#data driven hyper Christian

[t-hirstreview]

[sschmendrick]

Hi, welcome to Dimension 20 We are

data driven

and

HYPER CHRISTIAN !

[biwi123]

The Evolution of Executive Recruiting: Insights from Jeff Christian

Introduction: Unveiling the Dynamics of Executive Recruiting

In the ever-evolving landscape of business, the role of executive recruiting has undergone significant transformation. It's no longer merely about finding the right candidate for a position; it's about understanding the intricate dynamics of talent acquisition, market trends, and organizational needs. In this comprehensive exploration, we delve into the insights provided by renowned expert Jeff Christian to unravel the evolution of executive recruiting.

Understanding the Shift: From Traditional to Strategic Recruitment

Gone are the days when executive recruiting solely relied on traditional methods such as job postings and referrals. Today, it's about embracing a strategic approach that integrates data-driven insights, technology, and human expertise. Jeff Christian emphasizes the importance of leveraging big data analytics to identify emerging talent pools, assess market demands, and anticipate future skill requirements. By adopting a proactive stance, organizations can stay ahead in the competitive race for top-tier executives.

Embracing Diversity and Inclusion: A Paradigm Shift in Recruiting Practices

Diversity and inclusion have emerged as central pillars of modern executive recruiting. Jeff Christian advocates for organizations to cultivate a culture of inclusivity, where diverse perspectives are not only valued but celebrated. By fostering a diverse talent pipeline, companies can unlock innovation, enhance decision-making processes, and gain a competitive edge in the global marketplace. From gender equality to ethnic diversity, embracing inclusivity isn't just a moral imperative—it's a strategic advantage.

Navigating the Digital Frontier: The Role of Technology in Executive Recruitment

The digital revolution has revolutionized every facet of executive recruiting. From AI-powered applicant tracking systems to virtual interviews, technology has streamlined processes, expanded reach, and enhanced candidate experience. Jeff Christian underscores the need for recruiters to harness the power of technology while preserving the human touch. By striking the right balance between automation and personalization, organizations can optimize efficiency without compromising the quality of interactions.

Building Strategic Partnerships: Collaborating for Success

In today's hyper-connected world, executive recruiting is no longer a solitary endeavor—it's a collaborative effort. Jeff Christian emphasizes the importance of forging strategic partnerships with industry peers, professional networks, and academic institutions. By tapping into external expertise and resources, organizations can gain access to niche talent pools, exchange best practices, and foster innovation. Strategic collaborations not only enrich the recruiting process but also cultivate a culture of continuous learning and growth.

Future Trends: Anticipating the Next Frontier in Executive Recruiting

As the business landscape continues to evolve, so too will the field of executive recruiting. Jeff Christian offers invaluable insights into emerging trends that will shape the future of talent acquisition. From remote work to gig economy dynamics, from AI-driven assessments to personalized career development, staying ahead of the curve is essential for sustainable success. By embracing agility, adaptability, and forward-thinking, organizations can navigate uncertainty with confidence and resilience.

Conclusion: Charting the Course Forward

In conclusion, the evolution of executive recruiting is a testament to the dynamic nature of talent acquisition. By embracing strategic approaches, embracing diversity and inclusion, leveraging technology, fostering collaborations, and anticipating future trends, organizations can position themselves for success in an ever-changing landscape. The insights provided by Jeff Christian serve as a guiding light, illuminating the path forward for recruiters and organizations alike.

[acourtoffeyandfables]

I would expect nothing less from my data-driven hyper-christian network dropout tv

[chirp-featherfowl]

Hello, welcome to Dimension 20

we are

DATA DRIVEN

2. HYPER-CHRISTIAN

(but also accepting of others' faiths)

and

3. Quoting Walt Whitman

[thehobbitlass]

BRENNAN AND LOU: Dimension 20 is data-driven and hyper-Christian.

Imagine if Pinocchio actually got the Christian Bible and Jesus Christ became his patron. LOL.

[khalilhumam]

The Best of 2020: What We Read While the World Burned Around Us (Research Edition)

New Post has been published on http://khalilhumam.com/the-best-of-2020-what-we-read-while-the-world-burned-around-us-research-edition/

The Best of 2020: What We Read While the World Burned Around Us (Research Edition)

Even Dr. Pangloss would struggle to put a positive spin on 2020, a historic dumpster fire of a year in which a global pandemic, the deaths of a whole string of superheroes (Chadwick Boseman, Diana Rigg, Diego Maradona, and Ruth Bader Ginsburg start the list), and [*deep breath*] Beirut ammonium nitrate explosions, the costliest cyclone ever (Amphan), the Tehran plane crash, and California and Australia burning down. Kobe’s gone too. And Gerard Houillier. It’s been tough, and that’s without the ever-constant “I think you’re on mute” Zoom meetings.  But Candide’s alternative to Pangloss’s mindless optimism (after an even worse turn of events, if you can imagine that) serves as an inspiration: we must cultivate our garden. In that spirit, we’ve picked our favourite papers and articles about development of the year, picking pieces that help us understand the problems we’re working on better and how best to fix them.

Not the same storm, nor the same boats.

It’s inevitable that our first picks relate to COVID-19. Sifting through the avalanche of research in response to the coronavirus pandemic drove better minds than ours to distraction. Avinash Dixit estimated that the famous R rate for the pace of reproduction of COVID-19 research was as high as 34, though we had one advantage in fighting this pandemic of overconfident prognostication: there were no asymptomatic carriers of armchair epidemiology. Looking back at this wave of content, a few pieces stand out. Our colleague Justin Sandefur and his co-authors—in CGD’s most-read paper of the year—took on the task of estimating the infection-fatality rate from Covid across countries and came to the conclusion that sub-Saharan Africa faced substantially lower death rates from the disease—and the data (tentatively) suggest it may have been even lower than anyone predicted. Our current  lived experience of coronavirus ranges from total normality in Taiwan to everyday dysfunction in the US and tears over tiers in the UK, but in February many thought every country in the world would and should lock down completely to suppress the virus. Another of our favourite pieces of the year - Mushfiq Mobarak and Zachary Barnett-Howell writing in Foreign Policy made the case that the policy response in poor countries needed to be completely different to that in rich countries - the costs of lockdown were much greater, and the benefits fewer. Policy making during COVID-19 was incredibly hard—but pieces like this helped, as did this early note from Stefan Dercon suggesting where effort could be directed without regret, despite the uncertainty governments faced.

The sudden death of the Doing Business Index

We don’t gloat at CGD (that’s one of our few institutional positions). Yet news that the Doing Business Index was being suspended after allegations of data manipulation presumably raised a few eyebrows in this parish. The Index has long been a punching bag for researchers keen to understand how laws, implementation, and economic activity interact—partly because its construction varies over time, and partly because it doesn’t seem to shed much light on how business is actually done. Though few tears were shed outside the Bank over its demise, the Index will likely be resurrected. Whether it will ever recover credibility is much less likely, especially after what appears to an incredibly damning internal review, apparently confirming that data were manipulated under management pressures—requiring critically urgent reform. Part of the process of getting better is abandoning what doesn’t work. Expect this one to keep running.

Rebranding the bureaucrat

Dan Honig has been waging a battle on twitter to rebrand the bureaucrat, suggesting that . bureaucratic culture can drive better performance, and that it can be ‘created’ with relatively simple interventions. Two great new papers showcase this: in Ghana, Azulai et. al. implement a large scale training intervention aimed at cultural change in the civil service and find it improved division-level performance where the trainees were placed. And Muhammad Yasir Khan’s study in Pakistan shows that emphasising the mission-driven aspect of health work improves not only performance of health workers (and does so on more dimensions of their work than a simple incentive), it also improves downstream health outcomes in the community. These are some of the most optimistic and hopeful findings of the year—all praise the bureaucrats. If  large-scale change is going to happen, it will generally not be down to the efforts of a small but brilliant NGO, but because the full machinery of government bureaucracy is capable of action and can improve its performance.

A history of economics in 20 and ½ pages (and the future in 3)

One of the best long reads of the year was the three-way discussion between Amartya Sen, Angus Deaton and Tim Besley in the Annual Review of Economics, dominated by Amartya’s stories of his life as an economist and the people he interacted with. His story is almost a history of economic thought—arguing with Joan Robinson, talking about the environment with Arthur Pigou, being encouraged to folly by Nicholas Kaldor and reminding us of near-forgotten names like Piero Sraffa and Maurice Dobbs. This choice sticks out a little here because it doesn’t highlight a single finding or approach, but rather reminds us of much of the good the discipline has already produced—something economists, a species with a shorter memory than most, tend to forget. In a similar vein was this superb profile by John McDermott of Leonard Wantchekon: not about a specific paper or finding, but something that should give us hope about the capacity of economics to make the world better. Leonard has had an extraordinary life—from political prisoner to political economist - and his work to create an African School of Economics can only be a good thing for the generation of home-grown solutions and ideas, and for asking the right questions.

The world is still divided, but perhaps we’re redeemable

Back in May the world was rocked by the brutal killing of George Floyd, an unarmed Black man, by police in Minnesota. A wave of protests over the way police treat Black people spread from Minneapolis to Manchester to Monrovia, highlighting racism and inequality in society. Floyd’s death was one of many hundreds of police-involved killings that happen each year in the United States alone, and this paper by Desmond Ang shows how proximity to police violence has devastating and long-term effects for teenagers. He found persistent decreases in GPA, increased incidence of emotional disturbance and lower rates of high school completion and college enrollment, with the effects driven entirely by black and Hispanic students in response to police killings of other minorities. Ang notes that police killings are hyper-local and nearly 80 percent went unmentioned in local newspapers. But it’s not just the media that’s uninterested in violence against Black people. The story of economist Lisa Cook’s struggle to publish her paper on how violence against African-Americans depressed entrepreneurship among that community reveals deep troubles within the economics profession that we have barely started to address. But, perhaps we should not give up on humans yet. We also read some papers this year that provide more encouraging signs about people’s ability to become more tolerant. Salma Mousa, following her superb paper in 2019 on the effect of Mo Salah on Islamophobia in Liverpool, assigned Iraqi Christians to play football either on teams with other Iraqi Christians, or on mixed teams with Muslim players. Their behaviour changed, but only in the context of the football league - players on mixed teams were more likely to nominate Muslim peers for awards, for example. These behavioural changes didn’t extend to other settings, however. But in every cricket fan’s favourite paper, Matt Lowe finds that contact can reduce prejudice beyond the sports field.  He assigned men from various castes in Uttar Pradesh, India, to cricket teams and measured whether contact reduced caste divisions. It did - cross caste friendships increased by 45 percent, driven almost entirely by collaborative contact (same team) rather than adversarial (opposing team) contact. In a world where divisions sometimes seem as deep as ever, these papers offer a ray of hope. Perhaps more effort to integrate schools, workplaces, and communities could reduce discrimination in society. And, just like the rollout of vaccinations ends 2020 on a hopeful note, we will stop there. Thanks to Aisha Ali, Lee Crawfurd, and Dan Honig for contributions. 

[thetimesblog]

Wipro inks a strategic partnership with Industrie 4.0 Maturity Center

Wipro Limited (NYSE: WIT, BSE: 507685, NSE: WIPRO), a leading global information technology, consulting and business process services company, today announced its strategic partnership with i4.0MC – Industrie 4.0 Maturity Center GmbH (I4.0MC), Germany, to drive digital transformation in manufacturing companies.

I4.0MC is based out of Aachen, Germany, and is an integral part of the world-renowned RWTH Aachen Campus. It is headed by functional and technical experts of the manufacturing domain and industrial processes.

I4.0MC, which pioneers in the area of Industrie 4.0 maturity assessment, applies the acatech Industrie 4.0 Maturity Index to help manufacturing companies determine what stage of the Industrie 4.0 programs they are at. This evaluation helps companies prioritize, align and control digitization activities across the entire organization.

This partnership will promote collaboration between academia and industry thought leaders across manufacturing industries such as Automotive, Consumer Goods, Industrial Manufacturing, Oil and Gas and Life Sciences. Wipro’s experienced team of consultants, aligned to the core manufacturing industries, will support their clients through their end-to-end I4.0MC-led transformation journey.

Dipl.-Inform. Christian Hocken, MBA, Managing Partner said, “We are looking forward to the cooperation with a leading technology company. Our competences complement each other in an ideal way. We are providing the management frameworks and tools while Wipro will be realizing the digital transformation. Together we will be able to serve our customers with tailor-made transformation projects to become a data-driven, agile company.” Wipro helps global organizations in their Industrie 4.0-adoption journey through its comprehensive suite of offerings, which cover advisory and consulting services, industry solutions, platform services and application services. The company’s focus is to enable and support manufacturers across industries through all stages of their digital transformation journey – from assessment to implementation.

“Manufacturing organizations today have a disordered landscape of isolated POCs and prototypes that do not create any benefit to the business. Through our partnership we will help these companies define and implement the right measures to apply technology effectively,”

- Dr.-Ing. Tobias Harland, Senior Manager Industrial Practice.

Harmeet Chauhan, Senior Vice President and Global Head, Industrial & Engineering Services, Wipro Limited said, “With over 20 years of experience in Industrial Automation and Shop Floor technologies, Wipro has been a prominent Industry 4.0 implementation partner for global organizations in recent years. Our EngineeringNXT offerings are based on the key Industry 4.0 pillars including real-time capability, advance Analytics with AI/ML, Decision Support Systems and Cyber Physical Systems. This partnership will help us enable the end-to-end transformation for manufacturers led by Industry 4.0 programs. Subsequently, we can roll out and implement vertical industry solutions and platforms that harness the power of machine learning and advanced analytics, unlocking new business models and revenue streams.” 

About i4.0MC – Industrie 4.0 Maturity Center GmbH

The Industrie 4.0 Maturity Center is aimed at manufacturing companies that are on the verge of digital transformation and at companies that are accompanying this transformation. The acatech Industrie 4.0 Maturity Index, applied by the Industrie 4.0 Maturity Center, serves manufacturing companies as a methodical guideline to individually design the path to an agile company and to derive the necessary steps. The scientific framework of the ‘Industrie 4.0 Maturity Center’ is the ‘Industrie 4.0 Maturity Index’ developed as part of an acatech initiative. After more than a year of research by various institutes and industrial companies, the index was presented to the Academy of Engineering Sciences in May 2017 as an acatech study. The consortium combined the necessary scientific competence with flexibility and business pragmatism to achieve an international quality standard. About Wipro Limited

Wipro Limited (NYSE: WIT, BSE: 507685, NSE: WIPRO) is a leading global information technology, consulting and business process services company. We harness the power of cognitive computing, hyper-automation, robotics, cloud, analytics and emerging technologies to help our clients adapt to the digital world and make them successful. A company recognized globally for its comprehensive portfolio of services, strong commitment to sustainability and good corporate citizenship, we have over 175,000 dedicated employees serving clients across six continents. Together, we discover ideas and connect the dots to build a better and a bold new future.

[myautoworldcom]

PRODUCTION DUE TO START SOON

With the Pur Sport, Bugatti has developed the hyper sports car with the highest lateral dynamics performance within the Chiron1 family. An outing with test driver Andy Wallace in Nardò.

Molsheim, 9 September 2020.The engine heat rises from the ventilation grilles, making the air shimmer. The brake discs crackle, the exhaust clicks rhythmically. After the last test lap, Andy Wallace gets out of the car and grins. Today he has driven the new Bugatti Chiron Pur Sport for the first time. “I tried to develop a vague idea of what I might expect. It is unbelievable how the Chiron Pur Sport2 devours the bends on the handling track,” he says. “I am really impressed by the precise balance of the running gear, the extremely high grip level, the exact steering response and the way in which the Chiron Pur Sport accelerates so quickly and safely out of the corners. This car has exceeded my expectations by far,” explains Andy Wallace.

Shortly before the start of production of the new hyper sports car, the engineers are on the finishing straight of development on the proving ground Pista di Nardò (Nardò Technical Center) in the Italian region of Apulia. They are now changing only nuances and working on fine-tuning the engine control system, running gear, brakes and gearbox. The laps on the handling track in Nardò are the final check before development is completed. Also there: Andy Wallace, Bugatti test driver, instructor, long-time racing driver, Le Mans winner, and multiple winner of the 24 Hours of Daytona. Wallace knows the finer points of many different race cars and hyper sports cars, and is therefore familiar with the subtleties and special characteristics of the engine and running gear at all speeds. Last year, he broke the speed record with a Bugatti Chiron Super Sport 300+2, and now holds this with a speed of 304.773 mph (490.484 km/h).

“Even though I have already been doing this job for a few years, I am actually in Nardò for the first time. I like the proving ground very much, above all the handling track with its many varied corners,” explains Andy Wallace. “The fast right-left-right combinations on the demanding 6.2-kilometre long track are great fun in the Chiron Pur Sport. The shorter-ratio gearbox results in even more brutal acceleration out of the bends. The lateral acceleration potential is incredible. The Chiron Pur Sport gives the driver super direct feedback, which makes driving easier,” adds a delighted Andy Wallace. Because the Chiron Pur Sport is still a luxurious hyper sports car with road approval and not an uncompromising race car. “The Chiron Pur Sport is extremely agile for driving on public roads, but it still offers enough comfort. The engineers have set up the running gear perfectly. Firm and direct, but not too hard,” he says. 

From autumn 2020, Bugatti will produce 60 Chiron Pur Sport vehicles in Molsheim, Alsace. Priced at 3 million euros (net), these cars are for customers who are excited by the possibility of cornering in the lateral dynamics limit range. The first customer vehicles will be delivered before the end of the year.

CHIRON SUPER SPORT 300+ AND CHIRON PUR SPORT – BUGATTI’S BROAD SPECTRUM OF PERFORMANCE

With the Chiron Pur Sport1 and Chiron Super Sport 300+1 Bugatti offers two extreme hyper sports cars. These two extraordinary vehicles have come together for the first time for development test drives at the Nardò Technical Center.

Nardò/ Molsheim, 4September 2020.   The circular track, 12.6 kilometers long and four kilometers in diameter. The outer edge tilts towards the centre by more than 12 degrees – ideal for top speeds. The Nardò proving ground in Apulia, Italy, is considered the fastest vehicle circuit in the world – making it the ideal test site for the Bugatti Chiron Pur Sport and Chiron Super Sport 300+ hyper sports cars. The circuit theoretically enables speeds over 400 km/h and test drivers need not steer up to 240 km/h. Due to its low parabolic profile, the centrifugal force is compensated and drivers have the sensation of driving in a straight lane.

The infield of the high-speed circular track accommodates a 6.2-kilometre handling course – designed for adaptations to the vehicles’ dynamics and suspension. 70 kilometres of track are available for extensive testing across an area covering over 700 hectares. For the first time, the two extremes of Bugatti’s performance spectrum are meeting at a test track.

“The Nardò test track with the high-speed circular track and the handling track is ideal for us. Here we can extensively enhance the Chiron Pur Sport and Chiron Super Sport 300+ at different speeds – and at high temperatures,” says Stefan Ellrott, Head of Development at Bugatti. “Our hyper sports cars must not only operate flawlessly at moderate speeds and temperatures, but also at speeds beyond 300 km/h, as well as in cold and hot conditions.”

Over 20,000 test kilometres

Bugatti goes to great efforts for this: 37 staff members from several departments are developing eight Bugatti vehicles in Italy over a period of four weeks, from sunrise to sunset. All in all, four Chiron Super Sport 300+ and four Chiron Pur Sport pre-series vehicles are covering a total of over 20,000 kilometres. Engineers record data with their computers on every lap, sometimes only modifying minor details to check the result on the next lap. Nine gigabytes of data were generated for tuning the engine control unit alone, which was then evaluated after the tests. This is a job that requires a high level of concentration from all staff members. “The time frame is tight, which is why we are using every minute to be able to carry out our driving tests around the track,” explains Christian Mohr, Bugatti engine test engineer.

In addition to the Pur Sport, the development phase of the Chiron Super Sport 300+, the new longitudinal dynamics force within the Chiron2 family, is also in full swing. Derived from the record-breaking vehicle, which was the first series-production car to reach speeds over 300 miles per hour, at 304.773 mph (490.484 km/h), in summer 2019, the engineers are developing a very fast special edition limited to just 30 vehicles. Bugatti only electronically limits its top speed at 440 km/h.

Visually speaking, the fastest series-production Bugatti ever built differs from the Chiron and Chiron Pur Sport with elements such as an extended and aerodynamically optimised body designed for high-speed driving. The elongated rear, known as the longtail, allows the laminar flow to pass over the vehicle for longer and thus significantly reducing the aerodynamic stall. Air curtains on the side next to the air intakes direct the air from the front to the rear to force it along the side of the vehicle. Nine outlet air slots on each wing prevent air pressure from building up in the wheel arches as a result of the wheels’ rotation. Thanks to the modified body, the vehicle reacts differently at high speeds compared with previous Chiron models.

Chiron Super Sport 300+ most powerful Bugatti ever built

With an output of 1,176 kW/1,600 PS, the Chiron Super Sport 300+ exceeds the Chiron’s output by 100 PS, making it the most powerful Bugatti ever built. To boost performance, the engineers in Nardò are developing a new thermal management system for the engine and gearbox, checking temperatures on the body and testing the thermal behaviour of all components. “In addition, there are new thermal components and new gearbox parts, as well as software developments and adjustments to the engine, gearbox, powertrain and turbocharger,” Christian Mohr explains. Every change needs to match the other components and must therefore be tested. For safety reasons, the test engineers “only” drive the vehicle to 300 km/h. “At this development stage, we are slowly working our way towards higher speeds in order to be able to react to every detail at every speed and to precisely adjust the components,” Christian Mohr explains. The first vehicles will be delivered to customers in late 2021 at a net unit price of EUR 3.5 million.

Chiron Pur Sport quickly approaching series production

In the almost series-production-ready Chiron Pur Sport, engineers are checking the engine control software, thermal management, turbocharging and gearbox functions. The lateral dynamics specialist is also being given the finishing touches in terms of chassis, suspension and brake system in Nardò. In addition to tests on the high-speed oval, this also involves fast laps on the handling course. “We have consistently geared the Chiron Pur Sport towards agility so that it races around bends exceptionally quickly and precisely,” Jachin Schwalbe, Head of Chassis Development, explains. “The uncompromisingly sporty chassis offers incredible levels of grip on the handling course. Adding to this are sensational acceleration figures and extremely precise handling thanks to a shorter gear ratio.“ A hyper sports car for customers who like to experience cornering at the limits of lateral dynamics. Bugatti will soon be starting production of the Chiron Pur Sport, which has been limited to 60 vehicles and comes with a price tag of EUR 3 million (net).

The two models are unique and handle completely differently. “The Chiron Pur Sport with its shorter gear ratio and large rear wing feels very at home on the tight handling course. The focus of the Chiron Super Sport 300+ is on top speed and it does so very smoothly and precisely. The Chiron Super Sport 300+ handles completely differently as a result of the elongated rear alone,” Christian Mohr explains. These are just two extremes in the broad spectrum of Bugatti’s performance.

1)  Consommation de carburant en l/100 km : véhicule non soumis à la directive 1999/94/CE, l’autorisation d’exploitation globale n’ayant pas encore été obtenue.

2)  Fuel consumption, l/100km: urban 36.7 / extra-urban 15.8 / combined 23.5; combined CO2 emissions, g/km: 553; efficiency class: G

WLTP: fuel consumption, l/100km: low 43.33 / medium 22.15 / high 17.99 / particularly high 18.28 / combined 22.32; combined CO2 emissions, g/km: 506; efficiency class: G

  BUGATTI CHIRON PUR SPORT PRODUCTION DUE TO START SOON With the Pur Sport, Bugatti has developed the hyper sports car with the highest lateral dynamics performance within the Chiron1 family.

[biwi123]

The Evolution of Executive Recruiting: Insights from Jeff Christian

Introduction: Unveiling the Dynamics of Executive Recruiting

In the ever-evolving landscape of business, the role of executive recruiting has undergone significant transformation. It's no longer merely about finding the right candidate for a position; it's about understanding the intricate dynamics of talent acquisition, market trends, and organizational needs. In this comprehensive exploration, we delve into the insights provided by renowned expert Jeff Christian to unravel the evolution of executive recruiting.

Understanding the Shift: From Traditional to Strategic Recruitment

Gone are the days when executive recruiting solely relied on traditional methods such as job postings and referrals. Today, it's about embracing a strategic approach that integrates data-driven insights, technology, and human expertise. Jeff Christian emphasizes the importance of leveraging big data analytics to identify emerging talent pools, assess market demands, and anticipate future skill requirements. By adopting a proactive stance, organizations can stay ahead in the competitive race for top-tier executives.

Embracing Diversity and Inclusion: A Paradigm Shift in Recruiting Practices

Diversity and inclusion have emerged as central pillars of modern executive recruiting. Jeff Christian advocates for organizations to cultivate a culture of inclusivity, where diverse perspectives are not only valued but celebrated. By fostering a diverse talent pipeline, companies can unlock innovation, enhance decision-making processes, and gain a competitive edge in the global marketplace. From gender equality to ethnic diversity, embracing inclusivity isn't just a moral imperative—it's a strategic advantage.

Navigating the Digital Frontier: The Role of Technology in Executive Recruitment

The digital revolution has revolutionized every facet of executive recruiting. From AI-powered applicant tracking systems to virtual interviews, technology has streamlined processes, expanded reach, and enhanced candidate experience. Jeff Christian underscores the need for recruiters to harness the power of technology while preserving the human touch. By striking the right balance between automation and personalization, organizations can optimize efficiency without compromising the quality of interactions.

Building Strategic Partnerships: Collaborating for Success

In today's hyper-connected world, executive recruiting is no longer a solitary endeavor—it's a collaborative effort. Jeff Christian emphasizes the importance of forging strategic partnerships with industry peers, professional networks, and academic institutions. By tapping into external expertise and resources, organizations can gain access to niche talent pools, exchange best practices, and foster innovation. Strategic collaborations not only enrich the recruiting process but also cultivate a culture of continuous learning and growth.

Future Trends: Anticipating the Next Frontier in Executive Recruiting

As the business landscape continues to evolve, so too will the field of executive recruiting. Jeff Christian offers invaluable insights into emerging trends that will shape the future of talent acquisition. From remote work to gig economy dynamics, from AI-driven assessments to personalized career development, staying ahead of the curve is essential for sustainable success. By embracing agility, adaptability, and forward-thinking, organizations can navigate uncertainty with confidence and resilience.

Conclusion: Charting the Course Forward

In conclusion, the evolution of executive recruiting is a testament to the dynamic nature of talent acquisition. By embracing strategic approaches, embracing diversity and inclusion, leveraging technology, fostering collaborations, and anticipating future trends, organizations can position themselves for success in an ever-changing landscape. The insights provided by Jeff Christian serve as a guiding light, illuminating the path forward for recruiters and organizations alike.

[journeythroughbible]

As we Coron-on

To explain my “humor” ... “ Coron-on” is to “Drone-on” with Corona-virus blues.

I have taken a few weeks off from commenting about this “pandemic.” But the first thing is to let us look at the numbers for today 7/6/20; total cases are 11,483,400, with 534,938 total deaths. In the USA, we have 2,288,915 cases, with 130,007 deaths. The percentages are 0.147% of the world population infected and 4.66% death rate. The USA is almost 5 times greater at 0.695% infected and a death rate of only 0.583%. Remember, in looking at these numbers, remember the Spanish Flu of 1918 had an overall infection rate of 27% and a death rate between 3.4% to 20%, so we are not close to those “pandemic levels.”

The one thing these numbers tell us is while yes, they are still large and will remain so, the USA is either proving this is more widespread than we know or they have figured out how to treat the CCP-Virus. And still, the percentages show this is still statistically insignificant, although the USA is trending to reach the 1% mark on 7/13. Also, the USA is testing far more people than anywhere else in the world, so that appears to be why the death rate is almost 8x less than the world while our infection rate is approximately 5x greater.

The CCP-Virus is named such because the Chinese Communist Party (CCP) has been controlling the information concerning the source and the initial infection rate. Also, the virus appears to have been developed in the lab in Wuhan, where it seems to have escaped. Just so it’s clear the USA is not complacent in this virus, Dr. Fauci’s agency, NIAID, gave the Wuhan lab $3.4M to study “gain of function” research with coronavirus in bats. For clarity, “gain of function” research is genetically modifying the virus to “see” what they can do with it.

Second, this has become hyper-political; we had to close the economy for a while before people got a handle on the problem. This problem has been compounded by a conflict between President Trump and others. For example, Trump suggesting HCQ as a “cure” based on anecdotal data from using the common low-cost drug was lambasted by his opponents and science for having no clear tests. The press latched on to the conflict without looking at the data, and science was complicit for not doing any meaningful tests. Well, they are starting to trickle in with amazing results compared to the drugs that cost thousands yet are still being promoted while HCQ results are ignored—no idea why this is going on, but it’s interesting to observe.

In watching the debate, I notice it’s similar to the Climate Change debate, where only a group of individuals (including scientists) are allowed to have an opinion. In contrast, other groups of individuals (including scientists) are not allowed to speak. As I have mentioned before, social media has suppressed opinions outside what they wish to promote and hence why I no longer participate on Facebook (other than promoting our business). The question I have is, why? If there is data, something is wrong, why suppress it? Why not discuss it, isn’t that what SCIENCE is about. Think about what we would not know if the debate was suppressed in the past!!

Anyway, look at the numbers and look at what we were told. If you did not know I pull the numbers off the John Hopkins site and compile them, I also do a “curve fitting” graph to help predict the future. When I initially stated the rate of infection was 11.29% daily increase, now it’s around 1.75%. Now the press has been talking about a “spike” in new cases as we open. My charts show this “spike” in the USA as going from 1.45% daily increase in new cases to 1.83%, not really a “spike.” Now I will say the daily number of cases has risen, and the percentage has gone down since the overall number of cases this number is based on is getting larger, but this is a number game. The overall percentages are where we live for perspective. A million is huge when compared to my bank account, but is small when compared to the national debt, that is why you use percentages to get a perspective on the overall size.

The one thing noted is how a month ago, after the country opened, irresponsible protesters were doing massive protests in the USA without following the “social distancing” rule seem to correlate closer to the increase in cases than “opening” has.

In Oregon, they are partially opened fully. I say partially since many restaurants are remaining take out only because they don’t want to open only to have the Governor close them down again. It’s a cost and risk they will wait on taking. We are now required to wear masks indoors and that’s receiving resistance. Why? Because there is mixed information on their effectiveness. We were initially told only N95 masks would work and that “bandanas” were worthless. Now anything over the face is fine. Hence it’s starting to look like government control versus health concerns. This rule added with the 4th of July being shut down, but a BLM protest of over 1000 people was allowed in Salem caused division. You can see why many believe this is starting to look more like a political/cabal driven population control method.

On a Biblical side, massive floods and locust infestations in China make this look closer and closer to “end times” prophecies. A YouTuber said it best, and we as Christians must pray in the name of Jesus, the NAME of those who need salvation in Jesus. So … if you’re reading this and don’t understand Jesus feel free to contact me via email c v s (at) b e l l s o u t h (dot) n e t. (done for preventing spam:)

[martechadvisor-blog]

AppsFlyer Raises $56 Million in Series C Funding Round to Advance Marketing Measurement in the Mobile Era

Qumra Capital, Goldman Sachs Private Capital Investing, Deutsche Telekom Capital Partners and Pitango Growth Join Investors Roster

San Francisco, CA: AppsFlyer, the mobile attribution and marketing data analytics company whose mission is to make the marketing industry more measureable, today announced it has raised an additional $56 million in Series C financing, bringing its total funding to $84 million. The company will invest in the enhancement of its products to help even more marketers measure every engagement with their target audiences. The round was led by new investors Qumra Capital, as well as Goldman Sachs Private Capital Investing (PCI), Deutsche Telekom Capital Partners (DTCP) and Pitango Growth. Qumra Capital partner Boaz Dinte has joined AppsFlyer's board of directors, with Goldman Sachs PCI joining as observers.

“AppsFlyer has proven its ability to provide mission critical tools and data-driven innovations for measurement that marketers and developers need for success,” said Boaz Dinte, managing partner at Qumra Capital. "As mobile and marketing converge, it's clear that AppsFlyer is primed for further growth and we are thrilled to provide more resources for the company to expand its capabilities as a data powerhouse for marketers that's in a league of its own."

"Our mission is to focus on our clients and provide the marketing measurement platform they need to become successful in a hyper-competitive space," said Oren Kaniel, CEO and co-founder of AppsFlyer. "In the past two years we delivered some game-changing products that fundamentally make marketing more accessible, measurable and predictable. This funding round will continue to fuel our product development and advance our strategy to build the ultimate measurement platform for marketers."

Existing investors Magma Venture Partners, Pitango Venture Capital and Eight Roads Ventures also participated in the round. The fresh round of funding will allow AppsFlyer to continue investing in products and innovations that help marketers connect and measure everything that can be measured, including mobile, web, television and offline activities. The company will also build upon its existing partnerships and operations in Asia to help marketers penetrate markets throughout the region with AppsFlyer's measurement tools and through its prominent local partners. Finally, the company will explore merger and acquisition opportunities to potentially augment AppsFlyer's current capabilities.

"The marketing landscape is evolving and mobile advertising spend is rising while the industry is shifting towards ROI-based marketing," said Christian Resch, vice president of Goldman Sachs PCI. "We are excited to take part in AppsFlyer's journey to build a leading global marketing data analytics business."

This article was first appeared on MarTech Advisor

[sarah-chasm]

Dropout out of context ✨😜👍✨