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8 Steps for Dealing With Angry Customer Complaints
I am not a morning person. I do, however, force myself out of bed a few mornings each week to engage in that terribly tedious goal called exercise. I am told I need it from time to time, and early mornings are about the only time I can fit into my schedule.
Because I am half asleep when engaged in this form of masochism, I use an interval timer on my iPhone that helps me stay focused. Recently, the app I use changed its entire interface with a new update. Although the new design was considerably more attractive, it had a major bug in that it no longer allowed me to run music concurrently with the app.
No music, no exercise.
In my tired distress, I found an email contact for the developer and fired off a rather irritable message notifying them of the bug. In hindsight, I probably did not need to take the tone I did, but it was the kindest I could muster after wasting precious time trying unsuccessfully to get the app to work.
I received a response that to my surprise was terse and assertive. The developer fired back that they were aware of and working on the issue, then went further to complain about taking my grievances to social media and iTunes rather than working with them to solve the problem.
For starters, I had not taken to iTunes or any social media to vent my frustration, but after researching, it was apparent that seemingly every other user did. Their misguided assumptions about my actions did not bother me, but I found it shocking that they clearly had not anticipated their loyal customers going to these measures after releasing a new version that was nowhere near ready.
What can can be learned from this?
Today, entrepreneurs need to understand that consumers have a voice, and a loud one at that. Social media is just one way to vent frustrations, but more aggressive consumers will take their grievances to sites such as Yelp, Foursquare, Google, Amazon and so on, which have tremendous influence over consumer purchases.
For this reason, it is important for entrepreneurs to develop a customer-complaint strategy, or as I call it, an "angry customer strategy." This strategy differs from a crisis-management strategy, which focuses on significant and often unforeseen problems that may threaten the very existence of the company.
Instead, an angry-customer strategy is a guide to tackling customer grievances quickly and effectively through the myriad of venues through which they can propagate. For starters, entrepreneurs need to fully understand and analyze the complaint.
1. Understand the magnitude.
Entrepreneurs should have an good idea of what customers complain about. Thinking about this ahead of time will help you identify the seriousness of a complaint and the course of action needed to correct it.
2. Understand the motive.
What does the customer want? Are they looking for a refund or exchange? Are they looking for an apology or simple to be heard? Understanding the desired outcome will help you craft your response.
3. Understand the impact.
You should approach all complaints with equal attention, but clearly some pose a much greater threat than others. Be certain to identify the greatest threats and prioritize resources appropriately. After you have an understanding of the issue, be prepared to handle the problem.
4. Do not let it linger.
Social media loves news. A problem or issue with your company can spread in a matter of hours, so you need a mechanism that allows you to respond to customer complaints in a timely manner. An auto response to emails is one way, but understand that comments on social media and other ratings companies need to be regularly monitored as well.
5. Seek first to console, then to remedy.
In most cases, complaints are fired off in the heat of the moment (like in the tiresome early hours at the gym). Most customers just want their grievance acknowledged, and with a little compassion and empathy, they can be cajoled from their irritable state.
6. Take the high road.
Some complaints are generated from customers who are chronically dissatisfied, seeking a freebie or have an ulterior motive, such asspecial-interest groups opposed to your company and products. If this is the case, it is best not to engage in an equally attacking tone, as it only fuel the fire behind the grievance.
7. Ask for cooperation.
When possible, engaging the customer and empowering them to take an active role resolving the problem could not only create a powerful ally, it could provide valuable feedback that could help you better fix the problem.
8. Ask for a positive review.
If you have satisfied the customer's concerns, do not be afraid to ask them to revise their negative review or ask for a positive one. Keep in mind that the worse they can do is decline, which leaves you no worse off.
Customer complaints these days do not fade away as they once did. Worse, they can go viral by being picked up through sites such as Reddit or Buzzfeed, or they can take on lives of their aown, such as when a United Airlines customer wrote a song about their experience with damaged luggage that was shared more than 10 million times.
In the case of the interval timer app, the developer ended up allowing me to test new beta versions and even implemented a few of my suggested changes. Although our initial correspondences did not go well, the developer recovered nicely and kept a loyal customer.
They have not, however, done anything to make getting up early any easier. I suppose I should not expect miracles.
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How McKinsey Lost Its Way in South Africa – a special report
The McKinsey & Company offices in Sandton, Johannesburg's financial center. In 2015, the consulting giant entered into a contract that turned out to be illegal.CreditGulshan Khan for The New York Times
JOHANNESBURG — The blackouts kept coming. The state-owned power company, Eskom, was on the verge of insolvency. Maintenance was being deferred. And a major boiler exploded, threatening the national grid.
McKinsey & Company, the godfather of management consulting, thought it could help, but was not sure that it should, according to people involved in the debate. The risk was huge. Could McKinsey fix the problems? Would it get paid? Would it be tainted by South Africa's rampant political corruption?
In late 2015, over objections from at least three influential McKinsey partners, the firm decided the risk was worth taking and signed on to what would become its biggest contract ever in Africa, with a potential value of $700 million.
It was also the biggest mistake in McKinsey's nine-decade history.
The contract turned out to be illegal, a violation of South African contracting law, with some of the payments channeled to an associate of an Indian-born family, the Guptas, at the center of a swirling corruption scandal. Then there was the lavish size of that payout. It did not take a Harvard Business School graduate to explain why South Africans might get angry seeing a wealthy American firm cart away so much public money in a country with the worst income inequality in the world and a youth unemployment rate over 50 percent.
And a bitter irony: While McKinsey's pay was supposed to be based entirely on its results, it is far from clear that the flailing power company is much better off than it was before.
The Eskom affair is now part of an expansive investigation by South African authorities into how the Guptas used their friendships with Jacob Zuma, then the country's president, and his son to manipulate and control state-owned enterprises for personal gain. International corruption watchdogs call it a case of "state capture." Lawmakers here call it a silent coup. It has already led to Mr. Zuma's ouster and a moment of reckoning for post-apartheid South Africa.
Yet despite extensive coverage of the scandal by the local news media, one question has remained largely unanswered: How did McKinsey, with its vast influence, impeccable research credentials and record of advising companies and governments on best practices, become entangled in such an untoward affair?
McKinsey admits errors in judgment while denying any illegality. Two senior partners, the firm says, bear most of the blame for what went wrong. But an investigation by The New York Times, including interviews with 16 current and former partners, found that the roots of the problem go deeper — to a changing corporate culture that opened the way for an aggressive push into more government consulting, as well as new methods of compensation. While the changes helped McKinsey nearly double in size over the last decade, they introduced more reputational risk.
The firm also missed warning signs about the possible involvement of the Guptas, and only belatedly realized the insufficiency of its risk management for state-owned companies. Supervisors who might have vetoed or modified the contract were not South African and lacked the local knowledge to sense trouble ahead. And having poorly vetted its subcontractor, McKinsey was less than forthcoming when asked to explain its role in the emerging scandal.
Since the Eskom disclosures, much of McKinsey's business in South Africa has evaporated. Mr. Barton has made six trips there to assess the damage and make amends, and McKinsey has asked its 2,000 global partners to repay South Africa, where it is under investigation.
Indeed, the harm to the McKinsey brand is more profound than the fallout from the epochal Galleon hedge fund case almost a decade ago, in which McKinsey's former managing director and a senior partner were convicted on charges related to insider trading. Neither man acted on behalf of McKinsey.
More broadly, the scandal in South Africa — which has ensnared several other overseas companies — underscores the risks that arise as governments increasingly turn over responsibilities to consultants who operate mostly in secret, with little or no public accountability.
McKinsey built its brand as the ubiquitous adviser to businesses great and small. But in recent years, it has created an increasingly powerful unseen presence as counselor to governments across the globe.
The extent of that global influence is difficult to evaluate because, as a matter of policy, the firm will not reveal clients or the advice it gives.
Even so, by examining government records, along with McKinsey publications and other company documents, The Times found that the firm shapes everything from education, transportation, energy and medical care to the restructuring of economies and the fighting of wars.
McKinsey's clients include sovereign wealth funds worth more than a trillion dollars, as well as what one marketing brochure describes as "defense ministries, military forces, police forces and justice ministries in 15 countries," where the company consults on such matters as the maintenance and support of "armored personnel carriers; minesweepers, destroyers and submarines; and fast jets and transport aircraft."
McKinsey "is a hidden, unaccountable power that has a prestigious face," said Janine R. Wedel, a professor at George Mason University who has written extensively on what she calls "the shadow elite." She added, "Think of them as a repository of the most intimate information that governments and others have, from what they are investing in to who wields influence."
McKinsey refused to work in South Africa until it embraced democracy in the mid-1990s, but records show that it consults for many authoritarian governments, including the world's mightiest, China, to a degree unheard of for a foreign company. Late last year, two McKinsey partners spoke at a meeting of the state-controlled conglomerate China Merchants Group that focused on carrying out Communist Party directives. McKinsey is also advising the Saudi crown prince, Mohammed bin Salman, as he seeks to make its economy less reliant on oil.
While confidentiality is necessary in private business, it can become problematic when public money is involved, as in South Africa, or for that matter in the United States, where McKinsey has advised more than 40 federal agencies, including the Federal Bureau of Investigation, the Central Intelligence Agency, the Defense Department and the Food and Drug Administration.
Since President Trump took office, McKinsey has greatly expanded consulting for Immigration and Customs Enforcement through that agency's office of "detention, compliance and removals." Their contracts with the agency exceed $20 million. Asked about those contracts, a McKinsey spokesman said the company's work focused primarily on administration and organization and was unconnected to immigration policy, including the separation of children and parents at the border.
Certainly, consulting firms other than McKinsey keep client lists confidential and work for authoritarian governments. And McKinsey has undeniably been a force for good, through its pro bono work and by helping many organizations become more efficient engines of economic growth. As for the quality of people McKinsey hires, many have gone on to run some of the world's biggest and most successful companies.
The Firm Rewrites the Rules
In 2012, a new class of recruits — the worker bees in McKinsey's hive — settled in at its office in Sandton, Johannesburg's financial center, often called the richest square mile in Africa. They were part of a notably diverse group. Given South Africa's historic battle against apartheid, it was a point of pride at McKinsey that more than 60 percent of the office's 250 employees were black South Africans. Many described their work as a calling, an opportunity to make a difference in a young and still-struggling democracy.
Years earlier, McKinsey's South African partners had decided that to be relevant, they had to embrace the public sector, because of its outsize role in South Africa's economy. But a South African government weakened by corruption also represented a risk to McKinsey's sterling reputation — a reputation forged by its founder, a math whiz from the Ozarks named James O. McKinsey, and nurtured by his disciple and successor, Marvin Bower.
Over the decades, the firm — that's what it calls itself — became confidant to chief executives and presidents, simultaneously the secret-keeper of corporate America and its most effective evangelist, preaching the McKinsey way to companies across the globe.
In 1952, McKinsey helped the incoming President Dwight D. Eisenhower staff his new administration. Later it helped to set up NASA, and helped to invent the Universal Product Code — the bar code. The company was instrumental in Wall Street's rise as a dominant force in the economy, providing SWAT teams of brainpower to help Merrill Lynch, Citigroup and countless other financial companies adapt and move into new markets.
There came to be a not entirely hyperbolic narrative of McKinsey's preordained white-shoe path through the world — the Harvard Business School recruit turned McKinsey consultant turned rising corporate titan. And few companies have a better track record of producing them: Louis V. Gerstner Jr., who oversaw I.B.M.'s turnaround in 1990s, is a McKinsey veteran. So is Sheryl Sandberg of Facebook, and Google's chief executive, Sundar Pichai.
"So pervasive is the firm's influence today that it is hard to imagine the place of business in the world without McKinsey," wrote Duff McDonald, author of "The Firm," a 2013 book about the company.
McKinsey has had its share of bad publicity, but much of it has focused on people who have already left.
One very public flap emerged in the summer of 1970, when The Times (also a McKinsey client over many decades) published front-page articles detailing an explosion in consulting fees paid out by New York City. At the center of the controversy was a young McKinsey partner, acting as an unpaid official in the city's budget bureau even as the city was spending taxpayer dollars on contracts with the firm.
It looked bad. And while McKinsey was cleared of wrongdoing, the experience helped steer the company away from government work, avoiding the publicity, the ethical quandaries and the generally lower fees that came with public contracts.
But if McKinsey had learned a lesson, it soon began to unlearn it.
By the early 2000s, McKinsey re-entered the public sphere in a major way — and now government contracts and work with state-owned companies make up 16 percent of the firm's revenues.
There was another lesson being unlearned as well: Work for a fixed fee.
In the late 1980s, an up-and-coming partner in McKinsey's energy practice, Jeffrey K. Skilling, had been part of a committee considering whether payment should be based on delivered results, such as reduced costs.
As Mr. Skilling told the journalist Anita Raghavan, the panel concluded it would not work, because getting paid based on impact, for example, could give McKinsey an incentive to tell clients to reduce costs even if it was not in their interest. Doing that, Mr. Skilling said, "could destroy" the firm.
Mr. Skilling — who would become Enron's chief executive and end up in federal prison after its vast accounting fraud was revealed — saw the ethical trap. A future generation of McKinsey partners came to a different conclusion.
Starting around 2001 or 2002, McKinsey again began to rethink its fee-for-service rule. Its competitors were already changing over. After years of deliberation and study, the firm agreed in 2011 to allow "at risk" contracts alongside its traditional fee structure.
"There's been client demand for that, clients saying we like that approach," Mr. Barton said. "If you don't get the results you want, then don't pay us."
With this new pay policy and avid embrace of government work, the firm's South African partners had been handed a seductive vision of the future. Some of McKinsey's young associates in Johannesburg would end up on the ill-fated Eskom deal. But first, there was an ambitious project at the state-owned rail and port agency, Transnet.
'Trying to Play God'
McKinsey had worked with Transnet since 2005, embedding itself so deeply that one board member wondered how the agency could ever oust the consultants should the need arise. Still, Transnet remained an underachiever, its ports inadequate, its freight rail system moribund.
Then, in February 2011, Transnet got a new chief executive, Brian Molefe, who had been running the country's public pension fund.
His tenure began with controversy. The South African media had already linked him to the Guptas, a family led by three brothers who arrived in South Africa a quarter-century ago and became ostentatiously wealthy through a web of businesses, once commandeering an air force base to fly in wedding guests from India.
McKinsey and Mr. Molefe set out to revitalize the agency by buying as many as 1,064 new locomotives in what would be the biggest government procurement in South African history. But McKinsey would have to take on a subcontractor, under a South African law requiring companies that worked with state-owned enterprises to have black-owned partners.
According to prosecutors, the Guptas saw these black-empowerment companies as a way to empower themselves, and state-owned companies like Transnet became willing accomplices. Transnet steered McKinsey toward working with a company, Regiments, owned in part by a businessman linked to the Guptas.
But weeks before the winning bidders were announced, McKinsey bowed out, saying the process was moving too quickly.
As it turned out, Transet agreed to pay about $1 billion more than the agreed-upon price for the locomotives. And, as leaked documents published last year in the local media revealed, one of the winning bidders, a state-owned Chinese company, paid more than $100 million to shell companies tied to another Gupta associate, Salim Essa.
Although it is unclear what, if anything, Mr. Molefe knew about those payments, he left Transnet to search for a new challenge. He found it in 2015 as the chief executive at Eskom.
The power company had long been the public's favorite punching bag, notorious for its high rates, sputtering from one crisis to the next. Officials worried about getting enough coal, about delaying maintenance to keep electricity flowing. During the World Cup in 2010, Eskom feared that the lights might go out at any moment with the whole world watching.
To address Eskom's financial troubles, McKinsey and Eskom drew up an audacious new reorganization plan.
McKinsey's team leader on the project was a popular partner, Vikas Sagar, a stylish, Porsche-driving fitness buff in his 40s, known for hugging colleagues when the spirit moved him and fiercely charting his own course. He was assisted by Alexander Weiss, a serious reverse image of Mr. Sagar, who thought little of commuting between his home in Germany and Johannesburg.
McKinsey's proposal appeared perfect for a company in desperate financial straits. Eskom would pay only if the plan produced savings. Then the consultancy would get a percentage. All the risk, ostensibly, would be McKinsey's, since it might spend heavily but get nothing in the end.
Yet for all the upside, the proposal had a Trojan-horse quality: Eskom would hire McKinsey not knowing what the final bill would be.
The plan left several McKinsey partners uneasy. Could Eskom absorb and apply McKinsey's recommendations? And how would a contract with an anticipated payout in the hundreds of millions of dollars be received by South Africans? Also troubling was the fact that McKinsey had won the contract without competitive bidding.
"You are betting the office," one former partner recalled warning colleagues. If the final payout became public, that official added, "You are going to be slaughtered just for the size."
The contract's structure — with the risks it posed for McKinsey — was not universally embraced, either. "Trying to do a 100 percent at-risk contract at Eskom is trying to play God," a former partner said. "You are really guaranteeing that I can turn around everything, no problem." To accomplish that, McKinsey might need more political clout and expertise than it could deliver.
Most of McKinsey's current or former partners who spoke to The Times requested anonymity because they were not authorized to speak to the media. McKinsey did provide several partners for interviews on the condition that their names not be used. Mr. Sagar did not respond to repeated messages seeking an interview, and Mr. Weiss declined to speak to The Times.
Concerns notwithstanding, the prospect of a big payday made the contract popular not only in Johannesburg but throughout McKinsey's global empire. Supporters included two senior partners with oversight in energy and power: Yermolai Solzhenitsyn, the novelist Aleksandr Solzhenitsyn's eldest son, in Moscow, and Thomas Vahlenkamp in Düsseldorf, Germany. Both declined to be interviewed.
In the end, Mr. Sagar and his allies carried the day.
In situations like these, risk managers are supposed to serve as corporate lifeguards, ready to whistle back dealmakers if they expose the company to unnecessary legal and reputational peril. Yet the Eskom contract was approved with less scrutiny than regular public contracts. That was because state-owned enterprises were treated as private corporations, where reviews focused on commercial viability, not political risk.
Had McKinsey vetted the Eskom contract properly, it might have spared itself some of the grief to come. The contract, it turned out, was illegal: The power company had failed to get a government waiver from the standard fee-for-service payment, despite assuring McKinsey that it had done so.
"For the scale of the fee, they were prepared to throw caution to the wind, and maybe because they thought they couldn't be touched," said David Lewis, executive director of Corruption Watch, a local advocacy group.
A Mystery Partner Is Unmasked
If McKinsey fell short in vetting the Eskom contract, the same could be said about the scrutiny of its minority partner, a company called Trillian Management Consulting.
McKinsey's putative marriage to Trillian produced its first awkward moments when its chief executive, Bianca Goodson, showed up angry at the consultancy's Sandton headquarters on a January evening in 2016. Under McKinsey's agreement with Eskom, Ms. Goodson's company was supposed to provide consulting support, but with only two employees was unsure how to do that.
Feeling ignored and marginalized, Ms. Goodson planned to raise her concerns at a meeting of McKinsey partners. Four hours in, she got her chance. But before she could finish, Ms. Goodson wrote in an account later submitted to Parliament, a McKinsey team leader abruptly left the room, another partner said not to worry too much about work because she would still get her financial cut, and another made "whipping sounds and gestures," an apparent inside joke, prompting laughter among the partners.
Ms. Goodson left more disillusioned than before she arrived. Two months later, she resigned.
During the internal debate over the Eskom deal, several partners had questioned whether McKinsey knew enough about who precisely was behind Trillian. Now rumors began reaching the McKinsey office that Trillian Management and its parent company, Trillian Capital, might have ties to the Gupta family.
McKinsey knew little about Trillian — a new company, with no track record, that had broken off from McKinsey's previous minority partner, Regiments, after a business dispute. What's more, Trillian had refused McKinsey's requests to divulge its ownership.
Even so, McKinsey chose to kick the can down the road and continue working. What McKinsey did not yet know was that Eskom's chief executive, Mr. Molefe, had placed dozens of phone calls to one of the Gupta brothers during and after contract negotiations.
An influential senior partner in Johannesburg, David Fine, had grown increasingly uneasy about Trillian, according to his testimony to Parliament. One source of concern: Over the objections of two senior partners, McKinsey's team leader, Mr. Sagar, had been meeting with Eskom and Trillian without any other McKinsey officials present.
Eventually McKinsey hired a private investigative firm to dig into Trillian's background. When that did not produce any definitive leads, Mr. Fine began running internet searches on companies named Trillian and found the name "S. Essa" listed as a director. Weeks later, the South African media revealed the majority owner of Trillian as none other than Salim Essa, the Gupta associate whose shell companies had received more than $100 million in the locomotive deal.
On March 30, 2016, McKinsey told Eskom in writing that it was severing its ties to Trillian. But while McKinsey had finally taken a stand, it quietly undercut that decision by continuing to work alongside Trillian — independently, rather than as a subcontractor.
To the consternation of some McKinsey partners, that arrangement continued until the end of June 2016. With the local media revealing ever more of the Gupta family's influence, Eskom — not McKinsey — prematurely terminated the contract. Mr. Molefe resigned that November. Mr. Molefe did not respond to requests for comment for this article; a lawyer for the Guptas declined to comment.
The abbreviated tab for barely eight months of work: nearly $100 million, with close to 40 percent going to Trillian.
In the United States, with an economy over 50 times as big as South Africa's, a contract that size might have gone unnoticed. But in South Africa, millions of dollars flowing out of a struggling public utility and into the pockets of consultants driving Porsches and Ferraris created an unsavory image that required a response.
Yet McKinsey kept quiet, one of many decisions the firm would come to regret.
A Surge of Public Scrutiny
Late the next year, South Africa's National Prosecuting Authority would deliver a stinging summation of the Eskom case. McKinsey, the prosecutors would allege, had been instrumental "in creating a veil of legitimacy to what was otherwise a nonexistent, unlawful arrangement." That arrangement, in turn, allowed a company controlled by the Gupta associate, Mr. Essa, to profit.
That conclusion was based in part on a letter obtained by a widely respected human-rights advocate, Geoff Budlender, who had been asked to investigate Trillian, including its ties to McKinsey. For the first time, McKinsey was being publicly held to account.
Mr. Budlender asked to interview McKinsey but was told to put his questions in writing, which he did. In response to one question, McKinsey denied working "on any projects" with Trillian, as either a subcontractor or a black-empowerment partner.
With his trap laid, Mr. Budlender pounced. He attached a Feb. 9, 2016, letter from the McKinsey team leader, Mr. Sagar, to Eskom. "As you know," Mr. Sagar had written, "McKinsey has subcontracted a portion of the services to be performed" to Trillian. The letter went further and authorized Eskom to pay Trillian directly, rather than through McKinsey, as was customary for a subcontractor.
Asked to explain the conflicting answers, a McKinsey lawyer, Benedict Phiri, took weeks to respond, saying he needed to speak with his colleagues. Finally, he wrote that, given ongoing legal disputes, it was "inappropriate" to comment.
Mr. Budlender concluded that McKinsey's denial was false. "I have to say that I find this inexplicable, particularly having regard to the fact that McKinsey presents itself as an international leader in management consulting and given the widespread public interest in this matter," he wrote.
In the interview with The Times, the McKinsey managing partner, Mr. Barton, said the office leadership in Johannesburg had been unaware of Mr. Sagar's letter, and had only learned of it from Mr. Budlender. But three current or former McKinsey partners told The Times that Mr. Sagar's German colleague, Mr. Weiss, and the firm's lawyer, Mr. Phiri, also knew of the letter.
McKinsey's lawyers said that the letter should never have been sent. Even so, they said, the authorization to pay Trillian referred to another, much smaller contract, and it was predicated on Trillian's meeting certain conditions.
In late 2017, a parliamentary committee began calling witnesses as part of its own investigation of state capture. One witness was Ms. Goodson, the former Trillian executive, who said she had been told soon after being hired that Mr. Essa owned Trillian. She also testified about meeting Mr. Sagar and Mr. Essa in Melrose Arch, a wealthy enclave with high-end retail and sidewalk dining where deals are made.
McKinsey sent Mr. Fine, who withstood nearly four hours of questioning. He addressed criticism head on, beginning with the size of the contract. "We should have absolutely had a fee structure that was capped," he said.
Mr. Fine, who had no role in the Eskom contract, said he had been assured that Eskom did derive measurable benefits from McKinsey's consulting. Yet his comments betrayed an element of doubt. As a native South African, he said, he couldn't help asking himself, "If these benefits were there, why then has the price of electricity gone up and has the liquidity position of Eskom deteriorated?"
Mr. Barton, in his interview with The Times, insisted that his firm helped Eskom solve important problems. He expressed frustration at the overarching narrative that McKinsey took money for little work. "There was real work being done," he said.
Grieve Chelwa, an economics lecturer at the University of Cape Town, said in an interview that McKinsey's top ranks in South Africa were overwhelmingly filled by Europeans who "may not have had the political antennae" to pick up potential problems.
"The less charitable interpretation is that they knew," said Dr. Chelwa, until recently a fellow at Harvard's Center for African Studies. "They made a risk calculation that we know what is going on or we have an idea what is going on, but then there is 1.6 billion rand to make, and what is the probability that all this falls in our faces? They made that kind of calculation and they said, 'O.K., the risk is worth doing,' and they did it."
Hard Lessons Learned
It is a risk McKinsey now regrets taking.
The advocacy group Corruption Watch referred the firm's conduct to the United States Justice Department for possible violations of the Foreign Corrupt Practices Act. McKinsey declined to say whether federal investigators had contacted the firm; the Justice Department declined to comment. The National Prosecuting Authority in South Africa has frozen the proceeds of the Eskom contract, pending the completion of the government's investigation. And several banks and corporations, including the South African arm of Coca-Cola, have said they will not do business with McKinsey until investigations are concluded.
McKinsey vehemently denies breaking any laws, and says that this view has been validated by a monthslong internal inquiry involving more than 50 lawyers reviewing millions of documents and emails.
The firm does admit mistakes. McKinsey will now give state-owned companies the same scrutiny it would government agencies or ministries. That policy may have a major impact in China, where McKinsey has advised at least 19 of the biggest state-owned companies as well as the country's powerful planning agency.
In a statement, McKinsey said that it was "not careful enough about who we associated with," that it should not have worked alongside Trillian after cutting its ties and that it did not communicate properly with Mr. Budlender. "We are embarrassed by these failings, and we apologize to the people of South Africa, our clients, our colleagues and our alumni, who rightly expect more of our firm."
At the end of June, Mr. Barton, 55, will step down as previously planned. McKinsey's nearly 600 senior partners voted to replace Mr. Barton with Kevin Sneader, a British citizen. Last weekend, as The Times was preparing this article after weeks of questioning McKinsey about its secretive culture, The Financial Times published an interview with Mr. Sneader, who said the firm could no longer "hide from the outside world."
Mr. Sagar has left the firm with his full benefits in place. Mr. Weiss has been sanctioned, though McKinsey declined to say what that involved. The firm's Johannesburg lawyer, Mr. Phiri, resigned, and the head of McKinsey's Africa practice was transferred to Hong Kong.
Mr. Fine, who now leads McKinsey's worldwide public-sector practice in London, cast the fallout from Eskom in personal terms. "I have seen the anger and disappointment in my clients' eyes," he told the South African Parliament. He added, "I've experienced rejection from people that I really love and trust, and that's been hard.
Walt Bogdanich reported from Johannesburg, and Michael Forsythe from New York. Reporting was contributed by Agustin Armendariz, Grace Ashford, Audrey Jiajia Li, Caterina Barbera, Eileen Grench, Bridget Hickey, Natasha Rodriguez and Anneke Ball Schnell in New York.
Google has been increasing its presence in China in recent times, and today it has continued that push by agreeing to a strategic partnership with e-commerce firm JD.com, which will see Google purchase $550 million worth of shares in the Chinese firm.
Google has made investments in China, released products there and opened offices that include an AI hub, but now it is working with JD.com largely outside of China. In a joint release, the companies said they would "collaborate on a range of strategic initiatives, including joint development of retail solutions" in Europe, the U.S. and Southeast Asia.
The goal here is to merge JD.com's experience and technology in supply chain and logistics — in China, it has opened warehouses that use robots rather than workers — with Google's customer reach, data and marketing to produce new kinds of online retail.
Initially, that will see the duo team up to offer JD.com products for sale on the Google Shopping platform across the word, but it seems clear that the companies have other collaborations in mind for the future.
JD.com is valued at around $60 billion, based on its NASDAQ share price, and the company has partnerships with the likes of Walmart and it has invested heavily in automated warehouse technology, drones and other "next-generation" retail and logistics.
The move for a distribution platform like Google to back a service provider like JD.com is interesting since the company, through search and advertising, has relationships with a range of e-commerce firms, including JD.com's arch rival Alibaba.
But it is a sign of the times for Google, which has already developed relationships with JD.com and its biggest backer Tencent, the $500 billion Chinese internet giant. All three companies have backed Go-Jek, the ride-hailing challenger in Southeast Asia, while Tencent and Google previously inked a patent-sharing partnership and have co-invested in startups such as Chinese AI startup XtalPi.
Source: Tech Crunch.
Google today is introducing a new standalone podcast app for Android. The app, called simply Google Podcasts, will use Google's recommendation algorithms in an effort to connect people with shows they might enjoy based on their listening habits. While podcasts have previously been available on Android through Google Play Music and third-party apps, Google says the company expects Podcasts to bring the form to hundreds of millions of new listeners around the world. (Google Listen, an early effort to build what was then called a "podcatcher" for Android, was killed off in 2012.)
"There's still tons of room for growth when it comes to podcast listening," said Zack Reneau-Wedeen, product manager on the app. Creating a native first-party Android app for podcasts "could as much as double worldwide listenership of podcasts overall," he said.
Google Podcasts will look familiar to anyone who has used a podcast app before. It lets you search for new podcasts, download them, and play them at your convenience. More than 2 million podcasts will be available on the app on launch day, Google says, including "all of the ones you've heard of."
Open the app, and a section called "For you" shows you new episodes of shows you've subscribed to, episodes you've been listening to but haven't finished, and a list of your downloaded episodes. Scroll down, and you'll see top and trending podcasts, both in general and by category. The podcast player has fewer fine-grained controls than you might be used to from apps like Overcast. You can't customize the skip buttons or create playlists of podcasts to listen to, for example.
The Podcasts app is integrated with Google Assistant, meaning you can search for and play podcasts wherever you have Assistant enabled. The company will sync your place in a podcast across all Google products, so if you listen to half a podcast on your way home from work, you can resume it on your Google Home once you're back at the house.
In the coming months, Google plans to add a suite of features to Podcasts that are powered by artificial intelligence. One feature will add closed captions to your podcast, so you can read along as you listen. It's a feature that could be useful to people who are hard of hearing or for anyone who is listening in a noisy environment. (I usually miss a few minutes of the podcasts I listen to every day, thanks to a noisy subway ride.)
Closed captions also mean that you'll be able to skip ahead to see what's coming up later in a show. Eventually, you'll be able to read real-time live transcriptions in the language of your choice, letting you "listen" to a podcast even if you don't speak the same tongue as the host.
Google also wants to expand the number of people making podcasts. The company's research showed that only one-quarter of podcast hosts are female, and even fewer are people of color. In an effort to diversify the field, Google formed an independent advisory board that will consider ways to promote podcast production outside of the handful of major metropolitan areas in the United States that currently dominate the field.
Google will not pay any creators to make podcasts directly, the company said, but it will likely explore ways of giving podcasts from underrepresented creators extra promotion. It's also examining ways to make recording equipment more accessible to people who can't afford it.
If you already listen to podcasts on Google Play Music, nothing will change today. But the company made it clear that it plans to focus its future efforts around podcasting in the standalone app.
The Android app can be downloaded here. There are currently no plans for an iOS app.


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I found another great website. Babyhopes.com. It looks like they only sell HPT's but if you look to the right under Articles, there's a bunch of useful information. There is also an ovulation calendar where you can put in your last period and it will tell you when you should be ovulating & your peak time. Good luck everyone!
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Vision and Mission
Advisory Board
Research and Development
Vision and Mission
Advisory Board
Research and Development
Chronic wounds are a major global health problem. 1-2% of the general population are affected, and the incidence is likely to increase due to the aging population and the rising prevalence of metabolic diseases. The market potential for wound care products is estimated at more than 18 billion $ in 2021.
There is a high medical need for novel and more efficient therapies for chronic, non-healing wounds.
We focus on a new systems-biology driven translational drug discovery approach for the therapy of chronic wounds. Our unique entry point takes advantage of the fact that the pathogenic drivers of wound chronicity are contained in patient material. Using patient samples we have established and patented novel assay systems which we use for compound screening, profiling and developing devices for personalized medicine.
Poster Presentations at International Meetings
Dörfler P, Stütz A, Wolff-Winiski B
Effect of exogenous platelet-derived growth factor on proliferation of human fibroblasts in the presence of human wound exudates
International Investigative Dermatology (IID) Meeting, Orlando, FL, 2018
Dörfler P, Bauer W, Görge T, Luger T, Rappersberger K, Stingl G, Stockinger T, Stütz A, Wolff-Winiski B
Comparative analysis of cytokines, proteases and growth factors in human wound exudates obtained by vacuum therapy
Meeting of the European Society of Dermatological Research (ESDR), Salzburg,Austria, 2017
(c) 2016 Akribes Biomedical GmbH, www.akribes-biomedical.at


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What is God? It is only a subject that has inspired some of the finest writing in the history of Western civilization—and yet the first two pages of Google results for the question are comprised almost entirely of Sweet'N Low evangelical proselytizing to the unconverted.
Tags » Spinoza
The Google Search for God
Part 1: an old man finds his creed finally
Many years ago my then wife announced apropos of nothing at dinner with my parents that I was an atheist. I was the most surprised person at the table because I had never applied that label to myself, always holding that to define beliefs by what you didn't believe was a bit spurious. 1,128 more words
Dialectical Spiritualism: the Synthetic Elegance of Pantheism -- The Pez King Blog #5
"Theism was the thesis. Atheism was the antithesis. Pantheism is the synthesis."
I am not a fan of catch phrases and avoid using them at most reasonable costs.736 more words
Writing on Flags
Writing on flags is an underrated pastime. The American flag lends itself to sloganizing, owing to its college-ruled design; and the experience can be philosophical and meditative. 102 more words
yirmiyahu yovel
Yirmiyahu Yovel, who taught philosophy at the New School from 1994 to 2010, died on June 10th. Yovel was born in Haifa, Palestine (British mandate) in 1935 and was educated at the Hebrew University of Jerusalem (PhD 1968), the Sorbonne, and Princeton. 162 more words
Spinoza's puzzling attributes
By Richard Mather
Spinoza's theory of the attributes is perhaps the most tricky aspect of his ontology. The attributes play a crucial role in Spinoza's Ethica, ordine geometrico demonstrata, otherwise known as Ethics. 1,756 more words
The Mind-body Problem, part IV
This is the last part of our freestyle excursion through John Heil's fine essay. See Part I for some introductory remarks.
Philosophers with physicalist leanings are not as ready to throw in the towel on mental causation as David Chalmers and Jaegwon Kim are. 1,819 more words


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2014 14 HYUNDAI I20 1.2 ACTIVE 5d 84 BHPFULL SERVICE HISTORY, ONLY 2 OWNERS, LONG M.O.T ,£30 ROAD TAX,
- 46554 miles
- £0.00 6m Tax
- 114 CO² (g/km)
- Petrol
- £30.00 12m Tax
- Manual
- 57.6 Avg. MPG
- Ins. Group: 5
- 46554 miles
- £0.00 6m Tax
- 114 CO² (g/km)
- Petrol
- £30.00 12m Tax
- Manual
- 57.6 Avg. MPG
- Ins. Group: 5
- Details
- Features
- Finance
- Gallery
- Price£5,750
- Fuel TypePetrol
- Body StyleHatchback
- Engine Size1248
- Number of Doors5
- Exterior ColourBlue
- Registered2014
- TransmissionManual
- Mileage46554 *
- Owners2
- Emissions114 CO² (g/km)
- Road Fund£0.00 6m Tax
- Road Fund£30.00 12m Tax
- Max Power84 bhp
- Max Torque88 lbft
- Max Speed104 mph
- 0-60 Time12.7 secs
- MPG Extra67.3 mpg
- MPG Combined57.6 mpg
- MPG Urban46.3 mpg
For more info on this vehicle call our showroom on 0115 9615389
Every effort has been made to ensure the accuracy of the above information but errors may occur. Please check with a salesperson.
For more info on this vehicle call our showroom on 0115 9615389
NICE EXAMPLE OF THIS ECONOMICAL HATCH BACK, BALANCE OF MANUFACTURER'S WARRANTY, ONLY £30 ROAD TAX, FULL SERVICE HISTORY, POWER FOLDING MIRRORS, BLUETOOTH Carlton Car Centre a family run business celebrating over 20yrs of trading history. Seat - ISOFIX Anchorage Point - Rear, Central Door Locking - Remote, Deadlocks, Immobiliser, Anti-Lock Brakes, Power-Assisted Steering, Child Locks - Manual, Electronic Brake Force Distribution, Third Brake Light, Front Fog Lights, Head Restraints - Front/Rear, Electronic Stability Programme, Air Bag Driver, Air Bag Passenger, Air Bag Side - Front Side & Front Curtain, Centre Rear Seat Belt, Seat Belt Pre-Tensioners - Front, Adjustable Steering Column/Wheel - Rake/Reach, Cup Holder, Electric Windows - Front/Rear, Voice Activated Controls, Speakers - Six, In Car Entertainment - Radio/CD/MP3, Cigar Lighter, Extra Storage, Gear Knob Leather, Steering Wheel Leather, Telephone Equipment - Bluetooth Interface, Ashtray/Lighter, Trip Computer, Seat Height Adjustment - Driver, Steering Wheel Mounted Controls - Audio, Seats Split Rear, Seating Capacity - Five Seats, Upholstery Cloth, Air-Conditioning - Unspecified, Body Coloured Bumpers, Mirrors External - Electric Heated/Folding, Spare Wheel - Space Saver, Alloy Wheels - 15in
Every effort has been made to ensure the accuracy of the above information but errors may occur. Please check with a salesperson.
Representative APR shown in example above.
Fees are already accounted for within the payments displayed and are also included within the total amount payable.
Finance available subject to status. Indemnities may be required. Other finance offers may be available but cannot be used in conjunction with this offer. We work with a number of carefully selected credit providers who may be able to offer you finance for your purchase. We are only able to offer finance products from these providers. Postal Address: 136 Burton Road, Carlton, Nottingham, Nottinghamshire, NG4 3GP
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Transportation of all agriculture products and other products has either stopped or has been slowed on nearly all river segments.
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The national stay on the 2015 waters of the United States (WOTUS) rule is expected to be lifted following a U.S. Supreme Court ruling Monday that any legal challenges to the rule must take place in federal district courts and not at the appellate level. Read moreRead More »
EPA in a newly signed Federal Register notice says prior Supreme Court rulings give agencies freedom to quickly revise or withdraw the Obama-era Clean Water Act (CWA) jurisdiction rule in favor of a less expansive policy based purely on shifting legal interpretations, despite the existing factual record justifying the current[…]Read More »


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Knee Walker No Further a Mystery in Castle Hayne NC 28429
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Castle Hayne NC - BingNews Search results
NCDOT presents plans for Castle Hayne Road improvements
WILMINGTON, NC (WWAY) – A new median and roundabout are some of the new options transportation officials are looking to bring to Castle Hayne Road. The DOT wants to make improvements to the road from ...
Margaret L. 'Louise' Moore Clemmons, 87, proud of her sons' accomplishments
Louise, as she preferred to be called, was born Jan. 24, 1931, in Castle Hayne to Sampson and Ruby Westbrook Moore ... 1414 Physicians Drive, Wilmington, NC 28401; or the Mission Program at St. Andrew ...
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Insulin Sensitivity And Glucose Tolerance Are Altered By Maintenance On A Ketogenic Diet
The ketogenic diet (KD) is a low-carbohydrate, high-fat diet that is used for a variety of health-related effects. This type of diet is effective at suppressing seizure activity in children with refractory epilepsy (1) and has perhaps more commonly been implemented as a dietary strategy by which weight maintenance or weight loss is the desired outcome. It has been demonstrated that restriction of dietary carbohydrates results in positive effects on cardiovascular parameters. Consuming this type of diet favorably affects body adiposity and improves features of metabolic syndrome in humans (2,3,4,5,6). Although studies evaluating the efficacy and metabolic effects of KDs have increased in recent years, the effects of macronutrient-controlled diets remain controversial in the literature. Insulin has potent short-term and long-term effects on energy intake and glucose homeostasis. In the short term, insulin release is cephalic; the brain initiates insulin secretion by directing messages through the vagus nerves to the pancreas as opposed to direct pancreatic stimulation of insulin-secreting cells. Cephalic insulin is most readily observed at the onset of a meal and consists of a short Continue reading >>
Popular Questions
Having bad breath is kind of like getting toilet paper stuck to the bottom of your foot: usually harmless, but so awkward that nobody will tell you about it. At the microbial level, bad breath happens when the naturally occurring bacteria in our mouths break down
This is a really interesting question. Let me start you off with a fun fact. If you rub raw onions on someone's feet then 10 minutes later they will have the taste of onions in their mouth and have onion breath.
The reason is that the onion smell gets into their blood and then travels around the body.
So basically the moral of the story is that your breath is a combination of what you just ate and internal sources. These include
Things that get into blood (eg onion or alcohol and th)
Bacteria in your mouth.
The morning breath thing comes mostly from bacteria on the tongue, which is why you can buy a tongue brush as well as a toothbrush.
What have we eaten before starvation ,The food particles of that got stucked in our teeth and between cheeck and gum.after a couple of time, bacteria starts fermentation on it. in particular, food particles start rottening. so as we know every rottening substance smells bad because of they evolve bad smelling gas.thats why our mouth smells bad after long starvation. (Fact- generally our mouth has more bacteria than on the toilet seat)
- -> Continue reading


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Hyundai unveiled a concept model of ix25 at the 2014 Beijing International Automotive Exhibition. Hyundai ix 25 is a sophisticated small-sized SUV, another strategic pillar for Hyundai Motor in the world's largest auto market. It is scheduled to be launched exclusively in China later this year.
The ix25 concept hints at a premium look, based on Hyundai Motor's evolved Fluidic Sculpture 2.0 design philosophy. Harmony between a bold front, voluminous side, sporty rear and other details complete the premium small-sized SUV's design. Equipped with a Nu 2.0 engine, the ix25 concept features an overall length of 4,270mm, overall width of 1,780mm and overall height of 1,630mm, while its wheelbase reaches 2,590 mm. The "i" in ix25 represents the 'inspiring, intelligent and innovative' characteristics of the young generation.
News source : Hyundai


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All News tagged "diversity"
Submitted by Rebecca Goldman on August 15, 2011 - 1:29PM
Read More
Drexel Libraries and Westphal College of Media Arts & Design to Co-Host Art Exhibition on Migration
Submitted by Stacy Stanislaw on October 2, 2017 - 8:52AM
This fall, the Drexel University Libraries and Westphal College of Media Arts & Design are collaborating to bring the work of three artists to campus in an exhibit called Migration.
Submitted by Jenny James Lee on August 10, 2011 - 3:28PM
Exhibit Opens: Wednesday, August 10, 2011
Opening Reception: Wednesday, August 17, 2011, 5 - 7 PM *
Location: W. W. Hagerty Library, 33rd & Market Streets, Philadelphia, PA
* Opening reception, with coffee and conversation about researching and documenting diversity, will take place at Hagerty Library from 5 PM - 7 PM on August 17, 2011. This event is free and open to the public.


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Berjaya Hotel Colombo
ex. Berjaya Mount Royal
36 College Avenue, Mount Lavinia, Colombo, Sri Lanka
The 3-star Berjaya Hotel Colombo offers a traditional accommodation to stay in Colombo. With accents of Royal architecture, the hotel was built in 1982 and renovated in 2009.
A beachfront location close to a bus stop provides a quick access to Gangaramaya, which is 9 km away.
Berjaya Hotel Colombo offers a splendid view to its guests.
The property comprises 90 tasteful rooms equipped with free wireless internet, a minibar, climate control, cable TV with on-demand movies and a safe. Some rooms have the sea view. The hotel rooms come with tile floor and wooden furniture.
Guests can order Asian meals at the cozy restaurant. Servring a selection of food LOON TAO and La Voile Blanche are placed a 5-minute walk away.
Bandaranayake airport can be reached in 45 minutes by car from Berjaya Hotel Colombo.
Berjaya Hotel Colombo welcomes guests, offering free self parking, allergy free rooms and a safety deposit box along with a business center, a meeting room and a photocopier.
Guests will benefit from a nightclub, an outdoor swimming pool and a tennis court. The hotel's activities include table tennis, squash and darts.
Important information
- Children and extra beds
- One child under the age of 2 may stay for free in a cot.
- One child under the age of 6 may stay free of charge when using existing bedding.
- Older children/adults may stay at the price of USD 25 per person per night in an extra bed.
- Maximum capacity of extra beds in a room is 1.
- Non-smoking rooms
- Rooms/ Facilities for disabled
- Lift
- Safe deposit box
- Currency exchange
- 24-hour reception
- Luggage storage
- Wheelchair access
- Gift/Newsstand
- Locker room
- No pets allowed
- Allergy-free rooms
- Hairdresser
- On-site car park
- Private beach
- Children are welcome
- Lobby
- Restaurant
- Continental breakfast
- Refrigerator
- Bar/ Lounge area
- Pub
- Restaurant with air conditioning
- Buffet breakfast
- Spa & wellness centre
- Indoor swimming pool
- Sauna
- Exercise gym
- Outdoor swimming pool
- Beach access
- Solarium
- BBQ facilities
- Tennis court
- Darts
- Table tennis
- Garden area
- Leisure/ TV room
- Room service
- Car rental
- Dry cleaning
- Business centre
- Fax/Photocopying
- Meeting/ Banquet facilities
- Bell staff/Porter
- Shops/Commercial services
- Medical facilities service
- Laundry
- Tours/Ticket assistance
Room Comforts
- Ironing facilities
- Air conditioning
- Television
- Tea and coffee facilities
- Hair dryer
- AM/FM alarm clock
- Telephone
- Mini-bar
- Shower
- Balcony
- Terrace
- Rollaway beds
- Direct dial telephone
- Living room
- Bathtub
- Game room
- Children's pool
- Cots
- Kids club
- Children's menu
- Flat-screen TV
- Free Wi-Fi in rooms
- Cable/ Satellite television
- Babysitting/Child services
- Individual air conditioning
- Bathroom
36 College Avenue, Mount Lavinia, Colombo, Sri Lanka
The property comprises 90 tasteful rooms equipped with free wireless internet, a minibar, climate control, cable TV with on-demand movies and a safe. Some rooms have the sea view. The hotel rooms come with tile floor and wooden furniture.
Please, select dates to see available rooms.
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Berjaya Hotel Colombo
36 College Avenue, Mount Lavinia, Colombo, Sri Lanka
What's nearby
- Local attractions
- National Zoological Gardens of Sri Lanka2.2 km
- Colombo Divers1.9 km
- Airports
- Colombo Ratmalana3.1 km
- Train stations
- Bambalapitiya Railway Station6.3 km


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Very nice ranch style home just blocks away from the lake, nature trails & entertainment Enjoy the lake breezes while sitting on your patio in the summer and gather in the large family room with a cozy wood burner in the winter. The galley style kitchen is conveniently located in the center of the home and is attached to the formal dining room for family dinners. The home is bigger than it looks on the outside and the cathedral ceilings offer the open feel on the inside. You'll have tons of storage, the laundry room conveniently located and a 1.5 car garage. The home features 3 large bedrooms and 2 full bathrooms, the back bath has a huge walk in shower. Take a look at this easy to show home before its gone!!


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Week #17: Early Week Picks to Click/Flick (Preview)
Michael Nazarek - 12/25/2017
This section expresses my gut feeling with regard to which NFL players I feel will have good days and those that will have bad ones. I remind everyone to take these picks with a grain of salt. They are certainly NOT meant to override our weekly rankings! They are based upon past performances as well as this week's match-up. Last week, click QB Blake Bortles got the job done, even though most of his production came during garbage time when the game was already out of reach. Hey! It all counts the same! This week, look for click QB Kirk Cousins to roll it up in a big way against the injury depleted Giants secondary, placing the pressure firmly on management to give him the big bucks or lose him to another team this coming off-season. On the flip side, this week's CAUTION PLAY goes to flick RB Jordan...
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Free 2018 Pre-Season Draft Guide Preview
Friday, June 29th, 2018
Our patrons always ask for us to release a preview of our annual summer fantasy football blockbuster Pre-Season Draft Guide. Well, YOU asked for it, YOU got it!
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