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The Vision Barrier The vast majority of employees do not understand the organization s strategy. This situation sufficed at the turn of the twentieth century when value was derived from the most efficient use of physical assets, and employees were literally cogs in the great industrial wheel. However, in the information or knowledge age in which we currently exist, value is created from the intangible assets the know-how, relationships, databases of rich information, and cultures existing within the organization. Sadly, the news is no better at the department level. In one recent study 52 percent of IT and business executives said IT s strategic plan is only somewhat understood or not understood at all across the company.16 Put simply, it is difficult to expect employees, already struggling under the burdens of a Mount Everest-sized pile of priorities, to act in concert with your strategy if they don t understand it. The People Barrier In its 2005 Reward Programs and Incentive Compensation Survey , the Society for Human Resource Management found that 69 percent of companies offer some form of incentive compensation to their employees.17 Like most people, I m a fan of incentive plans because of the focus and alignment they can drive toward the achievement of a mutually beneficial goal. However, companies take many liberties when constructing these plans, and often the designs leave something to be desired. For example, it is not at all uncommon for incentive plans to link a cash award with the achievement of a short-term financial target such as quarterly earnings. In fact, in our meet the numbers or else culture this evil twin of the effective compensation plan springs up frequently in

Adhoc routing ABR, 406 AODV, 404 DBF, 405 DSDV, 404 405 DSR, 404, 406 RICA, 403, 407 route reply (RREP), 406 route request (RREQ), 406 CDMA system fundamental channels (FCHs), 240 supplemental channels (SCHs), 240 cellular networks 2G, 1 3.5G, 1 3G, 1 B3G, 1 UMTS, 297 channel adaptation adaptive channel decoder, 68 adaptive channel encoder, 68 Channel Capacity, 46, 49 57 Channel capacity with no CSIT and no CSIR, 73, 108 109 Channel capacity with CSIR only, 75, 108 109 Channel capacity with CSIT only, 94, 108 109

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Channel capacity with CSIT and CSIR, 101, 108 109 Ergodic Channel Capacity, 71, 108 109 Outage Capacity, 72, 108 109 Channel Model Memoryless channel, 45, 64 Block Fading Channels, 65 Quasi-static Fading Channels, 65, 86 channel quality Causal feedback, 71 channel matrix, 4 channel state information, 4 channel state information (CSI), 4 CSIT, 67, 94 CSIR, 75 CSI feedback, 67 imperfect CSIR estimation, 114, 115 limited feedback, 119, 131 Combined Queueing Theory and Information Theory in Cross Layer Design Delay Minimization, 454, 478, 480 EXP scheduler, 478 Generic Cross Layer Scheduling Model, 451, 452 graph model, 456 Information Theoretical Model, 461 layering approach, 3 max-weight scheduler, 474

The number of people who follow you is just one piece of in uence in Twitalyzer s book. It measures your overall in uence based on: Your relative reach in Twitter, measured by the number of followers you have. Your relative authority, measured by the number of times you are retweeted. Your relative generosity, measured by the number of times you retweet others. Your relative clout, measured by the number of times you are referenced by others. Your relative velocity, measured by the number of updates you publish over a seven-day period.

Channel-Adaptive Technologies and Cross-Layer Designs for Wireless Systems with Multiple Antennas: Theory and Applications. By V. K. N. Lau and Y.-K. R. Kwok ISBN 0-471-64865-5 2006 by John Wiley & Sons, Inc.

boardrooms across the globe. When the focus is on achieving short-term financial targets, clever employees will do whatever it takes to ensure those results are achieved. This often comes at the expense of creating long-term value for the firm. Do the words Enron or WorldCom ring a bell

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