of the functions. Supply Chain Management The final function to be accelerated by big data is the supply chain. At P&G, the supply chain function meets in what is called the control tower. Within the control tower, a crossfunctional team meets in a special room called a decision sphere (see Figure 2). P&G has 42 decision spheres located throughout the company. These are specially designed rooms with video screens on the walls and computer access to various databases. The rooms are designed to foster real-time, cross-functional decision making. So when a paper machine s embedded sensors at the Pampers plant in Wisconsin indicate that it requires maintenance, a plant shutdown is scheduled. If it looks like the machine will be down for a while, then the decision is made to supply Wal-Mart from the Albany, Georgia plant. The analytics capabilities are used to determine (and see) the best way to reroute trucks and still meet other delivery commitments to customers. This is an example of how big data facilitates real-time decisions in managing supply chains. Fig. 2. A Procter & Gamble Decision Sphere Summary With the proper analytics capability, companies can make decisions in real time. They can involve their customers in dialogues about brands and gather ideas about new products and how to market them. Companies can use cross-functional teams that are in constant contact in a newsroom-like control tower and decision sphere to respond to real-time inputs. Such companies have increased the clock speed of their decision processes. GENERATING REVENUE FROM BIG DATA The third organization design feature triggered by big data is both a challenge and an opportunity. The changes in power and decision making described above will improve Nike s existing business that is, Nike will sell more running shoes because of the added features of NikePlus.com. But the data, analytics, and insights can be revenue-producers themselves; 9
9 they have the potential to create entirely new businesses for Nike. Companies such as Bosch and General Electric are putting sensors and microprocessors into all of their products. These companies anticipate that the services and software sales from the embedded devices will be a major source of growth in the coming years. Bosch has created a central unit, Bosch Software Innovation, which is to lead many of the new digital initiatives. One project is the design, installation, maintenance, and operation of an electric vehicle-charging infrastructure for Singapore. This huge project will provide software and data analysis for the government, retailers, fleet operators, utilities, and parking operators. The infrastructure will generate revenue from a range of services available through Bosch Software Innovation s Internet service platform. In another example, large U.S. banks like JP Morgan and Wells Fargo provide reports on consumer trends to clients and other institutions that want to buy them. These banks have vast amounts of data from consumer use of credit and debit cards, checking accounts, ATM transactions, mortgages, and loans. The banks combine all of that data with publicly available data from governments. Then they apply their analytical capabilities to develop proprietary insights into consumer trends. In just a few hours, the banks can generate customized reports that slice the data into smaller and more narrowly defined market segments and geographies according to the specific demands of their clients. Such services generate increasing amounts of revenue and profits for the banks. Citibank can provide this kind of data and insights on an international basis. It operates as a bank in 100 countries. That is, it takes deposits and makes loans in the local currency. The next largest bank is HSBC, which operates in 56 countries; no other banks are even close in size. So, Citibank has a competitive advantage that cannot be matched from a global perspective. It has the consumer data globally that Wells Fargo has nationally. Plus, it is one of the world s two largest foreign exchange providers. It is the largest cash management provider and number two in custody (securities safekeeping). That s in addition to its commercial lending operations in the 100 countries. Citibank can detect changes in trade patterns and economic conditions from an analysis of the basic (big) data. It says it can detect the new silk roads in emerging markets. Citibank sells its insights to companies like Zara and H&M to help them locate new stores and factories. Thus, banks see future growth coming from data and insights more than from their basic financial transactions businesses. Nike is still the best example for the organizational design implications of big data. The Nike development history follows the Chandler (1962) model in which a new strategic emphasis is manifested in the organization s structure via a process he called concatenation. Nike s recent strategy and structure transition show that big data is not just a new revenue source; it may be the start of a new organizational dimension. Let us briefly review the stages through which Nike has progressed. Nike was founded in During the next several years, it became a fully functional, single-business company designing, manufacturing, marketing, and selling running shoes. The company went public in By the 1980s, two important developments occurred in its organizational structure. First, Nike diversified into other types of athletic footwear including basketball, tennis, soccer, and fitness shoes. It retained its functional structure but introduced lateral processes, such as cross-functional product teams, for the new types of footwear. Second, it expanded internationally by establishing sales, local marketing, and distribution subsidiaries. The organization became two-dimensional, with functions and regions reporting to the CEO. In the 1990s, it evolved into a three-dimensional organization by diversifying into sports apparel and sports equipment in addition to athletic footwear. Nike formed profit centers for footwear, apparel, and equipment, plus a separate business for golf. The supply chain, marketing, finance, and HR functions reported to the CEO in addition to the regions. In 2006, Nike made a big change to focus on customer groups. It created five categories: running, men s training, women s fitness, basketball, and soccer. Each customer category was a profit center and responsible for footwear, apparel, and equipment for its customer set. Nike thus created integrated solutions for customers who found them valuable. These categories were added to the previous structure, which still retained products, regions, and functions reporting to higher management. It is important to note that the categories were not just add-ons. The products were matrixed across categories. Women s fitness was still 10
10 dependent on the apparel product line to determine fashion trends and help design this year s collection. All categories are still dependent on the latest footwear technologies. This change to categories, or customer segments, made Nike a four-dimensional organization. Then, in 2010, Nike created the Digital Sports Division. The current Nike organization structure is shown in Figure 3. As indicated, Digital Sports is a profit center and has a number of responsibilities. First, it works with the categories in establishing Nike+ activities like the one in running described earlier. Nike has also added Nike+ Football, Nike+ Basketball, and Nike+ Kinect Training within the various category profit centers. Digital Sports supports the categories in creating and managing their communities and with new products like the GPS app. It is an example of another dimension being added to the Nike matrix, a manifestation of the strategic emphasis being placed on big data. Second, the division is developing its own products and its own sources of revenue. Nike+ FuelBand is a wristband that records distance traveled in a day, the number of steps taken, and calories burned. The stored results can be uploaded at the end of the day and compared with others in the user s age group. The division has its Nikefuel.com website, apps, apparel, and community. It has recently introduced a wristwatch with similar features. Now, Nike is competing in the wearable medical device market. More products are on the way. Third, the division takes the lead in building the Nike incubator described earlier. Thus, it is responsible for establishing an ecosystem of companies around the devices. Fig. 3. Nike s Organization Structure (July 2013) At the moment, the Digital Sports Division is small, but it may grow into a fifth dimension of strategy and organization. Digital Sports is not just an added product line; it is responsible for building digital capabilities in the other Nike units as well as growing its own revenue. It is similar to the Disney Interactive Division and the Bosch Software Innovation group. These companies are all following similar models of strategy and organization with respect to big data capability. USING THE STAR MODEL TO ILLUSTRATE THE IMPACT OF BIG DATA To summarize the impact big data has on an organization, I will use the Star Model (Kates & Galbraith, 2010) shown in Figure 4. I will describe how big data impacts each major element of an organization: strategy, people, structure, rewards, and processes. Figure 4 shows that companies are adopting a dual strategy for implementing big data analytics capability. The first is to build a digital capability to make better and faster decisions, and to enhance existing products. Disney has developed a digital capability called Watch. Customers can sign up for Watch through their cable company. It will allow a viewer to watch any program from ESPN, the Disney Channel, and ABC on any device. The purpose 11
11 is to sell more advertising on these Disney channels. The second strategy is to use data and analytics to create insights and custom reports that can be sold to customers and become a new profit center. Bosch, for example, supplies electrical components on many automobiles. It can take data from anti-rollover software, engine controls, anti-lock braking systems, and other sensors, analyze them and offer insights to drivers about safety, maintenance, and so on. It can offer these insights to the car owners directly or through the automobile dealer. Fig. 4. Big Data s Impact on the Organization In order to implement these strategies, companies must, of course, modify their organizations. Let s walk through the various changes that a company will have to make when it pursues a big data strategy. First, the company will need a champion for data and analytics on its leadership team. Whether it is a Chief Digital Officer (CDO), the CIO, or a digital division head, the digital leader needs to promote data as a strategic asset that can help grow the company and make it more successful. In addition, each business unit, customer segment, and country will need a digital unit to support its activities. Those digital units will report to both their respective profit center heads and the Chief Digital Officer. Such structural changes will constitute a shift in power to the digital units, and the company will need to rebalance its power structure and prepare for faster decision making. Finally, there will be a digital business unit (or group of business units) that will earn revenue and become a profit center. A new profit center and the subsequent matrix of digital capabilities will constitute a new dimension of organizational structure, much like functions, businesses, customer segments, and regions. The aspiring big data company will also need to create information and decision processes to support the structure and strategy. First, the company will need to harness its information infrastructure to combine its various databases. For example, a bank will need to combine data from credit and debit cards, transaction accounts, mortgages, home equity loans, investments, and so on to paint a complete picture of a customer. Using this information, the bank can combine the data, perform analyses, and generate insights about financial trends among retirees, high net worth individuals, and Hispanic families with young children. Teams with representatives from the relevant product lines and functions (such as marketing and risk) can combine the bank s internal data with social network, customer relationship management, and other types of data and process them in real time. These teams are the equivalent of newsrooms or digital acceleration teams (DATs) as used by Nestlé. In all cases, the teams act on real-time insights to execute in real time. In order to execute real-time decision processes, the organization needs the people and talent who are skilled in digital tools and who work effectively in teams. The human resource practices at Procter & Gamble are good examples. P&G has shifted its hiring practices to bring in digitally skilled experts, software developers, social media experts, and managers who are comfortable with quantitative decision practices. Each manager s progress is evaluated through the performance management system. In this way, the company can think holistically about the transition to the digital enterprise. The organizational change is not just 12
12 deciding whether the company needs a CDO or not. It requires changes in all elements of the Star Model, which are aligned not only with each other but with the company s environment as well. CONCLUSION Big data is often portrayed as a potential opportunity for business firms and other types of organizations. Firms skilled in the use of big data, however, are already using their analytics capability to create strong competitive advantages. Those firms are now making many important decisions in real time and are able to keep pace with the rapidly changing environments of the digital age. Their experiences can be instructive for other interested organizations because the organizational, managerial, and cultural changes required by a big data analytics capability are considerable. REFERENCES Banjo S (June 19). Nike takes a page from Apple s playbook. The Wall Street Journal, Technology Section. Chandler AD Strategy and Structure. MIT Press, Cambridge, MA. Galbraith JR Designing Organizations. 3rd edition. Jossey-Bass, San Francisco, CA. Kates A, Galbraith JR Designing Your Organization: Using the Star Model to Solve 5 Critical Design Challenges. Jossey-Bass, San Francisco, CA. Morozov E The Net Delusion: The Dark Side of Internet Freedom. Penguin, London, U.K. Morrissey B (July 15). How Old Spice ruled the real time web. AdWeek. Piskorski M, Johnson R Social strategy at Nike. Harvard Business School Case Schmidt E, Cohen J The New Digital Age: Reshaping the Future of People, Nations and Business. Knopf, New York, NY. Shetty B, Wind J (February 15). Advertisers should act more like newsrooms. Harvard Business Review Blog Network. The Economist Less guff, more puff. May 18: Tushman M, Anderson P Technological discontinuities and organizational environments. Administrative Science Quarterly 31: Winsor J, Wind J (May 9). The end of traditional ad agencies. Harvard Business Review Blog Network. Jay R. Galbraith Professor Emeritus IMD, Lausanne, Switzerland 13
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By Howard Bryant
Washington Post Staff Writer
Thursday, December 14, 2006
In signing a five-year contract extension last week that could be worth up to $11 million, Washington Redskins running back Ladell Betts received a silent assist from two teammates. Quarterback Mark Brunell and right guard Randy Thomas restructured the remainder of their 2006 contracts to free up the salary cap room necessary for the team to sign Betts.
Last Friday, Betts signed a five-year deal that sources said contained a $3.5 million signing bonus, a $100,000 workout bonus and $5.5 million in guaranteed money. He would have been a free agent at the end of the season.
The moves did not cost Brunell or Thomas money -- the difference in receiving the restructured money is approximately three weeks, sources said -- but both represented significant goodwill gestures. Brunell was scheduled to earn $4 million in base salary this season, but agreed to have the remaining three weeks of his salary converted into a signing bonus, altering his 2006 salary figure to $2.25 million.
Thomas did the same, altering his 2006 base figure from $3.5 million to $710,000.
But the move does not affect Brunell's contract status for next season. He was replaced at quarterback by Jason Campbell on Nov. 19 and is scheduled to earn $5.2 million next season, meaning in all likelihood the team will approach him to restructure his salary once more. Thomas is due $4 million in base salary next season.Gibbs Laughs Off Rumor
Coach Joe Gibbs joked about a rumor that circulated late Tuesday night that he had been injured in a car accident. In fact, Gibbs was at Redskins Park formulating the team's plan for Sunday's game at New Orleans.
"The report was wrong. There were just some people who wished I was in a car accident," Gibbs said, laughing. "The only way it could have happened is if the car went right through the building, because that's where I was."Rabach, Jansen Sit Out
Center Casey Rabach and right tackle Jon Jansen did not practice yesterday. Rabach broke his left hand in the fourth quarter of Sunday's 21-19 loss to Philadelphia. Rabach had surgery to stabilize the bones in his hand, and he said he would be fitted for a cast in order to try to play Sunday.
Even though the playoffs no longer are a possibility with three games remaining, Rabach said he was unwilling to sit out the rest of the season. "It's not really in my nature to shut it down," he said.
Jansen, meantime, is fighting the calf injury that has hampered him for much of the season. He has not completed a full week of practice in nearly a month, but he also expects to play out the string.
View all comments that have been posted about this article.

subset: commoncrawl


text: Simple, stylish, easy. Three words which describe this gorgeous sweater to a tee. No frills, no fuss. Cocteau makes a statement with tidy lines, slim fit and the envelope neck, which is a simple solution to the age old problem of getting that sweater over the baby's head. Colour pops in just the right places, a flash of colour at the hem, wrist and neck. Worked in the round from the hem up, the sleeves are knitted on after the body is finished. No seaming required! Economical on yarn, the first 5 sizes use less than one skein of the nominated yarn, small amounts of leftovers can be used for the trims. BASIC SKILLS NECESSARY provisional cast on knit purl work in the round decrease (instructions given in the pattern) cast off (bind off) pick up stitches GAUGE 28 sts x 40 rows using MC and 2.75 mm needles over 10 cm in stst in the round SIZING / FINISHED MEASUREMENTS Ages 3 (6, 9, 12, 18 months, 2, 3, 4 years) Chest (child) 40.5 (43, 45.5, 48, 50.5, 53, 55, 57.5) cm 16.2 (17.2, 18.2, 19.2, 20.2, 21.2, 22, 23)" Ease = +10% - see the schematic for garment measurements SUGGESTED YARN 440 yards of Fingering weight PREFERRED BRAND/YARN Madeline Tosh merino light COLORWAY Baltic and Gilded


text:
A Modern New York Salt Box: Drawing on Colonial and Shaker Homes
A singer and a Broadway producer build a cutting-edge nontoxic home with Colonial and Shaker inspiration.
Marguerite basks in the late-afternoon sun on an 18th-century rolled-arm loveseat, another family antique. The bedroom is shielded from electromagnetic fields, and a kill switch turns off all electricity in the room when the couple sleeps. n addition, the all-natural mattress is free of fire-retardant chemicals; linens are organic fibers. The antique, four-poster bed is fitted with a new headboard that expands it to queen size. Above, a colorful painting from Haiti depicts a local fruit market.


text: In order to keep a UK financial organization's digital experience consistent across a range of operating systems, browsers, and devices, it needed a partner that could perform comprehensive digital compatibility testing. The Company found that ally in Prolifics. Our Testing Center of Excellence team used automation to streamline the process, reducing testing costs by up to 70%. Prolifics paved the way for an accessible, responsive user experience that thrives no matter what the environment, leading to an increase in the number of customer hits—and, in turn, a boost to the Company's business.


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£160,000 Offers around
Spacious Double Extended Family Home,
Elevated Private Plot Ideally Located on Edge of Town,
Fantastic Family Home, Providing Generous Living Throughout,
Viewings are a Must to Allow Full Appreciation of the Size and Quality on Offer.Description
This sandstone fronted family home as been tastefully extended offering spacious flexible accommodation throughout.Well kept and no onward chain, an opportunity not to be missed. Accommodation comprises Entrance to Entrance Hall, Lounge, Family Bathroom WC, Spacious Kitchen / Dining Room and Three bedrooms to the ground floor. To First Floor you have the Master Bedroom. Externally there are private enclosed garden to rear with detached garage, small landscaped front garden with parking on the drive to the side. Viewings Strongly Recommended.
Dimensions - Bedroom 2 4.75m x 4.3m max, Bedroom 3 3.85m x 3.3m max, Living Room 4.1m x 3.7m, Family Bathroom 2.9m x 1.65m, Bedroom 4 3.7m x 2.85m, Kitchen 3.6m x 3.75m opening to Dining Area 3.15m x 2.85m.
First Floor - Master Bedroom 4.55m x 3.7m. EPC Rating = Band E.
Dumfries town centre is less than one mile away from the property where amenities can be found including a variety of shops as well as primary and secondary schools. The surrounding area offers a range of country pursuits including: sailing, horse riding, mountain biking, fishing, golfing and has numerous coastal and woodland walks.Access to the Bypass leading to the M74 is within 0.5mile.Our View
A fantastic home, with a great double extension. The additional bedroom and extra living area to the dining room off the kitchen, you have a fantastic family home representing fantastic value for money. An opportunity not to be missed.IMPORTANT NOTE TO PURCHASERS:
We endeavour to make our sales particulars accurate and reliable, however, they do not constitute or form part of an offer or any contract and none is to be relied upon as statements of representation or fact. The services, systems and appliances listed in this specification have not been tested by us and no guarantee as to their operating ability or efficiency is given. All measurements have been taken as a guide to prospective buyers only, and are not precise. Floor plans where included are not to scale and accuracy is not guaranteed. If you require clarification or further information on any points, please contact us, especially if you are travelling some distance to view. Fixtures and fittings other than those mentioned are to be agreed with the seller.
This house description is based upon information supplied by the owner, or on behalf of the owner. These property particulars are produced in good faith and do not constitute or form part of any contract. s1homes do not take any responsibility for the accuracy of the information contained in this document.
If a property value displays '0', don't worry it just means no properties have been sold in that area during that time.
Sold house price data is supplied to us by the Registers of Scotland, a government department responsible for compiling and maintaining property registers, every month. There can be a delay of up to 3 months from when a property is sold to being recorded with Registers of Scotland. We provide house price data for your information only, we do not accept any liability for any errors. If you have noticed any incorrect information, please contact Registers of Scotland.


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DDR or Dance, Dance Revolution is a popular video game that appeals to adults and children alike. The game comes with a plastic or vinyl pad that connects directly to your video game system. As you play the game, you step on the different arrows in time with the action on the screen and earn points for each action you perform correctly. It's possible to fix a failure in a DDR pad if you discover you have a problem.
Things You'll Need
- Plywood (optional)
- Old pad
- Packing tape
- Utility knife
- Craft glue
Turn off your video game system and unplug the DDR pad. Wait 5 to 10 minutes and then plug the pad back in before turning on your system. Occasionally your system can have problems reading the cord that connects the pad, which requires setting it up again.
Place the pad on a hard surface before you start playing. If you have thick carpet in your house, use a thin sheet of plywood underneath the board. With carpet, you need to step harder on the pad, which can cause damage and it's also harder for the pad to read your movements.
Purchase a used pad or find another one in your house that still works. Remove the controller and cord from both the broken DDR pad and the second pad and switch them. The interior controllers and cords work the same on all models and replacing one is an easy fix.
Cover any cracks or holes in the DDR pad with plastic tape such as packing tape. Cracks and holes in the pad are magnets for dust and once dust gets inside, you'll find that the pad takes longer to respond and doesn't work as well. Using a little tape can help.
Remove the cover of the pad completely by cutting along the seam or edges with a utility knife. You can also cut the back of the pad off if you're worried about aesthetics. Locate the foam pads underneath the arrows and apply a thin layer of craft glue. Sometimes you'll have problems because there wasn't enough glue on the pads to keep them connected to the arrows. Let the glue dry and then use clear tape to hold the pad together.
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|Non-Canon Alert!
The subject of this article originates from non-canonical sources. To find out about what is considered "canon" see LOTR:Canon.
Morwen is one of the playable characters in The Lord of the Rings: The Third Age, and a warrior-maiden from Penmark. She was first seen in the plains of Rohan, where Berethor and his group helped her wipe out the orcs that pillaged her village. She once lived in Osgiliath with her family until their banishment by Denethor II, and was also betrothed to Berethor.
Life before the events of the game Edit
Little is known about Morwen's life before the events of the game. What is known is that she was born in Minis Tirith, in Gondor and her father served the steward. Some time she was betrothed to Berethor but his cowardice led to him and her being banished from Gondor. She later lived in a village in Rohan close to the forests of Fangorn with her mother, father and two brothers.
Attack on her village Edit
After the orcs attacked Rohan the player first sees her defending the remains of her village. She hacks one orc and as she lifts her axe in the air it kills another orc sending him reeling to the ground. As the group runs to help her she cuts down one more orc. After the conflict she jabs her axe in the lifeless body of a dead orc exclaiming on her dismay on how she can only kill them once. She then talks about how her family and friends were slain or fled this place and how she must find them. Idrial them shouts to her asking her why she should care, and then she states wrath, ruin and a few trinkets are all that remains of her life in Rohan.
Run to Snowbourne Edit
Afterwards she helps Berethor to rally the riders of Rohan and once that is finished, she and the rest of the group move to the Snowbourne bridge and to her dismay they are first denied entrance as they didn't have the permission of Eomer. After all the riders were rallied and Eomer allowed them passage they crossed the bridge. Here, to the dismay of Idrial, Morwen grows close to Berethor. As they approach Snowbourne they see the ruins of the city from outside the gate.
In Lord of the Rings: The Third Age, Morwen is a warrior wielding two axes that the group meets during the attack on Rohan. She joins with them on their way, and Berethor soon grows feelings for her, to the dismay of Idrial. Near the end of the Rohan quest, they find Morwen's parents, who had been killed. After this, they met Eaoden as they fight Sharku. In the Battle of the Pelennor Fields, Morwen is wounded by the Nazgûl, and is temporarily unable to be used.
Her skills in The Third Age are the dual-axe and thief skills. The dual-axe skill allows her to use various attacks that are most effective to some enemies, such as wargs and Uruk-hai. Her thief skills allow her to steal various things from her enemies, such as health, AP, and even Skill points.
Morwen is one of the most unique characters in the game, due to her normal attack—being a double-strike. However, she is difficult to use, due to her low armor level, which leads to her defeat frequently in battles. It is a suggestion that players try to concentrate on her defense in the game.
Quotes from the GameEdit
Morwen: (Sticks her axe in an orc corpse) "I can only kill them once."
Morwen: (Picks up a pendant) "This was my mother's. She said it kept the Lord of the Nazgûl away. Father always laughed at that." (Looks into the cave) "I fear I may be entering their tomb."
Hadhod: Or perhaps ours, my lady. The wargs await us.
Rohan citizen: "That was the doing of a man called Grima."
Morwen: "Grima! Word of him has reached Gondor."
Berethor: "I thought you were of Rohan."
Morwen: "I once called Gondor my home. My father served the steward. Until we were banished. I believe Grima was behind it."
Hadhod: "Your people are a fearsome force on the open field, my lady"
Morwen: "I am not of Rohan. My family served the steward for many years. I once called Minas Tirith my home"
Morwen: [arriving at Helm's Deep ] I welcome death here. And I shall return the favour, many times over.
Morwen: I heard you were in Moria with Gandalf. How are you my friend?
Gimli : Fills my heart to be so close to the mountain. This is good quality rock.
Morwen: What chance do you give us, Master Gimli?
Gimli: I hear this fortress has never fallen, not while Men defend it!
Morwen: [laughes, then serious] And what do you really think?
Gimli: No one here will survive.
Morwen: And why not?
Gimli: This is no rabble of mindless Orcs; these are Uruk-hai. Their armour is thick, their shields broad!
Morwen: And my sword cuts deep! [stabs the tabletop with a dagger]
Gimli: Remind me never to invite you to my home.
Morwen: "I was forced to marry a warrior who fled from that battle. For that we were banished. And, so was he."
Morwen: [gesturing to an attacking Ringwraith and Fell beast] "Do not let that thing feed on my people!"
Relations Edit
Berethor Edit
Morwen was initially betrothed to Berethor before she was banished to Rohan. But she has little memory of what Berethor looked like and thus does not recognize him when they first meet. Initially they were not close to each other with Morwen caring little about him and Berethor being more interested in Idrial but over time the two got closer and fell in love with each other. It's most likely that she and Berethor married and lived their lives together.
Gimli Edit
Morwen and Gimli are friends and it is most likely that she knew him before the battle of Helms deep. The two share a mutual bond with each other and talk about the Battle that is to come at Helms Deep in the Keep before the Battle of Helms Deep.
Idrial Edit
Idrial initially doesn't like her as she is jealous of her, but eventually they become friends by the end of the game.
Personality Edit
Morwen is strongly devoted and courageous to a fault. She doesn't forgive foes and is more than happy to return revenge when needed. She is initially cold, brutal and caring little more than about the protection of her family, wrath against orcs, ruin upon the Uruks and a few trinkets, which puts her at odds with Idrial. She is a valiant leader and soldier willing to fight to the death for anyone and is patriotic for her country and people. She later becomes more warm and soft and eventually looses her determined attitude by the end of the game.
Morwen wields a one-handed axe in each hand to deal serious damage and uses some thieving skills to steal more than just items.
Dual-Axe CraftEdit
|Double Cleave
|A two-strike axe attack that does almost as much damage as the warg bane
|Warg Bane
|A two-strike axe attack that does more damage to Wargs.
|Battle Haste
|Speeds up time between Morwen's actions.
|Uruk Bane
|A two-strike axe attack that does more damage to Uruk-hai.
|Rage of the Maiden
|A more powerful dual-axe attack.
|Poisoned Wounds
|A two-strike axe attack that inflicts Poison status.
|Twin Wounds
|A two-strike axe attack that inflicts Seizure status.
|Sneak Attack
|A two-strike axe attack that cannot be countered.
|Paralyzing Wound
|A two-strike axe attack that inflicts Paralysis and Seizure status.
|Wrath of Penmark
|A four-strike axe attack.
|Stunning Cleave
|A two-strike axe attack that inflicts Stun status.
|Valorous Cleave
|A two-strike axe attack with doubled accuracy in exchange for less damage.
|Orc Bane
|A two-strike axe attack that does more damage to Orcs.
|Rohirric Rampage
|A six-strike axe attack.
Thief CraftEdit
|Steal Item
|Steals one random item from one enemy.
|Seize Skill
|Steals one SP from one enemy.
|Capture Strength
|Steals one enemy's strength.
|Steal Action
|Steals AP from one enemy.
|Steal Health
|Steals HP from one enemy.
|Seize Dexterity
|Steals one enemy's dexterity.
|Steal Experience
|Steals EXP points from one enemy.
|Cloak of the Plains
|Casts Invisible status on Morwen.
Passive SkillsEdit
|Snowbourne Sleep
|Gives Morwen chances to dodge enemy attacks.
|Eorlingas Rally
|Increases Morwen's Momentum gain.
|Hands of Rohan
|Increases Morwen's chances of hitting enemies.
|Inspire Crafting
|Lowers AP cost from item crafting.
|Justice of Balin
|Gives Morwen chances to counterattack.
|Mearas Good Fortune
|Increases Morwen's damage input.
|Blessing of Armor
|Slightly increases armor value of Morwen's equipment.
|Overwhelming Blows
|Makes Morwen's attacks always land a Critical Hit in Perfect Mode.
|Potion Hastening
|Lowers amount of time required to make potions.
|Double Attack
|Takes two additional Dual-Axe Craft skills.
- 3rd Age Rohirric Steel Mortising Axe - Damage 25
- 3rd Age Morgul Iron Piercing Axe - Damage 29
- 3rd Age Rohirric Gold Mortising Axe (Stolen From Grima Wormtongue in Snowbourne Village) - Damage 49
- 3rd Age Rohirric Bronze Felling Axe - Damage 33
- 3rd Age Rohirric Iron Battle Axe - Damage 56
- 3rd Age Mordor Iron Battle Axe - Damage 67, also causes Weeping Blade attack
- 3rd Age Rohirric Steel Double-Bit Axe - Damage 66
- 3rd Age Battle Axe of Khazad-dum (Stolen from Gothmog in the battle early in the Osgiliath chapter) - Damage 67
- 3rd Age Rohirric Gold Felling Axe (Stolen from the Nazgûl at the Third Gate in Minas Tirith.) - Damage 71
- 3rd Age Dwarven Steel Walking Axe - Damage 91
- 2nd Age Easterling Iron Broad Axe - Damage 80
- 3rd Age Rohirric Silver Battle Axe (Stolen from the Witch-king of Angmar Pelennor Fields) - Damage 90
- 2nd Age Easterling Steel Piercing Axe - Damage 108


text:
We have a new Ibotta cashback offer for Wet Naps. This offer is only valid at Walmart until the wee hours of the morning on 8/30/15. We have a rare printable coupon to pair with the cashback offer. See the scenario below.
At Walmart:
BUY ONE WET NAPS 110 CT, regular price $1.97 (I haven't been able to confirm this online)
Get $0.50 cashback from Ibotta when you buy any Wet-Naps at Walmart
Use one $0.75/1 Wet-Naps 110 ct printable manufacturer's coupon (preclipped)
Price at Register: Possibly $1.22, but get $0.50 cashback from Ibotta
Thanks Hip2Save.Extreme Couponing Tip: You can usually get two prints of most internet coupons. To find them in the easiest possible way, use our preclipped links that take you right to the coupon. Then come back and click the same link to get your 2nd print. This will save you the time spent searching for the coupon.
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text:
- Price TBC
- Duration TBC
- Call +971 4 2753240
- Locations Dubai Academic City, Knowledge Village
Course Overview
The Master of Science (M.S.) in Teaching and Learning program is designed to enhance the knowledge and skills of practicing teachers. The degree is for experienced teachers who want to learn the best of what research shows about the science and practice of learning and teaching. Research shows that the quality of a student's teacher affects that student through a lifetime. The shift in today's school reform call is from how teachers teach to how students learn and what teachers must know and be able to do to facilitate student learning.
Zayed University will be the leading university in the United Arab Emirates and recognized globally for its participation in educational and cultural achievements and enrichment of economic and social development.
See all Zayed University courses
Education and Teaching Related Questions
How do I apply for an international PGCE?
Unanswered //Jul 12, 2017 Education and Teaching


text:
Condition: Standard
DustJacket: Standard
All Product Details
Chrysanthemum thinks her name is absolutely perfect—until her first day of school. "You're named after a flower!" teases Victoria. "Let's smell her," says Jo. Chrysanthemum wilts. What will it take to make her blossom again?
This popular picture book has sold more than a million copies and was named a Notable Book for Children by the American Library Association. "Perfectly executed in words and illustration, Chrysanthemum exemplifies Henkes's talent for creating true picture stories for young audiences."—The Horn Book
Supports the Common Core State Standards
"This effective rhyming book by kiddie-rock star Roberts takes on the subjects of bullying, teasing, and excluding others… This is a serious topic given serious treatment, and it should be ideal for initiating discussions."—Booklist
She was the smallest girl in the smallest grade.
But Sally notices everythingfrom the twenty-seven keys on the janitors ring to the bullying happening on the playground. One day, Sally has had enough and decides to make herself heard. And when she takes a chance and stands up to the bullies, she finds that one small girl can make a big difference.
Grammy-nominated childrens musician Justin Roberts, together with vibrant artwork from award-winning illustrator Christian Robinson, will have readers cheering for young Sally McCabe.
Kevin Henkes is the author and illustrator of close to fifty critically acclaimed and award-winning picture books, beginning readers, and novels. He received the Caldecott Medal for Kitten's First Full Moon in 2005. Kevin Henkes is also the creator of a number of picture books featuring his mouse characters, including the #1 New York Times bestsellers Lilly's Big Day and Wemberly Worried, the Caldecott Honor Book Owen, and the beloved Lilly's Purple Plastic Purse. His most recent mouse character, Penny, was introduced in Penny and Her Song (2012); her story continued in Penny and Her Doll and Penny and Her Marble (a Geisel Honor Book). Bruce Handy, in a New York Times Book Review piece about A Good Day, wrote, "It should be said: Kevin Henkes is a genius." Kevin Henkes received two Newbery Honors for novels—one for his newest novel for young readers, The Year of Billy Miller, and the other for Olive's Ocean. Also among his fiction for older readers are the novels Junonia, Bird Lake Moon, The Birthday Room, and Sun & Spoon. He lives with his family in Madison, Wisconsin.