dynamics - Blog - Global Risk Community2024-03-29T13:26:57Zhttps://globalriskcommunity.com/profiles/blogs/feed/tag/dynamicsHow to Achieve Board Excellence? Have A High Impact, Strategic Boardhttps://globalriskcommunity.com/profiles/blogs/how-to-achieve-board-excellence-have-a-high-impact-strategic2020-03-11T06:00:00.000Z2020-03-11T06:00:00.000ZJoseph Robinsonhttps://globalriskcommunity.com/members/JosephRobinson808<div><p>The pressure on <a href="https://flevy.com/business-toolkit/board-of-directors">Boards and Directors</a> to raise their game has remained acute. A survey of more than 770 directors from public and <a href="http://flevy.com/blog/wp-content/uploads/2019/11/pic-1-HIgh-Impact-Strategic-Boards-300x200.jpeg" target="_blank"><img src="http://flevy.com/blog/wp-content/uploads/2019/11/pic-1-HIgh-Impact-Strategic-Boards-300x200.jpeg?profile=RESIZE_710x" width="300" class="align-right" alt="pic-1-HIgh-Impact-Strategic-Boards-300x200.jpeg?profile=RESIZE_710x" /></a>private companies across the industries around the world suggested that some are responding more energetically than others.</p><p>There is a dramatic difference between how directors allocate their time among boardroom activities and the effectiveness of the Boards. One in four directors assessed their impact as moderate or lower, while others reported as having a high impact across Board functions.</p><p>Today, the call to become more forward-looking and achieving <a href="https://flevy.com/browse/flevypro/board-excellence-high-impact-strategic-boards-3986">Board Excellence</a> is further highlighted. This is further emphasized when the Board and Management are pressured to find the best answers to global business concerns and issues. In <a href="https://flevy.com/browse/stream/strategy-development">Strategy Development</a>, this becomes invaluable. It does not only lead to clearer strategies but also the creation of alignment essential in making bolder moves.</p><p>While these are essential, there is a need to raise the quality of engagement on strategy between the Board and Management for each group to achieve smarter options. This is possible only if organizations have <a href="https://flevy.com/browse/flevypro/board-excellence-high-impact-strategic-boards-3986">high impact, strategic Boards</a> in place.</p><p>High impact, strategic Boards have a greater impact as they move beyond the basics and face increasing challenges.</p><h3>The Challenges that Today’s Board Face</h3><p>Business is fast-changing and rapidly transforming. The global economy is increasingly pushing businesses, as well as the Board to face a gamut of challenges.</p><p><a href="https://flevy.com/browse/flevypro/board-excellence-high-impact-strategic-boards-3986" target="_blank"><img src="http://flevy.com/blog/wp-content/uploads/2019/11/pic-2-High-Impact-Strategic-Board-1024x768.png?profile=RESIZE_710x" width="750" class="align-full" alt="pic-2-High-Impact-Strategic-Board-1024x768.png?profile=RESIZE_710x" /></a></p><p>What are the 2 main challenges facing Boards today?</p><p><strong>First is Time Commitment.</strong> Working at a high level takes discipline – and time. In fact, the greater time commitment is expected on <a href="https://hbr.org/2014/05/from-purpose-to-impact">high impact activities</a>. The Board often have 6 to 8 meetings a year. As a result, they are often hard-pressed to get beyond the compliance-related topics to secure the breathing space needed for developing a strategy.</p><p>Often, it is the very high impact Directors who invest more time compared to moderate or lower average Directors.</p><p>Who are your very high impact Directors? They are those spend a total of 40 days a year working for the Board compared to 19 days of low impact Directors. An extra 8 workdays a year is invested in strategy and an extra 3 workdays a year are spent on <a href="https://flevy.com/business-toolkit/performance-management-perf">Performance Management</a>, <a href="https://flevy.com/business-toolkit/manda">M&A</a>, <a href="https://flevy.com/business-toolkit/organizational-health">Organizational Health</a>, and <a href="https://flevy.com/business-toolkit/risk-management">Risk Management</a>.</p><p>High impact Directors who believe that their activities have greater impact spend significantly more time on these activities compared to low impact Boards.</p><p><strong>Second is Strategy Understanding.</strong> Why is Strategy Understanding a challenge for the Board? Limited understanding of the organization’s strategy can result in the Board’s limited engagement with the organization. Based on the survey made, only 21% of the Directors have a complete understanding of the current strategy. Often, Board members have a better understanding of the company’s financial position rather than its risks or industry dynamics.</p><p>If we look at high impact Directors, they invest more time in dealing with strategic issues. In fact, they invest 8 extra workdays a year on <a href="https://flevy.com/strategic-planning">Strategic Planning</a> and discussing strategy compared to low impact Directors. High impact Directors center on <a href="https://flevy.com/browse/flevypro/board-excellence-high-impact-strategic-boards-3986">Strategy Focus Areas</a> which can, in turn, spur high-quality engagement from the Board on strategy development. The quality of Board engagement on strategy is enhanced, both when the engagement is deep and during the regular course of business.</p><p>The Board just needs to focus on 3 areas of discussion for the Board to enhance Strategy Development. One of them is <a href="https://flevy.com/browse/flevypro/board-excellence-high-impact-strategic-boards-3986">Industry and Competitive Dynamics</a>.</p><p>Interested in gaining more understanding of <a href="https://flevy.com/browse/flevypro/board-excellence-high-impact-strategic-boards-3986">Board Excellence via High Impact, Strategic Boards</a>? You can learn more and download an <a href="https://flevy.com/browse/flevypro/board-excellence-high-impact-strategic-boards-3986">editable PowerPoint about <strong>Board Excellence: High Impact, Strategic Boards</strong> here</a> on the <a href="https://flevy.com/browse">Flevy documents marketplace</a>.</p><p><strong>Are you a management consultant?</strong></p><p>You can download this and hundreds of other <a href="http://flevy.com/pro/library/frameworks">consulting frameworks</a> and <a href="http://flevy.com/pro/library/consulting">consulting training guides</a> from the <a href="http://flevy.com/pro/library">FlevyPro library</a>.</p></div>The 3 Effective Tests of Assessing Human Dynamics of the Boardhttps://globalriskcommunity.com/profiles/blogs/the-3-effective-tests-of-assessing-human-dynamics-of-the-board2020-03-06T06:36:07.000Z2020-03-06T06:36:07.000ZJoseph Robinsonhttps://globalriskcommunity.com/members/JosephRobinson808<div><p>Many Boards have improved their structures and processes. Yet, despite all the corporate-governance reforms undertaken, many <a href="http://flevy.com/blog/wp-content/uploads/2019/12/pic-1-Board-Excellence-Human-Dynamics-300x200.jpeg" target="_blank"><img src="http://flevy.com/blog/wp-content/uploads/2019/12/pic-1-Board-Excellence-Human-Dynamics-300x200.jpeg?profile=RESIZE_710x" width="300" class="align-right" alt="pic-1-Board-Excellence-Human-Dynamics-300x200.jpeg?profile=RESIZE_710x" /></a>Boards failed the test of the financial crisis. This shows that even if the <a href="https://flevy.com/business-toolkit/board-of-directors">Board of Directors</a> is stacked with high qualified members and best practices, these are not enough.</p><p><a href="https://flevy.com/browse/flevypro/board-excellence-human-dynamics-3999">Human Dynamics</a> has come to fore in today’s highly volatile business environment. Without the right Human Dynamics, there will be a little constructive challenge between independent Directors and Management, no matter how good the Board’s processes are.</p><p>Without Human Dynamics, the Board’s contribution to the company’s fortune is likely to fall short of what it could and should. This is also a concern for executives who are not Directors but report to the Board. Without Human Dynamics, it makes it difficult for them to develop healthy and productive relationships with their Boards. This can have a dire effect on <a href="https://flevy.com/browse/stream/strategy-development">Strategy Development</a> or when organizations are undergoing <a href="https://flevy.com/browse/stream/transformation">Business Transformation</a>.</p><h3>The Importance of Human Dynamics</h3><p>Human Dynamics is an organizational state where collaborative CEO and Directors think like owners and guard their authority. Without the right Human Dynamics, there will be a little constructive challenge between independent Directors and Management.</p><p>Why is Human Dynamics important? When there is a lack of Human Dynamics between CEO and Directors, this can lead to an ineffective performance in the Boardroom. Board’s contribution to the company’s fortunes will fall short of what it could and should be. Non-director executives will have difficulty developing a healthy and productive relationship with the Board. Most importantly, aspiring Directors will be unable to learn what it means to be a good corporate Director.</p><p>This can be detrimental to the organization and can direly affect its competitive advantage. However, achieving the right Human Dynamics is not easy. Understanding and identifying the contours of such a fluid interpersonal exchange can be a challenge to both the Board and the CEO.</p><h3>The 3 Tests in Assessing the Board’s Human Dynamics</h3><p>While it may be a challenge, building the right Human Dynamics between the CEO and the Directors is essential. There are 3 Tests executives can use to guide them in assessing the <a href="https://flevy.com/browse/flevypro/board-excellence-human-dynamics-3999">Board’s Human Dynamics</a>.</p><p><a href="https://flevy.com/browse/flevypro/board-excellence-human-dynamics-3999" target="_blank"><img src="http://flevy.com/blog/wp-content/uploads/2019/12/pic-1-Human-Dynamics-3-Tests-1024x746.png?profile=RESIZE_710x" width="750" class="align-full" alt="pic-1-Human-Dynamics-3-Tests-1024x746.png?profile=RESIZE_710x" /></a></p><ol><li><strong>Board Ownership Mindset</strong>. Currently, outside Directors continue to be passive participants. They do not challenge Management beyond asking a few questions during Board meetings. This test is focused on building Boards to be vital stewards of the organization.</li></ol><ol start="2"><li><strong>CEO Collaborative Mindset.</strong> CEOs nowadays are failing to inform or involve the Board on critical developments such as merger discussions. As a result, there can be a breach of trust which can cost the CEOs their job. The second test ensures that a collaborative CEO is in place.</li></ol><ol start="3"><li><strong>Board Authority & Independence</strong>. The third test is focused on enabling the Board to protect its stand and independence. This is necessary when the authority of the Board is being chipped away as the CEO experiences greater success. There is also less robust questioning of Management’s proposal or worst, the readiness of the Board to agree to unreasonable demands on executive remuneration.</li></ol><p>The 3 Tests for Boards is an effective guiding principle in developing the right <a href="https://flevy.com/browse/flevypro/board-excellence-human-dynamics-3999">Human Dynamics between the Board and the CEO</a>. When it comes to well-functioning Boards, best practice structures are not enough. It is essential that the right Human Dynamics exists as it can help the Board and Management to fulfill their potential.</p><p>Interested in gaining more understanding of <a href="https://flevy.com/browse/flevypro/board-excellence-human-dynamics-3999">Board Excellence through Human Dynamics</a>? You can learn more and download an <a href="https://flevy.com/browse/flevypro/board-excellence-human-dynamics-3999">editable PowerPoint about Board <strong>Excellence: Human Dynamics</strong> here</a> on the <a href="https://flevy.com/browse">Flevy documents marketplace</a>.</p><p><strong>Are you a management consultant?</strong></p><p>You can download this and hundreds of other <a href="http://flevy.com/pro/library/frameworks">consulting frameworks</a> and <a href="http://flevy.com/pro/library/consulting">consulting training guides</a> from the <a href="http://flevy.com/pro/library">FlevyPro library</a>.</p></div>Biometric Authentication and Identification Market Share and Industry Report, 2018-2023https://globalriskcommunity.com/profiles/blogs/biometric-authentication-and-identification-market-share-and2019-05-01T12:00:00.000Z2019-05-01T12:00:00.000ZBIS Researchhttps://globalriskcommunity.com/members/BISResearch<div><p><a href="{{#staticFileLink}}8028288288,original{{/staticFileLink}}" target="_blank"><img src="{{#staticFileLink}}8028288288,original{{/staticFileLink}}" class="align-center" alt="8028288288?profile=original" /></a></p><p>The global facial recognition market value is estimated to be $XX billion in 2018. The government application segment is accommodating a major share of the biometric market and is expected to grow over $XX billion by 2023 from an estimated value of $XX billion in 2018, because of an increase in the deployment of biometrics products in border security, and also due to the growth of video surveillance. The second major application segment of facial biometrics is in banking and financial institutions. This is attributed to the rising security concerns since the last few years, leading to an increasing deployment of facial recognition biometrics products in the banking and financial institutions. The facial recognition in the banking and financial institutions is expected to grow over $XX billion by 2023 at a CAGR of XX% from 2018 to 2023. However, the enterprise segment is anticipated to be growing at the highest CAGR of XX% during the forecast period.</p><p><strong>Request the Sample @ <a href="https://bisresearch.com/requestsample?id=673&type=download">https://bisresearch.com/requestsample?id=673&type=download</a></strong></p><p>Asia-Pacific is projected to lead the market by 2023 at a CAGR of XX% from 2018 to 2023, and is expected to account for a value of $XX billion in 2023. The primary reason for its dominance is the ID enrolment projects that have been started in countries such as China and India. Moreover, Africa and Middle East in the Rest-of-the-World region constitute a very small market for facial recognition, but is expected to grow at the highest CAGR of XX%, during the forecast period.</p><p><strong>View Complete Report @ <a href="https://bisresearch.com/industry-report/biometric-authentication-identification-market.html" target="_blank">Biometric Authentication and Identification Report</a></strong></p><p>The commercially available facial recognition systems are two dimensional (2D), three dimensional (3D), or a combination of both 2D and 3D features. The 2D facial recognition systems are gradually becoming obsolete since the 3D systems ensure a higher level of accuracy and reliability than their 2D systems. The biometric system market players have identified this opportunity and are competing in the market with innovative and versatile product portfolios. Moreover, 3D facial recognition systems have overcome the pitfalls of 2D face recognition algorithms as change in lighting, different facial expressions, make-up, and head orientation. The prospecting technologies are skin texture analysis, thermal imaging, emotion capturing, and many others.</p><p><strong>Related Reports:</strong></p><p><strong><a href="https://bisresearch.com/industry-report/video-surveillance-market.html" target="_blank">Global Video Surveillance Market - Analysis and Forecast: 2018-2023</a></strong></p><p><strong><a href="https://bisresearch.com/industry-report/global-fingerprint-sensors-market-2023.html" target="_blank">Global Fingerprint Sensors Market, Analysis and Forecast, 2017-2023</a></strong></p><p><strong><a href="https://bisresearch.com/industry-report/global-forensic-product-services-market-forecast.html" target="_blank">Global Forensic Technology Market, Analysis & Forecast: 2016 to 2022</a></strong></p><p><strong>About Us:</strong></p><p>BIS Research is a global market intelligence, research and advisory company which focuses on those emerging trends in technology which are likely to disrupt the dynamics of the market over the next five (or ten) years.</p><p>With over 150 market intelligence reports published annually, BIS Research focuses on various technology verticals such as 3D printing, advanced materials & chemicals, aerospace and defense, automotive, healthcare, electronics & semiconductors, robotics & UAV and other emerging technologies.</p><p>Each research report incorporates detailed analysis and subsequent quantification of- market dynamics, market drivers and restraints, opportunities, threats, market shares, current and emerging industry trends as well as detailed competitive landscape and intelligence.</p><p><strong>Contact:</strong></p><p><strong>39111 PASEO PADRE PKWY STE 313,</strong><br /> <strong>FREMONT CA 94538-1686,</strong> <br /> <strong>E-mail : sales@bisresearch.com</strong><br /> <strong>Call Us : +1-510-404-8135</strong></p></div>Building Energy Management System Market Report, Analysis & Forecast (2018-2025)https://globalriskcommunity.com/profiles/blogs/building-energy-management-system-market-report-analysis-amp2019-04-18T10:00:00.000Z2019-04-18T10:00:00.000ZBIS Researchhttps://globalriskcommunity.com/members/BISResearch<div><p><a href="https://bisresearch.com/assets/catalog/products/thumb/small/WQ5FiQ93y1j2jzuFIEylYGvXX8dUEPHv.jpg" target="_blank"><img src="https://bisresearch.com/assets/catalog/products/thumb/small/WQ5FiQ93y1j2jzuFIEylYGvXX8dUEPHv.jpg?profile=RESIZE_710x" class="align-center" alt="WQ5FiQ93y1j2jzuFIEylYGvXX8dUEPHv.jpg?profile=RESIZE_710x" /></a></p><p>The use of building energy management systems is expected to revolutionize the energy management industry. The reducing energy consumption to lower the overhead cost for its end users is done by the installation of intelligent applications. About 103 patents related to building energy management systems were filed or granted across the globe during the time period 2016-2018. These include patents related to any activity in the energy management industry, such as temperature sensors using HVAC control, energy consumption visualization using building automation, anomaly detection using sensors, and thermostat guidance systems, among other functions.</p><p><strong>Request the Sample @ <a href="https://bisresearch.com/requestsample?id=681&type=download">https://bisresearch.com/requestsample?id=681&type=download</a></strong></p><p>Out of the XX patents analyzed from 2016 to 2018, Johnson Controls registered the maximum number of patents contributing XX% of the total patents, followed by Honeywell International and Siemens AG contributing XX% and XX%, respectively. In 2018, Johnson Controls invested $XX million in research and development. Other companies, such as Cisco Systems, ENGIE, Rockwell Automation, Optimum Energy LLC, and Emerson Electric, contributed XX%.</p><p>The <strong><a href="https://bisresearch.com/industry-report/building-energy-management-system-market.html" target="_blank">building energy management system market</a></strong> is projected to grow from $XX billion in 2018 to $XX billion by 2025, growing at a CAGR of XX% from 2018 to 2025. The deployment of automation and control systems to steer the application of energy management systems is expected to augment the growth of the market.</p><p><strong>Related Reports:</strong></p><p><strong><a href="https://bisresearch.com/industry-report/global-heating-ventilation-air-conditioning-hvac-market-2024.html" target="_blank">Global Heating Ventilation and Air Conditioning Market - Analysis and Forecast (2018-2024)</a></strong></p><p><strong><a href="https://bisresearch.com/industry-report/green-construction-material-market-report-forecast.html" target="_blank">Global Green Construction Materials & Services Market – Analysis & Forecast 2016-2022</a></strong></p><p><strong><a href="https://bisresearch.com/industry-report/global-air-conditioning-market-size-forecast-analysis-255.html" target="_blank">Global Air Conditioner (AC) Market — Estimation & Forecast Through 2015 to 2020</a></strong></p><p><strong>About Us:</strong></p><p>BIS Research is a global market intelligence, research and advisory company which focuses on those emerging trends in technology which are likely to disrupt the dynamics of the market over the next five (or ten) years.</p><p>With over 150 market intelligence reports published annually, BIS Research focuses on various technology verticals such as 3D printing, advanced materials & chemicals, aerospace and defense, automotive, healthcare, electronics & semiconductors, robotics & UAV and other emerging technologies.</p><p>Each research report incorporates detailed analysis and subsequent quantification of- market dynamics, market drivers and restraints, opportunities, threats, market shares, current and emerging industry trends as well as detailed competitive landscape and intelligence.</p><p><strong>Contact:</strong></p><p><strong>39111 PASEO PADRE PKWY STE 313,</strong><br /> <strong>FREMONT CA 94538-1686,</strong> <br /> <strong>E-mail : sales@bisresearch.com</strong><br /> <strong>Call Us : +1-510-404-8135</strong></p></div>Designing the Future by Applying System Dynamics Thinkinghttps://globalriskcommunity.com/profiles/blogs/designing-the-future-by-applying-system-dynamics-thinking2017-01-18T03:06:37.000Z2017-01-18T03:06:37.000ZEnrique Raul Suarezhttps://globalriskcommunity.com/members/EnriqueRaulSuarez<div><p></p><p><a href="{{#staticFileLink}}8028251669,original{{/staticFileLink}}"><img width="214" src="{{#staticFileLink}}8028251669,original{{/staticFileLink}}" class="align-center" alt="8028251669?profile=original" /></a></p><p style="text-align:center;"><strong><span class="font-size-4">Designing the Future by Applying System Dynamics Thinking</span></strong></p><p style="text-align:center;"></p><p style="text-align:center;"><span class="font-size-4">Presentation Based on the Work of Founder Dr. Jay W. Forrester</span></p><p style="text-align:center;"></p><p style="text-align:center;"><span class="font-size-4">Understanding System Behavior by Identifying System Structure</span></p><p></p><p><span class="font-size-4"><strong>Systems in Technology and Society</strong></span></p><p></p><p><span class="font-size-4">• Everyone speaks of systems: computer systems, air traffic control systems, economic systems, and social systems. However, few people realize that systems exist everywhere. Systems influence everything we do. Systems create the puzzling difficulties that confront us every day.</span></p><p><span class="font-size-4">•Understanding physical systems is far more advanced than the understanding of social, corporate, governmental, and economic systems.</span></p><p></p><p><span class="font-size-4"><strong>Physical Systems and Social Systems</strong></span></p><p></p><p><span class="font-size-4">•The field of system dynamics is leading to the new profession of enterprise designer. Methods now exist for designing the structure and policies of human systems so that the systems will better serve the people within them.</span></p><p><span class="font-size-4">•People are reluctant to believe physical systems and human systems are of the same kind. Although social systems are more complex than physical systems, they belong to the same class of high-order, nonlinear, feedback systems as do physical systems.</span></p><p><span class="font-size-4">•The idea of a social system implies that relationships between its parts strongly influence human behavior. A social system strongly confines behavior of individual people. In other words, the concept of a system contradicts the belief that people are entirely free agents. Instead, people are substantially responsive to their changing surroundings.</span></p><p><span class="font-size-4">•To put the matter more bluntly, a social system implies that people act partly as cogs in a social and economic machine. People play their roles while driven by pressures from the whole system.</span></p><p><span class="font-size-4">•Accepting the dominance of social systems over individuals is contrary to our cherished illusion that people freely make their own decisions.</span></p><p><span class="font-size-4">•The troubles created by systems are apparent in real life. Throughout the world, banks are failing, exchange rates are shifting, and governments are threatened. None of the participants planned nor wanted such consequences. The turbulence has arisen from unfortunate designs of social and financial systems. People try to cope with the failures of systems, but seldom attempt to redesign systems to reduce failure.</span></p><p><span class="font-size-4">•We do not live in a unidirectional world in which a problem leads to an action that leads to a solution. Instead, we live in an on-going circular environment. Each action is based on current conditions, such actions affect future conditions, and changed conditions become the basis for later action.</span></p><p><span class="font-size-4">•There is no beginning or end to the process. Feedback loops interconnect people. Each person reacts to the echo of his past actions, as well as to the past actions of others.</span></p><p></p><p><span class="font-size-4"><em>*Jay Wright Forrester was a pioneering American computer engineer and systems scientist. He was a professor at the MIT Sloan School of Management. He died in</em> November 16, 2016 in Concord, MA.</span></p><p></p><p><span class="font-size-4">You can download the PowerPoint Presentation in the below link:</span></p><p></p><p><span class="font-size-4"><a href="{{#staticFileLink}}8028251682,original{{/staticFileLink}}">Designing the Future.pdf</a></span></p><p></p><p></p><p></p><p></p></div>The State of Education in the United States: Cornerstones for a More Effective Educationhttps://globalriskcommunity.com/profiles/blogs/the-state-of-education-in-the-united-states-cornerstones-for-a2015-05-29T14:58:36.000Z2015-05-29T14:58:36.000ZEnrique Raul Suarezhttps://globalriskcommunity.com/members/EnriqueRaulSuarez<div><p><a href="{{#staticFileLink}}8028233871,original{{/staticFileLink}}"><img width="480" height="286" class="align-center" style="width:204px;height:137px;" src="{{#staticFileLink}}8028233871,original{{/staticFileLink}}" alt="8028233871?profile=original" /></a></p><h3 class="center" style="text-align:center;"><strong>Enrique Suarez</strong></h3><p></p><p class="center" style="text-align:center;"><strong>The State of Education in the United States: Cornerstones for a More Effective Education</strong></p><p class="center" style="text-align:center;"></p><p class="center" style="text-align:center;">Source:</p><p class="center" style="text-align:center;"></p><p class="center" style="text-align:center;">MIT Professor Jay Wright Forrester’s Work on System Dynamics</p><p class="center" style="text-align:center;"></p><p>During the last twenty years, Jay Forrester's attention has been focused primarily in two areas: 1) the creation of a system dynamics model of the United States economy, and 2) the extension of system dynamics training to kindergarten through high school education. Forrester sees the former project as leading to a new approach to economic science and a fundamental understanding of the way macroeconomic systems work. He views the latter project as crucial, not only for the future health of the field of system dynamics, but also for the future health of human society.</p><p></p><p>Although Forrester's national economic model remains unfinished, early and intermediate results have been published<a href="http://www.systemdynamics.org/DL-IntroSysDyn/orig-n10.htm"></a>. The most noteworthy of the results is that the model generates a forty- to sixty-year economic cycle or "long wave" that not only explains the Great Depression of the 1930s, but also shows that deep economic slumps are a repetitive feature of capitalist economies. At the time of this writing, Forrester's model shows that the United States economy is just beginning to rise out of the trough of the latest long wave downturn.</p><p></p><p>Forrester's efforts to extend system dynamics to K-12 education have, in a sense, taken him full circle, as the story begins with his original MIT mentor Gordon Brown. Brown retired from MIT in 1973 and began wintering in Tucson, Arizona. During the late 1980s, Brown introduced system dynamics to teachers in the Tucson school system. The results were remarkable. System dynamics spread, not only through the original junior high in which it was introduced, but through the entire school district. Subjects as diverse as Shakespeare, economics, and physics are today taught in the school district, wholly or in part, via system dynamics. Moreover, the district itself is using system dynamics in an effort to become a <em>learning organization<a href="http://www.systemdynamics.org/DL-IntroSysDyn/orig-n11.htm"></a></em>.</p><p></p><p>The future of system dynamics in K-12 education appears promising. Today, an international clearinghouse for K-12 system dynamics materials exists and Internet and World Wide Web sites have been created to disseminate information<a href="http://www.systemdynamics.org/DL-IntroSysDyn/orig-n12.htm"></a>. Numerous K-12 teachers, in the United States and abroad, have begun to integrate system dynamics into their classes, and attend international conferences on the subject. All of these developments suggest that the corporate and public sector decision makers of the future may well begin to view the problems they face through the lens of system dynamics<a href="http://www.systemdynamics.org/DL-IntroSysDyn/orig-n13.htm"></a>.</p><p></p><p>You can access to the full PowerPoint presentation in the following link:</p><p></p><p><a href="{{#staticFileLink}}8028234266,original{{/staticFileLink}}">StateofEducation.ppt</a></p><p></p><p></p></div>Key Questions/Themes Dedicated to the Candidates to the Presidency of the United States of 2016https://globalriskcommunity.com/profiles/blogs/key-questions-themes-dedicated-to-the-candidates-to-the2015-03-21T17:56:55.000Z2015-03-21T17:56:55.000ZEnrique Raul Suarezhttps://globalriskcommunity.com/members/EnriqueRaulSuarez<div><p style="text-align:center;"><span class="font-size-4"><strong><font face="Arial"><span style="left:532px;top:319px;letter-spacing:-1px;word-spacing:2px;"><a href="{{#staticFileLink}}8028230868,original{{/staticFileLink}}"></a>Key Questions/Themes Dedicated to the Candidates to the Presidency</span> <span style="left:586px;top:437px;letter-spacing:-1px;word-spacing:2px;">of the United States of 2016: Peace, Self-Knowledge, Human Nature,</span> <span style="left:663px;top:556px;letter-spacing:-1px;word-spacing:3px;">Personal and World Philosophy, Governability, Competitiveness,</span> <span style="left:741px;top:674px;letter-spacing:-1px;word-spacing:4px;">Global Power Dynamics, International Trade/Global Business,</span> <span style="left:626px;top:792px;letter-spacing:-1px;word-spacing:3px;">International Relations, Education, Industrial and Economic Policy</span></font></strong></span></p><p style="text-align:center;"></p><p style="text-align:center;"><em><span class="font-size-4"><strong><font face="Arial"><span style="left:626px;top:792px;letter-spacing:-1px;word-spacing:3px;">Peace, Dignity and Prosperity: For a Better Future for the United States and for All the Nations of the World</span></font></strong></span></em></p><p style="text-align:center;"></p><p style="text-align:center;"><em><span class="font-size-4"><strong><font face="Arial"><span style="left:626px;top:792px;letter-spacing:-1px;word-spacing:3px;"><span class="font-size-4"><strong><font face="Arial"><span style="left:532px;top:319px;letter-spacing:-1px;word-spacing:2px;"><a href="{{#staticFileLink}}8028230868,original{{/staticFileLink}}"><img width="625" class="align-center" src="{{#staticFileLink}}8028230868,original{{/staticFileLink}}" alt="8028230868?profile=original" /></a></span></font></strong></span></span></font></strong></span></em></p><p align="left"></p><p style="text-align:center;"><font size="4">By:</font></p><p style="text-align:center;"></p><p style="text-align:center;"></p><p style="text-align:center;"><strong><span class="font-size-3">Enrique R. Suarez</span></strong></p><p style="text-align:center;"><span class="font-size-3">Master of Education & International Development</span></p><p style="text-align:center;"><span class="font-size-3">Harvard University, Cambridge, USA</span></p><p style="text-align:center;"><span class="font-size-3">International Educator, Business Strategy/Management Consultant & Professor</span></p><p style="text-align:center;"><span class="font-size-3"><a href="http://www.wix.com/suarezenrique/delta">www.wix.com/suarezenrique/delta</a></span></p><p style="text-align:center;"><span class="font-size-3">suarezenrique@yahoo.com</span></p><p align="left" style="text-align:center;"></p><p style="text-align:center;"><strong><span class="font-size-3" style="color:#888888;">A New Age</span></strong></p><p style="text-align:center;"></p><p><font face="Arial,Arial" size="3"><font face="Arial,Arial" size="3">"</font></font><i><font face="Arial,Arial" size="3"><font face="Arial,Arial" size="3">The concepts of democracy and development are intrinsically linked in many respects. One is that they have a common enemy: the loss of sovereignty. In a world of nations-states, by definition, a loss of sovereignty leads to a loss of democracy and a loss of capacity to carry out in practice social and economic policies. This in turn affects development, a fact confirmed by centuries of economic history."</font></font></i></p><p style="text-align:right;">M.I.T. Professor and Activist Noam Chomsky</p><p style="text-align:left;"></p><p style="text-align:left;">You can download below the entire paper:</p><p style="text-align:left;"></p><p style="text-align:left;"><a href="https://www.academia.edu/11299748/Key_Questions_Themes_Dedicated_to_the_Candidates_to_the_Presidency_of_the_United_States_of_2016">https://www.academia.edu/11299748/Key_Questions_Themes_Dedicated_to_the_Candidates_to_the_Presidency_of_the_United_States_of_2016</a></p><p style="text-align:left;"></p><p style="text-align:right;"></p></div>Spring Thaw to Grow US Jobshttps://globalriskcommunity.com/profiles/blogs/spring-thaw-to-grow-us-jobs2014-04-12T18:30:00.000Z2014-04-12T18:30:00.000ZJames McCallumhttps://globalriskcommunity.com/members/JamesMcCallum<div><div class="separator" style="clear:both;text-align:center;"><a href="http://2.bp.blogspot.com/-2e0RKP1l9bM/U0ogy9J9_NI/AAAAAAAAE00/53U6qKMOkWU/s1600/Circle_118_Townhomes_and_Condos_for_Sale_ezr.jpg" style="clear:left;float:left;margin-bottom:1em;margin-right:1em;"><img border="0" src="http://2.bp.blogspot.com/-2e0RKP1l9bM/U0ogy9J9_NI/AAAAAAAAE00/53U6qKMOkWU/s1600/Circle_118_Townhomes_and_Condos_for_Sale_ezr.jpg" height="202" width="320" alt="Circle_118_Townhomes_and_Condos_for_Sale_ezr.jpg" /></a></div><div style="text-align:justify;"></div><div style="text-align:justify;"></div><div style="text-align:justify;"></div><div style="text-align:justify;"><span style="font-family:Arial, Helvetica, sans-serif;">It was a hard winter in the US. For weeks on end massive weather fronts would creep across the continent spreading ice storms, howling blizzards and a polar vortex that brought frigid misery to large swaths of the Mid Atlantic States. It seemed winters assault would never end but seasons do change and as today's temperature nears 70 spring has arrived after all. </span></div><div style="text-align:justify;"><span style="font-family:Arial, Helvetica, sans-serif;"> </span></div><div><div style="text-align:justify;"><span style="font-family:Arial, Helvetica, sans-serif;">Mark Zandie, Chief Economist for Moody’s used the springtime analogy in a recent note to describe the recovery of the US economy from the Great Recession. Zandie notes some emerging factors that are creating positive momentum for economic growth.</span></div><div style="text-align:justify;"></div><ul><li><span style="font-family:Arial, Helvetica, sans-serif;">falling rate of short term unemployment signals workers are returning to the job market </span></li><li><span style="font-family:Arial, Helvetica, sans-serif;">businesses are primed for expansion with strong balance sheets, consistent profits and favorable financial and market conditions</span></li><li><span style="font-family:Arial, Helvetica, sans-serif;">fiscal and regulatory uncertainty that weighed on confidence is slowly clearing up</span></li></ul></div><div style="text-align:justify;"><span style="font-family:Arial, Helvetica, sans-serif;">Rising employment and greater workforce engagement is a powerful economic stimulus. More people receiving paychecks translates into the exponential growth of buying power. Retail, real estate, entertainment and hospitality industries are best positioned to benefit from the recovery. As economic health of these sectors improve, employment opportunities within these segments and ancillary industries will also expand. </span></div><div style="text-align:justify;"><span style="font-family:Arial, Helvetica, sans-serif;"> </span></div><div style="text-align:justify;"><span style="font-family:Arial, Helvetica, sans-serif;">SMEs must anticipate the advent of this positive business cycle. Managers can best position their enterprises for growth by assessing what emerging market factors bear the greatest weight on their business. This allows managers to determine how to align operational capabilities with capital deployment initiatives that best address conflating market factors to serve business growth.</span></div><div style="text-align:justify;"><span style="font-family:Arial, Helvetica, sans-serif;"> </span></div><div style="text-align:justify;"><span style="font-family:Arial, Helvetica, sans-serif;">For example as recovery in the real estate market proceeds, new opportunities open in a multitude of related industries. The construction of high density affordable housing in urban areas is a powerful demand drivers that stimulate the need for LEED certified construction firms, inspectors, engineers, architects and building supply companies. Attorneys, CPAs, community banks, credit unions and other service providers are also beneficiaries from these emerging developments. </span></div><div style="text-align:justify;"><span style="font-family:Arial, Helvetica, sans-serif;"> </span></div><div style="text-align:justify;"><span style="font-family:Arial, Helvetica, sans-serif;">As community development accelerates demand is stimulated for hospitality, grocers and numerous products and services designed to address the specific idiosyncrasies of a young urban buying demographic that is affluent and growing. Is your firm ready to address emerging opportunities that emerging in your marketplace?</span></div><div style="text-align:justify;"><span style="font-family:Arial, Helvetica, sans-serif;"> </span></div><div style="text-align:justify;"><span style="font-family:Arial, Helvetica, sans-serif;">Turning business cycles create powerful macroeconomic risk factors that challenge SMEs. Rapidly changing market dynamics surface grave threats to complacent SMEs. Acute macro risk drivers force market players to compete for capital in realigning markets. SME’s must assess new macroeconomic risk factors to seize emerging opportunities. </span></div><div style="text-align:justify;"><span style="font-family:Arial, Helvetica, sans-serif;"> </span></div><div style="text-align:justify;"><span style="font-family:Arial, Helvetica, sans-serif;">Get risk aware with Macroeconomic Risk and Event App (MERA) on Google Play; a Mobile Office app that runs on MS Office and Android. MERA helps SME's assess emerging risk factors to profit from the opportunities shifting markets present.</span></div><div><span style="font-family:Arial, Helvetica, sans-serif;"><br /></span><div style="text-align:justify;"><span style="font-family:Arial, Helvetica, sans-serif;"><img src="https://lh3.googleusercontent.com/-uGolupTBm_erFEATo36ndMhkmsyqb8lu3TpA_Amy8UPWf8cWU42zMd3e4VTnKKrUoeztqg992MsnJg1klIrCz5NDuW4jMvGeJYQy96JmSxX198wZom5H_cczGUwqUFZ_w" alt="-uGolupTBm_erFEATo36ndMhkmsyqb8lu3TpA_Amy8UPWf8cWU42zMd3e4VTnKKrUoeztqg992MsnJg1klIrCz5NDuW4jMvGeJYQy96JmSxX198wZom5H_cczGUwqUFZ_w" /></span></div><span style="font-family:Arial, Helvetica, sans-serif;"><a href="https://play.google.com/store/apps/details?id=com.wMacroeconomicEventRiskApp">Get Risk Awar</a><u>e</u></span></div><div><span style="font-family:Arial, Helvetica, sans-serif;"> </span></div><div><span style="font-family:Arial, Helvetica, sans-serif;">risk: Moody’s, Mark Zandi, sme lending, job creation, market dynamics, macroeconomic risk, credit risk, LEED compliant, real estate, unemployment</span><br /><table style="border-collapse:collapse;border:none;"><colgroup><col width="578" ></col></colgroup><tbody><tr style="height:0px;"><td style="border:0px solid #000000;padding:7px 7px 7px 7px;vertical-align:top;"></td></tr><tr style="height:0px;"><td style="border:0px solid #000000;padding:4px 7px 7px 7px;vertical-align:top;"></td></tr></tbody></table></div></div>