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company, but countless others that are stagnant in a dull economy, trying to reconcile innovation with productivity with cost reduction with compliance with growth. Not a pretty picture, Daniel said. Mirna wrote: Innovation, Productivity, Cost Reduction, Compliance, Growth. No, it s not, Daniel, and I ve realized that the reason we re stuck, both as a company and as an industry, is because we ve taken ourselves down a certain path let s call it the business evolution path, the survive or perish path. Now we find ourselves lost and unable to get back to where we need to be. Ackerman asked the question, And where do we need to be Dieter removed a legal tablet from his briefcase, the top page of which was covered with arrows, boxes, and captions, all surrounding a familiar graph (Exhibit 19.1). It was a picture that the entire team had seen before, each time Dieter had explained his vision to customers or investors or a new employee. (He particularly liked showing it to new employees.) In the diagram, the entire technology industry could be seen as moving from a hierarchical, linear type of business to a multidimensional, unbounded cycle of clustered business interactions. His favorite example, though he had many and could often be heard in the hallways presenting the latest to anyone willing to listen, was EXHIBIT 19.1

The constant striving for lower costs, better products, safer work environments, and consistent operations all center around the ability of technology to enhance, measure, or correct business processes The efforts of Six Sigma, Lean Management, and just-in-time (JIT) manufacturing are all possible through technology The simplest example of a function of technology may handle repetitive tasks that require consistent precision, a type of work that used to be handled by a single individual or team of skilled laborers The business and its customers accepted a certain amount of errors, defects, and mistakes, given the difficulty of the tasks and the likelihood of human error Once that same process is handled by technology, the organization experiences higher productivity, near-zero error or defects, and more satisfied customers as technology is more reliable in situations where tasks are definable or repetitive.

Initial Candlepower 12,000 2,800 17,000 4,800 29,000 6,300 3,400 9,200 3,600 22,500 7,700 4,600 2,000 3,400 10,500 3,400 46,500 9,000 55,000 8,000 31,000 11,500 60,000 19,000 5,625 15,000 140,000 46,000 13,000 68,000 24,000 11,000 96,000

2

At present, there is no standard practice for the traffic capacities of digital satellite links nor for their terrestrial interfaces. However, some of the main trends are as follows: i) Low bit rate digital communications (e.g. 32 kbit/s to 1.5 or 2 Mbit/s) are mainly used for point-to-point, user-to-user data transmissions (digital SCPC links). Their interfaces are standardized by ITU-T Recommendations V.35, V.32, X.24 and X.21. Very low bit rate communications (e.g. 2.4, 4.8, 9.6 kbit/s, V.24/X.24 ITU-T interface) should be multiplexed prior to their transmission on satellite links.

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This single improvement allows the customers to rely more on the company and therefore elevates the services of the company and allows for greater complexity to be applied to the service provided throughout the supply chain process As a whole, the entire ecosystem of business functions and delivered services is both increased and more reliable A single improvement in the processing of a single area within one business can have a huge.

hierarchies distributed over servers. In addition, there is strong developmental activity from the core team. The following table gives a summary of JORAM.