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Key predictive indicators: the next step for senior management KPIs. KEY PREDICTIVE INDICATORS: THE NEXT STEP FOR SENIOR MANAGEMENT KPIs 1
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1 Key predictive indicators: the next step for senior management KPIs KEY PREDICTIVE INDICATORS: THE NEXT STEP FOR SENIOR MANAGEMENT KPIs 1
2 The report s methodology Our report combines our consultants extensive experience with an analysis of the key performance indicators (KPIs) of the senior management teams from 18 businesses from America, Europe, Africa and Australasia ranging from global giants through to fast-growth new businesses. This involved reviewing and categorising over 1,000 objectives set in 2008 by 18 chief executives (or, in some cases, business unit heads) and around 130 senior executives in their leadership teams to identify the metrics CEOs and their leadership teams really see as critical. In doing the analysis, often categorizing KPIs was straightforward, but in some cases subjective judgment was required. Similarly, just because a target had a dollar or euro sign next to it did not mean it was a financial target for instance, sales targets were usually expressed in currency terms, but could equally be expressed in terms of market share or unit sales. Throughout we use the term CEO to describe the most senior director, although a number of titles are included under this shorthand. Operations also includes a small number of senior directors with logistics and IT responsibilities, and Sales includes senior directors with export responsibilities. Where we refer to the average in the report, it refers to the mean. Our sample of around 150 CEOs and senior leadership team members comprised: 9% 12% 3% 2% 8% 9% 6% 21% 11% 19% CEO Division heads Operations Finance HR Marketing / PR Sales Legal & public affairs Administration Other 2 KEY PREDICTIVE INDICATORS: THE NEXT STEP FOR SENIOR MANAGEMENT KPIs
3 Foreword from Damian McKinney It is a management doctrine that what gets measured gets done. However, just because something is measured, that does not make it important. In setting KPIs key performance indicators - the really important question is not how much is being measured but what is being measured, and does it reflect the key steps that will make a dramatic difference to the business. Our view, set out in this paper, is that there is too much emphasis at senior levels on reviewing recent past performance (how well the business was doing) and not enough on identifying and monitoring early indicators that warn when plans are already being thrown off track. Financial key performance indicators currently favoured by CEOs and their management teams are rarely sufficient to give them the information to run their businesses effectively, particularly in volatile times such as the recent two years. We argue that it is time more leadership teams invested their time to develop Key Predictive Indicators that help them look forward to impending problems, not backwards at how the business handled past problems. This report draws on McKinney Rogers experience working with a range of CEOs and their senior leadership teams from around the world, and our sample includes the very large (three of the sample are in the Fortune 200) through to much smaller enterprises. In our sample the typical CEO had between eight and ten main KPIs on which they judged whether they and their team were on track, focussing mainly on financial, operational, sales and marketing measures. This is a realistic number - our usual experience with businesses is that leadership teams have far too many goals and measures, preventing management from focussing on the really important issues. I hope that this report is of interest and provides you and your leadership team with food for thought when considering your objectives and the measurements you will use to ensure your strategy is, and will continue to be, achieved. Yours faithfully Damian McKinney Chief Executive McKinney Rogers KEY PREDICTIVE INDICATORS: THE NEXT STEP FOR SENIOR MANAGEMENT KPIs 3
4 Where KPIs fit in delivering your vision Performance indicators have a critical role in ensuring a business is achieving the strategy that will realize the vision for the business. KPIs may be financial, such as profit and revenue growth, but these are very backward looking if a business fails to achieve the intended growth, you can try harder for the future for new opportunities, but the income lost is gone for good. Useful KPIs are predictive, helping management to identify early where the strategy is going off track or where it is not being operationalized. This allows adaption of the plan at an early stage whether a new strategy, tactics or team members - to ensure the vision is achieved. The chart below highlights how central KPIs are for management teams in enabling them to monitor and adapt their plans to ensure their strategy is on track. Setting the strategy Putting strategy into operation Ensuring leadership team is aligned New employee behaviours & ways of working Innovation/ creativity breakthrough Competitor intelligence Performance evaluation Setting KPIs & monitoring Adapting the plan New behaviours & ways of working Adaptive thinking Achieving The Vision 4 KEY PREDICTIVE INDICATORS: THE NEXT STEP FOR SENIOR MANAGEMENT KPIs
5 Executive summary Key findings Given the importance of people and leadership issues, the number of measures related to this is surprisingly low. Businesses invariably reiterate that our people are our best assets yet few have people-related KPIs, and even fewer have leadership ones. CEOs need to ensure leadership development features highly amongst their predictive indicators. Leadership can mean many different things and it is often hard to get a handle on, particularly as many companies have a muddled and unfocussed view of what leadership means to them. If there is a very strong message about leadership goals, expectations, and the skills required then measuring it becomes a bit easier. Similarly, the absence of leadership is often easier to identify high turnover, low morale, and the emergence of a dysfunctional culture may all be indicators of poor leadership, whether at the department, division, national or corporate level. Between eight and ten KPIs is the maximum for each member of a leadership team. More than this and focus is lost and they become ineffective. There should be a healthy split between headline financial metrics, leadership & talent management ones, and KPIs that can provide early warnings of problems. However, senior management time is limited and executives (and those that support them with management information) need to do more in providing summary indicators that combine a number of factors into a single indicator. Competitor activity is a good example. For instance, if competitors dramatically increasing their advertising spend, drop their prices and/or up production, all will potentially affect marketshare and profitability. Major changes in these should definitely cause a big red light to flash immediately on a CEO s desk yet this is rarely the case. A big summary chart of data is certainly one way of presenting such information although no one but a data maniac will notice changes. A simple KPI that highlights causes for concern, and allows those concerned to drill down into the data, is better. Most businesses exclusively use internally-generated data for their KPIs typically financial and operational measures. Few use external data despite the importance of external factors (for instance competitor activity, input prices, exchange rates, brand reputation and market share) in setting and monitoring objectives. This lack of a link between external events and internal goals prevents businesses from being able to adapt their plans and strategy in a timely manner when important changes happen that undermine their ability to achieve key goals (for instance, if increased profitability is a key target, then new action will be needed to achieve this if important input prices unexpectedly rise). KEY PREDICTIVE INDICATORS: THE NEXT STEP FOR SENIOR MANAGEMENT KPIs 5
6 Other points to note The most notable absence from many leadership teams was the HR director. This probably explains the lack of employee engagement and leadership KPIs at many businesses. The absence of a senior HR professional from the leadership team often reflects previous experience of HR as an inhibitor rather than an enabler, for instance by implementing processes in an overly rigid manner. HR professionals who expect to join the senior leadership team (and there is certainly a need for them their given the importance of talent to a business) need to see the business through the eyes of the CEO and set out to ensure the business achieves its goals. The two most common problems we first encounter at large businesses we work with are data overload, often combined with scepticism towards the accuracy of much of it. The quality and credibility of data are essential and market-leading organisations we work with typically invest heavily in a supporting infrastructure to ensure management information is fast and accurate, often arriving in real-time. In the companies we reviewed for this report, the average CEO had nine key performance indicators. These not surprisingly had a strong focus on topline financial results counting for nearly a third of all CEOs KPIs. However, these are rear-view mirror measurements and are of little help in the day-to-day management of a business. Many CEOs in our sample also had a strong focus on marketing and PR targets (such as brand awareness, favourability targets and favourability amongst stakeholders). Many also watched the sales numbers closely. Many new CEOs want to make their mark with fast and prominent appointments to the leadership team, often bringing in close associates who they have worked with elsewhere. This can lead to problems, with the CEO having to carry the appointee and being unwilling either to have tough performance discussions or to remove them for fear of being seen to reverse a decision, damaging their credibility. Proper recruitment procedures should be followed at senior levels most of all to prevent buyer s remorse down the line. The failure of an executive to achieve particular targets should not by itself lead to arbitrary dismissal. They may be talented and failure may reflect an area being particularly challenging in the same way that other team members may be hitting their performance with ease because the targets were set too low! As always in management, the science needs to be balanced with experience and judgment good judgment based on sound facts is what great leadership is all about. 6 KEY PREDICTIVE INDICATORS: THE NEXT STEP FOR SENIOR MANAGEMENT KPIs
7 KPIs - Getting the data right Two of the most common problems we encounter in large businesses are data overload combined with scepticism towards the accuracy of much of it. Often management information comes in the form of a monthly reporting pack prepared by management accounts. These tend to be an inch thick and cover everything ad nauseam. Often the data is less than fresh. We ll discuss cutting this down to a manageable number later in this report. However, it does not matter what you measure if the data are not right, and achieving accuracy and consistency is vital. Businesses with integrated systems such as SAP should have no problems getting data that is consistent (although it is still worth double-checking!). However, the normal position, when we follow the audit trail of the data down from the CEO through the organisation, is that we find the name of a particular metric will change several times during the journey. More importantly, every time the name changes there will also be a variation in what it covers and how it is put together, making its reliability completely suspect! It should be possible for any piece of information to be traceable right from the CEO s KPI down through an unbroken chain to the person at the frontline whose actions go into it whether they sit in sales, on the shop floor or in a call centre. Our view is that, for any KPI to be of use to senior executives, the data must be immediate and accurate. Businesses should aim for the gathering and flow of vital management information to be analogous to the nervous system of our bodies. A change in the environment or a sensation at one extremity is immediately transmitted through to the brain so we can react. In the same that way our decisions will be poor and confused if our senses provide inaccurate or late information, so it is for businesses. The importance of accurate and timely information cannot be overestimated. In our observations, leading organizations invest heavily in a supporting infrastructure to ensure management information is fast and accurate, often arriving in real-time. If your organization does not have such information, then task number one is to ensure someone is going to make it happen as quickly as possible! KEY PREDICTIVE INDICATORS: THE NEXT STEP FOR SENIOR MANAGEMENT KPIs 7
8 CEOs key performance indicators In the companies we reviewed, the average CEO had nine key performance indicators they monitored closely to ensure they were achieving the important goals for the business s success. Not surprisingly, the CEOs in our sample had a strong focus on topline financial results counting for nearly a third of all KPIs. Gross profit, Ebitda (earnings before interest and taxes and depreciation and amortization have been subtracted) and net income were the most favoured, with few using return on investment. They also focused on cost control and cash management measures. After topline financial, many in our sample of CEOs had a strong focus on marketing and PR targets (such as brand awareness, favourability targets and favourability amongst stakeholders). Many also watched the sales numbers closely, probably for its ability to deliver an immediate warning of changes in revenue. Given the importance of people and leadership issues, the number of measures related to this is surprisingly low. Successful businesses require the right people, with leadership developing at all levels to ensure continuity and capabilities, aligned around the corporate goals. Our experience is that at really successful businesses the CEO will spend a fifth of their time on such issues. How they measure their success: CEOs key performance indicators CEO KPIs by area of focus (%) Average number per CEO 30% 18% 15% 14% 9% 8% 6% Type of KPI Financial topline Marketing/ PR Operations Sales People & leadership Management info & metrics Other If it s important, measure it (but what is important?) If your organization has accurate and timely data, a vision of where you want to get to and a strategy for getting there, you also need metrics to ensure you are on track. However, large businesses are complex organizations, with the CEO s attention being pulled in many different directions. How can the many things that need to be right for the business to succeed be boiled down into a few KPIs? Rather than trying to monitor everything, our recommended approach is for the leadership team to be rigorous about defining (in words) what success actually looks like. Time taken on this will enable them to identify the measurements needed to ensure they are on track. 8 KEY PREDICTIVE INDICATORS: THE NEXT STEP FOR SENIOR MANAGEMENT KPIs
9 We also recommend CEOs reverse this and ask themselves how would disaster manifest itself for instance would it be higher staff turnover, low utilisation, unprofitable pricing, high downtime or the late release of an important product. When looked at from this perspective, a whole different set of indicators emerges. We recommend that there are three particular areas for CEOs to be on top of: 1 The context of the business. This covers big strategic areas like politics and regulation, the Green Agenda, emerging markets and competitor activity. It is simply not enough for a CEO to think that if his business is run efficiently and profitably then it will be left alone indefinitely. The strike of a legislative pen or a mishandling of a public incident can wipe out whole markets for businesses that are not prepared. This is an area often over-looked by inexperienced CEOs, but it is very much one they need to monitor if they are not looking after the big picture, almost certainly no one else is in a position to do it! 2 People. Talent-management and leadership issues are critical. If you have the right people then you can grow fast. In our experience if a CEO is not spending 20% of his or her time on talent and leadership issues, then ambitious plans will almost certainly fail. However, our research finds that there are few leadership and talent KPIs used by businesses, although some businesses are rigorous in measuring employee engagement. 3 Lead not lag indicators: if you rely on backward-looking indicators, a business will already be in trouble by the time management knows about it. So lead indicators such as customer satisfaction, sales today and inventory turnover are important to alert management to impending problems. The lead indicators point is particularly important as there is a huge tendency for management teams to look at historic indicators (eg profitability over the last quarter). Instead, with KPIs executives should be looking for intelligence and looking for data that is telling them what is happening now, rather than accounting measures, which tend to report the result after the match has finished. Summary indicators to prevent data overload Often the right approach is for a number of different elements to be combined into one KPI. This needs careful handling, but there is no reason why, with modern systems, an executive cannot have a key predictive indicator combining a number of elements when one goes off track then a warning is flagged and the executive can drill down to investigate the problem. An example of this would be input costs in those sectors where raw material prices are key to delivering profitable sales. An indicator could include the cost of different key ingredients (perhaps energy, raw materials and transport costs). If one of these starts going up then profits will be squeezed and early action is needed whether an alternative supplier, efficiency gains or a reconsideration of the feasibility of the plan. KEY PREDICTIVE INDICATORS: THE NEXT STEP FOR SENIOR MANAGEMENT KPIs 9
10 Identifying the right KPIs for your strategy One of the big problems we find is the lack of a link between the measurements monitored and the corporate strategy KPIs used by the management team often have little relationship to what is important to deliver their strategy. We often find that business planning processes add to this. Many begin the year working on a five-year plan, midway through the year they start on their annual planning process and towards the end of the year they start putting KPIs in place. Because it is done sequentially at different times of the year, often by different people, there is a complete misalignment in the plans, priorities and eventual measurements. The hardest KPIs are often those that at first appear simple the delivery of a project by a certain time. It is easy for the business to say it has saved money by delaying projects for instance, by postponing a training programme there is a financial saving, and by leaving important leadership posts vacant the remuneration costs are avoided. However, this does not reflect the opportunity cost of things being late and progress delayed. Over-concentration on financial measures can hurt the business and measures need to show both sides. Our experience is that eight to ten KPIs is the right number for CEOs and other leadership team members to have each. Amongst these there should be a healthy split: A few headline outcomes KPIs should feature (typically from such ones as Ebitda, revenue, profit etc). There will be some operational ones around key areas of focus and specific projects. Predictive indicators that will give early warnings to problems sales pipeline, comparable sales and customer satisfaction fall into this category. As leadership development is so important, there should be at least one performance measurement capturing its effectiveness, such as having sufficient experienced managers coming through the ranks. KPI pitfalls Getting the wrong KPI can cause teams to create unintended and potentially harmful side effects as they set out in a single-minded manner to achieve it. This was demonstrated with deadly consequences at a British hospital where a published investigation highlighted how non-urgent cases were being prioritised over emergencies to make sure the maximum waiting time was not exceeded. In banks the bonus culture based on high rewards for revenue not only encouraged (and indeed rewarded) excessive risk-taking, it also created an extreme lack of loyalty at many institutions amongst their high-flyers. In one American business we assisted, the directors bonuses had previously been based on cash generated, so the KPI they followed particularly closely was the business s cash position and what steps could be taken to maximize it. This included reducing inventories by as much as possible. The consequence of this over-emphasis was that inventories became so low that sales commitments 10 KEY PREDICTIVE INDICATORS: THE NEXT STEP FOR SENIOR MANAGEMENT KPIs
11 could not be kept and customer waiting-time went up hurting the business financially and damaging its reputation with customers. To counteract KPIs having unintended side-effects, work should be done to create KPIs that are balanced and contain a number of items to pick up if an over-emphasis (or an under-emphasis) is having knock-on effects on other important areas. Who is on the leadership team? In our sample of 18 businesses, the CEO s leadership team typically contained an additional seven or eight executives (although the smallest team had only four including the CEO, while the largest was 14 strong). Core members were generally divisional heads and at least one additional executive with a strong operational focus, together with the chief financial officer. After these, the team generally included a mix from Marketing, Sales and HR, while other roles (such as Legal, Administrative and Public Affairs) appeared infrequently. The number of people on the team tends to represent the style of the CEO the more hands-on their style, the more direct reports they have. Fewer direct reports, perhaps with a core team of the COO, CFO and a couple of others indicates a CEO who wants to take a wider view and wants a buffer between him and the operational issues. The most notable absence from many leadership teams was the HR director. This often reflects past experience of the CEO of HR being an inhibitor rather than an enabler, for instance by implementing processes in a rigid manner. This may leave an important knowledge gap at the top, given the importance of people and talent in achieving success. We often see marketing and sales roles being separated on the leadership team. From our observations this can lead to alignment problems among these departments that should be working closely in support of each other. Average number, by role, on leadership teams CEO Division heads Operations Finance HR Marketing / PR Sales Legal & public affairs Administration Other KEY PREDICTIVE INDICATORS: THE NEXT STEP FOR SENIOR MANAGEMENT KPIs 11
12 Getting the leadership team right A hero CEO is not enough - getting the leadership team right is critical both in terms of creating a successful strategy and ensuring it is implemented. Indeed, in our experience the traits that stand out amongst really great CEOs is their ability to build great talent and harness it. But who should be on the leadership team? In theory the business strategy will dictate what the structure of the leadership team should be. The question then would be is the person in the role capable of fulfilling it so the strategy decides the structure, which decides the who. However, life is rarely that simple, with CEOs starting from a point where there is already a structure with all, or at least most, of the seats occupied. Our advice in these circumstances is to go as you are with the existing team creating a vision, since changing senior personnel often creates delay and more hiatus. Once your strategy is set, you are then able to answer the critical questions of: Who do I really need on the leadership team to implement the strategy? Is the person in the role the right person? Where the person is not right, the problems are usually along one of the following lines: The person is too inexperienced solutions include great coaching or ensuring they have a strong number two; The underperformers, who typically include: 1 those whose behaviours are blatantly wrong; 2 those who are too tired for the role; and 3 those corporate animals who make the right noises, although aren t doing the right things. The first are easy to spot, the second and especially the third are particularly dangerous especially where the CEO has a long-standing relationship with them and may be oblivious to, or overlyprotective of, their failings. This is where clear key performance indicators aligned to delivering the strategy are vital. For instance, if sales are falling and the sales director blames marketing and operational problems, who is responsible? We have encountered exactly this problem twice in recent years, and in both cases the CEO was astonished to find that the underperformance was in fact coming from a strong and experienced sales director who was living off past achievements. 12 KEY PREDICTIVE INDICATORS: THE NEXT STEP FOR SENIOR MANAGEMENT KPIs
13 Getting the right leadership team the pitfalls In our experience leadership teams that are underperforming often suffer from: 1 The roles are set in stone. Here someone is on the leadership team simply because that s the way it s always been regardless of the strategic need or the ability of this person to be on the team. The team has no bearing on what the business needs, and nor do the capabilities of the people on it. Alternatively: 2 Day one: change the world. The converse is that a new CEO arrives and wants to make their mark quickly with new appointments often close associates who they have worked with in the past. This can often be highly damaging through the wrong people being brought in. Problems include: Typically the CEO will not have tough performance discussions with such people. If the person is not performing, the CEO feels that their own credibility will be damaged if they have to reverse one of their early appointments (often having been made with a big fanfare). They end up having to carry the underperformer, to their own disadvantage. The associate brought in will look on the job as payback for past hard work. They see the job as their reward and coast towards retirement. Particularly where the new joiner has received shares, it can prove prohibitively expensive to get rid of them (and they know it!). Many people who have been successful in previous roles are not successful at making the next step up, and this is where KPIs can be of particular importance in highlighting who is and who isn t delivering, and allowing fact-based discussion and coaching. What if a director is failing to hit their KPIs The failure of someone to achieve a particular target should not by itself lead to arbitrary dismissal. They may be talented and failure may reflect that the area is particularly challenging at present in the same way that other team members may be hitting their performance with ease because the targets were set too low! When targets are not met, clear KPIs allow an open discussion of: 1 Is the strategy wrong? 2 If the strategy is right, is it the execution that is wrong? 3 If the execution is wrong, is this down to the leader? In which case you can quickly move into a coaching conversation based on data. As always in management issues, science needs to be balanced with experience and judgment but it is the balance that is important, and good judgment based on sound facts is what strong leadership is all about. KEY PREDICTIVE INDICATORS: THE NEXT STEP FOR SENIOR MANAGEMENT KPIs 13
14 Appendix 1 - How leadership team members KPIs compare Areas of focus for KPIs, by management role CEO Division heads Operations Finance HR Marketing / PR Sales Legal & public affairs Administration Other Financial topline HR Sales Operations Marketing/PR Management info & metrics Other Appendix 2 Average number of KPIs, by management role CEO Division heads Operations Finance HR Marketing / PR Sales Legal & public affairs Administration Other KEY PREDICTIVE INDICATORS: THE NEXT STEP FOR SENIOR MANAGEMENT KPIs
15 Appendix 3 - CEO s key performance indicators Type of KPI KPI category % of KPIs in this category Financial topline Profit targets 5 Income 5 Ebitda 4 Saving/cost targets (inc pay) 4 Other cash management 4 Debt management & capital raising 2 ROI 1 Creditor days/ aged debtors 1 Misc topline financial 4 People & leadership Employee satisfaction 2 Leadership development 1 Retention & turnover 1 Training & mentoring 1 Recruitment/reduction 1 Misc 3 Sales Sales totals 9 Price/spend 2 Sales pipeline 2 Misc 1 Operations Productivity & service levels 4 Inventory 2 Projects & planning 6 Marketing/PR PR/publicity/awards 5 New locations 4 Customer satisfaction 3 Brand 1 Marketshare 1 Alliances 1 Misc 1 New products 1 Internal financial management Perform ratios 5 Producing management info 2 Misc 1 CSR Sustainability 1 Governance 2 R&D 1 M&A 1 Other 4 KEY PREDICTIVE INDICATORS: THE NEXT STEP FOR SENIOR MANAGEMENT KPIs 15
16 A global business performance consultancy About McKinney Rogers McKinney Rogers is a global business consultancy with a proven track record for transforming performance. We are a team of highly experienced leaders who are passionate about delivering extraordinary results taking a unique approach to turning strategy into action by embedding clarity and alignment throughout the client organization. We do this through Mission Leadership, which is a combination of practical tools and technology that focus on behaviors, process and performance. Our ability to transform performance has been recognised by such global clients as Diageo, Pfizer, Wal-Mart and Thomson Reuters. UK Office (London) 23 Buckingham Gate London, SW1E 6LB Tel: +44 (0) Fax: +44 (0) US Office (New York) 444 Madison Avenue, 35th Floor New York, NY Tel: Fax: US Office (Bentonville) 813 SW Rain Tree Lane, Suite #3 Bentonville, AR Tel: +1 (479) Fax: +1 (479) Tokyo Office (Japan) Yoshida FG Bldg. 8F 3-17 Jinbo-cho Kanda Chiyoda-ku, Tokyo, Tel: +81 (0) Fax: +81 (03) Amsterdam Office World Trade Center, Tower B Strawinskylaan XX Amsterdam Tel: +31 (0) Fax: +31 (0) Kenya Office PO Box Nairobi, Kenya 1st Floor Norfolk Towers, Kijabe Street Tel: +254 (0) Fax: +254 (0) Barbados Office Woodland Great House, St George, Barbados, BB19130 Tel: Fax: +1 (246) McKinney Rogers London 23 Buckingham Gate London, SW1E 6LB Tel: +44 (0) Kuala Lumpur The Nomad Offices, The Gardens, Level 28, The Gardens South Tower, Mid Valley City, Lingkaran Syed Putra, Kuala Lumpur,Malaysia. Tel: Fax: /220 Brazil Alameda Safria 471 Santana De Parnaiba SP Brazil Tel: Produced by Kelso Consulting, PR Consultants Designed by Robert Kenward Design Photography Credits: All from Dreamstime.com. All business images Yuri_arcurs. Others: Page 1: Industry at night Eric Gevaert. Page 6: Adamgregor. Page 7: John Casey. Folders: Damir Bayburin. Page 8: Sebastian Kaulitzki. Page 9: Gudron. Page 10: Falcon stock. Page 12 Anton Gvozdikov. Copyright McKinney Rogers January 2010
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text:
Vector Challenge No. 1 by greasedupdeafguyWatch
©2008-2017 greasedupdeafguy
amazing... great job..
It's pwnage time
wow thats very polished. looks great. the gradient mesh is something i haven't got to grips with, i prefer to put two shapes of differing colour over eachother and blend with either 'specified steps' or 'smooth colour'. alt + ctrl + b is the shortcut. you probly know that but if you dont it'd prove helpful i'd say. great piece. very accomplished
yeah, i've done that too. for this piece, mesh was the only way to capture her shading style.
and again... ty for the comments
and again... ty for the comments
great job with the recreation -- awesome meshes!
you used gradient mesh for this?! rockin!
this is really amazingggg.
thank you, so was the headache it created....HAHA!
yes dolt, that is incredible. As I already said a whole bunch of times. ^^
And get this printed on hangings!!!! It would totally look cool.
(khaos, make him do another!)
And get this printed on hangings!!!! It would totally look cool.
(khaos, make him do another!)
cut that out... she may read this and make me do more!
hehe, that's the plan. I this style.
you are not this style. and stop encouraging her... she doesn't need the help (and i can't fight off 2 of you).
What's a vector?
it's a way of drawing on the computer that uses math instead of little dots... to keep it easy and short. the advantage is that you can resize it infinitely and the quality stays the same.
i hope that helps a little
i hope that helps a little
Very cool!

subset: commoncrawl


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anchev Retoucher
Ham HassanPhotographer Male Kuala Lumpur, Kuala Lumpur, Malaysia
My Website: https://www.facebook.com/harm.artMy MM URL: http://www.modelmayhem.com/hamhassan
Mayhem # 2825667
About MeHi.
Im new here..
Im doing freelance photography based in Kuala Lumpur, Malaysia. I have been involved in photography from 2009 till now. I started my photography as a hobby but now I am really interested in updating my works in photography and i hope to push up much more in lot of part in photography scene.
Now, i hope and want to make sure that my photography is improve from time to time with a lot of friends to help me and teach me more about photography. I registered to modelmayhem because to looking for models, photo editors & photographers from all over the world who willing to share & help me from their experience & so that its help me to improve my photography skills.
So that, please ask me for suggestion for any photoshoot. Im sure it will be fun for us!
Have you worked with Ham Hassan? Add Credits for Ham Hassan! >>
anchev Retoucher
Ammy Sykes Retoucher
freya shaari Model
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epicpictures Digital Artist
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Scott Pork Chomps Pepperoni Tw30 {bin-2}
Scott Pork Chomps Pepperoni Tw30 {bin-2}
Product Description
Pork Chomps® are tasty, chewy treats with the great taste of real pork skin in a rawhide chew. Softer to chew and easier to digest than traditional rawhide, Pork Chomps® Mini Twistz are made with 100% all-natural pork skin and are available in flavors your dog will love! Preferred by dogs 9-to-1 over rawhide alone, Pork Chomps® are the healthy alternative to beef rawhides. The softer pork texture makes Pork Chomps® easier to chew while the great pork flavor keeps your dog coming for more. The 100% all-natural pork skin is easier to chew & digest than beef rawhides making them a great choice for dogs with sensitive systems. Pork Chomps® satisfy your dog's instinctive need to chew while helping to clean teeth and reducing those scary instances where your dog might tear off and swallow a large chuck of a stiffer rawhide. The flavor runs through the chew but won't stain your carpet or furniture like many rawhide chews. Available in bacon, chicken, pepperoni & roasted pork flavors, Pork Chomps® may be the World's Most Perfect Chew!


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The Temple is the first location shown in the Dead Fantasy series, with Yuna being pursued and confronted by Ayane and Kasumi. As Rikku and Hitomi join the battle the temple's stone floor is destroyed, forcing the girls to fight atop of stone pillars before Team Dead or Alive knocks the Team Final Fantasy girls out of the temple where Tifa arrives to change the fight to Team Final Fantasy's favour.
This forced Ayane to perform the Art of the Raging Mountain God to destroy the temple and change the environment more to Team Dead or Alive's favour.
|Beach - Field - Lava River - Midgar Wasteland - Monastery - Temple - Tower - Warehouse


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So Long Babe MP3
NANCY SINATRA 1965 - So Long Babe (Hullabaloo) MP3
1er titre pour Nancy Sinatra composé par Lee Hazlewood.
Donna Summer Love To Love You Baby original long version (Disco 70s) MP3
Donna Summer Love To Love You Baby Original long version 1975, vocalist D. Summer, electronic music, Giorgio Moroder. Video produced by: oirad1962.
NANCY SINATRA so long babe 1965 MP3
Nancy Sinatra sings her hit "So Long Babe", another great hit taken from her album "Boots". This is the first hit by Nancy in USA, it picks number 86 from Hot 100 ...
Selena Gomez & The Scene - Love You Like A Love Song MP3
Get REVIVAL, out now: http://smarturl.it/sgrevival Get exclusive REVIVAL merchandise bundles: http://smarturl.it/sgrevivald2c Facebook ...
Love You Like A Love Song
Selena Gomez & The SceneIt's been said and done, Every beautiful thought's been already sung, And I guess right now here's another one, So your melody will play on and on, With the best of 'em You are beautiful, Like a dream come alive, incredible, A centerfold, miracle[...]
Nancy Sinatra - So Long, Babe (1965 USA) MP3
ULTRA LEGENDARY FANTASTIC VOCAL STYLE Meets EPIC POP SUNSHINE FOLK BEAT SOUND !!!!!!! Information for those interested to recover the original ...
The Mojomatics - How Long Babe? MP3
❤ 8 HOURS ❤ Lullabies for Babies to go to Sleep - Baby songs - Baby lullaby songs go to sleep MP3
Lullabies for babies to go to sleep in a massive 8 hour loop. Soft Lullaby baby songs and bedtime relaxing music for toddlers, children, newborns, kids. Get your ...
Nancy Sinatra - So Long Babe - 1965 MP3
Nancy Sinatra - So Long Babe - 1965.
Nancy Sinatra-So Long, Babe (1966) HD MP3
So Long Babe by Nancy Sinatra MP3
Nancy Sinatra on Hollywood A Go Go.... for research only? Yes, for educational use only in compliance with the Fair Use Act.
Love You Like A Love Song Baby - Selena Gomez (Lyrics) MP3
Disclaimer: All lyrics are property and copyright of their owners. Lyrics: [Verse 1] It's been said and done Every beautiful thought's been already sung And I guess ...
TWO HOURS of gentle lullabies for babies - Baby Sleep Music MP3
Put your children to sleep with hypnotic graphics, accompanied by gentle nursery rhymes played beautifully on the piano.
Let's Take A Long Walk ~ Gabe & Babe Vlog MP3
So this is our real life...hope you enjoy! We married August 20, 2011. Wedding Photos http://www.youtube.com/watch?v=Z0kxS2xSHl8 Honeymoon Photos ...
So Long, Babe MP3
Provided to YouTube by The Orchard Enterprises So Long, Babe · Nancy Sinatra Boots ℗ 2006 Boots Enterprises, Inc. Released on: 2006-04-25 ...
Long Tall Texans -- My Babe MP3
Long Tall Texans - My Babe (Little Walter Rockabilly Cover) MP3
From '' Sodbusters '' Label: Razor Records -- RAZ 23 Format: Vinyl, LP, Album Country: UK Released: 1987 Tracks A1 Poison Written-By - Denman A2 My Babe ...
Babe, It's Too Long Off MP3
Provided to YouTube by The Orchard Enterprises Babe, It's Too Long Off · Reginald R. Robinson Euphonic Sounds ℗ 1998 Delmark Records Released on: ...
Johnny Kahlua - So Long, Honey Babe MP3
Lyrics: By five o'clock in the mornin', I laid my hands to rest. The mockingbird sang so great, And the sun arose from the west. So long, So long, Honey babe.
Justin Bieber - One Less Lonely Girl MP3
Music video by Justin Bieber performing One Less Lonely Girl. (C) 2009 The Island Def Jam Music Group #VEVOCertified on December 27, 2010.
One Less Lonely Girl
Justin BieberAlright let's go There's gonna be one less lonely One less lonely girl One less lonely One less lonely There's gonna be one less lonely One less lonely girl One less lonely girl How many "I told you's" and "start over's" and shoulders have you cried on before? How many promises? Be honest, girl How many tears you let hit the floor? How many bags you packed Just to take them back? Tell me that how many "either or's"? But no more if you let me inside of your [...]
Busta Rhymes, Mariah Carey - I Know What You Want ft. Flipmode Squad MP3
Busta Rhymes' official music video for 'I Know What You Want' ft. Mariah Carey and The Flipmode Squad. Click to listen to Busta Rhymes on Spotify: ...
BABE Long ♥♥ Long BABE MP3
Nicht die Worte der Inhalt . Nicht das Alter Nicht die Schönheit Das Herz Der Geist Das Sein das Hier und jetzt Nennen wir es LIEBE ♥♥ Real .. Platonisch .
Justin Bieber - Baby ft. Ludacris MP3
Music video by Justin Bieber performing Baby feat. Ludacris. #VEVOCertified on April 25, 2010. http://www.youtube.com/vevocertified.
Justin BieberJustin Bieber Oh whoa Oh whoa Oh whoa You know you love me, I know you care Just shout whenever, and I'll be there You are my love, you are my heart And we would never ever ever be apart Are we an item? Girl, quit playing We're just friends, what are you saying? Say there's another and look right i[...]
Baby Vuvu aka Cutest Baby Song in the world - Everybody Dance Now - Full Version MP3
http://www.facebook.com/pages/Baby-Vuvu/208842279157765 Babu Vuvu - Everybody Dance Now - Full version! Such a cute Baby Song! More songs for kids, ...
I Got You Babe - Sonny and Cher Top of the Pops 1965 MP3
A great old classic... I Got You Babe Sonny and Cher Top of the Pops 1965.
Long Legs Babe and the Harley Nightster 1200 MP3
For more episodes of 101KGB Clint's Babes and Bikes visit: http://www.101kgb.com/pages/rideportalbabesandbikes.html The hottest Southern California bikini ...
Long John Baldry & The Hoochie Coochie Men - My Babe MP3
Babe Live Long night festival Beograd 30.3.2013 tri poslednje pesme MP3
Babe uzivo na Long night festivalu, Dom omladine, Beograd 30.3.2013 sala Amerikana. 3 poslednje pesme Ko me ter'o, Da te vidim golu i Noc bez sna.
Smoky Babe Long Way From Home MP3


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Scene Pictures
At Sketchy Sex, the hungry bottom needs yet more cock. He gets an overwhelming desire for cock and cum and cannot think about anything else. He knows where he can get it and as soon as one lad walks through the door, he's quick to suck out a load in his mouth. Still unsatisfied, Eli Hunter arrives to tag team his ass with the first dude and they spit roast the cum whore, giving him load after load and using the previous one for lube.


text: No recent wiki edits to this page. OriginThe Toad Men were launching an invasion of Earth using a form of magnetic technology to remove entire cities and bodies of water from the planet's surface. They kidnapped Bruce Banner to learn how advanced Earth is but when their conquest seemed imminent, Banner used a gamma ray device to reverse to polarity of the Toad Men's magnetic weapons and launch their fleet out of the solar system.CreationThe Tribitites were created by writer/editor Stan Lee and artist Jack Kirby and first appeared in "Enter the Toad Men" in 1962.Major Story ArcThe Toad Men were attempting to enslave The Hulk. Their species existed on a mechanical planet called Toadworld, built using technology stolen from the Kree, Skrull and other technologically advanced alien races. Toadworld required a large amount of slave labor to operate successfully. When the Toad Men learned of the Hulk's potential connection to the powerful entity known as the Shaper of Worlds, they forced him to attack the Shaper and return him to Toadworld to do their bidding. In order to make him comply, the Toad Men threatened the lives of Hulk's friends Jarella and Cracka-Jack Jackson but unknown to the Hulk, these were apparitions created by the Shaper. In his weakened state the Shaper was unable to maintain the apparitions, leading Hulk to go on a rampage that destroyed equipment essential to the planet's operation. Toadworld then spiraled out of orbit and into deep space.


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Lib Ed was formed in 1966 as the Libertarian Teachers Association. It now explores libertarian practice and ideas in education around the world, linking and supporting others with similar ideals, running a website and organising conferences....
Recent articles
Helping school students to discover their own interests
Jenifer Smith
Ken Hosey
An assessment of the problems faced by boys when the school leaving age was raised to sixteen in 1973, still all too familiar.
Andy Mattison
A reflection on the Plowden Report's recommendation that teachers should care tenderly for individuals.
Educating for Democracy in England and Finland.
Edited by Andrea Raiker and Matti Rautiainen
Reviewed by C V Pawsey
A new review of a book that has perhaps been neglected because of its misleadingly obscure title
A Catalogue of Damage
For twenty years or more I have been visiting schools described as democratic or progressive or free or child-centred and finding a huge variety of places that seemed to me to be excellent. Some had no lessons but many rules and others had many lessons but no rules, some were governed entirely by the school meetings of students and staff and others were owned by benevolent dictators, at some the staff offered courses and at others the students decided entirely for themselves ...
more >


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Experience enhanced control and sensitivity with this Pro Optical Gaming Mouse. This wired USB Gaming Mouse is designed for gaming performance. A powerful gaming-tuned optical sensor, fast response time, extra-large PTFE glide pads, and a high-mass scroll wheel put you in command. Seven programmable buttons put macros and other critical gaming functions just a click away. Instant DPI switching lets you toggle between high sensor resolution for fast motion, and low resolution for super-accurate aiming. And since serious gamers play for hours at a time, this Gaming Mouse has a comfortable right-handed design with textured and soft-touch surfaces.
Instant Real-Time Resolution Switching
Quickly adjust sensor resolution when you bounce between applications and games, and select the optimal sensitivity for each weapon. You can select three DPI values from 250/500/1000/1250/1500/2000/2500/3000 in order to meet the accuracy and speed you need in different games.
1000Hz Response Time
With the ability to respond to the slightest hand movement a thousand times a second, this mouse can keep up with the fastest players.
Customizable Illumination
With configurable LED lighting displaying 16 million discrete colors and a variety of active effects, you can customize your gaming mouse per your requirement.
Onboard Profile Storage
Save macros, DPI setting and programmable buttons directly to the mouse and take them with you when you play on other PCs.
Seven Programmable Buttons
Assign critical game functions for faster response and control.
Accurate Navigation
Professional gaming optical engine with 6400 FPS image processing speed, 60inches/s tracking speed and up to 1000 times per second USB polling rate, ensuring accurate tracking.
Extra-Large PTFE Glide Pads
Low friction with more contact surface area feels better and provides better control.
Comfortable for Hours of Gaming
The right-handed design has a soft-touch finish and a low-friction braided cable.
|Professional Optical Gaming Mouse
|250-3000 Adjustable DPI
|Image Processing
|Max. Speed
|60inch Per Second
|Max. Acceleration
|USB Report Rate
|1000 Times Per Second
|USB Data Format
|Working Current
|System Requirement
|Windows XP/Vista/7/8/10
|12L x 7.5W x 3.5H cm
|Package Included
|1 x Pro Optical Gaming Mouse
|Package Size
|18L x 11W x 5H cm
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Drew Brees 2001 victory rookie psa 10 non auto
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Brotherhood of Shinsei Ancestors do not watch over their own blood descendents, as monks are expected to remain celibate. They instead offer guidance to those of the Brotherhood who follow their beliefs. [1]
Amiku (4 Points) Edit
Those characters who take Amiku as an ancestor have lost the perception of oneness with all other things, but are attuned to the Void element. [2]
Basso (9 Points) Edit
Those Shinmaki monks who take Basso as an ancestor are able to gain true perception through their meditation, piercing the veil of illusions around them to see things as they truly are. He will abandon anyone who ever do not meditate for at least four hours each day and is not absolutely ascetic, forsaking all worldly pleasures and indulgences, even the most minor. [3]
Hido (3 Points) Edit
Those characters who take Hido as an ascentor are renowned for their careful examination of a situation before deciding on the truth. [4]
Kazemu (2 Points) Edit
Those characters who take Kazemu as an ancestor have a superior awareness. [5]
Mizumoto (7 Points) Edit
Those Questioner monk who take Mizumoto as an ancestor have a knack for thinking through problems and devising unique solutions, [6] and share his intellectual gifts. He will abandon anyone who ever voluntarily pass over a chance to learn about a new teaching, sect, or belief within the Brotherhood. [3]
Sakura (10 Points) Edit
Those Shintaoist monks who take Sakura as an ancestor are able to comprehend the world at a deeper level than others. She will abandon anyone who ever pass over a chance to share enlightenment or the ways of the Tao with others. [3]
Togashi Kaze (5 Points) Edit
Those Kaimetsu-uo monks who take Togashi Kaze as an ancestor learn some of his unarmed techniques and meditative abilities. He will abandon anyone who ever kill another human being with unarmed attacks. [3]
Tsukino (4 Points) Edit
Those characters who take Tsukino as ancestor have a stronger health in recognition of the importance of the overall health of the Empire. [7]


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Green Papaya Salad
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READY IN: 20mins
Recipe by JustJanS
I ate a lot of papaya salad on a recent trip to Thailand and it's been my wish to make it at home Food.com member Leggy Peggy arrived to stay a few days ago and brought with her a green papaya for me to make this. My son bought me the little Thai cooking book in Thailand on our holiday that this came from.
See Discussion:
Ingredients Nutrition
- 10 green chilies
- 5 garlic cloves
- 1⁄3 cup dried shrimp
- 1 1⁄2 tablespoons palm sugar
- 2 cups shredded papayas
- 1⁄2 cup shredded carrot
- 1⁄2 cup string bean, cut into 1 inch pieces
- 1⁄4 cup peanuts
- 1 tomatoes, cut into thin wedges
- 3 tablespoons lime juice
- 2 tablespoons fish sauce
Directions See How It's Made
- Using a mortar and pestle, crush the chili and garlic. Add the dried shrimps, continue crushing. Add the sugar and continue to pound. Add the remaining ingredients and pound lightly, mix well. Taste and adjust the seasoning-you are looking for a balance between sweet, spicy, salty and sour.


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Doesn't want to brush her teeth
Elise will not let me brush her teeth. She holds down her lips over her teeth or bites the toothbrush and doesn't let go! She also tries to bang hern head anywhere she can. I think she will get cavities soon?
Mark did the same but when I bought him his favorite character toothbrush, he started to brush his teeth every day.
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Birth: December 26
On Moms.com since: Dec 17, 2013