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Cinzia Pietrobon, Barista Attitude Brand Manager, believes it empowers baristas with the technology they need to make high-quality coffee consistently with any kind of milk. TECHNOLOGY FOCUS For machine manufacturer Barista Attitude, the role of the barista goes beyond simply making coffee; it's about building relationships, providing exceptional hospitality, and giving customers a memorable experience. "During the WBC, we had many baristas praise the features on the Tempesta, especially the lever, as it is crucial for latte art, and the long steam wand that allows the barista to ensure consistency", she says. [Extracted from the article]

"And that's what our new machine Pilot represents, a machine that a barista can easily navigate to create quality and consistent coffee in all situations. TECHNOLOGY FOCUS A captain steers a ship, a driver navigates the roads, and a pilot guides its passengers safety through the skies. In the case of Barista Attitude's new Pilot espresso machine, baristas will be invited to take the reins of the first single boiler machine in the Italian manufacturer's range. [Extracted from the article]

The article offers the views of knowledge management (KM) company senior executives in March 2019. BA Insight's Massoud Zarrabian believes in using existing infrastructure and a modular set-up in implementing an enterprise search, while Net Documents' Alvin Tedjamulia cites their improvement of productivity via protection of sensitive information. Access Innovations, Inc.'s Heather Kotula focuses on targeted solutions for every data collection.

The article shares the insights of music business executives in Atlanta, Georgia about the city as it hosts the Super Bowl LIII football tournament on February 3, 2019. Topics include National Football League's selection of the pop rock band Maroon as the halftime performer during the event, Quality Control Music executive Kevin Lee's description of Atlanta as the heartbeat of music, and the presence of highest caliber music producers in the city, according to Robert Polay of Polay + Clark.

In this article, the author describes the seven leadership archetypes based on her observations and experience working with leaders in various industries. The archetypes illustrate the two competing sides within every leader, one which leads to success and the other to ruin. The dual archetypes of a leader include the rebel, who is driven by confidence, and the imposter, who is plagued by self-doubt.

According to George, many of the high profile business failures and bankruptcies of recent years were caused by leadership failures. Wrongly-chosen CEOs 'put their companies at risk by focusing on the spoils of leadership instead of building organizations for the long-term.' We need instead authentic, values-based people, whom he calls 'True North Leaders.' George points out that 'trust is the coin of the realm' in business, and trust has been seriously eroded. In showing how leaders can discover their True North, he draws on his research and anecdotes from his own life, including his decision to accept a position as CEO of Medtronic, from which he retired in 2002. [ABSTRACT FROM AUTHOR]

The article offers the author's insights regarding the optimistic view of executives on various events for 2017. Topics discussed include the ending of the demographic stereotyping, the use of video sharing app Youtube to learn and enhance skills, and the stepping up of human resources (HR) strategies.

An interview with chairman of the Universal Music Group, Lucian Grainge, is presented. When asked to name his mentors, he responds that people can learn from mentoring, but that it does not have to be from one individual. He discusses the one philosophy that has been his guiding principle in business and how he creates a culture of accountability in a large organization like Universal.

The article focuses on emotional intelligence (EI) in an organization and the ways to develop EI among managers and leaders. It mentions that EI is defined by J. D. Mayer, D. R. Caruso, and P. Salovey as the ability to defend emotion and to enhance thinking. On the other hand, it also cites the concept of EI by Daniel Goleman as the ability to motivate oneself. Moreover, it mentions that EI among managers and leaders can be improved through training and development.

Those who thrive show resilience, the capacity to bounce back from misfortune, disruptive change, and failures. 'Whether you are at the top of your organization, leading a team, or volunteering in your community, eventually you are sure to face a difficult situation or disruptive change,' Shambaugh writes. She describes four secrets effective leaders use to tap into their own resilience and cultivate a more resilient culture within the organization. [ABSTRACT FROM AUTHOR]

The article discusses the slow acquisition process by the U.S. Department of Defense that undermine the outreach effort of Silicon Valley, California. Topics mentioned include the created problems to commercial technology firms of the slow process, the establishment of the Defense Innovation Unit-Experimental (DIUx) establishment which aims to connect with innovators, and the continued frustration by executives of doing business with contracting officers and purchasing process.

An interview with lawyer David Oser is presented. He discusses the increase and consequences of organized shareholder activism in Switzerland. Oser explains when is a Swiss company likely to be the target of shareholder activists. He also describes the relevant disclosure thresholds for stake-building in the county.

The article discusses factors and ways needed by companies to prevent the collision between increasing health care costs and corporate survival during economic crisis in the U.S. It notes that one main factor in preventing this event is a change of thinking and a change in behavior in most executive suites. Other factors include avoiding passive sickness-care strategy of hospital as well as doctor and drug insurance coverage, managing properly the health care strategy, and implementing the five pillars of total health management.

The article discusses the factors which have caused executives to achieve a failure mergers and acquisition transaction. One of these factors refers to the attitude of executives in treating the integration strategy as a taboo since they think that honesty will make the deal unsuccessful. Other factors include creating teams which speaks contradictory messages and placing personal interests before the team, delaying the decisions to determine which roles and people should stay in the company, and the failure of executives to recognize the mergers are about relationship.

The article presents insights from various chief executives of Australian companies on the leadership abilities that chief executives must possess. Australian Securities chairman David Gonski believes that executives must be humble and pursue to improve everyday for the betterment of their companies. Pat Grier of Ramsay Health Care Inc. conceives that good executives know how to adjust on all conditions. Robert Milliner of Mallesons Stephens Jacques states that executives must do right things.

The article presents information on nonverbal communication used by corporate leaders. Nonverbal communication of managers includes day-to-day choices, habits, hunches, expectations and biases. It explores the impact of implicit, nonverbal communication and explicit, verbal communication. Information is also given on leadership behavior and personality.

The article looks at the leadership abilities and strategies of the founders and chief executives of companies included in "BRW" magazine's Fast 100, a list of the fastest-growing companies in Australia based on turnover from 2006 to 2007. According to the chief executives, the hallmarks of successful leadership include the ability to motivate staff, ability to delegate, being visionary and the ability to listen and make difficult decisions.

The article elaborates the concept of being a leader and servant in one. The authors share that in order to gain great leadership, the leader must serve his subordinates in countless ways. The authors have then developed a five-point list that represents the key practices that most characterized the very best leaders. The first point claims that the leader does try to accomplish something important that benefits the organization in general. The second point claims that the leader creates an environment where people are motivated to do their best. The third point drives that the leader is always concerned with how to get better. The fourth point suggests that the leader knows well on how to value results and relationships. The fifth point emphasizes the leader's credibility in general.

The article presents an interview with Motorola Integrated Supply Chain executive vice president and 2007 EXCEL Award winner Stu Reed. Topics discussed include the driving principles of his communication approach, his tendency to reject corporate-speak from his communication plans, how he is helping those around him communicate in ways that their audiences will understand, his approach to communicating with multiple stakeholders that have diverse interests, and how he applies statistics to the value of communication.

The article reports that there seem to be two kinds of managers in the world: one, those who have fallen into the role and who try to make the best of it, sometimes succeeding and sometimes not; and, two, those who take on the duties of management with clear intention, who prepare for the role and embrace it when the opportunity arrives. The author says that it is her experience that there is a definite difference in how these two kinds of managers perform and in their impact on their organizations' bottom lines--whether the bottom lines are measured in dollars and cents or in social outcomes.

Part 10. Considers the views of top media managers in the United States on how they would make decisions in covering a hostage situation. Doug Clifton, editor of the 'Cleveland Plain-Dealer'; Arlene Morgan, assistant dean at the Columbia Graduate School of Journalism; James E. Shelledy, editor of 'The Salt Lake Tribune.'

Presents the opinion of European and American new-media executives on challenges in the online music business. Gianluca Dettori, chief executive officer (CEO) of Vitaminic; Larry Miller, president of Reciprocal Entertainment; David Stockley, CEO of DX3; Ted Cohen, vice president (VP) of New Media, EMI Recorded Music; Martin Craig, VP of New Media, Warner Music International; Ken Potashner, CEO/chairman of SonicBlue; Others.

The article reflects on how to identify the connection between capability and performance of a boss within his job function. Topics discussed include need for developing a realistic self-score on the scale of effective and realistic beginning point for doing better, need for learning new skills, developing effective capabilities, and acquiring a higher level of understanding, and observing standard routines when failures occur.

Highlights 15 most influential high-technology industry executives over the past 15 years as of March 1999, according to `PC Week' magazine. Tim Berners-Lee; Rod Canion; Stephen Case; Vinton Cerf; John Chambers; Jim Clark; Larry Ellison; Michael Dell; Mitch Kapor; Bill Gates; Steve Jobs; Andy Grove; Philip Estridge; Scott McNealy; Ray Noorda; Linus Torvalds; Comments from each; Most significant event; Greatest personal impact; Greatest accomplishment; High technology in 2014 and the role.

Highlights the efforts by Worthington Industries Inc. management executives on preserving the companies corporate culture. Management of organizational changes; Comments from John Christie, president and chief operating officer at Worthington Industries Inc.; Management of joint ventures and acquisitions at Worthington Industries.

Discusses results from a survey of 515 network and information system (IS) executives with such job functions as network/localized area network (LAN) management and departmental/divisional IS management. Graphs depicting salaries, rating of job challenge and factors contributing to job satisfaction.

Focuses on an approach in preventing future shock in industrial management in the U.S. Reference to the failure of managers to anticipate changes; Chart depicting the comparative traits of executives in the 20th and 21st centuries; Identification of ideal traits for executives.

Examines managerial inclination to use participative strategies for productivity measurement and improvement. Factors for the success or failure of involvement programs; Phases of the nominal group technique; Features of the administrative computing and information services.

Reports on the magazine's list of Australia's 100 Fastest-Growing Private Companies. Fastway Couriers recording the highest growth rate in the list's history; Success of Multimedia Technology, Powerlan Technologies, Fernwood Fitness Centre and others; Chart of growth for the five years between 1993 and 1997 for all 100 companies; Charts presenting the results of a survey of the heads of the top organizations on the list.

Reports on women executives in Australia who have reached the top of their companies and seem poised to become chief executives. Magazine's choice for the 50 women who could be chief executives; Comments from the women surveyed; How their stamina and resolve sets them apart; Importance of gaining exposure to all facets of the business; Difference in management style between women and men; List of the top 50 women executives. INSETS: Cross-pollination of styles gets a chance;Americans over here;The calculated rise of Meredith Brooks, by Maureen Murrill.

Presents a photo layout of Australian businesspeople in designer suits. Comments from Charles Medel as well as other businesspeople on their suits; Photographed at the Observatory Hotel in Sydney, New South Wales; Price information.

Highlights a global study by Computer Sciences Corp. which indicated that development of an electronic or e-business strategy is the most critical issue facing aerospace/defense executives. Awareness of the vital role information technology will play in the future; Level of management commitment to technology from 1998 through 2000.

Opinion. Considers the difference between leaders and managers. Complexity of creating managers and leaders; Discussion of the issue in `A Force for Change: How Leadership Differs from Management,' by John P. Kotter; Kotter's description of the differences between managers and leaders; Freedom of leaders without management responsibility.

The article discusses the chemical industry as of March 2013, focusing on the economic performance of the industry in 2012 and economic forecasts for 2013. According to the article, uncertainty about economic conditions in 2012 adversely impacted volumes despite favorable market conditions. Topics include mergers and acquisitions in 2011 compared to 2012, private equity firm activity in 2012, corporate financing, and executive confidence.

The article discusses the improvement of business operation towards growth. It mentions the need for organizations to consider its static and dynamic design which involves proper building, equipment and day-to-day activities that deliver its product to consumers. It also notes the role of managers as decision makers who maintain the movement of the company and continually improve it.

The article presents questions and answers from several media-buying executives on the topic of the 2007 cable Upfront. Chris Boothe, President/Chief Activation Officer for Starcom, predicts that buyers would rely more on the scatter market rather than upfront deals. Annie Chen, Vice-President, Broadcast Director of National TV & Radio, believes that multiplatform deals work the best when there is cohesion among all platforms with the same message directives back and forth across all screens.

The article discusses how to improve senior executive communication in organizations. It also outlines what communicators can do to support CEO and senior executive communication. In countless organizations, employees say that their senior executives are not visible, they give few clues as to the future direction of the company, they fail to recognize achievement and sometimes they even punish those who raise issues. Research reveals that improving the communication of senior executives, especially the CEO, may be the most cost-effective way to improve employees' satisfaction with communication in their organizations. Executives need to talk regularly to employees about the organization's purpose, activities, goals, points of difference, customers, competitors and how their departments and their own personal efforts contribute. While research may well show that employees in many organizations think communication with their senior executives can improve, most heads of corporate communication think their CEOs at least have the right attitude. INSET: CEOs seem to be listening.

The article discusses the aerospace and defense industry and the results of a 2010 Market Survey of senior commercial aerospace and defense executives conducted by the CSC company. CSC Manufacturing Group president Eileen Sweeney is quoted regarding issues isolated by the survey. She notes issues in the areas of supply chain integration, partner collaboration, and use of analytical decision-making techniques.

Explains how executives could uncover enormous opportunities for their business through structured thinking about the future. First-mover advantage; Identification of the social, environmental, political and economic risks of today's business decisions; Futures methodologies; Alternative views of the future; Effect of choices in the present; Capitalist world; Community world.

Focuses on the qualities of effective employee management. Disadvantages of an omnipresent manager in the workplace; Appropriate ways of providing guidance to employees; Importance of work delegation.

Investigates the executive problems experienced by Compaq Computer Corp. Bad advice received by chief executive officer Eckhard Pfeiffer; Strained relations between Pfeiffer and the company's senior executive team; Statistical information on the financial performance of the company.

Reports that chief executives of Australia's top companies favor a move towards a republic that they suggest would offer an opportunity for a `re-branding' of Australia in a globalized economy. Little downside seen in the change from a constitutional monarchy; Business leaders reluctant to upset monarchist Prime Minister John Howard; Eve Mahlab of Westpac Banking Corp. leading the public support for a republic; Stance of business groups. INSET: Women and a republican Australia..

Features the Aspen Institute, where leaders, from business and other fields, investigate and challenge their own beliefs, attitudes, values and assumptions. Techniques used to uncover values; Reading materials used to better understand Western civilization; Reasons why leaders fail followers.