In the United States, the political landscape is predominantly dominated by two major parties: the Democrats and the Republicans. From the fiery debates on Capitol Hill to the polarized opinions of everyday citizens, it's easy to see these two entities as fundamentally opposed forces. However, a deeper examination reveals a more nuanced picture. Despite their apparent differences, the Democrats and Republicans are, in many ways, two sides of the same coin. Here’s why:

1. Shared Corporate Interests

Both parties are heavily influenced by corporate interests. Campaign finance plays a crucial role in this dynamic. Major corporations and wealthy donors often contribute to both parties, ensuring their interests are represented regardless of which party is in power. This symbiotic relationship results in policy decisions that favor big businesses and the wealthy elite, often at the expense of the broader public. Whether it's tax cuts for the rich or deregulation that benefits large corporations, both parties have shown a propensity to cater to their benefactors.

2. Military-Industrial Complex

When it comes to defense spending and foreign policy, there is significant overlap between the two parties. Both Democrats and Republicans support substantial military budgets and have a history of engaging in military interventions abroad. The bipartisan consensus on maintaining American military dominance often leads to prolonged conflicts and high defense expenditures, reflecting a shared commitment to the military-industrial complex.

3. Policy Continuity

Despite the rhetoric of change that often accompanies elections, many policies remain consistent across administrations. For instance, economic policies that favor neoliberalism, such as free trade agreements and deregulation, have been pursued by both Democratic and Republican presidents. Similarly, issues like mass surveillance and the war on drugs have seen continuity across party lines. This persistence indicates a fundamental agreement on certain policy frameworks, despite superficial differences.

4. Incrementalism Over Radical Change

Both parties tend to favor incremental reforms over radical changes. While Democrats may push for more progressive policies and Republicans for more conservative ones, both often avoid making significant structural changes that could disrupt the status quo. This can be seen in the handling of healthcare reform, climate change, and social justice issues. Instead of transformative solutions, both parties frequently opt for measures that tweak the existing systems without fundamentally altering them.

5. Political Elitism

The leadership of both parties often comes from a narrow, elite segment of society. Career politicians, many of whom come from wealthy backgrounds, dominate the upper echelons of both the Democratic and Republican parties. This creates a political class that is somewhat insulated from the everyday struggles of ordinary Americans. The focus tends to be on maintaining power and privilege rather than addressing the root causes of societal issues.

6. Media and Narrative Control

Both parties exert significant influence over mainstream media, shaping public perception and discourse. Media outlets, often aligned with one party or the other, contribute to the polarization by emphasizing partisan perspectives while downplaying the similarities. This controlled narrative keeps the public engaged in the partisan divide, diverting attention from the deeper systemic issues that both parties perpetuate.
While the Democrats and Republicans present themselves as distinct and opposing forces, a closer inspection reveals substantial similarities in their operations and objectives. Both parties are entrenched in a system that prioritizes corporate interests, military expenditure, and incremental change over radical transformation. This symbiosis maintains the status quo and often undermines the pursuit of significant social, economic, and political reforms. Understanding these parallels is crucial for those seeking to navigate the complexities of American politics and advocate for genuine change.

Entity-relationship model is a meta model. Its instances are entity relation ship models ( without the hyphen?). The relationships have this cardinally on both sides. When I convert this to relational algebra, do I have any choice? Can't this be automated? Entities become relations. Any 1:n relationship becomes a column in one relation. If you want to be able to modify or delete a record in a relation, you need to add a key. Records are stored in memory ( SQLite and H2 can do this ) or on disk. So they is a pointer or a sector number. So the DB always uses keys. So when I write to a db, why don't I get back this? Yeah, because the DB is free to reorder memory. All parts controlled by the RDBMS get updates like when you delete a row in a spread sheet. So I see why relations need a key.
n:m relationships become relations with two columns. So I see why we need different words. I was not sure my English is lacking, but in German we use "Beziehung" for the ERM and "Relation" for the relational algebra. "ship" does not have any meaning for us. In everyday English there is "stewartship", "friendship" (Mortal Kombat),
In the class diagram, the keys are gone again and hidden pointers are back. Additionally, 1:1 relationships can get an arrow to indicate: Who knows whom. It is even possible to place the relationship table onto the wrong side of 1:n. A class can contain an array, while in a database this would violate first normalization. Or in other words: an array is like adding an index to a db. The database should profile itself, construct queries and indices. Only when I am the programmer of classes, I explicitly model this stuff. RealmDb and Blender seem to just persist this pointers on disk. Realm DB uses virtual memory to remove the gaps. But somehow this feels like a primary key with extra steps. Blender loads a whole model in memory (except textures), only has double links, and thus can defragmentate similar to a spreadsheet app.
​
Right? Just because I had trouble understanding the text book. It has been two years.

I would appreciate some advice. Recently, I was accused of plagiarism because someone copied my work. Here's the situation:
I created an ERD (Entity-Relationship Diagram) in Miro in Team Board. I was rushing to finish my portfolio and didn't even think about the possibility of someone copying my work. But then, someone on my team did just that.
When I brought it up with my instructor, they said that by putting my work out in a public place, I allowed then to copy it. But that wasn't my intention at all.
So now I'm stuck. What do you think I should do? Any advice would be appreciated.

hi! i’m taking a beginners class in database design and i missed the lesson where we were taught to write out our entity relationship diagram in a text sort of format? it’s meant to look something like this:
employee_card = (card_no) K = {{card_no}}
sorry if this doesnt make a lot of sense, like i said it was a beginner class and im not very familiar with everything, i would appreciate any resources or if someone would be down to dm and help me understand! thanks!!

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.

Welcome back, database enthusiasts! Today, we delve into the intricate world of Database Design Process Homework Help. Whether you're a novice or a seasoned professional, understanding the fundamentals of database design is crucial for building efficient and scalable databases. In this blog post, we'll explore two master-level questions related to the database design process and provide in-depth theoretical answers to help you sharpen your skills by our experts at the "DATABASE HOMEWORK HELP" website.
Question 1: What are the key steps involved in the Database Design Process?
Answer: The Database Design Process encompasses several crucial steps, each contributing to the creation of a well-structured and optimized database system. Here's a breakdown of the key stages:

1. Requirement Analysis: This initial phase involves gathering requirements from stakeholders to understand the purpose, scope, and functionalities expected from the database system.
2. Conceptual Design: In this stage, a conceptual model of the database is created, focusing on the entities, attributes, and relationships between them. Techniques like Entity-Relationship Diagrams (ERDs) are commonly used to represent the conceptual design.
3. Logical Design: Once the conceptual model is established, it's translated into a logical schema using a data model such as the Relational Model. This stage involves defining tables, attributes, primary keys, foreign keys, and normalization to minimize redundancy and ensure data integrity.
4. Physical Design: Here, the logical schema is transformed into a physical database design, considering factors like storage optimization, indexing, partitioning, and performance tuning. Decisions regarding the choice of database management system (DBMS) and hardware configurations are made in this phase.
5. Implementation: In this final stage, the database design is implemented using SQL or other database programming languages. Tables are created, constraints are enforced, and indexes are defined based on the finalized design.

By following these steps meticulously, database designers can develop robust and efficient database systems that meet the requirements of the stakeholders.
Question 2: What are the challenges faced during the Database Design Process, and how can they be addressed?
Answer: While designing a database, several challenges may arise, ranging from conceptualization hurdles to technical complexities. Here are some common challenges and strategies to overcome them:

1. Ambiguous Requirements: Unclear or constantly changing requirements can impede the design process. To address this challenge, it's essential to engage in thorough communication with stakeholders and conduct regular reviews to ensure alignment between the database design and business needs.
2. Data Redundancy and Inconsistency: Poorly designed databases may suffer from data redundancy and inconsistency, leading to integrity issues and inefficiencies. Normalization techniques can help mitigate these problems by organizing data into logically structured tables and minimizing redundant information.
3. Performance Optimization: As databases grow in size and complexity, optimizing performance becomes critical. Techniques such as indexing, query optimization, and denormalization can enhance database performance by reducing query execution time and improving data retrieval efficiency.
4. Security Concerns: With the increasing threat of data breaches and cyberattacks, database security is paramount. Implementing robust security measures such as access control, encryption, and regular audits can safeguard sensitive data and prevent unauthorized access.
5. Scalability and Flexibility: A well-designed database should be scalable to accommodate future growth and flexible enough to adapt to evolving business requirements. Modular design principles and flexible schema designs can facilitate scalability and agility, allowing the database to evolve with the organization's needs.

By addressing these challenges proactively and leveraging best practices in database design, developers can overcome obstacles and build resilient, high-performance database systems.
In conclusion, mastering the Database Design Process requires a deep understanding of the fundamental concepts and principles underlying database design. By tackling master-level questions like the ones discussed in this post and applying theoretical knowledge to practical scenarios, you can enhance your skills and excel in the field of database development. Stay tuned for more expert insights and tips to elevate your database design expertise!

I'm making a VERY large tree diagram in order to visualize the hierarchical relationships between hundreds of entities. At first, I planned to use notes in Obsidian with links to other notes and view the relationships in the graph view. However, this setup doesn't allow me to visualize the hierarchy between the different nodes. Instead, it just collects all of the notes into a single blob.
I found an alternative in the form of the mermaid tree diagrams that are native to Obsidian. In terms of formatting, it does almost exactly what I need. However, due to the vast nature of my diagram, following the spaghetti of arrows becomes difficult. Is there a way to make the node your mouse hovers over highlight all other related nodes within 1 degree of separation? I love this feature in the graph view.
Even better would be a function that instantly moves your view to the connected node of whatever branch you click and then momentarily highlights that node.

News Link: https://www.einpresswire.com/article/711978879/herborium-group-signs-agreement-with-stardust-holdings-for-funding-support-for-skintell-intelligent-skin-co
Artificial Intelligence Powered First "Intelligent Skin is In™"
Herborium Group, Inc (OTCMKTS:HBRM)
HOUSTON, TEXAS, UNITED STATES OF AMERICA, May 16, 2024 /EINPresswire.com/ -- Herborium^® Group, Inc. (OTC Pink: HBRM), www.acnease.com ; a Botanical Therapeutics^® Company, the provider of proprietary, botanical, medicinal products and integrative, science centered content targeting skin-health, skin wellness and beauty, signed a Non-exclusive Agreement with Stardust Holdings LLC of Vancouver, Canada to secure funding necessary do develop and grow SKINTELL^®, its Artificial Intelligence Powered Intelligent Skin Subsidiary.
SKINTELL^® houses an artificial intelligence (AI) driven platform designed to meet the needs of the $300 Billion Skin-Health and Skincare Market. The SKINTELL^® Intelligent Skin Platform will deliver precise, multi-point diagnosis and curated, personalized, and integrated solution focused (not brand driven) products, content, and services. Those uniquely bundled deliverables target a broad spectrum of needs of consumers and business customers in the skin health/ skincare sector.
It is expected that the world’s top companies will invest $1 trillion over the next five years in AI, with most of it going to new data centers. This is where SKINTELL^® Intelligent Skin AI Platform meets the needs of the future. SKINTELL’s^® Mission is to maximize the personalized benefits for the members of its community through the accurate and perpetual adjustment and expansion of the most to date and accurate knowhow data base.
The complex and rapidly evolving skin-health/skincare sector is projected to reach globally close to $300 Billion by 2031. According to Market Future’s Research Report from March 2023, exponential growth is also expected in the global Natural and Organic Cosmetic Market sub-sector which is projected to more than double from $41.38 Billion in 2023 to $85.47 Billion by 2031. The estimated increase for the same period in the US market alone is projected to be over 33%. The growing level of expenditures on health and selfcare, coupled with increasing consumer awareness about chemicals and their potential adverse effects are major drivers of this growth. Herborium Group has been blazing the innovative natural path in the skin-health /skincare sector for almost two decades and is now ready to use AI technology to advance it further, and to incorporate AI to drive its “Intelligent Skin is In” Program.
Stardust Holdings Ltd. was established in 1986 and has been in business as a financial facilitator for companies in a wide range of industries. The president, Dr. Ted Robinson, is a surgeon who orients Stardust towards the medical industry and companies that can benefit patients in North America, Asia, Europe and elsewhere. He has a particular penchant for natural health products because they lack the side effects of treatments that often involve chemically derived pharmaceuticals. Over the past years the total capital raised and being raised by Stardust Holdings is in the range of $2 Billion USD.
“The due diligence that Stardust has conducted on Herborium’s products and performance, coupled with SKINTELL's unique mission, capabilities and opportunities provides a strong indicator of a bright future for both entities that are worthy of the support that Stardust is providing. Stardust looks forward to a long and mutually beneficial relationship with Herborium and SKINTELL." Commented Dr. Robinson
“We are both - proud and hopeful to be able to count Stardust Holdings as our supporter. We believe that with Stardust assistance SKINTELL^® will become an important and valuable force in the Skin Health/Skincare space.” Commented Dr Agnes P. Olszewski, CEO of Herborium and President of SKINTELL^®.

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Introduction:

Hi everybody. Its me again. Now that Finals are over for me, I am able to participate a bit more for the next couple of months now. And a good thing too, because i really wanted to participate in this month's competition. Specifically, I latched onto the "No/Unique Ultimate" prompt, as I built an Udyr-esque champion about 2 years ago (Side Note: Damn, that was 2 years ago?? I was just starting college and now I am halfway through my degree. Man, time flies!), and it fit this prompt perfectly. This is the link to the original post, as I will be tweaking a lot of things, given how Items and Runes have changed significantly since then. and I will have tuned and tweaked some numbers as well.
To summarize from the Introduction in the other post, Umbara is designed as a Specialist, Auto-Attack based Jungler from Ixtal. The main gimmick is that, just like Udyr, she has no Ultimate instead she has 4 Basic Abilities. The kicker is that she has access to only 2 of said Abilities plus a Unique passive at any given time, and she transforms to get the other abilities and passive. This is probably the most mechanically intensive champion that I have ever created, and I am really proud of it, so I am re-submitting it here.P

Abilities:

Passive: Bloom of Life
Umbara is the Aspect of Nature, allowing her to use the Magic of the 4 seasons, allowing her Basic Attacks to scale with 100% AP instead of 100% AD. Additionally, she changes form based upon the current season, gaining a unique Passive and access to two abilities
Spring Form: Umbara gains a Stack of Wild Growth for every second in combat with Enemies, Minions and Monsters, up to a max of 5. Each Stack grants her 8% Attack Speed, and 6% Lifesteal and Spellvamp.
Summer Form: Enemies and Monsters gain a Stack of Wildfire every second in combat with Umbara, up to a max of 3 Stacks. Enemies take 5% Bonus Magic Damage for every Stack of Wildfire. When fully Stacked, each Stack of Wildfire deals True Damage instead of Magic Damage
Autumn Form: Umbara gains a Stack of Bleak Decay for Every Second in Combat with Enemies and Monsters, up to a max of 5. Her Basic Attacks and Abilities benefit from 7 Magic Penetration for Every Stack of Bleak Decay.
Winter Form: Enemies gain a Stack of Frostbite every second in combat with Umbara, up to a max of 3 Stacks. Enemies are slowed by 20% for every Stack of Frostbite they have. When fully Stacked, Umbara's next instance of Damage on an enemy will consume all Stacks, and stun them for 1 second.
Umbara will always start off in her Spring Form at the beginning of the game, and keeps her current form upon death. Every 90 Seconds, or after a Takedown, while out of combat, she will transform into the next form, in the order listed above. Every 180 Seconds, she will gain a Stack of Primordial Evolution, up to a max of 3 Stacks. She can spend 1 Stack to go to her next Form in the list, after which she has to wait 15 seconds before she can use a Stack of Primordial Evolution again.
Additionally, Umbara has no Ultimate Ability, instead she has a 4rth Basic Ability. She can only use 2 Abilities, her Primary and Secondary, per form. Her Primary Ability corresponds to her current form, and her Secondary Ability corresponds to her Previous Form:
Spring Form:
Primary: Vernal Dawn
Secondary: Steel Sleet Slash
Summer Form:
Primary: Devastating Drought
Secondary: Vernal Dawn
Autumnal Form:
Primary: Autumnal Awakening
Secondary: Devastating Drought
Winter Form:
Primary: Steel Sleet Slash
Secondary: Autumnal Awakening
The Cooldown of Each Ability depends on whether it it the Primary or Secondary Ability. Primary Abilities have a Cooldown of 8 Seconds, and Secondary Abilities have a Cooldown of 13 Seconds. She has access to all her abilities at Level 1, but they can only be leveled up 4 times instead of 5. Additionally, Cooldown Reduction affects the Primary and Secondary Abilities equally, however Ultimate Cooldown Reduction will instead reduce the time it takes to gain a stack of Primordial Evolution.
Q: Vernal Dawn
Passive: Umbara stores all Damage Taken while in Combat with Enemies, Monsters and Minions.
Active: Umbara calls upon the Power of Spring and gain a Shield equal to (100 + 0.055% Bonus Health)% of the Damage Stored for 3 Seconds, and Heal for 30/40/50/50/70% of the Shield's Value over 3 seconds as well. While she is Healing, or Shielded, she does not Store any Damage
W: Devastating Drought
Active: Umbara conjures up a Magical Flame and Blasts the area in front of her in the shape of a cone, dealing 140-60% Total AP + 10/15/20/25/30% Target Max Health Magic Damage, and reducing 40%-10% of all Enemies' and Monsters' Magic Resistance, who are still in the cone, depending on their distance from Umbara, for the next 8 seconds. Leveling up this ability increases the width and length of the cone
E: Autumnal Awakening
Passive: Enemies and Monsters damaged by Umbara gain a Stack of Wild Toxin for 8 Seconds, stacking up to 5. Affected Enemies have 20% Grievous Wounds for Every Stack of Wild Toxin
Active: Umbara Ignites all Stacks of Wild Toxin into Spirit Fire, consuming all Stacks that exist, and Dealing 50/65/80/85/110 + 2/3.5/5/6.5/8% Target Missing Health Magic Damage per Stack consumed to all Enemies who where affected by Stacks of Autumnal Toxin.
R: Steel Sleet Slashes
Active: Umbara empowers herself with Snow Magic, giving her Basic Attacks and Abilities 75 + 30% Bonus AP On-Hit Physical Damage for the next 5 Seconds. She can recast this Ability within those 5 seconds.
Recast: Umbara dashes to a nearby Enemy or Monster, and rapidly striked them 3 times. Each strike counts as a Basic Attack and applies On-Hit Effects. Additionally, each strike ignores 5% of the Target's Armor, stacking on top of the previous amount of Armor ignored. Leveling up this ability makes her strike the target an additional time. This abilities animation and speed is reduced by Attack Speed
If the target enemy moves out of range of this ability, it will pause for 3 seconds, during which is the enemy comes into range, this ability will resume. If they do not come into range within those 3 seconds, then this ability will go onto cool down immediately.

Lore:

Umbara was born Millennia ago to a family of Nomads. They where camped at the edge of Shuriman Desert and the Ixtali Jungles. While this was happening, a terrible Winter Storm was paving its way through the continents, the like of which have never before been seen again. Snow fell meters at a time, sleet rained like blades from the sky, and the temperatures dropped to below freezing, even in what was supposed to be the warmest portion of the day. Yet when she was born, the storm started to cease. In front of their eyes, the snow and sleet stopped falling, the temperature started to rise,a and the clouds dissipated. And where Umbara touched the ground for the first time, a beautiful flower bloomed, one that no one had ever seen before. Thus her surname became, "Winterbloom".
Even as a child, Umbara had a close relationship with Nature. Whenever she was angry and threw a tantrum, the clouds immediately disappeared, plants withered and died, and the heat increased to near lethal heights and when she was sad, sleet and hail would drop from the sky, and feet of snow would start falling as well. Whenever she became happy and joyful, the spring rains would fall, and the jungles around them bloomed like nothing else, and when she was melancholy or nostalgic, the autumnal season came. In her early years she had no control over her emotions, and thus the seasons ran wild, yet as she grew up she cut herself completely off from her emotions. This was a strange power, with the ability to produce devastating consequences. She knew that it was her responsibility to bear, and she willed that it would never be used again by her.
Everything changed when more humans came. Her parents and their group, once nomadic, had settled into a small village on the edge of the border of Shurima and Ixtal. Ixtal had always been eyed by Shurima for its vast forests and rich resources, and now the culling had arrived. Hundreds of Thousands of Sand Soldiers poured into the Jungles, razing nature and people alike. The Ascendants lead the charge, and powered by the might of the Sun Disk, they left a trail of pure devastation in their wake. Umbara was the first village to fall, being right at the border, though not without a fight. The Ascendants where not yet in command of the Soldiers, and in their uncontrolled destruction they awoke a terrible beast. By this point Umbara was alone in this world, her family having been carried off by a plague years earlier, yet even still she felt no emotions. Instead she dedicated her life to preserving and serving the nature around her, finding a deep beauty to it, and trying to find out anything about her powers. It was as if Nature itself called out to her. When the soldiers came, she and the others in her small Hunter-Gatherer village fought well, but where defeated. Most where killed or taken prisoner, doomed to be slaves for the rest of their life.
Yet when they came for her, Nature itself unleashed its wrath. She was not in control of her body anymore, instead the Aspect itself had taken control. Her eyes glowed a bright neon green, and a green aura surrounded her. Up until now it had been content to let the world be, and Umbara to lock away her gifts with it, but now it was time to stop the defilers in their tracks. Dark Clouds churned overhead, appearing almost instantaneously. From them a rain of sleet and hail fell, arriving with devastating force. The temperature spiked rapidly, creating forest fires so hot, Soldiers burned inside thier armor near instantly. All the creatures that the Shuriman soldiers where using on their crusade, all the horses, oxen, even the creatures within the jungles that the Soldiers hunted for food died, their flesh turning acidic and toxic. The Vanguard of the invasion was utterly decimated beneath this reign of chaos.
In an entire day, the Aspect halted the entire invasion, yet when the Ascendants came it was different. Up until this point the Aspect had taken control of Umbara's Body and utilized the gifts it had given her at Birth to enact its vengeance, suppressing Umbara's conscious up till now. But Umbara was stronger than the Aspect had expected. When the Ascendants came, Umbara had suppressed the Aspect once and for all. She was horrified at the destruction she had caused by being so weak to let her power take over her, and once again forsook the Aspect's gift, repressing the Aspect itself nearly entirely. THe Ascendants easily found and captured her.
She let herself be captured, let herself be sold into slavery, let herself take the brutal punishments of her master, all as repentance for her mistake. Through all of this, she still suppressed her emotions and powers, though not nearly as well as she had thought. The Aspect could have taken over her body at any point, yet it was curious. Never before was it heard of that a mortal had resisted the power of an entire Aspect, and the Aspect wondered if it had finally found the perfect host. It had already given Umbara many gifts when she was born, yet she controlled them, and sacrificed an entire part of her personality to keep them under control. She had even devoted herself to Nature entirely as a way to understand her gifts even further. It watched for years as Shurima grew stronger, and Ixtal became a vassel state. It watched for years over Umbara, as she endured multitudes of pain, agony and hard labor as a penance.
The Aspect eventually devised a test for Umbara. One night, after a particularly harsh lesson from the Master, as Umbara slept, it gave her access to all of its' powers. It didnt take over her body this time, but the Aspect's powers where temporarily hers. it wanted to see what would be done with it. Would she waste them pettily by killing her master, escaping and then getting caught back again? Or would she demonstrate the same restrain she had earlier? The latter outcome came true in the end. Umbara felt a change within her that night, an increase in power, similar to what she felt when she stopped the Shurimans, yet without the extra-worldly force controlling her. She had vowed to never use it herself, and still kept this vow, but at the same time, she knew that it was within her, and it scared her deeply, fearing still a loss of control. For another set of years, she endured her self-punishment, feeling that no amount of it could redeem her self, and even through the multiple sales to different masters, even under the pain of the whip, even under the threat of death working amongst other slaves, she kept it to herself. Umbara was captured when she was a teenager at the age of 16, and now she was 27. She had kept her powers under control for so long, and quite impressively that the Aspect was satisfied.
It sent the the Aspect of Twilight to bring her to the peak of Mount Targon. It took many weeks, but the Aspect of Twilight, in its host, found Umbara. She tried to buy Umbara from her master, but he was having none of it, being a very suspicious and jaded person. Shurima had long finished its conquest of Ixtal, and thus good slaves where hard to come by. The Aspect of Twilight was having none of it. Diplomacy having failed, it secretly freed Umbara in the middle of the night. They started their journey back to Targon. Along the way she fed hydrated the malnourished Umbara, and explained all about the Aspects, the different one, their powers, responsibilities, and that she was destined to become the Host to the Aspect of Nature. Umbara herself did not believe any of this at first, and eventually when she did, she rejected the offer of the Aspects. Guilt and horror still overcame her, even 11 years later. She oft woke up screaming at night, as she dreamed of the destruction her body had caused, and only being able to watch it. She escaped multiple times, and attempted to again sell herself into the Shuriman work horse, yet every time she did, the Aspect of Twilight bought her back. Once they crossed over into Targon, Umbara gave up on escaping, as this was a wholly foreign land, and instead tried to end herself multiple times, yet she threw herself off a cliff, a portal would appear and dump her back on the path. Eventually they reached the peak of Mount Targon, and the Aspect of Nature itself spoke to her.
It told her many a things. It admitted to giving her gift at birth, it praised her for her sacrifice to control these gifts, it admitted to taking over her body to defeat the Shuriman Army, it recognized her conviction to her word, even after many years of abuse. It spoke many more things, yet Umbara was in shock. A Divine entity, hitherto she had never even heard of was speaking to her, and telling her how her life had been shaped for this very moment. She then felt once more, a feeling of Guilt, but this time it was mixed with a sense of Duty. She contemplated her life thus far, wondered if this was what she was meant to do in life? She remembered when she first suppressed her emotions, and in extension her powers, when her family died of a plague and she felt nothing for fear of unleashing it all, she remembered all the years of study and introspection in the Wilds of Ixtal, as she sought to understand what where these powers, and why she of all people had them. The Aspect's final words before its offer, was praising her for her restraint and her sense of duty. Nature itself was a benevolent being, yet when triggered it was a force not to be toyed with, and Umbara displayed all these qualities.
In the end, she accepted the Aspect's offer, and in view of all the other Aspect's and their hosts, she transformed. A Beam of Bright Green light surrounded her. Raw natural energy flowed through her. And she came out a different person entirely. Her eyes glowed green. Her hair, once brown, was now shamrock green. All scars and imperfections on her body where healed and removed. She now wore a white dress outlined in colors reflecting the current season, replacing the tatters that she had worn as her time as a slave. And her powers grew exponentially as well.
The Aspect of Nature had not just taken Umbara for its Host, they had instead fully merged together, something only few Hosts and Aspects have managed to do. Their conscious was one, their memories one and their power one. Every single experience, memory and power of the Aspect was no Umbara's giving her a eternity's worth of experience and knowledge to pull from. Umbara now wielded the Bident of Nature. The 2 pronged Scepter exuding the power of the Seasons, just as her powers had before, but now instead of attuning itself to her emotions, she had free will over them. Finally, with this power, comes the final Gift of Nature itself. Nature is unending, it can never be fully destroyed, and it will always regenerate. The Aspect's Host is considered immortal unless the physical body of the Host is irreversibly destroyed, otherwise it will regenerate over time, no matter the injuries. There was no more Aspect and Host anymore, there was only Umbara.
For Millennia, Umbara was the personification of Nature. She watched as time flowed around her, and she protected Nature around the world. She watched as the Host to the Aspect of Twilight died, and became good friends with the new one, Myisha. She watched as Azir's ambition led to the fall of Shurima, and she spit upon his final resting place. When the Great Darkin War began, she was instrumental in not only protecting her domain, but also proposed a scorched earth method to ending the Darkin once and for all. Hellfire and Sleet rained from the sky, the oceans churned and the sand of the Shuriman Desert swirled under her wrath. She nearly succeded in destroying the Darkin once and for all until Mysiha taught the mortals how to seal them away. When Myisha died, she mourned her, and became a Mother figure to the new Host to the Twilight Aspect, Zoe. Now, as the Noxians have sown chaos and discord over the natural world in Ionia, Umbara unleashes her Anger. Nature is benevolent, until it is crossed, then it becomes veangeful. These traits where reflected in Umbara, making her the perfect host to the Nature Aspect. She changed the weather on the Noxians, made the Seasons so severe that they oft retreated under threat of death. She sank their fleet, burned their crops, killed their livestock and healed and preserved the Ionian wilds.
Now, several new issues have appeared in Runeterra. Ionia itself is forgetting about Nature itself, and becoming no better than the Noxian scum. Azir has been resurrected, and with him the bastardly Ascendants. The Frejlord is in chaos as the followers of Volibear wreak havoc, and the Demigods stand idly by. Targon itself has two rogue Aspect Hosts, both of whom have no respect for Nature either. And on top of this, the void has been unleashed in parts of Shurima, destroying anything and everything in its path. Through all of this, Umbara watches, waiting for the right time to strike, and when she does, the world hath better be ready, for the might of Nature has not been released in millennia, and none thus far are prepared for such a harrowing, nor on this scale.

Quotes, Interactions and Appearances:

Pick and Ban Quote:
Pick Quote: All that Blooms, can also Wilt!
Ban Quote: Nature waits for no one but me!
Special Interactions:
Aatrox: You where sealed away once before, NOW YOU DIE!
Anivia: There is more Weather than Snow, Cryophoenix.
Azir: You where better as Sand, let me turn you back to it!
Diana: Host or not, I will defend my domain!
Ivern: My praises, Green Father.
Kennen: You should learn something new, Lightning Lord!
Leona: As I told your lover, my power Eclipses both of yours. Don't forget it!
Maokai: One day, we will restore your home.
Nasus: You should have stayed in your Library, Ascendant! All the knowledge in the world cannot save you now!
Ornn: Balance will be bought back to the Frejlord, with or without you!
Pantheon: Do what you will Pantheon, we have no grievances, nor will I make any.
Renekton: The Butcher indeed! Your blood waters my garden!
Swain: Your Dark Magic is a Defilement on the land. I will purge you and your sin from it!
Udyr: You think nature is your ally? You merely adopted it, I was born with it!
Volibear: End this, or I will!
Umbara's appearance changes depending on her form. She has Shamrock Green Hair, Pale Skin and wears a white dress. The Dress itself is is outlined and has designs in colors depending on her form. Summer Form is Dark Red, Autumnal Form is Orange, Winter Form is Light Blue and Spring Form is Light Green.

Analysis:

So for the Analysis portion, I will be going over what changes I made, as I did rework a lot of stuff. Looking back, there are some quite absurd stuff that I wrote in the old post, like 30% Max Health True Damage for example. At the bottom is a full change log that you guys can see, and I will keep that updated if there are any other changes I make before the voting stage.
A lot of my changes where in the spirit of aligning things more closely with how I want this champion to function. I want this champion to be an AP Bruiser of sorts, akin to Gwen, Diana and Mordekaiser in the jungle. I really took a lot of inspiration from Mordekaiser's builds of Riftmaker, Liandry's Rylai's, but I also wanted to make things like Malignance and Blackfire Torch and Nashor's Tooth potentially viable as well. The goal was to make her abilities scale not with primarily damage but with other stats. For example, Vernal Dawn's shielding and Healing is based on Bonus Health, While Steel Sleet Slashes scale with the amount of Strike it can make. This means that you can build things like a Riftmaker and not be punished for building not raw Damage.
The Passive is where I made a lot of changes. Specifically, I reduced the Stack count from 8 and 5 to 5 and 3. Keeping 8 stacks on an enemy is just not viable, given that they will most likely have some form of mobility to get away and let the stacks fall off, or if it is a sort of champion that wants extended fights like Darius, Aatrox, etc then they are going to very much stat check you unless you are in your Spring Form. Overall, the stack count is down, but to compensate the stats and effects per stack is up. Everything comes out roughly even at max stacks. The other major component I changed is how Ability Haste affected Umbara. Now that there is significantly reduced CDR on Mage/AP Items in general, I think it is safe to allow CDR to affect normal abilities now, especially given that the items that have CDR are Bruiser-y items anyway. Ultimate CDR via Ultimate Hunter and Malignance now affect how Primordial Evolution stacks. The one thing in retrospect that I did not want was having players use primordial evolution to liberally change their forms at will, as the entire point of this champion was the 4 Seasons and balancing different playstyles and effects. To that end, I made Primordial Evolution Stacks take much longer to get, however if you really wanted to, then a fully Stacked Ultimate Hunter + Malignance reduced the CD by about 1/3 which is still significant enough that it makes speccing into these items viable, at least at first sight. Beyond that, i also reduced the lock out time of using a stack of Primordial Evolution, as the goal of Primordial Evolution is to give a way for players to get the right/needed/wanted form before major objectives without disrupting the overall cycle of the Seasons.
As I mentioned above, I reworked a lot of how the abilities scale, so that she can be that AP Bruiser Champion. Vernal Dawn no longer has an absurd Healing and Shielding Ratio, but rather now scales with Bonus Health a la Riftmaker, Liandry's, Rylai's etc. This is also much healthier design, as healing and shielding that much is absurd, and this keeps the essence of the ability intact while keeping her on track.
Devastating Drought has a significantly higher AP scaling when Champions are close to Umbara, and deals Max Health Magic Damage, however realistically this would only max out if an enemy is so close that the models are basically overlapping. Its hard to describe and tune such things without a diagram and actual models, so just assume that the scaling is reasonable enough to not be absolutely bonkers for the sake of the champion design. The main idea behind this ability, which is that leveling it up increases the cone size, is still intact, all that is changed is the damage.
Autumnal Awakening got a lot of number re-tuning to make it more balanced and useable. Again, the Stack count is down because 8 is just unrealistic in modern League, and thus the damage has been amped up a bit to compensate. In addition, it now deals Missing Health Damage, and this is because it is intended to function more as a Conditional Finishing tool rather then an engage or simple damage nuke.
Steel Sleet Slashes, I made a lot more conditional but I also reworded a lot of things to be more clear. Most importantly, since leveling up this ability added an additional strike, If it was a simple Pantheon W then anybody in range would get obliterated once you level this up a bit. Pantheon W is anyway super un-fun to play against, so this was an automatic red flag in my book, so I balanced it on when enemies come into and leave the range of the ability. When they leave, there is a small window where if Umbara can reach them again, the ability will resume, otherwise it goes on Cooldown. This way, if you have mobility you can use it to escape the onslaught of damage, and if you do not then Umbara in Winter Form is designed for you to die to.
In terms of build, I really see some combination Rylai's, Riftmaker, Blackfire Torch, Malignance, Liandry's, Demonic Embrace and Nashor's Tooth being core items on her, depending on how you want to play her. Umbara really synergizes with DoT effects and Bruiser items, however hybrid Assassin-Bruiser items like Nashor's Tooth I can see being viable, especially given that she can be a viable assassin for half the time if you spec into it. At the same time, you are Bruiser for the other half the time, and the abilities you have still function on Bruiser items, so you can certainly spec into the other side. In total, I would forsee her having a lot of build variety and the ability to switch gears on a whim.

Change log:

May 11-12, 2024:

• Passive: Bloom of Life
  • Spring Form Passive: Max Stacks 8 > 5, AS and Lifesteal adjusted to be the same at Max Stacks. Spellvamp added.
  • Summer Form Passive: Max Stacks changed from 4 > 3. Bonus Magic Damage Ratio changed from 2.5% > 5% flat. 5% more Bonus Damage at Max Stacks
  • Autumn Form Passive: Max Stacks 8 > 5. Magic Pen per stack increased 5 > 7. 5 Less Magic Pen at max Stacks but still 35 Magic Penetration
  • Winter Form Passive: Max Stacks 4 > 3. MS Slow increased per stack, but overall 10% less slow at full stacks. Changed wording to be more clear
  • Form Transformation will occur out of combat instead of immediatly.
  • Primordial Evolution charge time 120 > 180 seconds.
  • Primordial Evolution lock-out time reduced from 30 > 15 seconds.
  • Max Stacks of Primordial Evolution reduced 4 > 3 (using 4 stacks puts you at the same form, therefore its pointless)
  • Cooldown Reduction now affects Basic Abilities, and Ultimate CDR now affects the time for Primordial Evolution
• Q: Vernal Dawn
  • Shield value changed to (100 + 0.055% Bonus Health)% of Damage stored
  • Heal amount changed to 30/40/50/50/70% of the Shield's Value
• W: Devastating Drought
  • AP Ratio changed to 140-60% Total AP + 10/15/20/25/30% Target Max Health Magic Damage
  • Magic Resist Reduction now applies for the next 8 seconds instead of only benefiting this Ability
• E: Autumnal Awakening
  • Max Stacks reduced 8 > 5
  • Grievous Wounds per Stack increased 10 > 20%
  • Damage per Stack changed to 50/65/80/85/110 + 2/3.5/5/6.5/8% Target Missing Health Magic Damage per Stack
• R: Steel Sleet Slashes
  • Slightly re-worded
  • Reworked slightly
    • Active now empowers Basic Attacks
    • Recast is a Dash + Striked
    • Moving out of range pauses strikes for 3 seconds

Several years ago, the user u/Willherr_Raik asked this question, however never got an answer. This being the case, this may be the first post on this sub in the new category of 'unanswered questions from Askhistorians', as always a link to the original question will be provided, rest assured:
https://www.reddit.com/AskHistorians/comments/tug7dw/was_the_relationship_between_the_british_crown/
However the user expanded upon the very inquiry in the following way:

In the new Netflix series Taboo, they go to great lengths to build this deep-rooted strife between the British Crown and the East India Company. The Crown is afraid of the accumulated wealth of the East India Company whilst the Company seeks to protect its accumulated wealth and freedom to operate, seemingly at nearly all costs.
Is there any truth to this strife? Or is it contrived historical developments as is often the case in such fictional series? My google searches mostly yield essays which emphasize the role of the Company in preparing overseas territories governed by commercial rule for later colonial rule. However, is this a natural consequence or the result of the Crown not accepting commercial rule any longer?
Thank you in advance for any and all reply!

It has been several years since I saw the series 'Taboo', but the premise of the series is an interesting one: The BEIC being a serious rival in power and influence, that can even challenge the Crown and the British state. Incidentally, this suggestion of the Companys power and might fascinated me to such an extent that I specialized in the Companys history as a historian. BUT the more I learned about it, the more I realized the portrayal of the BEIC in that series - at least in the way of its power rivalling the state - is not very accurate. But enough digression, let me elaborate:
Firstly, I can wholeheartedly recommend to read up on previous posts made on this topic (such as Mythbusting Ep. 2 and ''How independent was the East India Company from the Crown?''), However that shall not hinder from making another lengthy post to ponder this very issue.
To start off, it is very important, I dare say of the utmost importance, to stress the fact that by its legal nature, the Company was never independent from the English - later British - state. It was wholly subservient to the goodwill of English Kings and the Government. The very first Charter established and constituted the East India Company as a legal entity with all its rights, privileges and responsibilities. The Company was dependent on the Crown to re-issue and renew its Charter, which was always at risk of expiration or - as always explicitly mentioned - termination by the State, if the latter saw its desires not met. Throughout the 17th century especially, the Companys' rights and duties were expanded upon, giving them more power, be it to conduct matters of military or administrative nature. But the state at all times reserved itself the right and legal option to redact and revoke any of these additions to the Companys Charter and likewise was at liberty to edit the Charter at their own discretion. - The Crown and state always were superior by nature, all the way from the beginning.
In 1693 begins what can be called an 'existential crisis' for the Company, which will illustrate several points relevant to the question at hand. The English King William III. (of Oranje) had only ascended the throne several years prior, and had a less than favourable sentiment towards the Company. Much of this can be credited to the Companys unwillingness for further financial support to the Crown and unpaid taxes. The Company had hitherto been one of the biggest sponsors of the state, other than the Bank of England. Five years later a new Company was constituted per a Royal Charter, comprised of many merchants that had long protested the Companys monopoly on trade in the East Indies and thus had seized the chance to tap into this lucrative business themselves, and now in 1698 they formed this new Company after buying the old ones' Charter and monopoly on the Indian trade for 2 million pounds, as the Crown had put it up for auction. The two Companies coexisted for about four years, each of them facing some problems. The old one did neither have the favour nor the support of the Crown, let alone the legal basis for their operations, as all their possessions had been transferred to the new Company. Continued resistance thus was not a good long-term option. But they had the local connections and trade networks in the East Indies, which proved less welcoming for the new Company. A prolonged struggle was not in the Crowns interest either, so a compromise was reached in 1702 (now under Queen Anne I.): The two Companies were to conduct the trade operations to the East Indies in a joint effort for seven years, and in 1709 were to merge together to form what would eventually become to be commonly known as the British East India Company, however then obligated for the financial support as the Crown intended - in form of several million pounds. - This showed two things: Yes the East India Company and the Crown would find themselves at each others throats and the former showing occasional resistance and opposition to the Crowns intentions, however the latter would and could use their superior stance and their legal superiority to 'put their foot on the ground' and have their demands met eventually, even against the Companys opposition.
Which brings us to the next point(s): Was the British state fearful or envious of the Companys wealth and power? At a time, yes. But that applies more to a relatively small timeframe that precedes the events and the timeline of 'Taboo'. But lets start basic. The East India Company had virtually no territorial presence in India until 1757, other than their trading outposts and forts scattered and spread along the coastline of the subcontinent. However the Carnatic Wars against their French counterparts remedied and necessitated the urge to heavily invest into the military, which reached an impressive size of around 20,000 men by 1763, when these Wars were concluded with a British victory. As another result of these wars the British had conquered the province of Bengal, followed by being acknowledged as a territorial power in 1765, when the Mughal Emperor granted the Company the 'diwani' - the right to collect tax revenue. This amounted to hundreds of thousands or even millions of pounds of annual revenue in three provinces, and this 'diwani' legally was their own property. It was at this point British parliament became wary of the Companys power - as it just had seized a sizable chunk of land in India, and had lots tax revenue at its disposal. Simultaneously, the Companys own 'Indian army' would only grow larger, at an equally alarming and impressive rate and with uncanny speed. By 1784, only 20 years later, it arguably had grown to over 100,000 men already, and would measure at around 160,000-200,000 manpower by 1805.
British Parliament therefore started to insert itself into the administration of India by 1773, even more so and more importantly and prominently in 1784, with the India Act as issued in that very year. Rampant corruption by the Companys own Agents and Servants in India put a massive hole in the revenues from Indian taxes and the trade profits, so much so that - combined with the ever increasing military expenditures - the Company by 1772 was at 1.2 million pounds in debt, and it would find itself in a puddle of economic distress and in a swallowing pit of fiscal incompetence that grew ever larger, as the Companys debt would only climb higher and rise to 3-4 million pounds by the 1780s, and up to 9 million pounds in the early 1790s. In 1808 (so shortly before Taboos events), their debt had spiraled to 32 million pounds. To avert a financial catastrophe and the collapse of British India as a whole, to subdue the Company and its power by subjugating them and subordinating them under the state authority, the aforementioned act was one of the first in a series to do exactly that: A special government board, the 'Board of Control', with the Chancellor of the Exchequer among its members, was to regulate and supervise both the Company and the administration of India, now being the supreme authority for both. The Companys leadership had to run all its decisions by the Board and get the latters approval, which could bypass the Company altogether to make their own orders for India. Similarly, the Governor General of British India (this office had been created in 1773) was only to be appointed with the Boards approval. As a result, all of the appointed Governor Generals of India after 1797 would be British statesmen and generals, NOT Company men.
To make matters worse, by 1793 the Indian budget was integrated into the state budget, and fiscal administration partially ceded into state control. Even more gruesome from a Companys standpoint, their monopoly on the Indian trade had been breached, and was completely revoked in 1813 - which is the time the events of Taboo take place, as I seem to recall. As of that time, Lord Minto was about to or just had ended his tenure as a Governor General in India. Lord Minto had formerly been the president of the Board of Control - being one of three former members of the Board that would become Governor Generals in India. Equally telling as to the relationship between the Company and the state, the latter would create lots of new jobs and administrative positions with generous salaries within British India - all of which would be paid from the Companys own finances, the same applying to Royal troops stationed within India.
Summarising: By 1812/1813, the events of the series of taboo (EDIT: 1814), the Company had long ceased to be very profitable, or putting it in another way: despite being a profitable business, the BEIC kept accumulating debt over time. If this state corporation, that always was subordinate and inferior to the state as by its nature, ever had anything you could call 'freedom', it was long lost by 1813 - as control over India, the Company, and its finances had been put under government control and supervision already. Local administration was entrusted to loyal British servants, the British government firmly placed atop the Company as their lawful superior, and the former ALWAYS having been the one with more leverage to terminate the Company or sell its Charter, as the crisis from 1693-1709 is any example to learn from. The Companys monopoly on the Indian trade had just been revoked, as of the time Taboo takes place. The East India Company and the Crown/State never were equals in power, and the British state made very sure to ensure it could never be so, long before it COULD have ever been so. While there certainly was some strife and conflict between these two (the Company and the state), the British state had - by the time Taboo takes place - long since asserted is superior standing and put the Company and more importantly, local control over British India, either under its own control or in the hands of men that could be trusted to act in its best interest.
Sources include:
Bowen, Huw V.: ,,The Business of Empire: The East India Company and imperial Britain, 1756-1833‘‘. Cambridge University Press: Cambridge, 2006.
Bryant, G. J.: ,,The Emergence of British power in India, 1600-1784. A grand strategic interpretation‘‘. The Boydell Press: Woodbridge 2013.
Charters by Anne I. - 1702, 1703, 1709.
Charters by William III. - 1693, 1694, 1698.
Charter Act - 1793 (British Parliament Act).
Charter Act - 1813 (British Parliament Act).
India Act - 1784 (British Parliament Act).
Travers, Robert: ,,Ideology and empire in eighteenth-century India. The British in Bengal‘‘. Cambridge University Press: Cambridge, 2007.
Webster, Anthony: ,,The twilight of the East India Company. The evolution of Anglo-Asian commerce and politics, 1790-1860‘‘. The Boydell Press: Woodbridge 2013.

Good day! I am Vito Vergara, a Talent Acquisition Specialist from Dempsey Resource Management Inc. And as the same, I am commissioned by our client company to source and endorse candidates for different posts. Positions being offered are for direct and permanent hire by the company client itself, not under agency and absolutely NO fee from your end is required. In other words, I merely act as a conduit for you and our company client. To know more about us, please visit our website at http://dempseyinc.weebly.com/\
​
I. HEAD PROGRAMMER
QUALIFICATIONS:

• Bachelor’s degree in Computer Science, Engineering, Management Information Systems or related area.
• At least 10 years of relevant work experience including handling a team
• Experience or training in PHP, MVC, REST, OOP, RDBMS, SQL, HTML, JavaScript, VueJs, CSS.
• Understanding of MVC design patterns.
• Experience preferred working with Laravel Framework, MY SQL.
• Experience in systems development techniques and methodologies (data modeling, entity relationship diagramming and functional decomposition) are preferred.
• Understanding the fully synchronous behavior of PHP.
• Familiarity with limitations of PHP as a platform and its workarounds.
• Creating database schemas that represent and support business processes.
• Proficient understanding of code versioning tools, such as Git.
• Experience with AWS, or cloud technologies is a plus.
• Ability to multi-task, and be mindful of deadlines.
• Self-motivated and ability to remain focused on assigned projects.
• Committed to quality and continuous improvement.

RESPONSIBILITIES:

• Design, code, test, and debug software systems under the direction of the project manager or team leader.
• Develop applications per detailed specifications using specified programming languages, tools, and techniques.
• Deliver unit-tested systems timely that meet specification functionality requirements
• Troubleshoot technical problems.
• Provide technical support on developed systems.
• Research new developments in hardware and software. Keep abreast of latest developments regarding effective procedures, methods, and tools in software development and testing.
• Work with team members to define detailed specifications for specific system and sub-system functionality requirements.
• Participate in client meetings and understand business needs driving technology.

SALARY:

• P80,000 - P100,000

WORK LOCATION:

• Pasig City

​
II. SENIOR PROGRAMMER
QUALIFICATIONS:

• Bachelor’s degree in Computer Science, Engineering, Management Information Systems or related area.
• At least 5 years of relevant work experience.
• Experience or training in PHP, MVC, REST, OOP, RDBMS, SQL, HTML, JavaScript, VueJs, CSS.
• Understanding of MVC design patterns.
• Experience preferred working with Laravel Framework, MY SQL.
• Experience in systems development techniques and methodologies (data modeling, entityrelationship diagramming and functional decomposition) are preferred.
• Understanding the fully synchronous behavior of PHP.
• Familiarity with limitations of PHP as a platform and its workarounds.
• Creating database schemas that represent and support business processes.
• Proficient understanding of code versioning tools, such as Git.
• Experience with AWS, or cloud technologies is a plus.
• Ability to multi-task, and be mindful of deadlines.
• Self-motivated and ability to remain focused on assigned projects.
• Committed to quality and continuous improvement.

RESPONSIBILITIES:

• Design, code, test, and debug software systems under the direction of the project manager or team leader.
• Develop applications per detailed specifications using specified programming languages, tools, and techniques.
• Deliver unit-tested systems timely that meet specification functionality requirements
• Troubleshoot technical problems.
• Provide technical support on developed systems.
• Research new developments in hardware and software. Keep abreast of latest developments regarding effective procedures, methods, and tools in software development and testing.
• Work with team members to define detailed specifications for specific system and sub-system functionality requirements.
• Participate in client meetings and understand business needs driving technology.

SALARY:

• P40,000 - P50,000

WORK LOCATION:

• Pasig City

​
FOR MORE INQUIRIES AND/OR IF INTERESTED, MESSAGE ME IN VIBER (09771704223) OR SEND ME AN EMAIL WITH “REDDIT APPLICATION – (POSITION APPLYING FOR)” AS SUBJECT: dempseyinc97@gmail.com

Good day! I am Vito Vergara, a Talent Acquisition Specialist from Dempsey Resource Management Inc. And as the same, I am commissioned by our client company to source and endorse candidates for different posts. Positions being offered are for direct and permanent hire by the company client itself, not under agency and absolutely NO fee from your end is required. In other words, I merely act as a conduit for you and our company client. To know more about us, please visit our website at http://dempseyinc.weebly.com/\
​
I. HEAD PROGRAMMER
QUALIFICATIONS:

• Bachelor’s degree in Computer Science, Engineering, Management Information Systems or related area.
• At least 10 years of relevant work experience including handling a team
• Experience or training in PHP, MVC, REST, OOP, RDBMS, SQL, HTML, JavaScript, VueJs, CSS.
• Understanding of MVC design patterns.
• Experience preferred working with Laravel Framework, MY SQL.
• Experience in systems development techniques and methodologies (data modeling, entity relationship diagramming and functional decomposition) are preferred.
• Understanding the fully synchronous behavior of PHP.
• Familiarity with limitations of PHP as a platform and its workarounds.
• Creating database schemas that represent and support business processes.
• Proficient understanding of code versioning tools, such as Git.
• Experience with AWS, or cloud technologies is a plus.
• Ability to multi-task, and be mindful of deadlines.
• Self-motivated and ability to remain focused on assigned projects.
• Committed to quality and continuous improvement.

RESPONSIBILITIES:

• Design, code, test, and debug software systems under the direction of the project manager or team leader.
• Develop applications per detailed specifications using specified programming languages, tools, and techniques.
• Deliver unit-tested systems timely that meet specification functionality requirements
• Troubleshoot technical problems.
• Provide technical support on developed systems.
• Research new developments in hardware and software. Keep abreast of latest developments regarding effective procedures, methods, and tools in software development and testing.
• Work with team members to define detailed specifications for specific system and sub-system functionality requirements.
• Participate in client meetings and understand business needs driving technology.

SALARY:

• P80,000 - P100,000

WORK LOCATION:

• Pasig City

​
II. SENIOR PROGRAMMER
QUALIFICATIONS:

• Bachelor’s degree in Computer Science, Engineering, Management Information Systems or related area.
• At least 5 years of relevant work experience.
• Experience or training in PHP, MVC, REST, OOP, RDBMS, SQL, HTML, JavaScript, VueJs, CSS.
• Understanding of MVC design patterns.
• Experience preferred working with Laravel Framework, MY SQL.
• Experience in systems development techniques and methodologies (data modeling, entityrelationship diagramming and functional decomposition) are preferred.
• Understanding the fully synchronous behavior of PHP.
• Familiarity with limitations of PHP as a platform and its workarounds.
• Creating database schemas that represent and support business processes.
• Proficient understanding of code versioning tools, such as Git.
• Experience with AWS, or cloud technologies is a plus.
• Ability to multi-task, and be mindful of deadlines.
• Self-motivated and ability to remain focused on assigned projects.
• Committed to quality and continuous improvement.

RESPONSIBILITIES:

• Design, code, test, and debug software systems under the direction of the project manager or team leader.
• Develop applications per detailed specifications using specified programming languages, tools, and techniques.
• Deliver unit-tested systems timely that meet specification functionality requirements
• Troubleshoot technical problems.
• Provide technical support on developed systems.
• Research new developments in hardware and software. Keep abreast of latest developments regarding effective procedures, methods, and tools in software development and testing.
• Work with team members to define detailed specifications for specific system and sub-system functionality requirements.
• Participate in client meetings and understand business needs driving technology.

SALARY:

• P40,000 - P50,000

WORK LOCATION:

• Pasig City

​
FOR MORE INQUIRIES AND/OR IF INTERESTED, MESSAGE ME IN VIBER (09771704223) OR SEND ME AN EMAIL WITH “REDDIT APPLICATION – (POSITION APPLYING FOR)” AS SUBJECT: dempseyinc97@gmail.com