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text:
Series 1 Episode 1
The Sulfur Stone
MR. & MRS. TRIPP are out of town and have put the boys in charge of the house
MR. & MRS. TRIPP are out of town and have put the boys in charge of the house
Lucas is concerned about nature as the kids at school walk through a garden
IKE PINKNEY challenges NICK'S position as the archeology club president
A rogue tidal wave destroys Venture Falls Marina.
Venture Falls is experiencing some unnaturally warm weather
JESSICA and GINA have enlist help with their new dog walking business
TOBY'S practical jokes are driving NICK, JESSICA and LUCAS nuts
NICK and TOBY's much anticipated soccer game against the league's killer team
MAGMION casts a spell that deprives the underwater realm of oxygen
Dark smoke is filling the skies of Venture Falls turning the day into night...
A mysterious lightning storm knocks the power out in Venture Falls
NICK wakes up sick as a dog, but refuses to stay home and miss school
A strange fog is spreading across Gorm.
JESSICA is dreading her upcoming speech on the ecosystem.
TOBY, LUCAS and JESSICA are signed up for an etiquette course
The Rock Gormiti are under siege
Dirt and mud slides are pouring out of laundry machines and lockers in Ventures
It's raining toads in Venture Falls
An ocean-based Air Gormiti tribe is suffering from a devastating climate change
A Water Gormiti has been abducted and the entire tribe fears for their safety.
LAVION is on the warpath again
LAVION needs our heroes' help.
Toby has a dream that his kindred Ancient Guardian, TENTACLION is in danger!
Local forest Gormitis claim a ghost is haunting the Village of the Forest.
The Lords of Nature battle the lava Gormiti and discover a temple
Our heroes about to be destroyed by the LAVION, MAGMION and DRAKKON

subset: commoncrawl


text:
McKinsey & Company
|This article's lead section may not adequately summarize key points of its contents. (January 2014)
|Incorporated partnership
|Management consulting
|James O. McKinsey
Marvin Bower
|55 East 52nd Street
New York City, U.S.
|Key people
|Dominic Barton (MD)
|Management consulting services
|$ 7 billion (2010 est.)[1]
|$5 billion (MIO Partners)
|17,000 (9,000 consultants)
McKinsey & Company, Inc. is an American global management consulting firm that focuses on solving issues of concern to senior management. The firm serves as an adviser to businesses, governments, and institutions around the world. Between 2002 and 2014, McKinsey has been ranked in the number one position of the "The Best Consulting Firms: Prestige" list of the Vault.com career intelligence website and was cited as the "most prestigious consulting firm of all" in a 2011 New York Times article.[2][3][4][5] As of September 2013, over 100 McKinsey offices exist in 60 countries.[6]
- 1 History
- 2 Organization and administration
- 3 Clients
- 4 Recruiting
- 5 Compensation
- 6 Competitors
- 7 Publishing
- 8 Knowledge management system
- 9 Asset management
- 10 Notable alumni
- 11 Criticism
- 12 Galleon insider trading scandal
- 13 References
- 14 External links
Early history[edit]
McKinsey & Company was founded in 1926 in Chicago under the name James O. McKinsey & Company by James McKinsey,[7] a professor of accounting at the University of Chicago.[8][9]:3 The firm called itself a team of "management engineers" and started out giving consulting on using accounting principles to make management decisions.[10][11][12]:3 Mr. McKinsey's first hires were partners Tom Kearney in 1929[13] and Marvin Bower in 1933.[14]:133 The firm's second office was opened in New York City in 1932.[10]
In 1935 Mr. McKinsey left the firm temporarily to serve as the Chairman and CEO of client Marshall Field's as they implemented the restructuring plan created by James O. McKinsey & Company.[14]:133 McKinsey was merged with accounting firm Scovell, Wellington & Company that same year, creating McKinsey, Wellington & Co.[15]:7 A Wellington project that accounted for 55 percent of McKinsey, Wellington & Company's billings was about to expire[15] and Tom Kearney and Marvin Bower had disagreements about how to run the firm.[16] Additionally, in 1937 James O. McKinsey passed away after catching pneumonia.[12][17] This led to the division of McKinsey, Wellington & Company in 1939.[17] The accounting practice returned to Scovell, Wellington & Company, while the management engineering practice was split into McKinsey & Company and McKinsey, Kearney & Company.[15] Guy Crockett became the Managing Partner of the new McKinsey & Company, while Marvin Bower is credited with founding the firm's principles and strategy as his deputy.[15] The New York office purchased exclusive rights to the McKinsey name in 1946.[18]:25
McKinsey & Company grew quickly in the 1940s and 50s, especially in Europe.[11][16] It had 88 staff in 1951[19] and more than 200 by the 1960s,[18] including 37 in London by 1966.[19] It established an office in Australia in the early 1960s.[20] By the end of the decade, more than one-third of the firm's revenues were from six European offices.[18] Guy Grockett stepped down as managing director in 1950, and Marvin Bower was elected in his place.[15] McKinsey's profit-sharing, executive and planning committees were formed in 1951.[15] The organization's client base expanded especially among governments, defense contractors, bluechip companies and military organizations in the post-World War II era.[21] After seven years of deliberation, McKinsey became a private corporation with shares exclusive to McKinsey employees in 1956. A plan for international expansion was developed and an office in London was established in 1959.[15]
After Bower stepped down in 1967, the firm's revenues declined. New competitors like the Boston Consulting Group and Bain & Company stiffened competition for McKinsey by marketing specific branded products, such as the Growth-Share Matrix, and by selling their industry expertise.[11][22][20] In 1971 McKinsey created the Commission on Firm Aims and Goals, which found that McKinsey had become too focused on geographic expansion and lacked adequate industry knowledge. The commission advised that McKinsey slow its growth and develop industry specialties.[11][16]:14 In 1976, Ron Daniel was elected managing director, serving until 1988.[23] Daniel and Fred Gluck helped shift the firm away from its generalist approach by developing 15 specialized working groups within McKinsey called Centers of Competence and by developing practice areas called Strategy, Operations and Organization. Daniel also began McKinsey's knowledge management efforts in 1987. By the end of his tenure in 1988 the firm was growing again and had opened new offices in Rome, Helsinki, Sao Paulo and Minneapolis.[11][16]
Fred Gluck served as McKinsey's managing director from 1988 to 1994.[24] The firm's revenues doubled during his tenure.[22] He organized McKinsey into 72 sectors, centers, working groups, and projects.[16] Over two decades McKinsey & Company grew eightfold.[25] In 1989 the firm attempted to make a talent acquisition in IT services through a $10 million purchase of the Information Consulting Group (ICG),[26] but a culture clash caused 151 out of the 254 ICG staff members to leave by 1993.[24]
Recent history[edit]
The burst of the "dot com bubble" led to a reduction in utilization rates of McKinsey's consultants from 64 to 52 percent; although, McKinsey avoided dismissing any personnel following the decline.[27] In 1994 Rajat Gupta became the first non-American-born partner to be elected as the firm's managing director.[28] By the end of his tenure, McKinsey had grown from 2,900 to 7,000 consultants.[27][29] In the 1990s, McKinsey set up "accelerators," where the firm accepted stock-based reimbursement to help internet startups.[30][27] In 2001, McKinsey launched several practices that focused on the public and social sector. It took on many public sector or non profit clients on a pro bono basis. [21] By 2002 McKinsey had invested a $35.8 million budget on knowledge management, up from $8.3 million in 1999.[21]:1
In 2003 Ian Davis, the head of the London, U.K. office, was elected to the position of managing director.[31] Davis promised a return to the company's core values, after a period in which the firm had expanded rapidly, a development that, according to some people related to McKinsey, was a departure from the company's heritage.[32] Also in 2003, the firm established a headquarters for the Asia-Pacific region in Shanghai, China. By 2004, more than 60 percent of McKinsey's revenues were generated outside the U.S.[21]
By 2009, the firm consisted of 400 directors (senior partners), up from 151 in 1993,[22][33] and Dominic Barton was elected as Managing Director, a role he was re-elected for in 2012.[33] Former Google executive Henrique De Castro was a consultant for the firm prior to his appointment as chief operating officer at Yahoo! in November 2012, a role that he was dismissed from in January 2014.[34]
Organization and administration[edit]
The firm, while formally organized as a corporation, functions as a partnership in all important respects. Its managing director is elected for a three-year term by the firm's other senior partners. Each managing director can serve a maximum of three terms, a policy instituted by Gupta. At a strategic level, a number of committees are charged with the development of policies and making critical decisions. Committee memberships, senior roles, and the managing director position all rotate regularly among the firm's senior partners and directors.[35]
Former managing director Rajat Gupta explains McKinsey's structure as follows:
It is very much, in many dimensions, like an academic organization. We have senior partners who are very much like tenured faculty: they are leaders in their own right. [...] We have about 80 to 100 performance cells -- a geographic office or industry practice or functional practice. They are very much autonomous and they are not organized in any hierarchy beyond that. We don't have any regional structures or sectoral structures. So all these performance units, in a theoretical sense, report to me, which means they don't report to anybody, because nobody can have 80 or 100 people reporting to them.[35]
The firm operates under a practice of "up or out", meaning that consultants must either advance in their consulting careers within a pre-defined timeframe or leave the firm. "25% of the firm is new every year," Gupta says, "so half the people have less than two to three years' tenure in the firm, and their values need to be reinforced." All senior roles rotate among the directors (senior partners).[35][36]
McKinsey has about 9,000 consultants in 97 locations in 55 countries,[37] working with more than 90% of the 100 leading global corporations and two-thirds of the Fortune 1000 list. Forbes estimated the firm's 2009 revenues at $6.6 billion.[38] The notion of company growth has been controversial from the 1970s as the firm began its global expansion; McKinsey opened many new offices under Rajat Gupta's tenure in the late 1990s. The election of British-born Ian Davis as Gupta's successor was seen as "a return to McKinsey's heritage".[39]
This philosophy has come under increased scrutiny with the Galleon case, with some questioning whether the firm is a discreet broker of confidential or even inside information marketed as "best practices".[40]
Office locations[edit]
As of September 2013, McKinsey & Company operates more than 104 offices in 60 countries.[6][41] Offices in Chicago, Los Angeles and San Francisco were established in the 1940s.[42][43] The first international office was opened in London in 1959.[44][45] Other offices in the Netherlands, Germany, Italy, France and Switzerland were opened in the 1960s.[42] The firm also has offices across Asia, Australia, Africa, Canada (Toronto, Montreal and Calgary) South America and the Middle East.[41]
McKinsey serves as an adviser to many businesses, governments, and institutions. Recent McKinsey clients include AT&T, BBC, NBA, General Electric, Johnson & Johnson, Siemens, Home Depot, Bank of England, Oxford University, Mitsubishi, Royal Dutch Shell, City of Chicago, Government of the United Kingdom, Government of Mexico, and Government of Taiwan, according to a latest publication by Wetfeet on the company.[46]
Bower broke with then-common industry practice by hiring recent graduates from the best business schools rather than among experienced managers.[47] Today the firm is among the top recruiters of graduates of the top-ranked business programs in the US and overseas, in addition to hiring a significant number of people with other advanced degrees in science, medicine, engineering and law. The firm is notable for the number of Rhodes Scholars, Marshall Scholars and Truman Scholars it is able to attract.[48][49] McKinsey also hires undergraduates into business analyst positions.
McKinsey is the top employer for recent graduates from MIT,[50] Harvard Business School,[51] Oxford University's Saïd Business School,[52][53] Stanford Graduate School of Business,[54] Wharton School of the University of Pennsylvania,[55] The London School of Economics,[56] and INSEAD.[57][58] McKinsey's recruiting process is notoriously demanding, typically taking candidates through problem solving tests followed by multiple rounds of case- and experience- based interviews. In August 2013, career review website Glassdoor ranked McKinsey number 1 in its "Top 25 Most Difficult Companies To Interview (2013)" list.[59]
The firm is organizationally divided into partners and non-partners. It is generally not possible to join the firm as a partner; instead, partners are promoted internally from the existing ranks of principals and associates. According to the Firm's career website, "successful consultants who join McKinsey early in their career can expect election to principal (equivalent to partner) within five to seven years. ... There is no limit to the size of our partnership."[60] Successful partners are sometimes elected director (senior partner) after at least seven years as partner, though there are fast-rising exceptions: Daniel, Gupta, and Kumar became directors approximately 10 years after joining the firm as associates.
Officially, "director" is the highest position (other than the rotating managing director) at McKinsey, though top directors are distinguished by reputation and influence. The firm's mandatory retirement age is 60, after which directors become "director emeritus."[61]
As of September 2013, the firm receives 225,000 employment applications annually and about one percent—or 2,200—of these are successful. McKinsey has explained that it specifically targets the "insecure overachiever" when it recruits new talent. McDonald explained following the publication of his book on the company:
There are very few stars at McKinsey—those who need a personal limelight generally end up leaving. What remains is a group of highly talented people who choose to give up the possibility of mainstream renown that a CEO enjoys in exchange for the benefits that come from having McKinsey on their business card.[6]
As a private firm, McKinsey is not required to disclose compensation figures. Unlike the financial services sector, consultants are not paid proportional to the business they bring in; top senior partners and the managing director have similar compensation. This was estimated to be $2–4 million in 1994 dollars ($3–5 million in 2009 dollars).[62] However, there are indications these numbers have increased ~40% in the subsequent 20 years.[63] For example, according to public tax records, the senior partner leading McKinsey's Norwegian office in 2011 earned 67 million NOK ($11.5 million USD).[64] In 2003 this figure was 33 million NOK ($5.5 million USD) after-tax,[65] implying pre-tax income of at least 51 million NOK ($8.5 million USD) at a Norwegian tax rate of at least 35%.
Other estimates similarly place the managing director's compensation between $5 and 10 million.[66] McKinsey paid former managing director Rajat Gupta a retirement income of $6 million in the first year of retirement and $2.5 million a year for at least the next three years.[67]
Junior directors were said to earn at least $1 million a year in 1994 dollars ($2 million in 2009 dollars).[62] There were over 400 directors at the Firm in 2009, up from 150 in 1994.[68][69]
A 1993 Fortune profile says, "The Firm places itself above discussing money as a motivation, yet senior partners often earn as much, or more, than the CEOs they advise",[69] though over the last 15 years CEO compensation has increased disproportionately.[70]
McKinsey is one of the market-leading "Big Three" in management consulting services to the Fortune 500 set, along with The Boston Consulting Group and Bain & Company, and consistently recruits top talent globally from elite colleges, professional schools, and graduate schools.[71] Other leading competitors include A.T. Kearney, Oliver Wyman, and Roland Berger Strategy Consultants.[citation needed] These firms compete directly across all major sectors (financial services, operations, and IT).
McKinsey publishes several journals, most notably McKinsey Quarterly.[72] It also publishes McKinsey on Business Technology, McKinsey on Payments, McKinsey on Corporate and Investment Banking, and McKinsey on Finance. Several business books have been authored by McKinsey consultants, including Valuation: Measuring and Managing the Value of Companies, The Alchemy of Growth, Creative Destruction, and The War for Talent. Former consultant Tom Peters co-authored, with Bob Waterman, the well-known book In Search of Excellence based on a project initiated by Ron Daniel in 1977.
Knowledge management system[edit]
McKinsey invests significantly in its knowledge management system to support field consultants. The system includes generalist researchers, industry- and function-specific experts and librarians, and access to journals and databases. McKinsey maintains an organisation called the McKinsey Knowledge Centre (McKC) that provide rapid access to specialized expertise and business information.[73] In addition, consultant-authored internal "practice development" documents capture generalizable insights from client engagements. There are also methods to access individual consultants with expertise from previous client studies or previous employment, for background assistance (competitive information is not shared).
This system was created and chaired by former senior partner Anil Kumar as an early example of knowledge process outsourcing.[74]
Asset management[edit]
McKinsey maintains a family of hedge funds and private equity firms collectively known as the McKinsey Investment Office (MIO Partners) for its own exclusive use. MIO is a wholly owned subsidiary of McKinsey and Company and reports to its finance and investments committee, which is chaired by a top senior partner (formerly William Meehan).[75][76]
These funds have had over $5 billion in assets under management (AUM).[75]
From the firm's website:
This firm manages a wide array of investment vehicles for the Firm's Partners and pension plans, with significant expertise in alternative strategies including hedge funds and private equity. A principle objective of the Investment Counseling Function is to help our investing partners create long term wealth by constructing appropriate investment portfolios and avoiding expensive and/or inefficient products. At the same time, the products and services offered must save Partners time relative to those which are available externally. This firm's role is to provide investment education, counseling and select products to Partners.[77][78]
MIO is "responsible for pension and discretionary partner investments, with a particular focus on alternative investments."[79]
Notable alumni[edit]
McKinsey has produced more CEOs than any other company and is referred to by Fortune magazine as "the best CEO launch pad".[80] More than 70 past and present CEOs at Fortune 500 companies are former McKinsey employees. Among McKinsey's most notable alumni are:
- Ian Narev, CEO of Commonwealth Bank of Australia
- Frank Appel, CEO of Deutsche Post DHL
- Greg Case, CEO of Aon plc
- Vittorio Colao, CEO of Vodafone
- Chelsea Clinton, daughter of former President Bill Clinton
- Erik Engstrom, CEO of Reed Elsevier
- Bernard T. Ferrari, Dean of Johns Hopkins University Carey Business School
- Russell P. Fradin, CEO of SunGard
- Harvey Golub, former CEO of American Express and former Chairman of American International Group
- Louis V. Gerstner, Jr., former chairman and CEO of IBM and chairman of The Carlyle Group
- James P. Gorman, President and CEO of Morgan Stanley
- Stephen Green, chairman of HSBC
- Rajat Gupta, former managing director of McKinsey & Company, co-founder of the Indian School of Business, and corporate board member
- William Hague, UK Foreign Secretary
- Mohsin Hamid, author of Moth Smoke, The Reluctant Fundamentalist, and How to Get Filthy Rich in Rising Asia
- Bobby Jindal, current Governor of Louisiana
- Marius Kloppers, CEO of BHP Billiton
- Anil Kumar, former senior partner of McKinsey & Company and co-founder of the Indian School of Business
- Jim Manzi, former CEO of Lotus Development Corporation
- David McCormick, co-CEO of Bridgewater Associates and former Under Secretary for International Affairs within the United States Department of the Treasury
- James McNerney, chairman and CEO of Boeing
- Helmut Panke, former chairman and CEO of BMW AG
- Corrado Passera, Italian Minister of Development and Minister of Infrastructures, ex-CEO of Intesa Sanpaolo
- Tom Peters, business management writer and co-author of In Search of Excellence
- Sheryl Sandberg, COO at Facebook
- Jonathan Schwartz, former CEO of Sun Microsystems
- Kevin Sharer, CEO of Amgen
- Jeffrey Skilling, former CEO of Enron
- Jonathan Spector, CEO of The Conference Board
- Tidjane Thiam, CEO of Prudential Plc
- Adair Turner, Chairman of the Financial Services Authority
- Peter Wuffli, former CEO of UBS AG
- David Coleman, CEO of College Board
- Carter F. Bales, Chairman and Managing Partner of NewWorld Capital Group
- Naveen Tewari, CEO and Co-Founder of InMobi
Failures of McKinsey—according to Adam Sternbergh writing in Bloomberg Businessweek[81]—include its massive reorganization of General Motors in the early 1980[82] "that's widely judged as disastrous," its close relationship with Enron,[83] and its vigorous support for the Time Warner merger with AOL.[81]
According to firm policies, firm members may not discuss specific client situations. The firm also maintains a deliberate and low-profile external image. Maintaining client confidentiality protects client interests; this policy is maintained even among former employees.[84]
Despite such a policy of confidentiality, there has been criticism of incidents that have been made public. These include:
- In February 2011, McKinsey surveyed 1,300 US private-sector employers on their expected response to the Affordable Care Act (ACA).[85][86] 30 percent of respondents said they anticipated they would probably or definitely stop offering employer sponsored health coverage after the ACA went into effect in 2014.[87][88] These results, published in June 2011 in the McKinsey e-Quarterly,[85] became "a useful tool for critics of the ACA and a deep annoyance for defenders of the law" according to an article in TIME Magazine.[89] Supporters of healthcare reform argued the survey far surpassed estimates by the Congressional Budget Office and insisted that McKinsey disclose the survey's methodology.[90][91][92][93] Two weeks after publishing the survey results,[89] McKinsey released the contents of the survey including the questionnaire and 206-pages of survey data.[94] In its accompanying statement,[95] McKinsey said the survey should not be compared with other estimates that use different methodologies[90][96] and that it was intended to capture the attitude of employers at a certain point in time rather than make a prediction.[97][98] A subsequent article in TIME Magazine called McKinsey's disclaimer that the survey was not predictive "rather absurd," but said the survey methodology was sound.[89] Some supporters of the Affordable Care Act criticized the survey's methodology, arguing it used slanted questions, cherry-picked information and had uninformed recipients.[90][99]
- In 2010 Rainforest Foundation UK released a report claiming recommendations McKinsey had given to developing countries on how to reduce deforestation were of poor quality. The NGO argued the company's work has serious methodological flaws and as a result systematically underestimates the destructive impacts of industrial agriculture while exaggerating those of subsistence farming.[100] Adding to this, a Greenpeace study claimed McKinsey's advice failed to address some of the main drivers of deforestation such as logging and mining, and that the company's proposals would actually reward those industries. Greenpeace argued that if McKinsey's recommendations were followed, large-scale monoculture plantations would expand into ecologically important areas.[101] Discussing McKinsey's decision not to publish the data and assumptions underlying their recommendations, senior personnel at the World Bank criticized the company's lack of transparency, noting 'that the blackbox is a problem for everybody'.[102] Potential conflicts of interests could arise from the fact that if McKinsey's policy recommendations were implemented, they would heavily benefit industries like logging, mining and paper with whom McKinsey maintains close business relations.[103] McKinsey's refusal to disclose its business clients has added to those concerns.[citation needed] The firm's work was subsequently criticized by think tanks and in academic reviews.[citation needed] Researchers from the University College London called attention to the fact that by not considering highly relevant implementation barriers such as forest governance and the costs of enforcement and the installation of sufficient institutional frameworks, McKinsey promotes an overly simplistic view of environmental policy-making.[104] A study by the Stockholm Environment Institute which was granted access to McKinsey's data set found considerable discrepancies between the company's estimates of the costs for reducing deforestation rates and those assumed by most renowned scientific models.[105] While the quality of the company's advice has become a widely discussed question at the World Bank and in United Nations meetings on climate change, McKinsey is reported to continue its work in rainforest nations such as Papua New Guinea (PNG), where the company has 'refused to comply with PNG laws and register with the Investment Promotion Authority and Internal Revenue Commission'.,[106][107][108]
- Enron was headed by McKinsey alumni and was one of the firm's biggest clients before its collapse.[109] In particular, McKinsey's "deep-seated belief that having better talent at all levels is how you outperform your competitors", a HR program implemented at Enron with McKinsey's knowledge, resulted, in the opinion of one author, a workplace culture of prima donnas that "took more credit for success than was legitimate, that did not acknowledge responsibility for its failures, that shrewdly sold the rest of us on its genius, and that substituted self-nomination for disciplined management."[110] Jeff Skilling, sentenced to 24 years in federal prison as the CEO of Enron, was formerly a partner at McKinsey and "loyal alum."
- Another notably troubled company associated with McKinsey is Swissair, which entered bankruptcy twelve years after McKinsey recommended the Hunter Strategy.[111]
- The recommendation in 1980 to AT&T Corporation that cellular phones would be a niche market.[112]
- Several civil suits have been filed against home insurance and vehicle insurance companies after the insurers were advised by McKinsey, and allegedly paid the insured parties significantly less than the actual value of the damage.[113] McKinsey was cited in a February 2007 CNN article with developing controversial car insurance practices used by State Farm and Allstate in the mid-1990s to avoid paying claims involving soft tissue injury.[114]
- General Electric's CEO Jeff Immelt in defending GE Capital's poor performance, maintained that no one had foreseen the crisis. He maintained that he had sought external opinions from McKinsey in 2007 before the global financial crisis which suggested that that "money from nations with a trade surplus, like China, and sovereign wealth funds, among other investors, would provide enough liquidity in the financial system to fuel lending and leverage for the foreseeable future."[115]
- Concerns from teachers and parents regarding their consultation for public school districts. Recently, McKinsey worked for the Minneapolis Public Schools, where the firm recommended that the district cut "high costs" such as teacher health care, and recommended converting the 25 percent of schools that scored the lowest on standardized tests to privatized charter-school status. Teachers in Seattle passed a resolution of non-compliance with McKinsey's study of the Seattle Public Schools in protest.[116]
Among other books and articles, The Witch Doctors (1996), written by The Economist editor-in-chief John Micklethwait and Adrian Wooldridge, presents a series of blunders and disasters alleged to have been McKinsey's consultants' fault. Similarly, Dangerous Company: The Consulting Powerhouses and the Businesses They Save and Ruin (1997), by James O'Shea and Charles Madigan, critically examines McKinsey's work within the context of the consulting industry and Vijay Prashad argues that McKinsey has worked to promote private interests against the public good.[117] The popular 2013 book The Firm discusses some of the nonsense forced on the BBC by McKinsey's London office. "They had the employees cutting out paper frogs and pretending to sell them to each other." Meanwhile, the cost of running the BBC skyrocketed as the size of the staff plummeted.[118]
Galleon insider trading scandal[edit]
FBI wiretap from July 28, 2008 of McKinsey senior partner emeritus Rajat Gupta speaking to Galleon Group founder Raj Rajaratnam about Goldman Sachs, senior partner Anil Kumar, Galleon International and Kohlberg Kravis Roberts
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McKinsey senior executives Rajat Gupta and Anil Kumar were among others convicted in an ongoing government investigation into insider trading for sharing inside information with Galleon Group hedge fund owner Raj Rajaratnam. Gupta and Kumar were close friends of each other and of Rajaratnam, as well as the co-founders of the Indian School of Business and (with Rajaratnam) of New Silk Route.[119][120] Though McKinsey was not accused of any wrongdoing, the convictions were embarrassing for the firm, for which integrity and client confidentiality are a major premise of its business.[121][122][123] Following the initial allegations McKinsey no longer maintains a relationship with either senior partner,[124][125] though the manner in which it severed ties attracted controversy.[126]
Senior partner Anil Kumar, described as Gupta's protégé,[127] left the firm after the allegations in 2009 and pleaded guilty in January 2010.[128][129] While he and other partners had been pitching McKinsey's consulting services to the Galleon Group, Kumar and Rajaratnam reached a private consulting agreement violating McKinsey's policies on confidentiality.[130] He testified in criminal trials against both Gupta and Rajaratnam.
During Raj Rajaratnam's trial, a wiretap recording showed Rajaratnam and his brother had also contacted McKinsey junior partner and Kumar protégé David Palecek, saying he was "a little dirty."[29][131] Palecek's widow claimed he had been approached but refused to be a part of the incident.[29]
Former managing director (CEO) Rajat Gupta was convicted in June 2012 of four counts of conspiracy and securities fraud, and acquitted on two counts, resulting from his board memberships at Goldman Sachs and Procter & Gamble while a senior partner emeritus of McKinsey.[132] In October 2011, he was arrested by the FBI on criminal charges of sharing insider information from these confidential board meetings with Rajaratnam.[133][134] Among other crimes, Gupta was convicted of passing information to Rajaratnam within 4 minutes of the completion of a special Goldman Sachs board meeting to approve a capital injection by Warren Buffett during the height of the financial crisis in 2008. He stood to profit as the chairman of Galleon International and as the chairman of New Silk Route.[135] At least twice, Gupta used a McKinsey phone to call Rajaratnam and retained other perks — an office, assistant, and $6 million retirement salary that year[67] — as a senior partner emeritus.[136]
After the scandal McKinsey performed an independent review of its policies and procedures, including investigating other partners' ties to Gupta.[137][138] There is no evidence of any damage to McKinsey's brand, though some controversy has been leveled at the firm for having former leading senior partners (Gupta and Kumar) as well as a junior partner (Palecek) all implicated with the Galleon Group and insider trading.[139] The firm's revenues grew 10% during the same period, though its long term impact remains unknown.[131][133]
- ^ DeCarlo, Scott; Murphy, Andrea D. (November 16, 2011). "McKinsey & Company on Forbes' America's Largest Private Companies list url=http://www.forbes.com/lists/2011/21/private-companies-11_rank.html".
- ^ "The Best Consulting Firms: Prestige". Vault.com. Vault.com Inc. 2014. Retrieved 23 February 2014.
- ^ "A Decade of Dominance for McKinsey & Company in Vault Consulting Prestige Rankings". Vault. August 25, 2011. Retrieved December 8, 2012. "McKinsey & Company has become synonymous with the Consulting Industry. For the 10th straight year, the New York-based firm has taken the top spot in the Vault Consulting Prestige Rankings, as voted on by its peers. A decade at the top is not an easy feat to achieve."
- ^ Leonhardt, David (December 10, 2011). "Consultant Nation". New York Times. Retrieved December 8, 2012. "The current chief executives of Boeing, General Electric, Hewlett-Packard, Morgan Stanley and PepsiCo are all alumni of either Bain, Boston Consulting Group or the most prestigious consulting firm of all, McKinsey & Company."
- ^ "Vault's School". Vault. Retrieved December 8, 2012. "Roundly considered to be the most prestigious company of its kind, it has achieved a level of renown so great as to be known even to laymen, despite shrouding details of its work—and its client list—in secrecy."
- ^ a b c Financialist Staff (16 September 2013). "Deconstructing the Elusive Allure of McKinsey & Co.". The Financialist. Credit Suisse. Retrieved 20 September 2013.
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text:
Innovation Policy and Performance
A Cross-Country Comparison
- Date de publication :
- 01 juin 2005
- Pages :
- 248
- 9789264006737 (PDF) ; 9789264006720 (imprimé)
- 10.1787/9789264006737-en
Voir l'abstract /
This publication examines the relationship between innovation policy and economic performance in six OECD countries – Austria, Finland, Japan, the Netherlands, Sweden and the United Kingdom. In-depth analyses highlight countries' strengths and weaknesses in innovation, as well as the effectiveness of their innovation policies in driving economic performance. Taken together, the country studies constitute a rich evidence base which will be of considerable interest to innovation policy makers in all OECD countries. They indicate that countries share a need to adapt – or even profoundly change – their innovation policies in order to deal with opportunities and threats posed by new technological and economic developments.


text:
All Boards
Got a question? Something on your mind? Talk to your community, directly.
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m.shoemaker April 10, 2014 at 08:36 PM
I have been training at Modern for just a short while and I have to say these people are so…Read Moreawesome. Great group of people that I instantly consider my family. Sounds weird but you have to see for yourself why they have such a great reputation and following.Great classes from Fitness to kickboxing, Boxing and much more. I lost 40lbs here in no time. My last seminar here with "snake pit" I met people that WALKED from Freehold to Modern and one guy drove through a snow storm 5 hrs away for it and some were from other schools in the tri state area. It was THE best seminar I have ever been too by far. It made me want to post this for them. Hope you get a chance to take advantage of this seminar.
Sidney Alweis April 15, 2014 at 09:45 AM
Fred -you are dealing with a woman who has lost all pretense of logic and rationality.Anyone who…Read Morethi nks logically like you do cant possibly be right in her thoughtsShe claims objectivity.How-you never argued for abortion as a means of birth control just for a women's right to have one. It is a smokes screen as you pointed out.You cant support Chris Smith's ideas on the one hand and hold her views on the other because they are contradictory. I will no longer bother to answer her letters-a waste of good time.I am glad she claims she had a perfect GPA in college-it really important now isnt it
Fred Stone April 15, 2014 at 12:36 PM
the constitution as interpreted by the supreme court protect a woman's right to end a pregnancy…Read Moreduri ng the first two trimesters. Chris Smith would abrogate this and leave it to the politicians in the state legislatures to decide even whether a day-after pill is permissible. You cannot avoid the issue of how and why anyone who favors freedom could support someone who wants his religion to be imposed on all as the law.
District 4 Coalition for Change April 17, 2014 at 06:12 AM
The purpose of our Congressman Smith's legislation is to make it nearly impossible for women to…Read Moreacqu ire a safe legal choice if she so chooses. In a democracy the government should not be intervening in the private matters of a woman and her doctor or her body. The only thing that stands between Smith's legislation is the Senate. A women's right to choose her destiny and control of her body is quite in danger if the Republicans pick up seats in November. The Hyde amendment clearly states that there can be no federally funded abortions except in the case of rape , incest and the life of the mother. In Smith's attempt to abolish abortion, even in the case of a victim being impregnated by rape or incest , Smith wrote legislation,HR3 , to redefine rape to forcible rape. HR3 waters down rape, endangers women and empowers rapists. Smith also voted against the violence against women's act. His legislation in HR7 is an attempt to block private insurance from covering women's healthcare services . Including blocking flexible spending accounts from covering costs. He proposes penalizing companies that provide women with a full range of benefits by taking away tax breaks from their employers . Since Smith considers the birth control pill to be an abortifacient , the birth control pill would no longer be covered . Penis pumps and Viagra are on the same insurance plans but male sexual enhancements are not being scrutinized and not considered to promote promiscuity . Smith is a dangerous anti women activist and leads the assault on women and women's rights. Vote in November and vote against Smith' s anti woman agenda.


text:
Richmond >Food & Dining > Buffalo Wild Wings
7801 West Broad Street #10, Richmond, VA | Directions 2329437.619960 -77.527447
Worst Lunch Ever – Me and my friend went here for lunch today to try this place out, it was rather empty it took 40 minutes to get our wings and they forgot the blue cheese sause for the wings this took another 20 minutes to find someone to get this sauce, as I had to get up and find someone to get it for us, then this took another 10 minutes to get the sauces delivered to the table and guess what the food is cold!!!! When the waitress finally comes back to our table we inform her that the our food is cold while we waited for the bliue cheese sauce to be deilved for out WINGS she walks away and the manager comes over and we tell her the same story. It is a WING joint and wings do typically have blue cheese or ranch sauce served with them at all times you would think that this is an item that would not be forgotten. Then the manager takes my friends tea away for a refill and never returns with it and again I have to get up and go find someone to bring him his refill and again to refill a tea this takes 15 minutes. Let me remind you this place is empty!!!!! Then to get the check OMG that takes even longer .... now one would think a waitress who works on tips would think we already made a complaint about the service and she needs to recover her tip and she should have been checking on us to make sure everything was alright but ..NOOOOO ..... or atleast give us or check to get us the hell out of there but Noooooo that takes forever in the day to get that done ..... needless to say she got no tip and we will never go back again!!! if I want frozen chicken wings I will get them out of my freezer at home , minus the crappy service.
Fun place – Okay, so the food is not the best and the service is not the best, but the wings ARE good and the beer is good and the game is on TV, so where else are you going to go?
This sports bar and grill offers a casual, fun dining experience with beers and well-sauced wings. – In Short
Since 1981, this Buffalo, New York-style wing joint has served signature boneless tenders, wings and legs along with a selection of 12 zesty sauces, ranging from mild to blazin'. A full sports bar with big-screen TVs features potent cocktails, live televised games, NTN trivia and fantasy football. The full menu incorporates finger foods, grilled sandwiches and wraps, salads and burgers. Party platters and takeout options are popular.
Gets worse each month!! – (The review guidelines for CitySearch reference how to leave a "massage"! LOL)
I have to rate BW3 below average due to their constant beer price increases. Currently, a tall draft is over $4/glass. Since cheap beer and NTN were the only redeeming virtues, they must be rated lower than they were in 2002. "Management" consists of underpaid losers who become very bothered if they are asked to remedy minor situations, such as requests to change a channel, or correcting cold food, or no food at all. Since a bartender makes much more money than "management", there is no incentive to manage.The bartenders are very good- especially when considering the lack of management support they receive.
Sports events are blasted through the speakers at 100 decibels, rendering friendly conversation impossible- unless one screams- which adds to the noise levels.
The bathrooms are a DISASTER, as they are only cleaned at closing time (by the poor bartender) and are frequented by 21-24 year olds who can't hold down their Jaegermeisters!! Even the paper towels were removed to save money!! How does Staff clean their hands when they have to touch a door handle soaked in urine from customers who don't wash? At least they could wrap a paper towel around the handle previously!!! If the Health Board visited at night they'd be shut down. Come to think of it, they WERE voluntarily shut down due to their kitchen being unhealthy last year.
When the beer was cheap, we could put up with the deficiencies. No more!
I would recommend The Playing Field (next door) or Ham's (for fresh draft beer) over BW3.
Ah, what used to be! – Having been an intermittent visitor at BW3 for years, I have watched everything that the other positive reviews acclaimed slowly begin to slip away, and no effort at all to fix the complaints.
The cheap beer? Three -- count 'em -- THREE price increases on drafts over the past nine months make it among the most expensive happy hours on Broad Street.
The bright spots (e.g., Peter) on the wait staff have moved on. The remaining bartenders are undermotivated.
Atmosphere? They've added gaudy neon fixtures at the bar that blind you.
Music? Now loud and unwelcome. The only draws that remain are the sports and NTN, and the negatives far outweigh these two bright spots.
Sorry, my business is moving up the street. I see no reason to go back.
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We're trying something new on Burning River Baseball called tenatively, Indians Arguments. Basically this segment is a back and forth discussion between the two writers of Burning River, Joe and Mike. This particular discussion was about the Cleveland Indians lineup.
Joe Coblitz: This is the first installation of what promises to be a long history of Indians Arguments. So let's start with the importance/non-importance of the lineup?
Mike Melaragno: It really does not matter where Manny Acta puts somebody in the lineup. What matters is who is in the lineup. The Indians lack depth from a position player standpoint so they are naturally going to struggle scoring runs whether Grady [Sizemore] is in the one spot, or the sixth spot.
Joe: Who is in the lineup is more important than where they bat, but if you have to use non-starters in the lineup, then you don't want them hitting between your star players, making outs, grounding into double plays and defeating rallies before they start.
Mike: I agree. A team's best hitters should bat sequentially. James Click wrote a nice article in the book Baseball Between the Numbers; in it, he used a custom computer program called Baseball Lineup Order Optimization Program (BLOOP). One of the conclusions he came to while analyzing the findings was that "lineups in which a team's three best hitters batted with either one or two average batters between them fell eight runs short of the lineup in which the top batters batted in three sequential spots." My question is: behind Grady and Asdrubal [Cabrera], who do you have?
Joe: I wouldn't necessarily say Grady is in the top three right now. The obvious choice would be what the lineup was potentially in Spring Training. Grady, Asdrubal then [Shin-Soo] Choo. Personally, I would hit [Travis] Hafner 4th, but in his absence, it's up to Acta to pick the next best hitter. I guarantee you, however, that the next best hitter is not either Travis Buck or Shelley Duncan.
Mike: Then who? Let's look at the Indians who are in the team lead for SLG [slugging percent]. Grady is at .581, a very good rate. Pronk is at .549, Asdrubal is at .537, very good for a SS. Then you have [Matt] LaPorta at .465, Buck at .441, [Michael] Brantley at .395, and Duncan at .385. You tell what order you would use out of those list of names.
Joe: First I would use the one guy you left off, Carlos Santana. He leads the team in walks by 13 and is 4th in OBP. I'm also fine with using Michael Brantley at lead off. He is a more pure lead off hitter than Grady ever was. That means you have the top 5 set. Brantley, A. Cabrera, Choo, Santana, Sizemore. You don't have to worry about breaking up the lefties, because Cabrera and Santana each switch hit.
Mike: Be careful when you mention the amount of walks Santana has. Teams have pitched around him when Pronk has been out of the lineup. And anyway a .344 on-base percentage is decent, it is not as high as would expect from somebody who hits high in the order. Choo? what has he done all season?
Joe: Choo has a .250 batting average for the season, but has hit .344 over the last 10 games. He's been a consistent hitter over his career with a .292/.386/.478 line. Even if he struggles, it's still worth keeping him at #3 for what he can do. What kind of person would hit Evan Longoria lead-off?
Mike: Billy Martin
Joe: Wrong, it was Joe Maddon. How could you get that wrong? It happened today. Anyway, Santana is one of the most patient hitters in baseball. His walks have less to do with protection and more to do with him being willing to take walks. He isn't a slow runner, so you can't complain about him getting on base anyway he can.
Mike: I know. I was joking. August 13, 1972, Billy Martin drew his lineup out of a hat.
Joe: The mad hatter. You would wonder why he was fired so many times.
Mike: Ok. So would you say that constructing a lineup should follow a particular pattern based on what? Stats?
Joe: Physical ability is a better predictor of what will happen than past stats, but you can use stats easier. Conventional stats don't tell you as much as you need to know, that's why I keep my own. Because of that I can tell you that the two best base runners on the team are by far Michael Brantley and Orlando Cabrera. Brantley has a +23 and Cabrera has a +19. See if you can figure that out.
Mike: So why wont you put O. Cabrera in the top three in the lineup? You would think that a good manager would put good base runners in front of good hitters,
Joe: The .287 OBP may slow him down there. However, OC has played well enough, I consider him one of the better hitters and he should bat in the top 7. I think the real issue here is Matt LaPorta though. We haven't mentioned him by name yet, but he's second on the team in HR and is the only pure power hitter on the team with Pronk out. The question is do you hit him high in the lineup and hope he can stop getting out 75% of the time or do you keep hitting him 7th or 8th.
Mike: I cannot answer that question. Why? because there is no substitute for lack of talent in the batting order. You say he is the only pure "power hitter" on the team with Pronk being out, but is he? If we take a look at ISO (Isolated Slugging Percentage, SLG-OBP) then Grady is a pure power hitter (.326) and Asdrubal is turning into one (.234). LaPorta (.208) is ahead of Pronk (.204). So yes I agree Grady should not bat lead off (something I have argued with you since 2007), these numbers indicate he should be the clean-up hitter. Point being if you to determine exactly what metrics to use when determining batting order and then stick to those metrics. Are you going to use OBP? SLG? BA? Number of hits?
Joe: You can only stick to those metrics if you think they can predict the future. Obviously Asdrubal is not going to continue hitting homers like this all year, so you can't necessarily just run with the stats. If Grady isn't going to hit lead off, there is no reason he can't clean-up. Since Acta has already shown he isn't afraid to take him out of that spot, there's no reason to put him back. The problem with Grady at 4 is that Choo is a lefty and Acta hates back-to-back lefties. I prefer putting hitters in their place regardless of handedness. We're running out of room here, so why don't you give me your final lineup/closing argument.
Mike: My conclusion is that who is in the lineup is more important than in what order you have them in. A manager hands are tied in respect to what players the front office gives him to make his lineup card. If the Indians had the payroll to trade/sign Adrian Gonzalez, we are not having this conversation. If Carl Crawford is roaming left field instead of Austin Kearns, we would have a more worthwhile discussion.
Joe: Well since we don't live in dream land (which is near Boston apparently) I'll actually answer my question. Brantley, Asdrubal, Choo, Sizemore, Santana, LaPorta, Orlando, Buck, [Jack] Hannahan. Of course all this will change in a couple week when Hafner gets back. Until next time.


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Distance Library Services are intended for UW-Madison students, faculty, and staff that reside outside of Dane County. While many of the Web based services mentioned under the sections below are available to all members of the UW-Madison community, this Web site is specifically tailored for members of the UW-Madison community who live and work outside of Dane County - including dissertators, students taking distance courses, and faculty on sabbatical.
If you have any questions, please see the contact information on the Program Support page.


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April 20, 2014
January 2, 2013
RICHMOND, Va. (AP) - Revised abortion clinic regulations that include strict building standards have been certified by Gov. Bob McDonnell.
The Richmond Times-Dispatch (http://bit.ly/WdV3hz ) reports that McDonnell certified the regulations on Dec. 28. Following a 60-day public comment period, the regulations will go back to the state Board of Health for a final vote. The board approved the regulations in September.
The new regulations require abortion clinics to meet the same strict building standards as new hospitals.
Abortion-rights advocates argue that the strict standards could force most of Virginia's 20 clinics out of business.
McDonnell spokesman J. Tucker Martin says the governor believes the regulations will help ensure the safety and well-being of patients.
Existing clinics will half until the latter half of 2014 to comply with the new regulations.
Copyright 2013 The Associated Press. All rights reserved. This material may not be published, broadcast, rewritten or redistributed.
The comments sections of Newsplex.com are designed for thoughtful, intelligent conversation and debate. We want to hear from our viewers, but we only ask that you use your best judgment. E-mail is required, but will not be displayed with comment.
As a host Newsplex.com welcomes a wide spectrum of opinions. However this is a site that we host. We have a responsibility to all our readers to try to keep our comment section fair and decent. For that reason The Newsplex reserves the right to not post or to remove any comment.
If you have any ideas to improve the conversation or this section let us know. Send an e-mail to email@example.com.
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The Platform With Power: Magento
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Choosing a Magento platform gives you all the power and performance that you will need today and long into the future. The fastest growing open-source platform, Magento offers as much customization as you need – and we can help you select the key components for your successful e-commerce business. Whatever your needs are, we can fulfill them with Magento.


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It wasn't the only time a player was pulled from Saban. Struggling quarterback Daunte Culpepper screamed at Saban at being replaced by Joey Harrington the next year to the point Taylor separated the two in a practice.
It's football. Emotion happens. But the Thomas story, confirmed by four witnesses, became legendary inside the team. The immediate reaction was telling. As one player related, he went up to Thomas later that day and said, "You're my hero."
"And I wasn't alone,'' the player says all these years later. "I know other guys went up to Zach and said that for how he stood up to Nick."
Stack all these stories like firewood, and you can rekindle the anger if you want. Put Saban's lying on top. Yes, his lying became the national centerpiece. Saban stood before the cameras and said, "Well, I guess I have to say it, I won't be the coach at Alabama."
Two weeks later, he became that coach at Alabama.
That great coach. That championship coach. That coach they built a statue for. That coach working on a third national title there. That coach called "extremely handsome" by Sandra Bullock in the movie "Blindside" and adorning covers of Sports Illustrated ("Raising Alabama") and Forbes ("The Most Powerful Coach In Sports").
That coach he never was in Miami. That coach fans never saw with the Dolphins.
"If he'd won here, none of that other stuff would've mattered,'' Taylor says. "So he's not bubbly inside the team. (New England coach) Bill Belichick is not going to win any personality awards, either."
Taylor liked Saban in good part because Saban liked Taylor. Saban did what great coaches do in that regard. He recognized Taylor's unusual talents. He made Taylor a centerpiece of the defense.
He created a free-lancing position that, as much as the physical challenge became an "intellectual exercise," Taylor said. It helped Taylor become the NFL's Defensive Player of the Year in 2006.
"If he'd had a quarterback, he was so organized and so smart he'd have won here and still be here,'' Taylor said.
Here's the larger issue: Do you have to be a cold human being to be a great football coach? Don Shula had players pulled from hospital beds to play in games, then return to the hospital. Jimmy Johnson, in retirement, talks of having to adopt that "bad guy" persona as a coach.
Taylor says there were some unfortunate incidents with Saban, but some are overdone. The James' incident, for instance. Most players side with fullback Heath Evans, who first told the story to South Florida radio host Jorge Sedano.
Says Taylor: "No way Nick knew how serious it was. He went to the hospital for hours (to see James) that night. I was there with him."
Odd? Sure, there were quirks in Saban's personality. He demanded to wear the same type of shorts to practice every day. He had boxes of peanut butter crackers and Li'l Debbie cakes to snack on.
Five months into the Dolphins, his office bookshelves and walls were barren. The only features were a desk to work on and a video machine to watch tape.
|"He never let you close, and you never really wanted to get close,'' Chambers said. "We all heard about employees not being allowed to talk to him. He'd yell at (assistants) a lot."
Chambers then told his Saban story. This was in 2005, Saban's first Dolphins year, and the team was short of receivers. Chambers was called into his office.
"You're the one guy on our team who has to be perfect,' Saban told him. "You're the only one we need to play perfect."
"That sparked something inside me,'' Chambers says now. "I thought, 'He believes in me.' That's the kind of thing he could do. I had the best year of my career that season (82 catches, 1,118 yards, 11 touchdowns). He knew how to help me get there."
Saban has been gone six seasons now. The Dolphins remain lost in the wilderness. Saban has become a college coaching legend in Tuscaloosa, proving he made the right move.
Many Dolphins players still wonder about his methods. Many Dolphins employees wonder about his humanity. Perhaps Egues categorizes it best. After he finished telling the don't-talk-to-Saban story, Egues says, "Let me tell you another story."
This one happened immediately after Saban left for Tuscaloosa. Egues' phone rang. It was Saban. Egues was stunned.
"If we exchanged 10 words a month, it was a lot,'' Egues said. "Nick didn't really talk to people he thought were doing good jobs. God help you if you weren't pulling your weight, but he left people alone who did good work.
"And now he was calling me, thanking me for everything, telling me I was the best equipment guy he'd had and I had a friend for life. Look, I know who I am and where I stand in the big scheme. To get a call like that ..."
Egues's voice dropped into a whisper that shows just how complicated and contorted Saban's legacy remains even to those embarrassed by him.
"I considered working for Nick Saban one of the great honors in my life,'' he said.


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Puppy mills contribute to pet overpopulation and cause countless dogs lifetimes of suffering in squalid wire cages. Help us stop this cycle of cruelty: Do your research before getting a puppy, and look into adopting a dog from your local shelter.
New Lives for Ark. Puppy Mill Dogs
Fifty-five dogs rescued from a puppy mill case in Arkansas arrived in D.C. to prepare for new lives in loving homes.watch video
News & Events
April 21, 2014
A Schnauzer's Legacy: How Maddie's Fund Combats Pet Homelessness
Dave Duffield and Rich Avanzino of Maddie's Fund discuss how the foundation works to create a nation where no healthy or treatable pets are euthanized.
April 9, 2014
Cook County, Ill. Cracks Down on Puppy Mills
The Cook County Council passed an ordinance to restrict the retail sale of dogs, cats and rabbits obtained from large-scale commercial breeders.
March 24, 2014
60 Dogs Rescued from N.C. Puppy Mill
60 Australian Shepherds, including 13 puppies, were rescued from a suspected Hertford County, N.C., puppy mill. After being visited by law enforcement officials regarding concerns about the welfare of the dogs on the property, the breeder agreed to surrender all of his dogs and cease operations.
March 21, 2014
Nearly 50 Dogs Rescued from Suspected Faison, N.C. Puppy Mill
More than 50 dogs were rescued from a suspected Duplin County, N.C., puppy mill. Duplin County Animal Control became concerned about the welfare of the dogs after they responded to a complaint and found the animals living in filth and suffering from a lack of basic care. The Humane Society of the United States, Duplin County Animal Shelter, Pet Friends of Duplin County and the SPCA of Wake County assisted with the rescue and removal of the dogs.
Our Victories
February 28, 2014
Md. Senate Praised for Passage of Compromise Legislation for Maryland Dogs
The Maryland Senate unanimously passed legislation that will remedy a 2012 Court of Appeals ruling that deemed "pit bulls" to be "inherently dangerous."
February 11, 2014
House Protects Victims of Domestic Violence and Beloved Family Pets
The Virginia House passed legislation to strengthen the state's protections for victims of domestic violence and their beloved family pets. House Bill 972, sponsored by Delegate Ben Cline, R-Rockbridge, will authorize courts to grant care and custody of a family pet to petitioners of protective orders and passed unanimously with bipartisan support.
January 31, 2014
Martin County Animal Shelter Removes Gas Chamber
The Humane Society of the United States awarded Martin County Animal Shelter in North Carolina a $10,000 grant in honor of its decision stop euthanizing animals using a gas chamber.
October 16, 2013
Bennettsville Receives Grant to End Use of Animal Gas Chamber
The city of Bennettsville, S.C., received a $5,000 grant from The Humane Society of the United States to eliminate gas chamber use at the city's animal shelter. The funds will be used for training staff members and purchasing necessary supplies and equipment for the euthanasia by injection method.


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Posts Tagged 'Andrew Tanner'
Andrew Tanner and The Silhouette Wall Plates
Ready for a new style and a new feeling regarding wall plates? These silhouette wall plates, spotted on the fabulous AphroChic, are such a fun take on the trend of hanging plates as wall décor. After all, nobody's actually going to be eating off of these anytime soon…
…but they're perfect as decorative accents! We love the idea of hanging them over a wall with texture, pattern, or bright color. They'd be lovely on a wallpapered wall, as well, with the pattern showing through the cut-outs.
via apartmenttherapy


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Libporty provides a higher level API for some commonly used library functions such as sockets, date/time, file system access, background processes, and asynchronous DNS resolving. Libporty is configured using scconfig and the API is guaranteed to work the same way on all supported systems. An application that exclusively uses the libporty API will not require autotools/scconfig for porting. Libporty has been tested on Linux, Windows, Mac OS X, multiple BSD variants, Minix, OpenSolaris, and some ancient Unix systems.
A probabilistic Java toolkit for building search engines.
A LiveCD for data backup and disk imaging.


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Peaches and nectarines fade away in fall, but with just a month or so left in the deal shippers had much to celebrate as they finally gained access to Australia.
Kingsburg-based HMC Farms shipped the first California stone fruit in a load arriving July 27 at the Sydney airport.
"It's been a long decade of waiting for access to this market," said Marcy Martin, director of trade for the California Grape & Tree Fruit League.


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Explore Undiscovered Food, Fashion & Fun.
Felt containers by Swedish designer Pia Wallén are soft on small hands. Choose from three sizes (we use the smallest for barrettes and hair bows) and five vibrant colors that make the nursery pop.
Available at unisonhome.com, $40-$80.
Let layering season begin with a fresh crop of bright colors, nautical styles, and cheery prints for tiny tots and bigger kids.


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Magazines for Libraries™ Update
Since 1969, Magazines for Libraries has been reviewing the best publications for all serials collections—the general reader and school, junior college, college, university and public libraries. Edited by Cheryl LaGuardia, editor of Magazines for Libraries and e-Reviewer and e-Views blogger for Library Journal, Magazines for Libraries Update is open to all librarians interested in staying on top of the latest developments in the serials industry.
Reviews included in Ulrichsweb™
When you subscribe to Ulrichsweb, you automatically have access to all reviews from the latest edition of Magazines for Libraries, integrated and displayed in Ulrichsweb records along with publisher and provider information. If you'd like to learn more about Ulrichsweb or other Serials Solutions services, please contact us.
Latest Reviews
- Socialist Studies
- Res Cogitans: Journal of Philosophy
- Qualitative and Quantitative Methods in Libraries
- P 3 T: Journal of Public Policies and Territory
- Open Praxis
Magazines for Libraries™. © 2014 ProQuest LLC. All rights reserved.
No part of Magazines for Libraries™ may be reproduced or redistributed without the prior written consent of ProQuest LLC.


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Rare Tiger Sighting Provides Inspiration for Conservation
- Date: January 31, 2012
- In This Story:
Debmalya Roy Chowdhury, WWF staff member, works in the Terai Arc Landscape, a vital refuge for tigers in India and Nepal. As he crossed the River Kosi with two colleagues one day, he heard a scream, "Sir, tiger, tiger!"
"I looked up and how I felt at that moment is very hard to describe," says Chowdhury. "There was a huge male tiger walking along the river bed. The big cat was only a few hundred meters away from us. After a few seconds of stunned inaction, I began taking photographs.
"The tiger spotted us and tried to take cover. It realized there was none, turned back and disappeared into the jungle. This rare sighting of a tiger during broad daylight completely rejuvenated us and we tracked his pugmarks up to our camera point.
"This was the most memorable on foot sighting of a tiger I have ever had in my life and probably the best direct evidence to document the importance of the River Kosi forest corridor in the Terai Arc Landscape."
Kosi corridor allows tigers to roam freely
Chowdury's work is part of WWF's efforts to provide a safe place for tigers to move freely between two separate habitats. His tiger sighting took place in a corridor where the mighty River Kosi separates the Corbett Tiger Reserve from the forests of the Ramnagar Forest Division. This wildlife corridor is critical for big cats to move between the two places.
Results from WWF's monitoring efforts in the area are astonishing. Camera traps confirm that tigers use the River Kosi corridor and that the adjacent Ramanagar Forest Division has the highest density of tigers outside of a protected area in India.
WWF continues to study the pressures faced by the River Kosi corridor. The unchecked growth of holiday resorts in the area is the greatest cause for concern. Because these tigers are roaming through non-protected areas, safeguarding the species and their habitat is urgent.
Learn more
Ways to help protect tigers
Save tiger habitat: Make responsible buying decisions
How You Can Help
Take Action
Speak up for species and places through the Action Center.
Spread the Word
Send a free e-card, featuring animals and places, to your friends and family to show that you care about wildlife and the planet.
Become a Paperless Member
Become a monthly member and you'll receive more benefits online and less clutter offline.


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Small Business Events in Your Area
Doing Business in the State
Licenses and Permits
Business Center - Office of the Secretary of State
Colorado Office of Economic Development and International Trade
Colorado Department of Revenue
Employer Links
Colorado Department of Labor and Employment - Employer Services
Unemployment Insurance
New Hire Registry
Small Business Administration - Colorado
State Government Department and Agency Index
Colorado Department of Personnel & Administration
SBA.gov's Business Licenses and Permits Search Tool allows you to get a listing of federal, state and local permits, licenses, and registrations you'll need to run a business.
Return to State Links.
Rate the Small Business and Self-Employed Web Site


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iAccessibility: Mobile Freedom for All
Session Information
- Session ID
- Date & Time
- Friday, March 2, 2012 - 10:40 AM PST
- Location
- Elizabeth G, 2nd Floor
Session Description
Track/Topic: Web Accessibility
Apple's iOS devices have a range of no-cost, built-in accessibility technologies. See and hear a demo of the future of mobile accessibility.
- Paul Adam
Deque Systems
Add to Outlook/iCal (How it works)


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Vintage Crochet Sheet Set
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Enzyme-washed for an incredibly soft hand, this cozy percale bedding makes a welcome addition to any sleep space. When it's trimmed with delicate crochet in her favorite shades, it becomes a sweet essential no girl can resist.
- Woven from ultra-soft 100% cotton percale
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- Sheet set includes 1 flat sheet, 1 fitted sheet and 2 pillowcases (1 in twin set)
- Twin fitted sheet fits mattresses up to 14" deep; full and queen fitted sheets fit mattresses up to 16" deep
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Calhoun County Sheriff Larry Amerson said the woman had pulled up to her home on Church Street around 11:22 p.m. when she heard gunshots. The mother and 5-year-old were still in the car and when the gunfire stopped the mother noted two bullet holes in the back driver's side window of the vehicle, Amerson said.
The sheriff said no one was injured during the shooting and he was uncertain how much damage was done to the car.
Deputies were also investigating today another vehicle shooting that occurred June 4, Amerson said. A 28-year-old woman told deputies she discovered bullet holes in her 1995 Chevrolet Tahoe parked on Martin Luther King Drive in Hobson City. The vehicle sustained $500 in damages, according to a report from the Sheriff's Office. No one was inside the vehicle when the shooting occurred.
Amerson said there is an ongoing dispute between "two different factions" that he believes led to the shootings.
"At this point we cannot say with certainty, but we believe these shooting incidents are very possibly related," he said.
There have been several reported shootings recently in Hobson City, one that resulted in two men charged with attempted murder last month.
"Hobson City has been very quiet in regards to those incidents of violence. We want to return the town to its more peaceful state," Amerson said.
Any suspects could face felony charges of discharging a firearm into an occupied vehicle and discharging a firearm into an unoccupied vehicle.
Staff Writer Rachael Brown: 256-235-3562. On Twitter @RBrown_Star.


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But I decided that I wasn't going to let my lack of skill with a paintbrush (or pencil, oil pastel, etc.) stop me from making some art for my living room.
A while back, I received some samples of printable fabric from Blumenthal Craft. This PhotoFabric comes in a variety of flavors — cotton poplin, twill, silk and canvas — in 8.5x11 paper-backed sheets.
All you do is find an image you want to use, put a sheet of PhotoFabric in your inkjet printer and just print like you would any photo. Then peel off the paper backing, rinse it and your custom-printed fabric is done.
I wouldn't use the fabric for anything that needs washing, because I don't know how permanent the ink is. But for projects like mine, it worked perfectly.
I wanted something bright and punchy, so I decided to do a multi-panel pop art canvas in the style of the famous Beatles' pop art poster. (In fact, this entire project was inspired by my singing "All You Need Is Love" while I was pregnant with my second child.)
I sifted through family photos, and chose the four that suited my needs. My original plan was to have all of us facing each other, but capturing a 2-month-old's smile is hard enough, let alone a smile in the right direction, so I just went with the best I could get.
Creating the pop art effect took a bit of skill with Photoshop. The tutorial I used to create the photo art is available at www.melissaevans.com/tutorials.
I printed 8x8 photos on the canvas, using the "best" setting on the printer to get the most detail.
I used another sheet of the canvas for the white inside borders, sewed it all together and then embroidered "all you need is ♥ is all you need" in the center.
I then sewed 2-inch strips of white fabric around the perimeter of the art, so I would have extra fabric to stretch it over the frame.
To make the frame, I measured the length and width of the artwork and cut four pieces of 2x1 wood to fit. I used a miter saw to cut the ends of the wood at 45-degree angles, then glued and stapled the pieces together.
The next day (wood glue should set for 24 hours), I ironed the artwork, laid it flat on the table and centered the frame over it. Starting at the bottom center of the art, I pulled the canvas back and stapled it to the frame. I then stapled the top center of the art, then left center and right.
I continued stapling around the frame, pulling it evenly on opposite sides, and tucking the fabric to lie neatly in the corners. Staple generously to ensure that the canvas lies flat. Then just clip any excess fabric and the art is done.
The possibilities for using the PhotoFabric are almost endless — as long as it's not something to be worn or washed. It would work well for decorative pillow cases, lampshades, quilts and so much more.
Luckily for people like me, with new technology on both the digital and crafting front, you don't have to be an artist to create beautiful art.


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Image may not depict product color, inclusions or accessories.
San Jamar T7590TBL Description
COMPACT SIMPLICTY HANDS FREE MECHANICAL ROLL TOWEL DISPENSER. Does not require batteries. Hands-free dispensing of most types of roll towel. Maximum capacity: 6-inch diameter roll plus stub roll. Automatic mechanical cutting dispenses consistent 11-inch sheets. Durable, impact-resistant plastic construction. Oceans, Blue.
San Jamar T7590TBL Specifications
- Product Spec Sheet
- Manufacturer: San Jamar


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Wetzel points to good reasons for joining U.S. Marine Corps10:24 am | September 10, 2013
Discipline. Courage. Camaraderie. Honor.
Those are the reasons 43-year-old Elizabethton resident Andrew Wetzel II joined the United States Marine Corps Reserves in 1991.
Currently ranked as a Master Sergeant, Wetzel, who is also a full-time Elizabethton firefighter and owner of the Stateline Drive-In, said he was 21 years old when he talked to a recruiter and joined the Reserves.
"I knew I needed something," Wetzel said. "I was a sophomore at East Tennessee State University and I had no direction. I had no discipline. I was not making very good grades and I thought I needed some discipline in my life."
Wetzel said he was not deterred by missing a year of school to join.
"It took me longer to graduate, but that was OK," Wetzel said.
All featured on the Elizabethton/Carter County Wall of Honor, Wetzel said he was also fond of joining the armed forces because his grandfather and father had enlisted.
"When they would be in their formations wearing their slick cammies and polished boots, I always thought that was pretty cool," Wetzel said. "It was always in the back of my mind as something I might like to do. I had to find something to do that was going to dial me back in and keep me focused a little more."


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By Steve Lopez
Los Angeles Times
August 14, 2012
There's no way to predict when or if California will offer what's known in Oregon and Washington as Death with Dignity, or physician-assisted aid in dying, but I'll keep you posted on a case in New Mexico that could have implications here.
In the New Mexico case, said Kathryn Tucker, legal affairs director for a nonprofit advocacy group called Compassion & Choices, "We hope to clarify … that a vague statute that makes a crime of 'assisting suicide' does not reach the conduct of a physician providing aid in dying, because of course the choice of a dying patient for a peaceful death is not, and ought not be conflated with, 'suicide.'"
Tucker said the case in question involves a woman with advanced uterine cancer who has said she would like to have, as one option, the right to avoid prolonged suffering by obtaining doctor-prescribed medication she could ingest to bring about a peaceful death if she finds her dying process unbearable.
ucker said California's statute on assisting a suicide is similarly vague, and if the New Mexico court rules in favor of allowing aid in dying, "it could have persuasive influence in California."
To learn more about the legal and medical issues on this topic, go to www.compassionandchoices.org and check my video chat above with Tucker and Dr. Judy Neall Epstein, director of the End-of-Life Consultation Program at Compassion & Choices.