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literally in SHOCK. Have been averaging 168-173 (highest 173) for a few weeks, and just got a score higher than I even thought I could possibly achieve. After leaving my test in Nov. 2023 with a 159, I felt incredibly defeated. (not saying this is a bad score by any means, just very hard on myself) I have been studying my butt off since April, and I am praying my test in June reflects this improvement. All to say, ANYTHING is possible. Thank you to everyone in this thread for encouragement and advice throughout this process as well. Good luck to you all!

Innovation is the lifeblood of business growth and development. Without it, your organization will fall behind its competition and eventually die out. However, innovation is expensive, and many small and medium-sized organizations can’t afford to innovate unless they get financial help from external sources.

Investments in bio-engineering can be risky, as many startups and early-stage companies may face regulatory hurdles, intellectual property challenges, or other barriers to success. However, for investors with a long-term outlook and a strong appetite for innovation, bio-engineering can offer significant opportunities for growth and returns.
Venture capital is one of the most common sources of financing for organizations that want to invest in innovation. Venture capital is a type of dedicated financial help that funds businesses to make a capital gain until publicizing them or even selling them outright. A distinguishing feature of venture capital involves screening, monitoring, and advising on a portfolio of its businesses. These non-financial services enable venture capitalists to choose businesses with high growth potential and make them succeed. The three distinctive features discussed before add to the venture capital’s edge over other types of financing that are not as dedicated (Sorensen, 2007).
Venture capitalists normally select companies that they can exit fast enough. This means that they select innovative organizations whose ROI is expectedly high. Therefore, such organizations are those that use knowledge to generate innovative capabilities to create profit in the short term.
Innovation is a process of continuous improvement and growth. It leads to the creation of new value or business ideas, which in turn contributes to the growth of any organization. The ability to innovate helps in increasing the revenue and profit margins of an organization by making it competitive in its industry.
Venture capitalists are interested in investing in innovative startups because they believe this will help them achieve their financial goals faster compared to the companies that do not invest in innovation. Venture capitalists want their investment to grow fast so they can exit quickly after making their money back at a higher rate than what they invested initially into it.
In the age of the knowledge economy, innovation is a main source of competitiveness (Daghfous, 2004). Based on what is known as the knowledge-based vision, the performance of the organization lies in its capacity to create, blend, recombine, and make use of knowledge (Grant, 1996). Therefore unstated, knowledge is indispensable to the capacity of an organization to innovate and favorably compete with others, causing it to be a strategic resource (Ibarra-Cisneros et al., 2021). The knowledge inside a firm is normally formed internally or by the outward acquisition of information and know-how. Accordingly, the knowledge absorptive capacity (AC) of a firm is vital for the creation of value inside a firm (Xie et al., 2018).
According to Davenport and Prusak (1998), knowledge cannot be completely dispersed without the backing of absorptive capacity. At the same time, the transfer of knowledge within a firm will come up as a main hindrance without the backing of absorptive capacity, inserting value on the significance of absorptive capacity within firms (Wuryaningrat, 2013).
Absorptive capacity has been described as the capacity of an organization to acknowledge the value of fresh outward information, integrate it, and implement it for business goals. Besides, it has become amongst the most dominant research scopes in business management. Huang et al. (2015) also note that absorptive capacity refers to a group of organizational practices that need to recognize and use knowledge, stressing the significance of absorptive capacity in the process of managing knowledge.
Most studies back the idea of absorptive capacity directly or indirectly prompting innovation and organizational financial outcomes (Tseng et al., 2011). The procedures of absorption of outward knowledge have grown into key aspects for innovation in organizations, making them to better adjust to transformations within the competitive atmosphere. Because of this, there are still many opportunities for research within the scopes of relational learning, absorptive capacity, as well as the attainment of a competitive edge (Tseng et al., 2011).
According to Xie et al. (2018), two vital gaps restrict deep hypothetical and empirical progresses in the management of absorptive capacity. Foremost, some programs of research have considered diverse proportions of absorptive capacity, while this dimensional separation of the construct and its function is not clear, conceptually and practically. Nonetheless, some studies have concentrated on the relationship between the diverse measures of absorptive capability and the innovation performance of a firm (Yaseen, 2020). Absorptive capacity is a tacit and intricate concept, making it challenging to measure. Learning the connection between venture financing and absorptive capacity can hence enhance our comprehension concerning how the source of financing impacts the innovation tactic of entrepreneurial organizations.

Absorptive Capacity and Innovation

Companies are working within a very competitive setting and need great measures of knowledge, which has turned into one of their most vital resources (Lian and Wu, 2010). To compete favorably, organizations cannot depend only on their external knowledge web but must progress their absorptive capacities to dynamically source new knowledge (Sancho-Zamora et al., 2021). This imposes methods that enable learning, allowing them to disperse and use the knowledge that will offer them fresh organizational innovations. Furthermore, the merging of this acquired knowledge is decided by an organization’s absorptive capacity. Hence, firms are required to possess and create, internal absorptive capacity to enhance innovation performance. This is vital since this form of capacity can impact the efficiency of innovation actions.
The first parties to describe absorptive capacity as the ability of an organization to assess fresh knowledge from outside, integrate it, and use it for commercial reasons were Cohen and Levingthal in 1990 (Wuryaningrat, 2013). A firm can obtain and efficiently utilize external and internal knowledge that will impact its innovation. This style looks at absorptive capacity as an outcome of not just research and development activities but similarly the variety or depth of the knowledge base of an organization, its former learning encounter, a mutual language, the presence of cross-functional points, and the mental frameworks, as well as problem-solving capability of the members in an organization (Camison and Fores, 2010). In this manner, absorptive capacity is vital for organizations to utilize outward knowledge and hence trigger inner innovation (Dutse, 2013).
Knowledge has become the most vital resource for organizations; outward knowledge concerning markets and technologies is thought to be key for generating inner knowledge in research and development units. Using absorptive capacity, organizations can change outward knowledge into innovative capabilities. Originally, absorptive capacity begins with gaining knowledge from the environment and it culminates by getting the best out of it (Saebi and Foss, 2015). This dynamic ability enables organizations to be in a better place to grow any form of innovation. Organizational learning theory recommends that an organization’s innovation actions are an outcome of its knowledge base.
Earlier research discovered that organizations having a greater absorptive capacity were more predisposed to undertake product, process, organizational, or even marketing innovations. In the same way, Calero-Medina and Noyons (2008) mapped programs of research connected to absorptive capacity and its connection to diverse domains, identifying substantial relations between absorptive capacity and innovation within the organization.
More current work, like the one by Chen and Chang (2012) discovered that the more the level of absorptive capacity of the organization, the more the level of innovativeness within the organization. They also discovered within their systematized literature review that most prevailing research concerning innovation literature accentuates the capacity to use outward knowledge. Moreover, this relation with fresh external knowledge enhances the absorptive capacity.
According to a research program undertaken by Liao et al (2007), empirical proof was given that innovation stems from the necessity for sharing knowledge, instigated by its absorptive capacity. When absorptive capacity progresses, it becomes very simple for anyone to form a noteworthy innovation grounded on acquired knowledge. Indarti (2010) similarly notes that absorptive capacity can be observed as a procedure by which a certain entity establishes innovative business goals (Wuryaningrat, 2013).
Notwithstanding the proof connecting absorptive capacity to innovation, this notion has developed in due course. The most comprehensive reconceptualization was suggested by Indarti (2010). They connected the idea to a set of company-wide routines and strategic procedures by which organizations acquire, change, and utilize knowledge to establish an active organizational capacity.

Dimensions of Innovation Capacity

Innovation is a vital element of the research enterprise, is very developed, and exists in all business procedures (Alshanty and Emeagwali, 2019). Nonetheless, the function of innovations, a main driver concerning a venture’s performance, has transformed in the latest years because of globalization and improved foreign competition (Pustorvrh et al., 2017). As a result, we comprehend innovation as the capacity of a firm to use knowledge and create novel products, services, and processes. Nonetheless, innovation typically encompasses some level of risk, which explains why outcomes are not always satisfying.
Various studies have demonstrated that innovativeness allows organizations to attain results, for instance, enhancement of the organization’s performance; growing exports; making a competitive edge; and or adding to the growth of the business. Generally, innovation assists organizations to react to competitive difficulties in globalized settings.
Innovativeness is an intricate capacity through which fresh knowledge and ideas are constantly used to attain excellent business performance using the integration of new offertories, product innovation, and the development of new processes for creating and distributing those novel offerings, and process innovation. These improve or sustain their efficiency and competitiveness. Process innovation concentrates on enhancing the efficiency and inner operations of an organization’s procedures to produce, bring together, or deliver the product. In this manner, another process can lessen the expenses or bring about extra production ability for an organization. Product innovation, conversely, is where an organization can present improved, distinguished, or even new products to the market to satisfy the needs of the consumers. Product innovation concentrates on the market and depends on robust abilities like quality, efficiency, speed, and flexibility, whereas process innovation has its place within the space of technical innovation. Both forms of innovation are closely connected and make up intricate procedures that normally encompass all functional sections of the organization.

References

Alshanty, A. M., and Emeagwali, O. L. (2019). Market-sensing capability, knowledge creation and innovation: the moderating role of entrepreneurial-orientation. J. Innov. Knowl. 4, 171–178. doi: 10.1016/j.jik.2019.02.002
Calero-Medina, C., and Noyons, E. C. (2008). Combining mapping and citation network analysis for a better understanding of the scientific development: the case of the absorptive capacity field. J. Informetr. 2, 272–279. doi: 10.1016/j.joi.2008.09.005
Camisón, C., and Forés, B. (2010). Knowledge absorptive capacity: new insights for its conceptualization and measurement. J. Bus. Res. 63, 707–715. doi: 10.1016/j.jbusres.2009.04.022
Chen, S. T., and Chang, B. G. (2012). The effects of absorptive capacity and decision speed on organizational innovation: a study of organizational structure as an antecedent variable. Contemp. Manag. Res. 8:7996. doi: 10.7903/cmr.7996
Daghfous, A. (2004). Absorptive capacity and the implementation of knowledge-intensive best practices. S.A.M. Adv. Manag. J. 69, 21–27.
Davenport, T. H., and Prusak, L. (1998). Working Knowledge: How Organizations Manage What They Know. Boston, MA: Harvard Business School Press.
Dutse, A. Y. (2013). Linking absorptive capacity with innovative capabilities: a survey of manufacturing firms in Nigeria. Int. J. Technol. Manag. 12, 167–183. doi: 10.1386/tmsd.12.2.167_1
Grant, R. M. (1996). Toward a knowledge based theory of frim. Strategic Management Journal, 17, 109–122. https://doi.org/10.2307/2486994
Huang, K. F., Lin, K. H., Wu, L. Y., and Yu, P. H. (2015). Absorptive capacity and autonomous R&D climate roles in firm innovation. J. Bus. Res. 68, 87–94. doi: 10.1016/j.jbusres.2014.05.002
Ibarra-Cisneros, M., Demuner-Flores, M. R., and Hernández-Perlines, F. (2021). Strategic orientations, firm performance, and the moderating effect of absorptive capacity. J. Strateg. Manag. doi: 10.1108/JSMA-05-2020-0121, [Epub ahead of print].
Indarti, N. (2010). The Effect of Knowledge Stickiness and Interaction on Absorptive Capacity. Groningen, The Netherlands: University of Groningen.
Liao, S. H., and Wu, C. C. (2010). System perspective of knowledge management, organizational learning, and organizational innovation. Expert Syst. Appl. 37, 1096–1103. doi: 10.1016/j.eswa.2009.06.109
Pustovrh, A., Jaklič, M., Martin, S. A., and Rašković, M. (2017). Antecedents and determinants of high-tech SMEs’ commercialisation enablers: opening the black box of open innovation practices. Econ. Res. 30, 1033–1056. doi: 10.1080/1331677X.2017.1305795
Saebi, T., and Foss, N. J. (2015). Business model for open innovation: matching heterogeneous open innovation strategies with business model dimensions. Eur. Manag. J. 33, 201–213. doi: 10.1016/j.emj.2014.11.002
Sancho-Zamora, R., Peña-García, I., Gutiérrez-Broncano, S., and Hernández-Perlines, F. (2021). Moderating effect of proactivity on firm absorptive capacity and performance: empirical evidence from Spanish firms. Mathematics 9:2099. doi: 10.3390/math9172099
Sørensen, Morten (2007) ‘How Smart is Smart Money: An Empirical Two-Sided Matching Model of Venture Capital,’ Journal of Finance, 62 (6), 2725–2762.
Tseng, C. Y., Chang Pai, D., and Hung, C. H. (2011). Knowledge absorptive capacity and innovation performance in KIBS. J. Knowl. Manag. 15, 971–983. doi: 10.1108/13673271111179316
Wuryaningrat, N. F. (2013). Knowledge sharing, absorptive capacity and innovation capabilities: an empirical study on small and medium enterprises in North Sulawesi. Indonesia. Gadjah Mada Int. J. Bus. 15, 61–77. doi: 10.22146/gamaijb.5402
Xie, X., Zoub, H., and Quick, G. (2018). Knowledge absorptive capacity and innovation performance in high-tech companies: a multi-mediating analysis. J. Bus. Res. 88, 289–297. doi: 10.1016/j.jbusres.2018.01.019
Yaseen, S. G. (2020). “Potential absorptive capacity, realized absorptive capacity and innovation performance,” in International Conference on Human Interaction and Emerging Technologies 2019, AISC 1018. ed. Ahram (Cham: Springer), 863–870.
Authors

Emilija Vukovic

Business Architecture Practice

Paul Lalovich

Organizational Effectiveness and Strategy Execution Practice

In today’s evolving and competitive landscape, the value of innovation is shifting from the traditional closed systems approach to a more open, decentralized, and community-driven approach. Paul Lalovich and Tesha Teshanovich from Agile Dynamics outline what is driving the trend, its implications for organizations, and how leaders can successfully operate at the forefront of the shift.
Innovation transcends the mere conceptualization of fresh ideas; it is the actionable process of enhancing existing products or conjuring entirely new offerings. While there is a strong correlation between R&D and innovation – with the former serving as a wellspring for pioneering thoughts – the journey from groundbreaking research to practical utility can be intricate and protracted.
However, it’s worth noting that innovation isn't solely tethered to structured R&D. It can spontaneously arise from sheer curiosity, a spark of inspiration, or even the simple act of refining or tweaking existing methodologies.
Firms might invest in R&D to catalyze innovation, but they can also harness external advancements – referred to as ‘spillovers’. After all, groundbreaking knowledge isn't always the exclusive domain of its creators, making external inspirations invaluable.
Emerging from a robust foundation of innovation, soft power presents tangible advantages. Leaders in technology often establish benchmarks that others deem beneficial to adopt. As a result, global standards lean favorably toward those pioneers. Moreover, countries recognized for their innovative acumen become prime territories for patent filings. These innovation hubs magnetize not just domestic but international investments and capital.
Perhaps the most profound testament to their soft power is the allure they hold for top-tier talents. For instance, Silicon Valley has evolved into a global nexus, drawing in exceptional minds from the realms of information, communication, and digital technologies. Such concentrations of talent can significantly influence a nation’s trade dynamics.

Tech monopolies slow down innovation

In the arena of global economic dominance, competition emerges as the cornerstone, propelling nations to the forefront of innovation and growth. While Chinese strategies appear to have adapted, embracing the dynamism of competitive markets, the United States stands at a crossroads. Some of its tech behemoths promote their size and market leadership as pivotal for cutting-edge innovation.
Yet, it is crucial to discern the nature of this innovation and whose interests it truly serves. Does it prioritize shareholder returns, or is there a broader, national interest at play? As smaller, agile firms emerge, emphasizing true boundary-pushing innovation, one must ponder: Is the spirit of unbridled competition – a force that once fueled the American economy – being overshadowed by the looming giants?
In the nuanced interplay between governmental oversight and market forces, recent actions within China's technology sector provide a captivating study of regulatory boundaries. This phenomenon, aptly termed ‘de-tycoonification’, captures a deliberate effort to harmonize enterprise innovation with centralized checks.
A leading digital commerce platform in China encountered regulatory attention. The swift determination that its practices were anti-competitive, accompanied by a significant financial penalty, symbolizes a broader intent to redefine market paradigms. Prompt official communique following these events conveys a clear perspective: monopolistic behaviours can inhibit the holistic evolution of a market-based economy.
This stance also emphasizes that thoughtful regulations, rather than restricting growth, might actually serve as pillars to stabilize and nurture it. The regulatory web further ensnared another major digital entity in China, underscoring the principle that technological ingenuity should operate within established ethical and legal frameworks. Such internal checks within China challenge certain dominant narratives in global tech centres.
The notion that maintaining a robust market stature acts as a shield against global tech adversaries comes under scrutiny. The introspective regulatory steps within China necessitate a broader re-evaluation of such assumptions.
The tech landscape today is unmistakably marked by the towering presence of Big Tech, but what underlies this dominance might point towards a concerning reduction in competitive intensity. For two decades, the profits raked in by American tech behemoths have remained unparalleled, with market valuations suggesting this trend is expected to continue, if not amplify, in the coming years.
Such sustained, sky-high profitability isn't typical in a genuinely competitive market. In such a setting, rivals and newcomers usually exert downward pressures, ensuring no single entity retains an overwhelming edge for extended periods. The tech industry's trajectory further points towards a rising penchant for consolidation. This is evidenced by the substantial acquisitions of budding companies by the tech titans.
Data sourced from Mergermarket underscores an uptick in acquisition activity by these colossal tech firms, particularly post-2010. The symbiotic relationship between persistent high profits and a trend toward industry concentration suggests that the tech market might be veering away from the vibrant competitive arena it once was.

Cardwell’s law

The tech landscape’s evolution, in its relationship with innovation, is witnessing a palpable shift in entrepreneurial motivation and vision. Historically, the fervour of pioneering something transformative, encapsulated in the ‘moonshot thinking’, drove entrepreneurs. This audacious spirit envisioned groundbreaking entities akin to the tech luminaries of the late 20th and early 21st century. Yet, today’s entrepreneurial aspirations seem more tempered.
Instead of fostering ambitions of building the next revolutionary tech empire, there’s a growing inclination towards securing an acquisition by an existing tech colossus. This shift in sentiment dims the likelihood of a new tech juggernaut rising to challenge the incumbent titans. Post the era of computer-centric, web-driven, and smartphone-related innovations, a cloud of uncertainty looms over the emergence of new tech powerhouses.
Notably, the promising technological domains of the upcoming decade – be it autonomous vehicles with their exorbitant R&D costs, virtual or augmented reality's significant development expenditures, the data intensity of artificial intelligence, or drones and the Internet of Things with their challenging profit margins – present formidable entry barriers.
These hurdles, combined with a changing entrepreneurial landscape, cast a shadow on the future dynamism of tech innovation. Cardwell's elucidation on the patterns of technological evolution offers a poignant lens through which to view the current landscape dominated by Big Tech.
Donald Stephen Lowell Cardwell’s seminal work from 1972 suggests that technological vigor within societies is not an enduring flame, but a fleeting burst of brilliance. Within the European context, as one nation's innovative energy began to wane, another would rise, ensuring a consistent relay of progress across the continent.
Visualize this relay of innovation as a torch, brilliant yet intense. Historically, regions such as Northern Italy, Southern Germany, Spain, and Portugal, and later Holland, Britain, the United States, and Germany, took turns in holding this torch, leading the march of innovation. Yet, no single society clung to this leadership for extended durations. The relay ensured that as one nation's innovation diminished, another took up the mantle, propelling the collective forward.
This phenomenon, coined as ‘Cardwell’s Law’ by Joel Mokyr, posits that when left in isolation, a society’s technological creativity is but a brief spark. Over time, conservatism’s stifling grip, intent on preserving existing structures of power and privilege, often curtails this innovative drive.
This is where the analogy becomes particularly relevant for the Big Tech landscape. In today’s digital age, a few colossal entities dominate, much like the leading nations of old Europe. Yet, as these tech giants solidify their positions, they risk becoming victims of the very conservatism Mokyr speaks of.
Instead of being conduits for continual innovation, their sheer dominance and entrenched positions could lead to a stagnation in technological creativity. As they grow in size and influence, there is an increasing tendency to preserve the status quo, which inadvertently suppresses the innovative spark found in smaller, more agile entities.

Decentralization and open innovation

In the contemporary milieu characterized by the overwhelming dominance of Big Tech monopolies, the paradigms of decentralized innovation and open innovation emerge as potentially transformative alternatives.
The concept of distributed strategy borrows from nature, suggesting that in the same manner that organisms such as trees maximize their efficiency by creating multiple self-similar structures like leaves instead of solely relying on a single core trunk, businesses too need to shift their focus from purely scaling their core processes to nurturing multiple iterative strategies at the organizational peripheries. This can be encapsulated in the mantra of ‘Think Local, Act Global’.
In essence, companies must attune to the nuanced demands and opportunities of each local market, while simultaneously integrating these learnings into a broader global strategy. This is particularly evident in industries undergoing rapid transformation; for instance, the automotive industry's evolution from merely selling cars to offering comprehensive mobility solutions, a shift that is predicted to significantly alter its revenue structure by 2035.
In parallel, in our data-driven age, there is an increasing realization that the sheer volume of data is less crucial than its meaningful interpretation. Organizations need to pivot from prioritizing data accumulation to developing advanced algorithms capable of drawing insights from fragmented, patchy datasets. In the rapidly shifting landscape of today's global business environment, numerous established multinational corporations find themselves at a perplexing crossroads.
The crux of their predicament stems from a foundational dilemma: how to juxtapose traditional scale-driven strategies with the emergent imperative of Distributed strategies. To dissect this conundrum, one must appreciate the inherently divergent organizational philosophies underpinning scale and distributed strategies. Transitioning from a scale-centric model to a distributed-oriented one is not merely about implementing a series of organizational modifications, no matter how profound.
The shift demands a comprehensive reimagining of the organizational ethos and operational mechanics. Moreover, it is a fallacy to view these strategies as mutually exclusive. In actuality, they exist on a continuum, each holding its unique value. The challenge for modern enterprises lies in striking an optimal balance between harnessing the benefits of scale and the agility of Distributed strategies. Regrettably, the journey to this equilibrium is riddled with pitfalls, and many companies, even with their vast resources and global reach, have faltered in this endeavor.
Contrary to scale-centric entities that depend on static assets, with streamlined yet inherently slower supply chains, Distributed organizations harness networks characterized by adaptability and continuous transformation. These networks are primed for swiftly addressing specific local requirements and seizing niche market prospects.
Such frameworks incorporate a blend of proprietary micro-production facilities, possibly utilizing innovations like 3D printing; leasing assets from providers offering asset-on-demand services; and coordinating flexible ecosystems of regional digital collaborators. The overarching aim is twofold: continuously devise innovative solutions tailored for local clientele and escalate them to various markets with optimal speed.
Distributed-oriented organizations prioritize decentralization, contrasting with the top-down hierarchies commonly seen in scale-driven entities. Within these structures, decision-making isn't confined to a centralized corporate core. Instead, considerable authority is delegated to customer-centric teams positioned away from the primary headquarters. This design fosters agility, allowing for a rapid response to localized demands and new opportunities.
Some multinational corporations have observed marked improvements in their performance metrics after such decentralization. They empowered regional leaders with financial oversight, decision-making rights, streamlined communication channels to the central office, and enhanced access to market analytics.
Another trend, seen in the case of an appliance industry giant, involves an even more radical shift. This entity introduced a unique organizational framework aimed at minimizing the distance between the enterprise and its customer base. In a bold move, an entire level of middle management was eliminated, redistributing power to numerous newly-formed, semi-independent, customer-aligned business segments. These units operate in synergy, linked by a unified digital platform.
Further reading: Knowledge and venture capital as a driver of innovation.
Meanwhile, ‘Open Innovation’ offers a complementary model, championing a departure from insular corporate research and development approaches. Instead, it advocates for the amalgamation of external insights, be they from academia, startups, or independent innovators, into the innovation process. This synergistic approach addresses the often-criticized inertia inherent in large tech monopolies, promoting a more dynamic and collaborative innovation ecosystem.
Both these paradigms, however, necessitate a significant cultural shift within organizations, demanding a more flexible, adaptive, and outward-looking ethos to truly harness their potential in countering the inertia often associated with tech giants.
The rise of open innovation, propelled by reduced communication costs and advancements in memory and computation capabilities, has ushered in significant changes in market dynamics and societal interactions. Unlike the traditionally centralized, firm-driven innovation models, open innovation champions a decentralized, peer-based approach that emphasizes intrinsic motivation and societal benefits.
Indeed, the literature has delved into the nature of these peer innovation communities, understanding their social structures and intricacies.
However, the repercussions of this shift towards open innovation on established and emerging firms remain inadequately explored. Current organizational and strategic theories don't fully encapsulate the nuances of community-driven innovation. Despite the transformative potential of open innovation, its influence on mainstream organizational and strategic discourses has been somewhat muted.
As we progress, it becomes imperative to develop a more comprehensive understanding of firms in this new context, addressing the interaction between traditional organizational structures and emerging community-based innovation paradigms.

Conclusion

In an evolving landscape where tasks are increasingly modular and knowledge about solutions becomes more widespread, the traditional closed systems of innovation shift towards open, community-driven models. The implications are profound: we can no longer rely solely on conventional understandings of innovation rooted in cost efficiency, control mechanisms, and external incentives.
As innovation gets embedded in a spectrum ranging from strictly internal processes to open community collaborations, our conceptualization of firms and their boundaries need revisiting. This doesn’t negate the value of traditional models, but it requires a hybrid approach where both internal and open strategies coexist.
A pivotal question arises: under what circumstances should firms toggle between these different modes of innovation? The answer, it appears, lies in understanding the nature of the product and the distribution of problem-solving knowledge.
For products that are inherently integrated and where specialized knowledge is centralized, the conventional in-house R&D model, bolstered by a strong innovation-centric culture, remains relevant. Here, innovation is typically cocooned within the firm's boundaries, spanning from distinct functional divisions to intricate, ambidextrous designs.
However, when a product can be broken down into modular components and the requisite knowledge is dispersed, the limitations of a closed innovation system become evident. In these contexts, the power dynamics of innovation are reshaped by the principles of openness, collaborative sharing, intrinsic motivation, and community engagement.
The challenge, then, for modern enterprises is to discern when to internalize and when to externalize, ensuring that they harness the best of both worlds while navigating the complex terrain of innovation.In today’s evolving and competitive landscape, the value of innovation is shifting from the traditional closed systems approach to a more open, decentralized, and community-driven approach. Paul Lalovich and Tesha Teshanovich from Agile Dynamics outline what is driving the trend, its implications for organizations, and how leaders can successfully operate at the forefront of the shift. Innovation transcends the mere conceptualization of fresh ideas; it is the actionable process of enhancing existing products or conjuring entirely new offerings. While there is a strong correlation between R&D and innovation – with the former serving as a wellspring for pioneering thoughts – the journey from groundbreaking research to practical utility can be intricate and protracted. However, it’s worth noting that innovation isn't solely tethered to structured R&D. It can spontaneously arise from sheer curiosity, a spark of inspiration, or even the simple act of refining or tweaking existing methodologies.
Firms might invest in R&D to catalyze innovation, but they can also harness external advancements – referred to as ‘spillovers’. After all, groundbreaking knowledge isn't always the exclusive domain of its creators, making external inspirations invaluable. Emerging from a robust foundation of innovation, soft power presents tangible advantages. Leaders in technology often establish benchmarks that others deem beneficial to adopt. As a result, global standards lean favorably toward those pioneers. Moreover, countries recognized for their innovative acumen become prime territories for patent filings. These innovation hubs magnetize not just domestic but international investments and capital. Perhaps the most profound testament to their soft power is the allure they hold for top-tier talents. For instance, Silicon Valley has evolved into a global nexus, drawing in exceptional minds from the realms of information, communication, and digital technologies. Such concentrations of talent can significantly influence a nation’s trade dynamics. Tech monopolies slow down innovation In the arena of global economic dominance, competition emerges as the cornerstone, propelling nations to the forefront of innovation and growth. While Chinese strategies appear to have adapted, embracing the dynamism of competitive markets, the United States stands at a crossroads. Some of its tech behemoths promote their size and market leadership as pivotal for cutting-edge innovation. Yet, it is crucial to discern the nature of this innovation and whose interests it truly serves. Does it prioritize shareholder returns, or is there a broader, national interest at play? As smaller, agile firms emerge, emphasizing true boundary-pushing innovation, one must ponder: Is the spirit of unbridled competition – a force that once fueled the American economy – being overshadowed by the looming giants? In the nuanced interplay between governmental oversight and market forces, recent actions within China's technology sector provide a captivating study of regulatory boundaries. This phenomenon, aptly termed ‘de-tycoonification’, captures a deliberate effort to harmonize enterprise innovation with centralized checks. A leading digital commerce platform in China encountered regulatory attention. The swift determination that its practices were anti-competitive, accompanied by a significant financial penalty, symbolizes a broader intent to redefine market paradigms. Prompt official communique following these events conveys a clear perspective: monopolistic behaviours can inhibit the holistic evolution of a market-based economy. This stance also emphasizes that thoughtful regulations, rather than restricting growth, might actually serve as pillars to stabilize and nurture it. The regulatory web further ensnared another major digital entity in China, underscoring the principle that technological ingenuity should operate within established ethical and legal frameworks. Such internal checks within China challenge certain dominant narratives in global tech centres. The notion that maintaining a robust market stature acts as a shield against global tech adversaries comes under scrutiny. The introspective regulatory steps within China necessitate a broader re-evaluation of such assumptions. The tech landscape today is unmistakably marked by the towering presence of Big Tech, but what underlies this dominance might point towards a concerning reduction in competitive intensity. For two decades, the profits raked in by American tech behemoths have remained unparalleled, with market valuations suggesting this trend is expected to continue, if not amplify, in the coming years. Such sustained, sky-high profitability isn't typical in a genuinely competitive market. In such a setting, rivals and newcomers usually exert downward pressures, ensuring no single entity retains an overwhelming edge for extended periods. The tech industry's trajectory further points towards a rising penchant for consolidation. This is evidenced by the substantial acquisitions of budding companies by the tech titans. Data sourced from Mergermarket underscores an uptick in acquisition activity by these colossal tech firms, particularly post-2010. The symbiotic relationship between persistent high profits and a trend toward industry concentration suggests that the tech market might be veering away from the vibrant competitive arena it once was. Cardwell’s law The tech landscape’s evolution, in its relationship with innovation, is witnessing a palpable shift in entrepreneurial motivation and vision. Historically, the fervour of pioneering something transformative, encapsulated in the ‘moonshot thinking’, drove entrepreneurs. This audacious spirit envisioned groundbreaking entities akin to the tech luminaries of the late 20th and early 21st century. Yet, today’s entrepreneurial aspirations seem more tempered. Instead of fostering ambitions of building the next revolutionary tech empire, there’s a growing inclination towards securing an acquisition by an existing tech colossus. This shift in sentiment dims the likelihood of a new tech juggernaut rising to challenge the incumbent titans. Post the era of computer-centric, web-driven, and smartphone-related innovations, a cloud of uncertainty looms over the emergence of new tech powerhouses. Notably, the promising technological domains of the upcoming decade – be it autonomous vehicles with their exorbitant R&D costs, virtual or augmented reality's significant development expenditures, the data intensity of artificial intelligence, or drones and the Internet of Things with their challenging profit margins – present formidable entry barriers. These hurdles, combined with a changing entrepreneurial landscape, cast a shadow on the future dynamism of tech innovation. Cardwell's elucidation on the patterns of technological evolution offers a poignant lens through which to view the current landscape dominated by Big Tech. Donald Stephen Lowell Cardwell’s seminal work from 1972 suggests that technological vigor within societies is not an enduring flame, but a fleeting burst of brilliance. Within the European context, as one nation's innovative energy began to wane, another would rise, ensuring a consistent relay of progress across the continent. Visualize this relay of innovation as a torch, brilliant yet intense. Historically, regions such as Northern Italy, Southern Germany, Spain, and Portugal, and later Holland, Britain, the United States, and Germany, took turns in holding this torch, leading the march of innovation. Yet, no single society clung to this leadership for extended durations. The relay ensured that as one nation's innovation diminished, another took up the mantle, propelling the collective forward. This phenomenon, coined as ‘Cardwell’s Law’ by Joel Mokyr, posits that when left in isolation, a society’s technological creativity is but a brief spark. Over time, conservatism’s stifling grip, intent on preserving existing structures of power and privilege, often curtails this innovative drive. This is where the analogy becomes particularly relevant for the Big Tech landscape. In today’s digital age, a few colossal entities dominate, much like the leading nations of old Europe. Yet, as these tech giants solidify their positions, they risk becoming victims of the very conservatism Mokyr speaks of. Instead of being conduits for continual innovation, their sheer dominance and entrenched positions could lead to a stagnation in technological creativity. As they grow in size and influence, there is an increasing tendency to preserve the status quo, which inadvertently suppresses the innovative spark found in smaller, more agile entities. Decentralization and open innovation In the contemporary milieu characterized by the overwhelming dominance of Big Tech monopolies, the paradigms of decentralized innovation and open innovation emerge as potentially transformative alternatives. The concept of distributed strategy borrows from nature, suggesting that in the same manner that organisms such as trees maximize their efficiency by creating multiple self-similar structures like leaves instead of solely relying on a single core trunk, businesses too need to shift their focus from purely scaling their core processes to nurturing multiple iterative strategies at the organizational peripheries. This can be encapsulated in the mantra of ‘Think Local, Act Global’. In essence, companies must attune to the nuanced demands and opportunities of each local market, while simultaneously integrating these learnings into a broader global strategy. This is particularly evident in industries undergoing rapid transformation; for instance, the automotive industry's evolution from merely selling cars to offering comprehensive mobility solutions, a shift that is predicted to significantly alter its revenue structure by 2035. In parallel, in our data-driven age, there is an increasing realization that the sheer volume of data is less crucial than its meaningful interpretation. Organizations need to pivot from prioritizing data accumulation to developing advanced algorithms capable of drawing insights from fragmented, patchy datasets. In the rapidly shifting landscape of today's global business environment, numerous established multinational corporations find themselves at a perplexing crossroads. The crux of their predicament stems from a foundational dilemma: how to juxtapose traditional scale-driven strategies with the emergent imperative of Distributed strategies. To dissect this conundrum, one must appreciate the inherently divergent organizational philosophies underpinning scale and distributed strategies. Transitioning from a scale-centric model to a distributed-oriented one is not merely about implementing a series of organizational modifications, no matter how profound. The shift demands a comprehensive reimagining of the organizational ethos and operational mechanics. Moreover, it is a fallacy to view these strategies as mutually exclusive. In actuality, they exist on a continuum, each holding its unique value. The challenge for modern enterprises lies in striking an optimal balance between harnessing the benefits of scale and the agility of Distributed strategies. Regrettably, the journey to this equilibrium is riddled with pitfalls, and many companies, even with their vast resources and global reach, have faltered in this endeavor. Contrary to scale-centric entities that depend on static assets, with streamlined yet inherently slower supply chains, Distributed organizations harness networks characterized by adaptability and continuous transformation. These networks are primed for swiftly addressing specific local requirements and seizing niche market prospects. Such frameworks incorporate a blend of proprietary micro-production facilities, possibly utilizing innovations like 3D printing; leasing assets from providers offering asset-on-demand services; and coordinating flexible ecosystems of regional digital collaborators. The overarching aim is twofold: continuously devise innovative solutions tailored for local clientele and escalate them to various markets with optimal speed. Distributed-oriented organizations prioritize decentralization, contrasting with the top-down hierarchies commonly seen in scale-driven entities. Within these structures, decision-making isn't confined to a centralized corporate core. Instead, considerable authority is delegated to customer-centric teams positioned away from the primary headquarters. This design fosters agility, allowing for a rapid response to localized demands and new opportunities. Some multinational corporations have observed marked improvements in their performance metrics after such decentralization. They empowered regional leaders with financial oversight, decision-making rights, streamlined communication channels to the central office, and enhanced access to market analytics. Another trend, seen in the case of an appliance industry giant, involves an even more radical shift. This entity introduced a unique organizational framework aimed at minimizing the distance between the enterprise and its customer base. In a bold move, an entire level of middle management was eliminated, redistributing power to numerous newly-formed, semi-independent, customer-aligned business segments. These units operate in synergy, linked by a unified digital platform. Further reading: Knowledge and venture capital as a driver of innovation. Meanwhile, ‘Open Innovation’ offers a complementary model, championing a departure from insular corporate research and development approaches. Instead, it advocates for the amalgamation of external insights, be they from academia, startups, or independent innovators, into the innovation process. This synergistic approach addresses the often-criticized inertia inherent in large tech monopolies, promoting a more dynamic and collaborative innovation ecosystem. Both these paradigms, however, necessitate a significant cultural shift within organizations, demanding a more flexible, adaptive, and outward-looking ethos to truly harness their potential in countering the inertia often associated with tech giants. The rise of open innovation, propelled by reduced communication costs and advancements in memory and computation capabilities, has ushered in significant changes in market dynamics and societal interactions. Unlike the traditionally centralized, firm-driven innovation models, open innovation champions a decentralized, peer-based approach that emphasizes intrinsic motivation and societal benefits. Indeed, the literature has delved into the nature of these peer innovation communities, understanding their social structures and intricacies. However, the repercussions of this shift towards open innovation on established and emerging firms remain inadequately explored. Current organizational and strategic theories don't fully encapsulate the nuances of community-driven innovation. Despite the transformative potential of open innovation, its influence on mainstream organizational and strategic discourses has been somewhat muted. As we progress, it becomes imperative to develop a more comprehensive understanding of firms in this new context, addressing the interaction between traditional organizational structures and emerging community-based innovation paradigms. Conclusion In an evolving landscape where tasks are increasingly modular and knowledge about solutions becomes more widespread, the traditional closed systems of innovation shift towards open, community-driven models. The implications are profound: we can no longer rely solely on conventional understandings of innovation rooted in cost efficiency, control mechanisms, and external incentives. As innovation gets embedded in a spectrum ranging from strictly internal processes to open community collaborations, our conceptualization of firms and their boundaries need revisiting. This doesn’t negate the value of traditional models, but it requires a hybrid approach where both internal and open strategies coexist. A pivotal question arises: under what circumstances should firms toggle between these different modes of innovation? The answer, it appears, lies in understanding the nature of the product and the distribution of problem-solving knowledge. For products that are inherently integrated and where specialized knowledge is centralized, the conventional in-house R&D model, bolstered by a strong innovation-centric culture, remains relevant. Here, innovation is typically cocooned within the firm's boundaries, spanning from distinct functional divisions to intricate, ambidextrous designs. However, when a product can be broken down into modular components and the requisite knowledge is dispersed, the limitations of a closed innovation system become evident. In these contexts, the power dynamics of innovation are reshaped by the principles of openness, collaborative sharing, intrinsic motivation, and community engagement. The challenge, then, for modern enterprises is to discern when to internalize and when to externalize, ensuring that they harness the best of both worlds while navigating the complex terrain of innovation.

Its not just dell and im far from the first to complain about this— but why? Seriously, why? Smart people — at least some — have had to be involved. My old 2010 xps 15 had a much more comfy front edge (and i know it was overall bulky, but still). Appearance is the obvious answer but what else would lead a laptop designer to create discomfort for palms (and yes i realize it depends on the angle of your arms, but still)? Would a slight curvy bevel make manufacturing more expensive bc = less straight lines? And maybe not enough people care enough to not buy? And maybe they think a more perfect wedge is easier to slip into bags? And maybe the head of Ergonomics isn’t as charming or attractive as the brand manageart director? What other laptop brands focus more on practical tactile ergonomic experience?? Design attractiveness is really important… for like five days… and then we’re living w thing. And yeah, I know by that point they have your money yada yada, but still. Its gotta be more than that. They want people to enjoy their product.

So, I have put together a timeline containing all the Versions in Incredibox as it does seem to have an overarching story. This is the most popular Incredibox subreddit I could find so I am putting it here. Plus this is a bit long so if you don't want to read all of it, just skim through each part.
The Original, 1912 A church choir wants to start a beat boxing band. They start practicing with each other.
Alpha, 1912 A priest crash's his boat on Christmas. That priest's choir has just officially started a beat boxing band.
Jeevan, 1946 India has a massive lack of resources after World War 2. A man from India sacrifices his life to restore the resources.
Little Miss, 1970 A company called Eagle is building a singularity inside a shape of a pyramid, it is called the Cumulor. This can create unlimited energy which could let them take over the world. They start to tell people all over the world to trust them and that they will protect them from the Cold War. They gain the trust of many people and even countries. This lets them take advantage of most countries' resources.
Christmas, 1975 The last Christmas ever is being celebrated now. The Evergreen trees have gone extinct. The last Evergreen is in New York City where they are having the last and biggest Christmas of all time.
Bite Sized Beats, 1976 Eagle start to create their own living species. These things were called MNMSI. MNMSI stands for Moderate Neuronic Matter Subconscious Individual. Their minds are tied to the Cumulor. They have a colorful round body with a white M on it. They have a large face and white limbs. They were all killed after trying to merge themselves with the Cumulor. Actually, they were all killed except for one, one of them survived but ended up as a living glob of green goo. It is called, the Leader.
The Love, 2010 Eagle has gained the trust of almost all countries. They have advanced technology faster than it should of. There next plan is to go to space.
Axe Boat, 2010 Some people see what is going on and start somewhat of a rebellion. Almost all countries don't see this and just think they are insane, so they arrest them.
Brazil, 2011 Brazil is the only country they have not gained the trust of yet. Eagle has launched its plan to take over space. While the people of Brazil watch every other country around it send hundreds of spaceships into the sky.
Sunrise, 2029 Technology is super advanced but somethings like TVs have gone out of style. No one uses them anymore and they have not advanced since the 80's. The world is drained of all its resources and all land are now deserts. All that remains is massive cities. People now use flying ships to get around. The world is now ruled by Eagle. The Cumulor is gaining more and more power.
Wekiddy, 2038 Technology has advanced more. The Leader, that escaped from the Cumulor in 1976, has grown to be the size of skyscrapers. It has little living green globs of goo that it will produce to attack people. It enters a city with thousands of these little guys and terrorizes it. Many people are killed, and many skyscrapers are destroyed. The military begins to attack the Leader but it does nothing to it. However, a vigilante who has been building a mecha suit for years decides to step in. He calls himself and his mech the URFO. He goes into the city and kills all the little ones before going to the Leader. After a long fight he is able to kill the Leader and save the city. Although he saved the city, it is still practically ruble at this point with millions of people dead.
Alive, 2043 Eagle is now mining resources from other planets. They are starting to mind control people with VR headsets. TVs no longer exists. While mining, they accidentally knock a asteroid towards Earth. It lands in Japan and destroys everything on Earth. Only one city survives, it is called Riveria. Rivieria is the home of the Cumulor. The Cumulor formed a shield around the city that lets nothing in or out.
Dystopia, 2250 Eagle has now transformed into a entity called the Pyramid. The Pyramid's mind is the Cumulor. Everyone left is now mind controlled by the Pyramid with technology built into them. One person experimented on himself and made his entire body a robot with only his head staying the same. He gave himself superpowers. These powers can absorb energy and store them in his core. One day, he sneaked into the Pyramid and found the Cumulor. He absorbed all of it. His body could not handle that much energy and exploded. This set everyone free and destroyed the shield letting everyone out of the city. Thankfully, the world has mostly healed. There was an ice age for the past two hundred years, but because of the energy left over from Eagle across the world, it has dissipated very fast.

Sorry if this sounds selfish but this is really only a one time thing for a friend. I need someone to use there undetectable AI account to paraphrase this please.
IntroductionThe rise of fast food chains in the United States from 2000 to 2010 had an impact on both the culture and economy. This period saw an increase in obesity rates among Americans, which coincided with the growth of these eateries. In this essay we delve into the connection between the expansion of fast food franchises and the obesity epidemic examining factors that influence health. Through an analysis of data, health studies and relevant literature our goal is to provide an understanding of how consuming food has played a role in fueling obesity during this particular decade, in America.The Growth of Fast Food Chains
Between 2000 and 2010 there was a rise in the fast food industry. Popular chains such as McDonalds, Burger King and Subway expanded their reach by opening stores to meet the demand for budget friendly meals. Data from the U.S. Census Bureau shows that the number of fast food eateries increased by around 20% during this timeframe (U.S. Census Bureau, 2011). This expansion made fast food more convenient for a range of people, including kids and teenagers.
Obesity Trends in the U.S. (2000 2010)
The prevalence of obesity in America has been on a trajectory during the early years of the 21st century. According to the Centers for Disease Control and Prevention (CDC) the rate of obesity among adults rose from 30.5% in 2000 to 35.7% in 2010 (CDC, 2011). Similarly among children and teens aged between 2 and 19 years old obesity rates increased from 13.9% to 16.9% over that period. This continuous increase signals a concerning public health issue with impacts on illness rates, mortality rates and healthcare expenses.
The Impact of Fast Food, on Eating Habits
food is commonly known for its levels of calories, excessive saturated fats, sugars and sodium with little nutritional value. These aspects of food are closely associated with weight gain and obesity. Studies show that regular consumption of food is linked to consuming calories and maintaining poor eating habits (Bowman & Vineyard 2004). Research conducted by Pereira et al. (2005) revealed that individuals who ate food than twice a week were more likely to gain weight and develop insulin resistance compared to those who consumed it less frequently.
Influence of Socioeconomic Factors
The easy availability and affordability of food make it an attractive option for people with incomes. Fast food establishments are often concentrated in low income areas where residents have limited access to dining choices (Powell et al. 2007). This situation, referred to as "food deserts " , worsens the issue of obesity because disadvantaged groups tend to rely on food as their main source of nutrition.
Impact of Advertising and Promotion
The aggressive advertising tactics used by fast food companies also have a significant influence on eating behaviors particularly among young individuals, like children and teenagers.
Many businesses invest sums of money each year in marketing showcasing their products across platforms, like TV, the web and social networks. Kids are especially influenced by these strategies that highlight the appeal and ease of food reinforcing harmful dietary patterns early on.
The impact of obesity, on health is significant and variedObesity is a factor in chronic illnesses like type 2 diabetes, heart disease, stroke and certain cancers (Flegal et al., 2012). The rise in obesity rates has led to an increase in health issues putting a strain on the healthcare system. The financial implications of obesity are also noteworthy with studies indicating that medical costs linked to obesity made up around 10% of healthcare expenses in the United States during that time (Cawley & Meyerhoefer 2012).
Policies and public health effortsIn response to the escalating obesity crisis, different policies and public health efforts have been put into action at state and local levels. These initiatives aim to encourage eating habits through measures like food labeling requirements, restrictions on advertising foods to children and campaigns raising awareness about the risks of obesity (Koplan et al., 2007). Schools have been a point for intervention well, with endeavors to enhance the nutritional value of school meals and boost physical activity among students.ExamplesVarious real life examples and stories showcase the effectiveness of taking action to address the issue of obesity. For example, New York City put in place a set of strategies to combat obesity, such as displaying calorie information on menus and prohibiting trans fats in restaurant dishes. These initiatives led to improvements in people's eating habits and a slight decrease in obesity levels, within the community (Dumanovsky et al. 2011).ChallengesThe obesity epidemic still poses challenges despite the efforts to address it. Unhealthy eating habits deeply ingrained in society, the presence of the fast food industry and disparities in status all add layers of complexity to this issue. Moving forward it is crucial to focus on creating an environment that encourages choices for vulnerable communities. This entails advocating for policies that restrict the marketing of foods to children, enhancing access to options in low income areas and urging food companies to improve the health profile of their products.
Psychological marketingWhen it comes to food marketing companies go beyond advertising tactics by leveraging deep rooted psychological triggers that influence consumer behavior. Bright colors, catchy tunes and recognizable mascots are commonly used in food ads to build a memorable brand image. This technique is particularly effective with audiences like children and teenagers who're more susceptible and likely to develop lasting brand loyalties. Research indicates that exposure to these advertisements can lead children to prefer calorie, nutrient foods ultimately impacting their dietary decisions and contributing to weight gain (Boyland & Halford 2013).The impact of portion sizes
One overlooked but significant factor contributing to the obesity crisis is the increasing sizes of portions served by food chains. Over time portion sizes have substantially grown, with meals exceeding the recommended calorie intake for a single meal. Young and Nestles (2002) study reveals that fast food item portions have expanded over the years with some items now more than double their size. This phenomenon of "portion distortion" results in calorie consumption as individuals tend to eat when faced with larger servings often underestimating the actual caloric content.
Changes in lifestyle and time constraints
The contemporary way of life characterized by schedules and time limitations has also played a role in the heightened dependence on fast food. With an increase in dual income households and longer work hours many people find themselves lacking the time to cook meals. Fast food emerges as a solution offering cost effective options that align with busy routines. Nonetheless this convenience comes at a price as frequent consumption of food is linked to dietary patterns and increased calorie intake contributing to the surge in obesity rates (Smith, Ng & Popkin 2013).Another significant measure involves restricting the promotion of foods to children. By reducing kids exposure to food ads policymakers aim to lessen the impact of marketing on their eating habits. Some cities have also imposed taxes on beverages and unhealthy foods in an effort to discourage consumption through penalties. While the effectiveness of these strategies may vary they mark progress in combating the obesity crisis.
Approaches Rooted in Communities
Community based strategies for addressing obesity highlight the importance of initiatives and grassroots movements. Programs that concentrate on enhancing access to foods encouraging activity and educating community members about healthy eating have shown positive outcomes. For example community gardens and farmers markets can offer produce to residents living in areas with access to healthy food options promoting better dietary choices. Schools and community centers can also play a role by providing nutrition education and physical activity programs.
The Impact of Technology
Technology has increasingly become an asset in the battle against obesity. Mobile applications and wearable gadgets enable individuals to monitor their calorie intake and exercise levels offering feedback and motivating lifestyle choices.
Furthermore social networking sites can play a role, in advocating for public health initiatives and sharing details on diet and wellness. Although technology isn't a solution to the issue of obesity it provides avenues to involve people and groups in embracing healthier habits (Stephens & Allen 2013).
Future Directions and Recommendations
The approach to tackling obesity needs to be multi-faceted and should involve collaboration between government departments, health workers, local communities, as well as the food industry. In future, there is need for more efforts in creating an atmosphere that supports healthier selections particularly among the disadvantaged groups. This means that one should continue to campaign for policies aimed at reducing children’s exposure to unhealthy food advertisements, improving availability of healthy foods in deprived neighborhoods and encouraging manufacturers in the food sector to change their products into a healthier version.
Further still public health campaigns will try and focus on having balanced diets regularly done exercises. Schools and offices can succeed by developing well-structured meals alongside opportunities for exercising. More research is also needed to understand why some people are poor eaters or overweight than others.
Policy Proposals
To further combat the menace of overweight, policy makers should think about enacting a variety of evidence-based strategies. Some of them could be: Sugar-Sweetened Beverage Taxes: Taxes on sugary drinks can decrease consumption and raise funds for public health projects. Zoning Regulations: By controlling the number of fast food restaurants in given areas, intake will subside and encourage establishment of grocery stores among other healthier alternatives.Menu Labeling Laws: This makes sure that restaurants indicate calorie counts as well as other nutritional information to assist customers in making informed choices. School Nutrition Standards: Schools meals and snacks in the course of learning ought to meet recommended nutrition levels so that students are eating healthy. Addressing Behavioral FactorsBehavioral interventions also play a significant role in dealing with obesity. Cognitive-behavioral therapy (CBT) and other psychological approaches aid individuals to develop better eating habits and deal with triggers involved in overeating. Programs addressing weight control which incorporate behavior change counseling together with diet and exercise components show promise towards helping individuals achieve successful long term weight loss.Long-Term Commitment and Sustainable Change
Society must collectively make a commitment that will last over a long period to reduce obesity rates. The approach should be ongoing and flexible enough to accommodate changing circumstances and new information. For this change to be lasting, there must be continuous investment in public health infrastructure, research, and education. Therefore, significant strides can be achieved in reducing obesity rates by nurturing a culture that appreciates wellness.
Cultural Shifts and Public Perception
In addressing the obesity epidemic another critical factor is shifting public opinion as well as cultural norms with regards to food and health. The acceptance of fast food and oversize portions as normative has been one of the major drivers towards unhealthy eating habits over the past few decades. This would involve public health campaigns focused on what constitutes healthy balanced meals and promoting on good home cooked fresh meal benefits instead. To change public perception cooking classes nutrition workshops media campaign advertising preparation advantages of healthy meals at home for instance.
Strengthening Health Care Interventions
Routine screenings, counseling and support for weight management by health care providers are crucial in handling obesity. Obesity prevention and treatment should be integrated into primary care to ensure consistency and comprehensiveness in people’s health. Personalized advice can be availed by the healthcare practitioners and also set realistic targets as well as referring patients to dietitians or structured weight loss programs.
Advancing Research and Use of Proven Practices
To better understand the intricate contributors to obesity and curate effective interventions, it is important to sustain research. Longitudinal studies that follow diet patterns, activity levels, and disease outcomes offer useful information on how to prevent or reduce obesity. By exploring behavioral, environmental and genetic factors that affect obesity, this will enable us to make interventions that are specific for different populations and situations as well.
Conclusion
The period between 2000 and 2010 registered a sharp increase of obesity rates that is closely linked to the spread of fast food outlets across America. This public health menace can only be fought with multidimensional approaches that will change public attitude, improve education, enhance corporate accountability and support inclusive research plus health care interventions. By creating an environment where good health is appreciated through provision of necessary resources and support, we can achieve significant milestones in curbing cases of obesity within our population as well as overall improvement in their welfare.
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Drewnowski, A. & Specter, S.E., 2004. Poverty and obesity: the role of energy density and energy costs. **American Journal of Clinical Nutrition**, 79(1), pp.6-16.
Krieger, J.W., Chan, N.L., Saelens, B.E., Ta, M.L., Solet, D. & Fleming, D.W., 2013. Menu labeling regulations and calories purchased at chain restaurants. **American Journal of Preventive Medicine**, 44(6), pp.595-604.
Ogden, C.L., Carroll, M.D., Kit, B.K. & Flegal, K.M., 2014. Prevalence of childhood and adult obesity in the United States, 2011-2012. **JAMA**, 311(8), pp.806-814.
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In 2023, ecommerce companies in the UK generated a total revenue of over $130 billion. Ecommerce sales are expected to grow by 4.1% in 2024, helping the UK maintain its position as the most advanced ecommerce market in Europe.
We have created an article on the fastest growing ecommerce companies in the UK where we cover many important details about these companies.
Here is a quick summary of the full post:

Ecommerce Sales Growth in the UK

Although the industry is largely dominated by companies like Amazon, Sainsbury’s, Tesco, and Asda, there are many rapidly growing ecommerce companies in the UK. This report explores:

• Fastest-growing ecommerce companies in the UK
• Online stores (marketplaces) with the highest net sales
• Important UK ecommerce statistics and facts

Rising Ecommerce Companies in the UK

Gymshark

• Location: Solihull, UK
• Founded Year: 2012
• Founders: Ben Francis and Lewis Morgan
• Latest Funds Raised: $261M

Gymshark is a leading player in the fitness apparel industry, known for innovative, performance-enhancing gym wear. Starting in a small garage in Birmingham, Gymshark now serves customers in more than 230 countries through 14 online stores built on Shopify. In 2023, Gymshark generated an annual revenue exceeding £400 million, with significant increases in orders and international sales.

Smol

• Location: London, UK
• Founded Year: 2018
• Founders: Nick Green and Paula Quazi
• Latest Funds Raised: $34M

Smol is the fastest-growing laundry brand in the UK, revolutionizing the home cleaning industry with sustainable and eco-friendly practices. The company offers concentrated cleaning products in minimal, recyclable packaging. In 2023, Smol helped save significant amounts of plastic, chemicals, and carbon, reflecting its commitment to environmental impact.

OnBuy

• Location: London, UK
• Founded Year: 2016
• Founders: Cas Paton
• Latest Funds Raised: £35M

OnBuy is a renowned marketplace offering a broad selection of products and supporting small to medium-sized businesses. It was ranked 11th in the UK Technology Fast 50 by Deloitte and named Europe’s fastest-growing ecommerce company on the FT 1000 list. OnBuy is also the UK’s most trusted marketplace on Trustpilot.

Laced

• Location: London, UK
• Founded Year: 2018
• Founders: Chris Gibbons
• Latest Funds Raised: $12M

Laced is an online platform specializing in sneakers, offering styles from major brands like Nike, Adidas, and Air Jordan. The marketplace allows for buying and selling pre-owned sneakers, with a focus on transparency and customer satisfaction. Laced has secured over $17 million in funding and plans to expand into broader Europe.

Club L London

• Location: Manchester, UK
• Founded Year: 2007
• Founders: Katie Randev

Club L London specializes in women's clothing, focusing on glamorous and occasion-specific attire. The brand has seen significant growth, with sales nearly doubling over the past year. In 2023, Club L London recorded a turnover of £29.5 million, reflecting exceptional growth since its launch.

Papier

• Location: London, UK
• Founded Year: 2015
• Founders: Taymoor Atighetchi
• Latest Funds Raised: $50M

Papier offers personalized stationery, including custom notebooks, journals, wedding invitations, and greeting cards. The company secured $50 million in funding before launching in the US. Papier's revenue has increased by 50% year over year, driven by unique designs and high-quality products.

Naturewall

• Location: Hull, UK
• Founded Year: 2018
• Founders: Philip Brown

Naturewall is the largest SlatWall manufacturer in the UK, offering eco-friendly wall panels. The company emphasizes sustainability and authenticity, using high-quality materials. Naturewall invested £1 million into a new manufacturing plant in Beverley, East Yorkshire, to enhance production capabilities.

Lyst

• Location: London, UK
• Founded Year: 2010
• Founders: Chris Morton, Devin Hunt, Sebastjan Trepca
• Latest Funds Raised: $85M

Lyst is a global fashion search platform connecting shoppers with over 17,000 leading brands. The platform offers over 8 million items and has become the most downloaded premium fashion iOS app worldwide. Lyst's Gross Merchandise Volume now surpasses $2 billion.

Qogita

• Location: London, UK
• Founded Year: 2021
• Founders: Yaniv Toledano and Danny Toledano
• Latest Funds Raised: €80M

Qogita is a marketplace for health and beauty products, offering items from over 400 suppliers and 10,000 brands. The company secured €80 million in Series B funding and aims to expand into additional categories. Qogita focuses on providing low prices, high-quality service, and seamless shopping experiences.

Shop Circle

• Location: London, UK
• Founded Year: 2021
• Founders: Gian Maria Gramondi and Luca Cartechini
• Latest Funds Raised: $120M

Shop Circle provides tools designed to streamline and enhance the digital commerce experience. The company raised $120 million in funding and offers a suite of apps and solutions tailored to the needs of online businesses, helping them grow and improve customer satisfaction.

Top Online Stores (Marketplaces) in the UK

Amazon

• Online Store Launch: 1998

Amazon UK offers a vast selection of products, competitive pricing, and efficient logistics. In 2023, the UK became Amazon’s third-largest market, with net sales of $33.6 billion. Amazon operates 20 distribution centers in the UK and has invested over £56 billion in the UK since 2010.

Sainsbury’s

• Online Store Launch: 1999

Sainsbury’s provides a variety of goods, including groceries and home products. The company focuses on high-quality, affordable products and offers savings programs like Nectar. Sainsbury’s recorded significant growth in revenue and profit, with a turnover of £29.5 million for the 12 months ending January 31, 2023.

Tesco

• Online Store Launch: 2000

Tesco offers groceries, clothing, electronics, and homeware. The company serves over 20 million customers monthly through its online store. Tesco's overall revenue for the UK and ROI amounted to over 60 billion British pounds in 2022/23, and it employs over 309,000 people in the UK.

Asda

• Online Store Launch: 1998

Asda offers a wide range of products and services, including groceries, clothing, and pharmaceuticals. The Asda online store serves 98% of UK homes and has a brand awareness of 97%. The company reported a 9.6% increase in sales year over year, with a significant rise in own-brand sales.

Important Statistics for Ecommerce Companies in the UK

• In 2023, ecommerce companies in the United Kingdom generated a total revenue of $131.5 billion, with projections to rise to $185.37 billion by 2028.
• The UK hosts the most developed ecommerce market in Europe, with nearly 60 million ecommerce users, expected to grow to 62.7 million by 2029.
• In 2023, the ARPU for personal care ecommerce was $114.8 in the UK.
• Amazon leads as the top ecommerce platform in the UK, attracting over 500 million monthly visits as of March 2024.
• On average, online shoppers in the UK spend $126 on desktop purchases compared to $102 on tablets and $86 on mobile phones.
• More than 42% of shoppers in the UK begin their purchase journeys via search engines.
• The average revenue per user (ARPU) in the UK ecommerce market is expected to increase by $577.5 between 2024 and 2029.
• In 2023, the keyword ‘boots’ topped the competitiveness chart in the UK with a score of 94, while ‘sneakers’ and ‘sandals’ scored 70 and 65, respectively.
• With a 21% market share, Shopify is the second leading ecommerce platform in the UK as of 2024.
• The revenue in the UK’s furniture ecommerce market is forecasted to grow by $5.9 billion between 2024 and 2029.

BONUS: Please refer to our additional sources for more facts and & stats about ecommerce companies in the UK:

• UK Ecommerce Statistics and Market (2024)
• Top Shopify Stores in the UK

I’ve owned Pyramids twice. I had a fairly complete DW collection around 2010. I don’t know if I gave it away, sold it, or what but it has vanished since then. The books I am currently reading were part of a humble bundle sale for Kobo.
I bring this up because I also owned Wyrd Sisters. It was a book I loaned to my girlfriend (later wife) and discovered she was one of “those people.” The book was given in pristine condition and returned like it had spent 30 years in a middle school library. I was aghast.
Thankfully, she typically sticks to audio books and I read mostly on Kindle. You can’t dogear a kindle!
I bring this up because I own a secondhand paper copy of Pyramids as well. It is the US trade with 2001. But I read this book, as well as the eBook and listened to parts of it. There is nothing new I am saying, but the audio versions of these books are very good. I’ve not heard the Stephen Briggs’ versions that are often touted, but the versions I can hear on Spotify are great. The reader is incredible at voices.
Pyramids is the 2nd book that “feels” like Discworld, after Wyrd Sisters. They pair up well as they both explore time in unique ways. WS is a bit more straightforward with its time travel while Pyramids is more unique with its pyramids acting as time dams. They both also offer time in Ankh-Morpork. Instead of the Fools Guild, we learn a great deal about the Assassin’s guild. While much of it is poking fun at British boys’ schools, it still deepens our knowledge of Ankh-Morpork.
Men At Arms comes up in a few books, but it is richer for Wyrd Sisters and Pyramids building the two guilds in the Men at Arms’ Mystery. What a richer book.
As for Pyramids - We meet Pteppic (Teppic) and Ptraci and Dios and much of the Djelibeybi crew through a fun back and forth in the first part of the book. The mystery of Dios is not too mysterious, but it still ends up with a satisfying loop at the end. Pyramids’ time shenanigans are somewhat mystifying after having read later books - where were the Time Monks on this one?
Pyramids also plays up the theme of belief giving power we already read in Wyrd Sisters. It was more about public opinion in that book, though we could feel edges of it being like magic. In Pyramids, belief is a strong force and creates some strong events.
One aspect that gets brought up is the relationship between Teppic and Ptraci, since they are half-siblings. I’m not going to touch on it much. My opinion is Pterry was trying to riff on the practice of royal intermarriage and it didn’t quite work in a humorous fashion. Others have brought up it being a riff on the Star Wars concept, since we have no idea two heroes are siblings until the 3rd movie.
A character and concept I love is You Bastard. I’m glad I’m re-reading because my memory had placed You Bastard in the events of Jingo, a book that is sadly without camels. I don’t think camels pop up at all later on. Not much of the Djel is mentioned at all in later books, which I can understand because this story feels very finished when it is done. Or, for Dios, restarting.
I really enjoyed Pyramids. I thought it was witty, fun, had great ideas, and was a bit of a page turner for much of it. That said, there is a middle bit which drags on too long. The business with the philosophers, Ephebe, and Tsort slows things down a bit. I suppose this was to add more stakes to the plot. As usual, keeping the danger contained to a river kingdom makes for more compelling stories.
However, it does build up for later books well. We also see Pterry writing younger protagonists which always feels a bit to me like proto-Tiffany Aching. There’s not much to her here, aside from the heroes being young, so take that for what you will.
This book is a real bastard to add to the rankings. I’ve read it more than Wyrd Sisters, and I think the story is little more creative. But I think Wyrd Sisters gets the edge for Granny Weatherwax.
Wyrd Sisters Pyramids Mort Sourcery Equal Rites The Light Fantastic The Color of Magic
Tier wise, I would call this an “A” along with Wyrd Sisters. It is clever in many ways for me and I just really enjoy it. Mort and Equal Rites stay at B with Sourcery, Light Fantastic is C and Color of Magic D. Tier rankings are hard because a “D” is comparative. TCOM is not a D novel outside of this series.
FOOTNOTES
Standard footnotes here. We get a few mentions of A’Tuin, but I don’t recall any Librarian cameos. I think he has popped up in each book previously, hasn’t he?
I brought up the copy because I really don’t care for the new US Paperback covers. The old ones were boring, but not ugly.
While this book’s characters are never seen again (to my knowledge), the themes within are touched upon all the time.
I’m not sure if I will be re-reading Guards Guards because this full re-read was inspired by a Watch re-read only a few months ago. I have a paper copy, so it will be easy to revisit.

For the past 2-3 years, I haven't owned a car due to being in a tough financial situation. Before that, I drove an old beater Mirage. Currently, I get around on a motorbike, which works for most things but isn’t very practical.
Now that I'm married and have saved up some money, I've decided it's time to buy a car. My budget is around $12,000 to $13,000.
We don’t drive to work, but having a car would make it easier to drive to the station, run simple errands like grocery shopping, and eat out. Right now, I either borrow my brother's car or use my bike, which makes carrying things difficult.
More importantly, my wife and I love to travel. We enjoy taking 1-2 day trips on weekends to explore different areas, but it’s been challenging without a car. We’ve managed with borrowed cars, UberCarShare, and the motorbike, but it hasn’t been very comfortable. With a car, we’d like to explore more, go camping, and travel as much as possible.
The car we really like so far is the Gen 3 Toyota RAV4 (2010-2012). It's within our budget, and from my research, it’s a reliable, solid car that isn’t too expensive to maintain.
I’d love to get a second opinion from experts here. Is the RAV4 a good option for my scenario, or are there other cars we should consider?

Hello Everyone. I grew up in a Maranao House hold in Iligan City for 17 yrs and it is really toxic as hell.
My family are full of Imams, Alims, Hafiz/Hafiza and even did Umrah/Hajj in Saudi Arabia.
When I was in first grade (2010), I began to question my beliefs. Because of the bullying I received from my Maranao classmates due to my forehead, I became insecure and started wearing a Hijab/Headscarf/Veil
My family has always considered me to be a very religious girl because I began wearing an Islamic head scarf at a very young age. They had no idea that I had lived in two distinct worlds my entire life.
In Iligan City, we studied this Islamic subject in class. Every afternoon, they make us Muslims go to Islam Subject. Ustadhs, urge our parents to let our genuine advisors know that we must pay attention to this Islamic subject. My parents were unaware that I consistently skipped Islamic subjects since they would always punish us for not knowing Arabic. Imagine being punished as a 7-year-old child simply for not being able to pronounce or comprehend Arabic. I always skip Islamic subject but i also have tried to attend because they have threatened us "if you don't go to Islamic class, you will go to hell". we were forced to study and memorize 40 surah/verses in such a young age
Additionally, we were taught to despise or Hate Christians and non-Muslims since they are perceived as "lost" individuals. At a certain point, I was also convinced that Christians were evil. My parents and every Muslim people I've ever met hate Christians in general, but when I was in the fourth grade, I made the decision to start doing some research.
I learned that there are too many Beliefs in christianity such as (Orthodox, Roman Catholic, Born Again, Protestant, Baptism, Adventist, INC, etc) Each day, i studied their differences of beliefs and how they practice it.
I became agnostic at the age of 10, secretly left Islam due to excessive curiosity in other religions, cultures, and languages. However, I continued to wear the hijab and pretended to be a Muslim in front of my family. They have repeatedly threatened to chop off my head and turn my hair into a snake on the Day of Judgment if I don't wear a hijab.
Apparently, i also secretly removes it in front of my Friends. They have questioned me too in too many times "are you muslim?" and i just respond to them "No, i'm not full muslim". I have lied to my friends about my personal life because it is too toxic.
Some of my family members has ran away to marry non-muslims, and my family hates them so much and even calls them "People of Hell"
I am kind of Disgusted for how my Muslim Maranao family thinks? They're very hella Close minded.
The Culture of Meranao Tribe has never beautify me, but it did Traumatized me.
My Mother Has Confessed that I had this Fiance despite of me being 1yr old. I was Sold In such a young age. My Parents has told me to keep my virginity because Virginity is a gold In Islam, if i'm not virgin, No one would Buy me.
They have Forced me to study just to get into a Higher Ranks In our family and get to marry a Rich Relatives. They have never supported me with my passion, they always scolds me and punishes me when i try to defend for my own happiness and sake.
My Life became so depressing when The Marawi Siege Happened (2017) A lot of Meranao From Marawi City has Evacuated in Iligan City.
Ever since they moved out in Iligan City, Meranao People were always threatening us, made a gang group and started bullying me. I actually don't wanna talk about it because it scares me and depresses me how badly it affected me. i was 14 that time when i got cyberbullied and Issued in our school as a Liberated/Agnostic person. Meranao Muslim who evacuated in our school has spread too much false information about me such as me having n*des. I cried so much, i was literally an innocent girl that time, i had no idea why they were doing those to me. Maybe Just bcs i don't wear hijab and they considered me as prostitute one? lmfao.
My Xenophobia and Islamophobic has became worser as time and time goes by. I hate islam and Maranao Tribe so much.
Bullying and False Accusations from Meranao has continuously goes as i grow too.
2022, I decided to convert into Born Again Christianity because it lightened my heart. Jesus has saved me.
I proudly told everyone that i am Born Again christian but These Meranao Muslim people keeps talking shit about me. I have received too many Death Threats from my Father side, My old friends and Muslim People who hates me.
They're gonna Kill me and take away everything from me. I'm honestly Prepared because it shows how violent they are after Victimizing themselves as "not terrorist" for how centuries.
Additionally, Muslims started Over sexualizing me and even harassed me too many times because i'm not muslim/im not wearing hijab/veil. It makes me laugh how they always tell me to wear hijab so that i would avoid getting sexually harassed by non-muslim when them itself (Muslim) are the one who Harasses me.
The fact i also did tried wearing abaya and hijab properly but somehow i still got sexually harassed.
I am seeking for help, i am in danger. My own father is gonna kill me and forces me to go into a islamic School to study quran. it honestly so draining because i already studied islam on my own for how many years aside from Other religions too. They're like forcing me to be someone i dont wanna be.
My Family from father side has committed too many bombing crimes and Bomb threat in Iligan City. They usually targets Christians celebrating Christmas, Fiesta, or any occasions that relates in Christianity. Some muslims has also supported the Marawi Christian Sunday Mass Bombing because Christian aren't allowed in Marawi City because it is a Islamic State Region.
Islam is not Peace.

I have a 2017 MINI Cooper Countryman S. It's been wonderful for my lifestyle over the past 7 years. My fiance loves it as well. She's my main vehicle but we do have a 2010 Toyota Tundra for practical reasons. I recently found out I'm pregnant and I'm curious as to what others might say about this car for a family of three. Anyone with this model have any opinions? Google says it's good but I'd rather here from real people with experience.

Economic Abuse of Palestinian Mothers in Israel: The Case of Participants in a Welfare-to-Work Program
https://www.researchgate.net/profile/Maha-Sabbah-Karkabi/publication/354109345_Economic_Abuse_of_Palestinian_Mothers_in_Israel_The_Case_of_Participants_in_a_Welfare-to-Work_Program/links/63b7ef5e097c7832ca9665f4/Economic-Abuse-of-Palestinian-Mothers-in-Israel-The-Case-of-Participants-in-a-Welfare-to-Work-Program.pdf
Assistance programs for Israeli Palestinian mothers are insufficient to extract them from economic abuse due to not seeing economic abuse as a real facet of domestic violence. Even the US is barely now putting together how economic violence is violence. Both Israeli and Palestinian sides show toxic masculinity to women in terms of economic abuse. Palestinian women are stuck between a rock and a hard place.
The findings also suggest that the assistance the women receive from the welfare-to-work program has been insufficient to extricate them from their abusive situation.
Non-Jewish Palestinian mothers living in Israel factually see less socioeconomic, civil and political rights. In the US this is unconstitutional, but there are some signs this is becoming normalized in the US as well.
. Israel is considered an “ethnic democracy” that grants most rights to its Jewish citizens, while non-Jewish citizens are less able to exercise their socioeconomic, civil, and political rights (Smooha, 2017).
Palestinian mothers suffer economic abuse in the private sphere, inflicted by husbands and ex-husbands and the public sphere inflicted by the labor market and the norms set by the private sphere, such as not punishing the interruption of gainful employment by abusers.
Our research questions are twofold. First, do Palestinian mothers suffer economic abuse in the private sphere, inflicted by their husbands or ex-husbands, and in the public sphere, inflicted by the labor market and welfare laws? If so, how do the women describe the forms of economic abuse? Second, how do women who have suffered economic abuse—whether they have left the abusive situation or remain in it— perceive their participation in the WTW program as a platform for economic independence and as a source of resilience?
Women see extreme social criticism when they are the breadwinner in Palestine or when Palestinian, even in Israel.
Therefore, the breadwinner norm is still highly dominant and the woman is still expected to be the primary caregiver in the family. Women bear the burden of proving that they can combine their dual family and employment roles successfully in the face of social criticism and sanctions by their husbands and families (Sabbah-Karkabi, 2020).
The willful enforcement of the dependence of women by men purposefully reduces their bargaining power which therefore impairs their ability to exercise their rights. This should be a screaming red alert when paired with the fact that these non-Jewish women have to just accept they’re not treated as worthy of the same quality of law as Jewish women. This should show how domestic violence is used to keep inequality in place. This can especially be seen by non-Jewish women not being seen as worthy of protection from sexual harassment and not seeing the same enforcement, often to keep them down and unequal. This shows how war creates injustice, injustice creates incongruent boundaries upon exchange values, and incongruent boundaries upon exchange values ultimately cause economic collapse. Essentially, the effects of war create economic collapse, no matter where they are happening in the globe. Nobody is immune.
claims that the dependence of women on local employment and the lack of state supervision, especially in the private sector, reduce their bargaining power and significantly impair their ability to exercise their rights to receive fair wages, overtime wages, and protection from sexual harassment.
Male abusers control the finances. As part of severe abuse, they may force women to beg for money. They may put them on a strict allowance or exclude them from financial decision making; worst of all they may deliberately intercept the completion of their education, forbidding formal or informal employment.
Olufunmilayo (2008) identified partner economic abuse against women as situations in which a male abuser maintains control of the family finances, deciding on his own how the money is to be spent or saved and thereby reducing the woman to complete dependence on him to meet her personal financial needs. It may involve putting women on a strict allowance or forcing them to beg for money. It may also be expressed by excluding women from financial decision making, preventing them from commencing or completing education, forbidding their formal or informal employment (Meler, 2016; Durusay, 2013), or controlling their access to dwelling land resources (Abou-Tabickh, 2010; Anitha, 2019).
Even if the woman earns more, it is seen as less important than the male’s earnings, even if they are less. This mirrors how justice is strong for the Jews but not for the Palestinians in Israeli territory. This ironically hegemonizes and makes politically valid the use of domestic violence to enforce inequality through dependence. The irony is this then goes and effects Jewish women, who think that the apparatus that keeps Palestinian women down is protecting them, when in fact in the dynamics of the courts and the private lives of Palestinian women, their own unjust treatment among men is being hegemonized, creating the very losses that Jewish women often complain about.
To date, masculinity continues to be associated with the breadwinning role, and the husband’s economic contribution to the household tends to be seen as having greater value than the wife’s, regardless of how much the woman actually earns (Deutsch et al., 2003). The wife’s salary is seen as supplementary income or pin money earmarked for specific purposes and treated as less important than the husband’s wages, even when it is essential for keeping the family out of poverty (Zelizer, 1994)
A complete inability to even see economic violence as real violence barely being transcended recently in the US makes it difficult for women to complain to the authorities who don’t even see the concept in many nations across the world. Indeed, it is seen as “healthy” and treating those undergoing domestic violence as given the same opportunities as someone not undergoing them and therefore the one not going them is more worthy has been normalized across the world as “more fit” simply due to being willing to inflict unsustainable use of force to win a short-term comparison.
In Israel, like in many other countries, the legal system has mainly recognized physical and emotional abuse but has not incorporated a definition of violence that includes economic abuse (Krigel & Benjamin, 2020; Peled & Krigel, 2016), making it difficult for women to complain to authorities. Indeed, the institutional context tends to silence economic abuse, viewing it as part of men’s traditional devotion to the “good provider role.” Thus, the husband’s control of the family finances is mainly perceived as natural and inappropriate for judicial intervention, and how economic resources are handled in the household is considered part of the private sphere of the intimate economic relationship within the family.
Where comprehension doesn’t exist, enforcement cannot exist. The complaints cannot be taken when they can’t be comprehended and then the women are exposed to even more abuse as a result of reporting to someone who didn’t understand how economic violence is in fact violence.
In the absence of formal recognition, complaints to authorities are disregarded and women are often exposed to even more abuse as a result (Krigel & Benjamin, 2020; Renan-Barzilay, 2017).
Gains in financial resources put women at greater risk of abuse as they exit poverty. They may feel they are being punished for doing well in particular, having necessary resources cut short before they have the savings to smoothly transition. Evidence from their abusers show this on purpose, showing how patriarchy in poverty is its own worst enemy.
Moreover, women may be vulnerable to abuse not only when their resources are low and their economic dependence high, but also while in the process of gaining resources, when adequate employment moves them to greater economic self-sufficiency. Indeed, sometimes gains in financial resources put women at greater risk of other forms of abuse at the hands of their intimate partner or ex-partner (Sanders, 2015).
Fear of loss can inform a possessiveness, but also a fear of not being needed. Isolation and literally being unable to do even stereotypically feminine things such as shopping and socializing can be seen in Palestinian mothers residing in Israel and their private lives.
Several interviewees said their husbands strongly restrict their entrance into the labor market regardless of the geographical location of the job. For example, Naram, a divorced mother of one, describes the power relations and control that framed the abuse she experienced: Before the divorce my husband would go out to work and I was forbidden [to work]. Because he prevented me. He kept making excuses and it seemed like it wasn’t right for me to work. It was more appropriate for me to stay home. He kept refusing to let me work. I would beg him to go to work. Not because of the money but … to enrich myself, to [do] something. But no, he always locked me in the house. The truth is, he shut me down and even … everything he would do, even going shopping was not … he would do everything. Both shopping and working and earning a living
Violation of women’s efforts to integrate into the labor market purposefully lowers their financial independence and overall limits the total financial wellbeing available to everyone, putting agencies at risk of being commodified and creating pockets of irrationality that result from that
. Some jobs require an advanced level of education, training, and social networking that the women lack. Certain jobs are prohibited by male relatives and gender norms. This form of economic abuse, involving violation of women’s efforts to integrate into the labor market, impedes their development and has implications for their ability to achieve financial independence (e.g., Alexander, 2011).
Gender penalties are normalized in this area whereas in the US things like “gender based firing” are theoretically completely illegal
The revealed patriarchal control of the Palestinian woman’s employment sphere, as a form of economic abuse, is in line with Abu-Rabia-Queder’s (2017) claim that binary and dichotomous gender division preserves the patriarchal structure through the compartmentalization of women in the domestic space. As a result, women are subject to gender penalties that prevent the imbalance of accepted gender divisions.
Money that isn’t used in certain gender patterns is attempted to be taken away. This has been seen, just like the Ukrainian issues of extreme police corruption including struggles with police as being literally an arm of human trafficking in post-USSR countries is seen to have begun testing and infiltration the United States. Nowhere is immune.
If Manar says the money is intended for her own expenses, she is subject to condemnation. Her economic abuse is manifested in the fact that money can be used in certain gender patterns. Daniya, a married mother of two, says her husband’s salary is deposited in a bank account from which they can take money when they need something. Nonetheless, she is unable to withdraw funds directly from that account, but only through her husband’s mediation, and her husband is not always willing to allow her access: Q: Do you also hear “no”? That he cannot give you money? It happens? A: Yes, a lot. Q: So? A: It’s hard, but what can I do? Asked for an example, she says: “I asked [for money] for my daughter’s private math tutor and he declined.”
It is normalized for men to deprive women out of money in these communities, however, they are deprived of legal power to push sufficiently back. This comes to affect everyone in moments of vanity where people think it is just isolated to one population.
Our participants’ narratives describe just such a situation, one which allows men to deprive them of money and to use patriarchal relations to gain more power over them.
Economic abuse often becomes harsher post divorce, showing revenge or punishment for divorcing someone. Especially in the misogynist community that is extremely high in narcissism, revenge behaviors are mostly seen on people with narcissism.
” Shirin’s description of the economic abuse she experiences from the father of her children supports Krigel and Benjamin’s (2020) claim that economic abuse often becomes harsher postdivorce when abusive partners seek revenge or punishment.
Moving away and reducing dependence is key
Laila’s statements point to the implications of the program for empowering women on their path to economic independence so that they can reduce dependence on abusive partners or move away from them.
Putting women on an allowance, forcing her to beg, excluding her from financial decision making, restricting, blocking or interfering with employment all follow the same pattern
Specifically, our findings uncover situations in which the male abuser maintains control of family finances, while the female has little say in how income is used, making her dependent on him for funds with which to meet their children’s needs, her personal needs, and run the household. According to the narratives, such control is manifested in various forms: putting the woman on a strict allowance, forcing her to beg for money, excluding her from financial decision making, depriving her of child support, and restricting or blocking her formal or informal employment.
Preventing the gain, use and maintenance of resources is meant to specifically target a woman’s ability to support herself even if she can without this active domestic violence meant to prevent her gaining, using and maintaining resource. It is an active disabling over another human for means of enforcing inequality, exactly what Palestinians complain about in the Jewish community in their treatment in the courts.
Others ignore their financial responsibilities, leaving the women (particularly ex-wives) without means to meet their family needs. These everyday practices of economic abuse affect the women’s ability to obtain, use, and maintain economic resources, which may threaten their financial security and their potential to support themselves and keep them dependent upon an abusive partner (see, e.g., Krigel & Benjamin, 2020).
The male partner serves as the gatekeeper of the patriarchy just as a Jewish judge serves as the gatekeeper of rights for Palestinian women in Israel. Similar to how men see more justice in the US areas that are slowly dilapidating, Jews see more justice in Israeli courts. The same dynamics are replicated in the assignment of money in privately abusive intra-Palestinian private lives for these mothers.
Through financial restrictions, the male partner or ex-partner serves as a gatekeeper of the patriarchy through gender power relations and family decision making processes, blocking the woman’s ability to achieve economic autonomy and integrate into the labor market.
Recognition has been helpful, but it has not extricated them from economic abuse. This is due to multiple marginalizations, especially when at least two (Palestinian/being a woman) have two separate “police” forces committing the same error of principle but not realizing it because they are enforced on separate categories.
The protection and assistance the women receive from social services, particularly their integration into the Woman of Valor program, has been helpful, but it has been insufficient to extricate them from the economic abuse. The women’s multiple marginalizations stem from structural relationships between gender, ethnonationality, religion, and status.
Without enough protection mechanisms which are often a product of accumulation of many types, these women are unprotected from men’s controlling practices that are not just to do with the police, but also to do with how the assignment of justice is replicated in private relationships with these women in the same ways Jewish judges treat Palestinians in the Israeli court system.
However, although the interviewees find the program supportive, without significant state protection mechanisms the women are ultimately left to their own fates, unprotected from men’s controlling practices (see also Krigel & Benjamin, 2020; Renan-Barzilay, 2017).

No, not THAT "baton"!! Here's the definition of "Sticky Baton" syndrome:

All the more significant in our survey of some 154 owners, leaders and top executives of mid to large U.S. family businesses from across industries, is that merely 27 percent of respondents possess a robust succession plan for transitioning senior roles at their companies. This leads to what I call the “sticky baton syndrome,” where the older generation hands off management of the firm in theory, while in practice they remain in control of what really matters. from here
March 16, 1958—The Passing of the Baton World Tribune
On March 16, 1958, second Soka Gakkai President Josei Toda entrusted the mission of kosen-rufu to the youth. World Tribune

Nothing got "passed", though, we can all see that - if Toda had, indeed, passed any "baton" to Icky, he wouldn't have had to wait over 2 YEARS to take the office of President of the Soka Gakkai, would he? But now Dickeda has embellished the account to make it all about HIMSELF (per usual):

And President Toda had in turn passed the baton to his disciple, a young Daisaku Ikeda, who later became the third president, “If I cannot do this during my lifetime, I ask you to do it in yours.” Source

Ikeda DIDN'T. Ikeda FAILED. Toda was obviously shit for picking "disciples".
Ikeda kept repeating that this whole "passing the baton" was GOING to happen - and it never did!
HOW many times did Icky tell everyone he was "turning the reins over to the youth"? Let's look at a few!
From 1966, Ikeda's self-glorifying fanfic of his own GREATNESS:

“I am determined to continue striving and opening the way for you. I will chant to the Gohonzon that I live long enough to see all of you develop into outstanding adults and take your places in society, at which time I will pass the baton of our movement to you. Everything I do is for you and for no one else. I will fight courageously for you. I will open the way for you. I will give my life for you! Source

Barf. Dickeata clung to that "baton" with every ounce of energy he could channel into those doughy plump hands of his. Are his "disciples" really so disappointing and incompetent? Then doesn't that mean he's a ROTTEN "Sensei"??
Here's some more:

"We must entrust everything to the youth." - Ikeda, 2007
This was slightly modified for 2009: "The future must be entrusted to the youth." Ikeda
...and recycled entirely for March 16, 2010, March 16, 2011, March 16, 2012, March 16, 2013, and March 16, 2014
Expect to see it repeated on March 16, 2015! (from here - it was written before March 16, 2015)
And for March 16, 2016; and for March 16, 2017; and for March 16, 2018... Source

Did anything get "turned over to the youth"? NO!

But you can't have "creative mimesis" where there is a narcissistic egomaniacal dictator like Ikeda making all the decisions. For all the decades of Ikedaspeak about "turning the reins over to the youth division", the SGI youth still have no power, no control, and no authority. It's been at least 50 years that Ikeda's been saying that, BTW. It's just noise. Source
Besides, if Scamsei REALLY wants "the youth" to "lead", WHY O WHY has he NEVER turned any power or control or money over to "the youth", despite saying for decades that he's "turning the reins over to the youth"?? Source
But even as we are all told by Ikeda that he is "turning the reins over to the youth", the youth NEVER have any decision-making power within SGI. Source

How many times could you hear that before you realized it was just manipulative LIES??

For over four decades I've been hearing the tired old yarn about how youth will be the successors of Soka, and about how youth will be leading the organization, blah blah blah. Well then, where are they? All those youth pioneers I practiced with would be somewhere between 60 and 75 now. Not only did they not lead as youth, but they never led period - not the cult.org or kosen rufu. Besides, the vast majority left das org long ago. Did anyone young or old ever succeed Ikeda? No! And they're still stuck with Ikeda, despite the fact that Ikeda repeatedly stated that he intended to hand the reigns of leadership over to the entire youth division. Riiight... when was that supposed to happen, just after he moved to the USA (as promised)? What a pack of lies! Source
Ikeda will never "turn the reins over to the youth division", despite promising to do exactly that for over 40 years. And if anyone ever tries to call SGI on it, they'll be told, "Oh, that's because we aren't ready! Sensei is protecting us by keeping all the power and control unto himself! We need to prove ourselves worthy to Sensei!!"

Barf.

And then they change the meaning of "successors" so it no longer means "running things"! Source

And HERE's how Die-suckin'a Dick-eata clarified - he never really meant actual YOUTH!

The real meaning of youth has nothing to do with physical age. In Buddhist terms, youth means to consistently maintain an open, flexible and tolerant mind. Ikeda

Discussing the theme for this year, the Year of Developing Youth in the New Era of Worldwide Kosen-rufu, SGI President Ikeda says: “‘Developing youth’ is nothing other than revitalizing and developing our own youthful life state and limitlessly expanding the number of fellow Bodhisattvas of the Earth into the future” (November 18, 2016, World Tribune, p. 7).

Oh 😶

It really is. I didn't realize that "the youth" didn't actually mean the Youth Division until I ran across that source.
And then it all clicked. THAT's why Ikeda has been saying he's preparing to "turn the reins over to the youth" for 50 or 60 years now - he has no intention to EVER cede any control to any young person or group of young people. He and his fellow oldsters will tightly hold all the power, all the while patting themselves on the back for how "youthful" they are.
Just think how often SGI members or SGI articles describe Ikeda as "youthful"... Source
So when Ikeda says he's going to "turn the reins over to the youth" - like he's been saying for the past FIFTY YEARS AT LEAST - he simply means "We old Japanese men are going to stay in control until we die." Source

And isn't Crypt Keeper Harada youthful???

Hi y'all,
Thinking of finally upgrading from my 2010 Corolla and, as a commuter, I have deduced that I should get an EV. I'm eyeing a 2018 Model 3, specs below.
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From your experience, are there flaws in my logic? Should I buy a newer vehicle and spend a little more? Are there other things that I'm not taking into consideration when it comes to buying an EV? I appreciate any advice and hope to join the Tesla gang soon.

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Tl;Dr this was a blast and a half to play but isn’t for everyone.
T hesis: Can D&D 5e’s combat balance if every hostile action could have an instant response.
Parameters:
Levels: This experiment took place across five levels (1/5/11/17/20) to reflect the beginning and end of a characters’ growth as well as cantrip growth.
Combat Stamina: Each tested level was faced with four Deadly encounters with a long rest in between followed by a dungeon crawl filled with one easy encounter, two medium encounters, and one hard encounter with no rests between fights.
Characters: Four PCs, 4d6DL six times; Party composition was Druid, Paladin, Ranger and Warlock.
Equipment: Standard starting equipment followed by player chosen magic items at levels after 1st. One Common or uncommon Item at level-5 per PC, 2 uncommon/ 2 rare at level-11, 3 rare/ 3 very rare at level-17, 1 legendary item at level-29 per PC.
Abilities: Once per turn abilities such as Divine Strike, Sneak Attack or Dreadful Strike were made “Once per round” to balance the amount of times Sneak attack could activate as part of this combats action economy.
Combat Changes: Once per turn when you are attacked or forced to make a saving throw to avoid or reduce damage you can make one weapon attack against the triggering creature. If you have the War Caster Feat you can replace this attack with a spell as per the Feat Description. When an AoE spell or ability forces you to make a saving throw you may only make a retaliatory attack if you passed the saving throw. When a creature targets you with an attack of opportunity you do not get to make a retaliatory attack. These attacks are contested rolls where the higher result attacks first regardless of who the triggering creature is.
The Findings
Level-1: The Deadly combats consistently took 70-80% of the parties total health making it feel like a real threat and struggle. The Dungeon Crawl the players played smart and locked down ranged combatants with their front line fighters and used the ranged party members to pick off the enemy melee combatants quickly with coordinated attacks. Flanking had inconclusive results in all combats. Downed PCs 1
Level-5: Extra-Attack and Eldritch Blast proved to leave PCs more vulnerable when attacking multiple enemies. PaM/Sentinel proved to be an even more broken combination(solution give more enemies a mix of melee and ranged, also helps with flying enemies), grant similar feat combinations/ abilities to enemies evens the playing field.
Heat metal dealt consistent chip damage without harming Druid(add casters to dispel or counter-spell when needed.)
Players choosing to use their actions to heal held more weight as it also negated the potential damage from attacking.
Level-11: AoE spells and abilities caused a greater number of potential attack rolls causing more caution when using spells like thunder wave or fireball. Ruling that only creatures that Saved against the spell made the failed rolls feel more impactful and the succeeded rolls more devastating should the affected creatures be able to attack.
Legendary actions felt less menacing with potential to damage the legendary creature, ruling these actions do not trigger the retaliation creates a more devastating attack.
Level-17+20: The last two testings proved much similar in practice, the culmination of all previous testing and rules created a threatening combat that was more enjoyable and fast paced.
Conclusion
Running combat as contested attack rolls kept players more engaged and combat took much less time while feeling like more got done. The paladin expending smite dice and the passive AoE damage from terrain like Spike Growth or Hunger of Hadar proved to be powerful crowd control spells. As PC attack bonus got higher and higher (Paladin and Ranger rolling with +16 and +14 respectively) the players would out class enemies in base attacks, imposing debuffs and negating advantage through spells and environment helped balance this out and made enemies feel more intelligent.
I’d encourage you to give this a try and let me know about your experiences at your table, for full campaigns this may not be your thing but as a combat to roll some dice its a fun ride.

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Thanks to some advice I got on whatcarshouldIbuy, we're going to rent one to get a sense of what we like for a relatively low cost. Any advice from Prius-owners would be appreciated.

In view of the rumors and falsehoods with which the City Council of Alcoy tries to hide its repeated defaults in relation to Club Deportivo Alcoyano, this entity wishes to state the following:

1. Twenty months ago Club Deportivo Alcoyano was condemned to disappear due to a millionaire debt with individuals (starting with the players of the first team and their technical staff, but also with not few small SMEs and suppliers of the city) and the Administration (Treasury and Social Security), consequence of a terrible management that the City Council cannot say that it ignored.
   
2. The economic support that Don Juan Carlos Ramirez began to give to Club Deportivo Alcoyano, allowed it to avoid disappearance first and then to comply with the requirements of the federation in terms of guarantees and guarantees to continue playing with a competitive team in Primera RFEF. Without this financial support, Club Deportivo Alcoyano would have disappeared.
   
3. The entry of Juan Carlos Ramirez into the shareholding of Club Deportivo Alcoyano was preceded by contacts with the Mayor Toni Francés, who promised to maintain fluid communication and municipal support for the project, both in terms of infrastructure and economic support. In the first case, with the necessary improvements in the facilities used by both the first team and its grassroots football to train and play the second, by encouraging businessmen from the city and the surrounding area to support the club. Unfortunately, these promises were soon revealed to be false.
   
4. Respect for the history and the fans of Club Deportivo Alcoyano has been stronger than reason and that is why, in view of the season that is now ending, we avoided taking a series of decisions that, at this point, are unavoidable to prevent the club from being at risk of disappearing again, to ensure its future in the short term and to face ambitious objectives in the medium term. Unfortunately, Alcoy does not currently meet the necessary conditions in terms of sports facilities to have a team in Primera RFEF, a formally semi-professional category, but in which teams compete that in practice are professionals, backed by millionaire budgets and that have at their disposal all kinds of facilities to train and play. That is why, as the Mayor of Alcoy has known for days, a solution has been sought that allows soccer to continue in the city, that Club Deportivo Alcoyano continues to exist and compete as such and also, that the three hundred boys and girls of its formative football continue to move forward.
   
5. The aforementioned solution is to have a team in Tercera RFEF in the 2024/2025 season, keeping the Club Deportivo Alcoyano all its identity and history, and with El Collao as a field. We are aware of the harshness of the measure, but we ask our fans to have perspective: it is about taking a step back to gain momentum, not to incur in the mistakes of the past that led the entity to a probable disappearance.
   
6. Last Wednesday, the City Council of Alcoy released a statement full of falsehoods, therefore, our entity is obliged to publicly denounce:
   

• Regarding the municipal subsidy, Club Deportivo Alcoyano has not requested an increase of the same.
  
• In relation to the cession of the field number 3 of the Francisco Laporta, the Club Deportivo Alcoyano requested the same to carry out at the expense of its coffers an investment of more than 125,000 euros, consisting of the installation of a natural grass pitch which, the City Council, denied arguing that it had "other projects" of very doubtful execution, not to say impossible, in the short term.
  
• Regarding the alleged refusal to train on artificial turf fields, Club Deportivo Alcoyano does not refuse to allow its first team and the youth team to train on a surface of this type, but it does refuse to allow them to do so on a surface that is not in optimal conditions, as is the case with the 'Jorge Molina' field, where throughout this season, there have been several cases of injuries (some of them serious) among young footballers. Another proposal that does not deserve even the slightest consideration, is the field number 2 'Normando Llopis' of Francisco Laporta, where the turf was installed in 2010 and its useful life is between eight and ten years, some more, if it had received the proper maintenance, something that also does not deserve to be considered. received the correct maintenance, something that has not happened either.
  
• Regarding El Collao and its deplorable state, we are talking about a centenary municipal stadium that today lacks the opening and activity license. Where the last major reform was carried out in 2008 (in the side stand). The small maintenance works that have been carried out in recent months, have been made possible thanks to grants from the Provincial Council and the Municipal Participatory Budget, ie the will of the citizens and not the initiative of the Department of Sports.
  

I couldn't believe it. I felt confident on maybe 20% of the questions. Was pretty sure I was failing terribly all the way through. But thanks to this sub, I was familiar with similar stories. Once I went past question 100 I thought "welp, glad I got the retake" as I had only 38 mins left. I did two more questions, and it told me to go pick up my results. I didn't even look at it until I got to the car. Then I read "Congratulations..."
 
Most relevant experience: 14 years consecutive enterprise level IT (11 yrs Healthcare field services, 3 yrs Higher Ed applications systems admin);
 
Previous certs:

• A+ (2010)
  
• Security+ (2021)
  
• ServiceNow System Admin (2022)
  
• proprietary IAM system certs (2023)
  

 
Education:

• BS COSC 2017
• MS COSC (target 2025)

 
Study Time: 6 months, couple hrs a week, leisurely pace until last 2 weeks, then 8 – 14 hrs a week.
 
Study Material:

• Mike Chapple’s LinkedIn Learning course “Prepare for the ISC2 Information Systems Security Professional (CISSP) Certification Exam (2021)”
• 2 x ISC2 Official Study Guide Practice Questions - 2nd and 3rd Edition

  Last 2 weeks:

• Destination Certification Printable Mind Maps
• CISSP Cyber Training podcast by Shon Gerber
• 50 CISSP Practice Questions. Master the CISSP Mindset on Youtube

 
I am just taking this for professional growth, I was under no timeline or obligation.
 
In hindsight, I wish I would have printed the mind maps and filled them out as I watched the LinkedIn Learning videos. I watched those on double-speed since a good chunk of this stuff is already familiar from Security+ and just my work experience. As I completed sections for each Domain in LiL, I would do the quizzes in the Practice Questions book under that domain 10 – 20 questions a few times a week, and as I progressed I would add in questions from the previous covered domains, tracking it all in Excel. I was working out of the 2nd edition book (2018 - hand-me-down) but I bought the 3rd edition (2021) for the practice tests. There is not a huge difference but I figured I could use any edge I could get.
 
I spent a lot of time analyzing and studying any questions I missed in the quizzes. By the time I did the first practice exam I got 74% correct. I’d study the ones I missed, and do the next test. After I finished the 4 Practice Tests in the 3rd ed (74, 76, 77 and 78%) I scheduled with a month left. I then went back and did the tests from the 2nd editions, studying in between the hazy subjects or missed questions. Scored 74%, 80% and 89% on the ones I did there – but keep in mind, they are basically the same tests I already did with a few questions swapped out.
 
The mind maps were helpful - just a good place to take written notes and keep track of topics and Domains and draw stuff out like Kerberos and IPSec, etc. I didn’t start using those until 2 weeks before the test, I was like “damnit – this would have been so helpful” - some of the more subtle stuff is easier to remember if you group it in under the appropriate section, and I think writing supposedly improves ability to recall information also.
 
The podcast I just turned on a couple days ago but it was helpful to listen to the items as I was driving to and from work, I thought it was well done. I also thought the 50 CISSP Questions YouTube video was helpful to remind me of the mindset we need to have when taking this test. I am definitely someone that gets lost in the details, as you might guess from this wall of text. ;)
 
Glad I did it, glad it’s over. Going to unwind and focus on my home life, degree and work initiatives for rest of year.

Generation Alpha, comprising children born from 2010 onwards, is growing up in an era dominated by digital media, with YouTube being a significant influence on their daily lives. The convenience and accessibility of this platform have led to its pervasive use among children, often to the detriment of their cognitive and social development. The algorithmic nature of YouTube, which relentlessly feeds content tailored to keep viewers engaged, fosters an environment where addiction can flourish. Children, with their developing brains and lack of self-regulation, are particularly susceptible to this addiction, spending hours glued to screens instead of engaging in physical activities or face-to-face interactions, which are crucial for their holistic growth.
Another alarming trend among Generation Alpha is the popularity of mindless and often bizarre internet phenomena, such as the "Skibidi Toilet" meme. This meme, characterized by its absurd and nonsensical nature, epitomizes the kind of brain-rotting content that captivates young audiences. Such content, while entertaining, offers little to no educational value and can impair cognitive development. The constant exposure to superficial and senseless media can diminish attention spans, reduce critical thinking skills, and stifle creativity. Instead of fostering a generation of curious and innovative thinkers, there is a growing concern that these children may become passive consumers of meaningless digital junk.
In addition to these digital distractions, Generation Alpha is also witnessing the rise of peculiar social trends like "mewing," a practice that involves tongue posture techniques purported to enhance facial aesthetics. While mewing might seem harmless, it reflects a deeper societal obsession with physical appearance, perpetuated by the constant exposure to idealized images on social media. This preoccupation can lead to body dysmorphia and other mental health issues from a young age. Instead of focusing on healthy development and self-acceptance, children are being conditioned to prioritize appearance over substance. The combined impact of YouTube addiction, brain-rotting memes like Skibidi Toilet, and superficial trends such as mewing presents a worrying trajectory for Generation Alpha, potentially leading to a future where digital media consumption overrides meaningful personal growth and development.

16-minute read.

the AM-AZ border delimitation in Tavush is drawn with 1976 maps; village Kirants gains access to lands unreachable since the 1990s; loses 4 properties

On May 15 the border commissions of Armenia and Azerbaijan held a meeting to discuss the continuation of the Tavush-Gazakh delimitation. They confirmed the completed work and agreed to continue.
The statement says that parties are using the 1976 maps by Soviet CoGS [the one that Armenia wanted].
A Protocol was signed on the meeting results. The sides agreed to set the date and the place of the next meeting of the Commissions.
REPORTER: What does this mean?
PASHINYAN OFFICE: The commissions had installed several border posts to locate the coordinates on the ground. These coordinates were taken from the 1976 maps. Now the cartographers have agreed on the border lines between the posts, again based on the same maps. In other words, the reproduction of the border in these areas is complete and signed, and the border is considered delimited in these sections.
REPORTER: Why the 1976 maps?
PASHINYAN OFFICE: It's the map with de jure power at the time of the collapse of the USSR. The Armenian government announced that we were not drawing a new border, but rather reproducing the existing border at the time of the collapse of the USSR.
REPORTER: The commissions' statement says that these 1976 maps went through legal procedures in 1979. What does it mean, and why didn't we use the 1990 maps?
PASHINYAN OFFICE: In 1979 the relevant USSR authority verified the 1976 maps and their legal basis. These maps were used until the collapse of USSR. These are the most recent maps verified by authorized state agencies of USSR.
REPORTER: Not all border posts have been installed in the convoluted section of Kirants. How will this be resolved? Will you build new roads or houses?
PASHINYAN OFFICE: The 3 remaining coordinates of Kirants were pinpointed with the use of a computer and the border posts will be installed later. The rest [another 8 posts in Kirants] are already there. The good news for Kirants is that around 25 hectares of land that have been unreachable for 33 years will be returned to the village. The border resembles the 1976 line. As we said earlier, yes, there is a need to build a bypass road, which can be accomplished in 2-3 months. We will also rebuild the road between H-26 and Acharkut and Kirants, which is an alternative road for Kirants. As for property issues, the volumes are small and the government will compensate in such situations.
REPORTER: What about Baghanis, Berkaber, and Voskepar?
PASHINYAN OFFICE: The most sensitive topic in Voskepar was the fate of the church, and on the Voskepar-Baghanis section, it was the Soviet-era road. Both issues received the best resolution: the road is fully within Armenia and so is the church, and the border line is quite far from the road and the church. As for Berkaber, there were no such sensitive topics.
REPORTER: When will the sides deploy border guards?
PASHINYAN OFFICE: Within 8-9 days, and a bit later in the 3 sensitive areas of Kirants after further clarifications. //
On Thursday, PM Nikol Pashinyan spoke about the May 15 border commission.
PASHINYAN: This is a major success for two reasons: (1) A very important cornerstone was placed for the future development of Armenia as an independent and sovereign state, (2) for the first time since independence, we have an officially delimited border, which will significantly increase the level of stability and security in that section and along the entire border. I'd like to thank the border commission leader Deputy PM Mher Grigoryan and all members, and every member of the National Security Council.
I'll provide further details. As you recall from the May 15 statement, it says the borders are delimited based on the 1976 maps that underwent the legal procedures in 1979. As you know, our principle was to reproduce the existing border with de jure power instead of drawing a new one. To accomplish this, we made a reference to the 1991 Almaty Declaration in the April 19 agreement, and it became the basis for the entire delimitation process. On May 15 we specified the 1976 maps; these are the most up-to-date USSR maps with de jure power.
In USSR, a map could be granted a de jure power by a special state agency that collected maps and legal processes and verified their accuracy and legitimacy before confirming the administrative border of Soviet republics. In the area where these delimitations are taking place, in 1979 this USSR state agency verified the 1976 map and it's the most recent map with de jure power.
This was a very important principle for us. We must accept wherever this border passes through. If we chose to draw new borders, that would create a ground for future military conflicts and escalations. The ongoing process, which should not be underestimated or overestimated, abides by the principle of adhering to the legal border and significantly reduces or eliminates possible escalations. This agreement was a major success.
Berkaber: there were no issues here.
Baghanis & Voskepar: at first we thought that some issues could arise here, around the church and, as the locals say, the "old road". If you've ever been there you have seen this road sign, when you pass Baghanis, the sign warns you that the road is being observed [under Azeri scope] and it was not advised to use this road during tense periods. Now, as a result of border delimitation, this road is not only confirmed within Armenia, but it will be safer for travel as a result of the new circumstances [border guards replacing the militarized armed forces, less dispute = less conflicts]. As for the church, we don't have a problem here because the border passes significantly further away from it.
So to recap, we recorded no problems in Berkaber, Baghanis, and Voskepar because we chose to follow the de jure border line and we did so. Following this principle is also why we will have certain problems in Kirants because we don't want to draw an entirely new border. We must use this principle for the entire AM-AZ border, with no exceptions. Not only we are creating a precedence for delimitation, but also a formula to be used for the future entire delimitation process and to make it predictable. If parties decide to make mutual concessions in certain areas, we could discuss the launch of legislative processes to authorize them, but for now, we have agreed on a principle to be used for the entire AM-AZ border. On each section of the border, we will use the most recent USSR maps that hold de jure power.
MHER GRIGORYAN: On May 15 the border commissions also discussed the Regulation and it appears we have an agreement to reflect these principles in the Regulation. Efforts are underway to prepare the Regulation. Azerbaijan wants to continue the border delimitation with the same framework and algorithm used thus far.
PASHINYAN: We should implement the reached agreements in full within 8-10 days. The border guards were deployed in Baghanis-Voskepar around 10 days ago. They were deployed alongside the installation of the white border markers. They are currently studying the terrain to launch the permanent service there. The same will be done in other sections.
source, source, source, source, video,

the list of properties that fall under the Azeri side of the border in Kirants after the delimitation of the 3 problematic sections

1 house, 1 lodging, 1 trailer-shop that doesn't operate, and 1 garage. The government plans to compensate for them and will build a new section of this road that passes fully through Armenia.
source, source, see the map here,

opposition MP from ARF/Kocharyan faction got fed up with protesters' road blocks in Tavush villages

Gegham Nazaryan, a father of a fallen soldier and an opposition MP who - unlike his colleagues - doesn't always engage in toxic exchanges with the ruling party, decided to visit the border village Kirants, where he asked the road blockers to open it.
He engaged in an argument with a protester from another region who came to Kirants to block the road. The MP complained that blocking the road is what Azeris would want.
The MP also engaged with an activist-reporter from an opposition outlet who was covering the road blockings. The MP accused the reporter of "having bad intentions" and of "manipulations". The activist-reporter accused the MP of having secret ties with Pashinyan during an intense yelling match. "Great speech. You call yourself a journalist?", rhetorically asked the opposition MP.
ARF leaders responded saying their MP was not speaking/acting on behalf of the party.
STYOPA SAFARYAN (pro-West figure): MP Gegham Nazaryan also senses that some forces are attempting to carry out Artsakh 2.0 in Armenia by attempting to derail the border delimitation process. //
In related news. The protesters pressured the mayor of Kirants who gave an interview last week and admitted that the delimitation went much better than he expected. On Thursday he offered to resign from his position during a confrontation with an opposition media outlet reporter who was unhappy about the mayor's positive portrayal of the delimitation process.
longer video, video, video, video, source, source,

Armenian government approves a $2 billion permanent housing assistance program for Nagorno-Karabakh refugees; rollout in stages

SOCIAL MINISTRY: We need to provide long-term housing to allow the forcefully displaced persons to socially and economically integrate into Armenia. The program has three components: (1) Obtaining a house or an apartment with a subsidy, (2) building a house with a subsidy, (3) subsidizing the mortgage if the refugee has already purchased a house.

... The size of the subsidy varies depending on the geographical location and the size of the family

(1) ֏5 million ($12,900) per family member to obtain housing in one of the 242 towns or villages.
(2) ֏4 million ($10,300) per family member to obtain housing in one of 148 towns or villages.
(3) ֏3 million ($7,700) per family member for all other settlements except Yerevan's 1st and 2nd Zones.
(4) and ֏2 million ($5,200) if you already have a mortgage.

... Conditions to qualify

(a) Families forcefully displaced after 27 September 2020.
(b) Refugees who accept Armenian citizenship.
(c) The living space cannot be smaller than 12 m² per family member.
(d) The property's value cannot exceed ֏55 million ($141,000).

... If you buy a house cheaper than the subsidy amount, you can use the remaining balance to...

(1) buy agricultural land worth up to ֏5 million
(2) renovate the newly purchased house if necessary, worth up to ֏4 million
(3) buy furniture and appliances, up to ֏2 million

... Which forcefully displaced families do NOT qualify?

(a) If they are already a recipient of another housing program that began immediately after the 2020 war.
(b) If one of the family members owned a house or apartment in Armenia as of 2023-09-19 or at the time of application.

... Conditions if you want to receive aid to build your own house

(a) Select one of the preapproved projects/plans.
(b) The construction company must be licensed in Armenia.

... The assistance will stop if

(a) If two family members under the age of 55 are absent from Armenia for >180 days per year unless they leave Armenia to receive education in one of the top 400 international universities, aviation training, or military training.

... The housing assistance will roll out in phases

The first phase will include families with 3 or more children if they want an apartment or 2+ children if they want a house, low-income families, those who already have a mortgage, families who lost a member in war, and creditworthy families who can take out a separate loan amounting 50% of the assistance size.
The second phase, starting 2026-01-01, will include families with 2 children if they want an apartment or families with 1 child if they want a house.
The third phase, starting 2027-01-01, will include everyone else.

... PM Pashinyan about the refugee housing program

PASHINYAN: The working group has done a lot of work to get here, thank you. Spread the word so people will know the details of this assistance program. No one should be forced to visit or call an office to receive basic details.
We have decided not to adopt a "flat" approach; the amount of aid increases based on the family size and the location of the house. We had to exclude the [expensive and crowded] central parts of Yerevan. We also have to ensure a proportional load on the educational facilities.
If the refugee has an active mortgage loan taken in Armenia, let's say taken in 2016, each family member will receive ֏2 million towards that mortgage. So if you have a family of 6 [Nagorno-Karabakh families are often larger than Armenia-based families], you receive $31,000 to pay off your mortgage.
On the other hand, our brothers and sisters from Nagorno-Karabakh who are well-off and already own a house without an outstanding mortgage balance, won't receive assistance because the goal of this program is to help those who don't have a house.

... How much will this cost?

FINANCE MINISTER: There will be up to 25,000 recipient families, and if we use the averages, it amounts to [voice is starting to crackle] ֏500 billion ($1.3 billion) for the housing costs alone. There will be additional expenses associated with this program. Every year, for the next 10-12 years, we will confirm the annual expenditures. So the overall costs will amount to ֏700-800 billion.
PASHINYAN: So that's roughly a $2 billion investment program in Armenia. Also, by becoming citizens of Armenia to take advantage of this housing program, the refugees won't lose any refugee rights or privileges, and they will not lose the ongoing monthly cash [40+10] assistance programs.
FINANCE MINISTER: We have launched a new line in the migration services to handle the expected uptick in applications in the coming months so people won't face long lines. The passport departments in provinces will begin to handle citizenship applications just for refugees; today this is only possible in Yerevan.
video,

EU's EBRD and US's USAID to develop connectivity in the South Caucasus

During the EBRD forum held in Yerevan, the two signed a Memorandum of Understanding to develop the Trans-Caspian International Transport Route, also known as the Middle Corridor, to further enhance connectivity between Asia and Europe via the South Caucasus.
It's about expanding trade, green energy, investment, as well as transport and digital infrastructure in Armenia, Azerbaijan, and Georgia.

The MoU seeks to enhance the planning, design and construction of critical energy, transport, digital and agricultural infrastructure in the region. It also aims to: improve the efficiency of customs, tariff and border operations; attract private capital investment into the South Caucasus economies for the development of the Middle Corridor; and adopt the highest international standards to promote economic connectivity with Europe and among South Caucasus countries.

source,

other EBRD projects were announced

source,

Lake Sevan is back to 2021 levels after the heavy precipitation in May: VIDEO

OFFICIAL: As of May, the level was 1900.46, which is 2 cm higher than the 2021 mark and 29 cm higher than January 1.
2021 was a harmful year for Sevan because of unprecedented heat waves. In June 2021 there was an evaporation of 153M m³ water, which was a historical high, while the precipitation on the surface was only 4.8M m^3, which was 4x lower than the previous historical low [WTF?]. Also, the river flow was at 40%. As a result of all this, instead of the usual 7 cm increase for June, we observed a 10 cm decline.
This year the conditions have been much better. We are finally back to the May 2021 levels. The rains filled it up from above, and the Arpa-Sevan tunnel from below the rocks. This tunnel has already brought 89M m³ this year, which is 2x more than last year.
Another contributing factor is the reduced reliance on Sevan for irrigation because the agricultural fields are still wet. Last year we had to tap into Sevan starting May 14. This year the government hasn't even summoned a meeting to authorize a release of water.
The 5 largest reservoirs currently hold 605M m^3, up by 240M. Only the Aparan reservoir is lacking. In Ketchut reservoir the water is above the famous "flowers" (margaritka). This is the first time in 5 years that the water is above the margaritkas. When the water rises above margaritkas, it drops down and flows into Lake Sevan. Overall, 90% of the water entering Sevan is wasted by evaporation.
REPORTER: Rains will return starting May 22.
video,

EBRD will provide $10 million to finance the Armenian private sector’s investments in growth, competitiveness, and greener and more sustainable practices

upgrading their production facilities and processes to EU standards. At least 70 per cent of the loans will go to support the green transition. Borrowers will receive incentive grants and technical advice funded by the European Union

source,

anti-corruption: former MP from Gagik Tsarukyan's BHK party is arrested under the suspicion of defrauding several homebuyers through real estate machinations

AUTHORITIES: Ex-MP Aragats Akhoyan's construction companies collected ֏274 million from several prospective apartment buyers in 2010-2014. He pocketed the funds.
source, source, video,

Armenia signs Council of Europe's Bioethics Convention

The Oviedo Convention is the only international legal instrument that defines the principles for the protection of human rights in the field of medicine and biological medicine.
FM Mirzoyan met Marija Burić on Thursday in Strasbourg to sign it.
source,

Armenia will open an embassy in Cyprus

Currently, Armenia’s Ambassador to Greece also serves as Ambassador to Cyprus. The seat of the Cypriot Embassy in Armenia is in Moscow.
In March Cyprus said it would open an embassy in Yerevan.
source,

Belarus leader Lukashenko suggests he and Ilham Aliyev discussed the 2020 war before it began

Lukashenko is in Baku to strengthen the strategic AZ-BY relations.
LUKASHENKO: We are brothers and we have a common vision of the world and where it's headed. I remember our conversation before the 2020 war, your liberation war, when we had a philosophical debate at a dinner table. At the time we came to the conclusion that it's possible to win the war. That's important. It's very important to preserve that victory. I also agreed with you at the time that the most difficult period would come after the liberation of the lands. Today is that difficult period when we have to revive those lands and return people, while others will born there. It'll be difficult to revive these lands in 5-10 years; it requires extensive work. Belarus is ready to help Azerbaijan. //
Nikol should have greeted Putin at the airport to avoid the war.
source,

Luxembourg lawmakers urge government to act for implementation of World Court orders by Azerbaijan

Deputies have unanimously adopted a motion asking the government to act for the implementation of the ICC orders by Azerbaijan.
The MPs urge to demand from Azerbaijan an immediate release of all Armenian prisoners of war, support peace between Armenia and Azerbaijan, expand the partnership between Armenia and EU, support the normalization of relations between Armenia and Turkey, deepen the diplomatic relations between Armenia and Luxembourg.
source,

ranking member of Armenia's ruling party about EU membership

The MP Khandanyan says Pashinyan has already announced that Armenia wants to deepen ties with the EU as much as possible and that how soon Armenia submits a bid to become an EU candidate will depend on the signals coming from the EU. In general, today the EU is not ready to expand because some EU members oppose it, said Khandanyan. When the EU sends a signal that it's ready, Armenia will "accelerate" the steps, said Khandanyan, adding that Armenia itself has already sent that "signal" that it wants closer integration with the EU.
But first, Khandanyan says Armenia must improve its resilience because the transitional phase will be full of risks. Armenia expects the EU's assistance to improve the resilience [reduce reliance on Russia].
source,

Բրյուսելի հանդիպման արդյունքներով ԵՄ-ն կշարունակի նպաստել ՀՀ տնտեսական զարգացմանը

PM Pashinyan hosted EU's Trade Commissioner Valdis Dombrovskis to discuss the implementation of the economic agreements reached on April 5 in Brussels to improve Armenia's resilience.
Pashinyan also called for the EU's assistance in implementing the refugee housing program adopted by the Government this morning.
The EU Trade Commissioner said the EU will continue to assist Armenia's development, including in the areas of energy, infrastructure, diversification of markets, implementation of higher standards, improvement of business environment, etc.
source, other meeting, other meeting,

U.S. Ambassador Kvien is "optimistic about the opportunities offered by Armenia to U.S. and other foreign companies"

A meeting was held at the central bank building participated by Ambassador Kvien and other guests of the EBRD forum that's being held in Yerevan this year.
Ambassador Kvien also highlighted Armenia's high economic growth rate in recent years.
source,

Armenia's membership to EAEU is beneficial for Armenia: Moscow

DEPUTY FM of RUSSIA: I don't know what the Armenian leadership plans to do in the future, but EAEU is undoubtedly a mutually beneficial process. This is reflected in the economic growth figures of Armenia.
source,

Armenian government invites the head of Metsamor nuclear plant to join talks with European Commission officials

The infrastructure ministry and NPP chief met a delegation led by the European Commission's Deputy Director-General for International Cooperation and Development Marjeta Jager.
The European Commission official thanked for the invitation and welcomed the steps by the Armenian government towards the energy reforms in Armenia. They spoke about NPP's operation and future plans.
They discussed the exchange of experience and financial programs.
source,

Armenia and European Commission officials discussed the implementation of April 5 agreements reached in Brussels

The head of the European Commission's Neighbourhood and Enlargement Negotiations Adrienn Kiraly was hosted by foreign ministry on Thursday.
They discussed programs to improve Armenia's resilience under the April 5 agreement, the full implementation of CEPA and its expansion.
source,

Moscow released a somewhat misleading statement after the recent meeting between Pashinyan and Putin, according to National Security Council chief Armen Grigoryan

According to Grigoryan, Pashinyan did not "ask" Putin to maintain troops on the borders with Turkey and Iran. According to Grigoryan, Pashinyan asked Putin to remove the Russian guards from Yerevan's airport and AM-AZ border, and when Putin asked Pashinyan if he also wanted to remove them from TR and IR border, Pashinyan said "no", because those guards were installed under a different agreement. Context in Wednesday news digest.
Grigoryan also criticized Russia's attempts to stoke divisions between Armenia and Iran by presenting the EU observer mission as anti-Iranian. Grigoryan demanded Russia present evidence of the EU mission carrying out activities outside of their AM-AZ border monitoring mission. "Iran has already expressed its stance. I don't understand why Russia is attempting to use the EU's Monitoring Mission to cause issues," said Grigoryan.
source,

Armenia's NatSec chief Armen Grigoryan advised Russia to improve its own human rights conditions and freedom of speech before commenting on Armenia's internal affairs

Russia's foreign ministry spokeswoman Maria Zakharova recently complained about Armenian police using force to clear the roads blocked by pro-Russian party activists. Zakharova also complained that the West wasn't criticizing the Armenian government for it.
NatSec GRIGORYAN: Armenian protesters have been able to fully exercise their freedom of speech during legally organized rallies. Illegal actions are obviously countered by police. Perhaps Russia should first look at itself before criticizing us.
REPORTER: Look at what? Russia doesn't have opposition, how can they oppress something that doesn't exist?
ARMEN GRIGORYAN: Russia should discuss its own kitchen. The developments in Armenia are not related to Russia.... or are they? If these protests are tied to Russia, Moscow should directly say so. If Moscow sees a problem, they must say it directly, and not do so by dragging others like they did in the case of Iran and the EU Mission.
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during a meeting in Yerevan, Jordan's foreign ministry expressed concern over the attempted takeover of part of the Armenian district of Jerusalem

The Deputy FM of Jordan met his Armenian counterpart in Yerevan to discuss bilateral relations and regional issues. The parties criticized the attempts to change the status quo in Jerusalem.
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Pashinyan and Diaspora Office held a meeting about the iGorts professional repatriation program: VIDEO

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monkeys could soon become smarter than you

Are monkeys entering the stone age? Capuchin primates were filmed using tools to dig for food underground, days after an orangutan treated its own wound with plant.
The footage joins a growing number of studies looking into the tiny South American primate's use of stone and stick tools, an emerging field that some research universities now describe as 'documenting the Monkey Stone Age in real-time.'
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