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Businesses Get a "Se |
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| Like animals, companies have always monitored changes in their environments. Historically, companies have moved slowly in response to changes. For example, if a retailer��셲 sales of red sweaters outpaced sales of green sweaters during the Christmas shopping season, the results would not be noticed until months later. By the time the retailer could react, the holiday season was over, and the insights might not be relevant to the following year. |
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The God-Gulf |
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| As we get further into the 21st century, we��셱e approaching a sociological and political ��쐔ipping point��� similar to the one that we encountered in the mid-1960s. |
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�깮泥� �옣湲곗쓽 誘몃옒: 洹좎씪�븯怨� �꽦�닕�븳 |
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| �삤媛��끂�씠�뱶(organoids)�뒗 �씤媛� �옣湲곗쓽 援ъ“��� 湲곕뒫�쓣 3李⑥썝�쟻�쑝濡� 紐⑥궗�븯�뒗 �꽭�룷 �뜦�뼱由щ줈, 理쒓렐 紐� �뀈 �궗�씠 �깮紐낃낵�븰怨� �쓽�븰 �뿰援ъ뿉�꽌 �빑�떖 湲곗닠濡� 遺��긽�븯怨� �엳�떎. �씠�뱾��� �씤媛� 湲곌�� 諛쒕떖 �뿰援�, 吏덈퀝 紐⑤뜽留�(disease modeling), �옱�깮�쓽�븰(regenerative medicine), 洹몃━怨� �룞臾� �떎�뿕�쓣 ���泥댄븷 �닔 �엳�뒗 �빟臾� �룊媛� �뵆�옯�뤌�쑝濡� 二쇰ぉ諛쏄퀬 �엳�떎. |
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Meaning and Values A |
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| Until the middle of the 20th century, money was the primary motivator for a substantial majority of employees, worldwide. Employers did not demonstrate that they really wanted anything more than do-what-you-are-told-labor in return for money paid in wages and salaries. And workers were satisfied to do the work and then periodically demand more money. |
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Working Backwards |
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| 저자 | Colin Bryar �쇅 |
| 출판사 | St. Martin"s Press |
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[412]권 
