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Change moves fast, and organizations can struggle to keep up. Mergers and acquisitions create new organizations, and managerial charts flatten, with fewer layers of administration in the middle causing people to be expected to do more with less. The optimal way to achieve critical outcomes is by scaling development opportunities across the entire organization. The following 3 key strategies outlined in this paper will help more quickly achieve concrete results, future-proof the organization, and drive an inclusive culture of learning: (1) Plan your leadership strategy; (2) Provide access to relevant content; and (3) Leverage internal and external talent.

The uncertainty and disruption imposed by the COVID-19 pandemic are so extensive that they will far outlast the pandemic itself. It is difficult to scale leadership development when staff is constantly shifting and leaders are struggling just to keep up with the day-to-day challenges of their work and personal lives. HR and L&D (learning and development) professionals need tools and solutions that allow them to access research-backed content and deliver transformational development experiences across the enterprise. A strong leadership development partner can stay on top of the latest research and trends, anticipate needs, and help pivot quickly to scale large organizational changes in the timeframe needed. The key to successfully scaling leadership development is devising a strategy at the outset. Once the strategy is secured, it is imperative to have the processes and the talent in place to support the initiative and to be able to execute rapidly. When scaling leadership development, it's essential to focus on the following 3 principles presented in this white paper: (1) PLAN Your Leadership Strategy; (2) PROVIDE Access to Relevant & Flexible Leadership Content; and (3) LEVERAGE Internal and External Talent.

We describe simulations of active Brownian particles carried out to explore how dynamics and clustering are influenced by particle shape. Our particles are composed of four disks, held together by springs, whose relative size can be varied. These compound objects can be tuned smoothly from having a concave to a convex surface. We show that even two of these composite particles can exhibit collective motion modifying the effective Peclet number. We then investigate how particle geometry can be used to explain the phase behaviour of many such particles.

Gaia Photometric Science Alerts (GPSA) publishes Gaia G magnitudes and Blue Photometer (BP) and Red Photometer (RP) low-resolution epoch spectra of transient events. 27 high-resolution spectra from Gaia's Radial Velocity Spectrometer (RVS) of 12 GPSAs have also been published. These 27 RVS epoch spectra are presented next to their corresponding BP and RP epoch spectra in a single place for the first time. We also present one new RVS spectrum of a 13th GPSA that could not be published by the GPSA system. Of the 13 GPSA with RVS spectra, five are photometrically classified as unknown, five as supernovae (three as SN Ia, one as SN II, one as SN IIP), one as a cataclysmic variable, one as a binary microlensing event and one as a young stellar object. The five GPSAs classified as unknown are potential scientific opportunities, while all of them are a preview of the epoch RVS spectra that will be published in Gaia's fourth data release., Comment: 11 pages, 11 figures, invited proceedings from the Galactic Astronomy Workshop in Istanbul, 12-13 September 2019 (https://astronomi.istanbul.edu.tr/calistay2019/en/index.php?kod=2), to be published by Istanbul University

Gaia's Radial Velocity Spectrometer (RVS) has been operating in routine phase for over one year since initial commissioning. RVS continues to work well but the higher than expected levels of straylight reduce the limiting magnitude. The end-of-mission radial-velocity (RV) performance requirement for G2V stars was 15 km/s at V = 16.5 mag. Instead, 15 km/s precision is achieved at 15 < V < 16 mag, consistent with simulations that predict a loss of 1.4 mag. Simulations also suggest that changes to Gaia's onboard software could recover ~0.14 mag of this loss. Consequently Gaia's onboard software was upgraded in April 2015. The status of this new commissioning period is presented, as well as the latest scientific performance of the on-ground processing of RVS spectra. We illustrate the implications of the RVS limiting magnitude on Gaia's view of the Milky Way's halo in 6D using the Gaia Universe Model Snapshot (GUMS)., Comment: 2 pages, 1 figure, "The General Assembly of Galaxy Halos: Structure, Origin and Evolution", Proceedings of the International Astronomical Union, IAU Symposium, Volume 317, pp. 346-347 (eds. A. Bragaglia, M. Arnaboldi, M. Rejkuba & D. Romano)

The "Airships: A New Horizon for Science" study at the Keck Institute for Space Studies investigated the potential of a variety of airships currently operable or under development to serve as observatories and science instrumentation platforms for a range of space, atmospheric, and Earth science. The participants represent a diverse cross-section of the aerospace sector, NASA, and academia. Over the last two decades, there has been wide interest in developing a high altitude, stratospheric lighter-than-air (LTA) airship that could maneuver and remain in a desired geographic position (i.e., "station-keeping") for weeks, months or even years. Our study found considerable scientific value in both low altitude (< 40 kft) and high altitude (> 60 kft) airships across a wide spectrum of space, atmospheric, and Earth science programs. Over the course of the study period, we identified stratospheric tethered aerostats as a viable alternative to airships where station-keeping was valued over maneuverability. By opening up the sky and Earth's stratospheric horizon in affordable ways with long-term flexibility, airships allow us to push technology and science forward in a project-rich environment that complements existing space observatories as well as aircraft and high-altitude balloon missions., Comment: This low resolution version of the report is 8.6 MB. For the high resolution version see: http://kiss.caltech.edu/study/airship/

This presentation describes the entrepreneurial and intrapreneurial strategies being adopted by two Technical and Further Education (TAFE) institutions in Australia, Northern Territory University and the Victoria University of Technology. The similarities are stressed between TAFE institutions, North American community and technical colleges, and Europe's vocational colleges, all of which meet the specific needs of industry, business, and the community. In addition, all three of these systems are currently facing funding cuts from government agencies; government-initiated policy changes; greater competition from both the public and private sector; and demographic shifts that are changing the composition of the student population. In response to these challenges, the TAFE institutions have taken initiatives to maximize their competitive edge in the training market. Some of the entrepreneurial strategies adopted are: (1) establishing strategic alliances with key partners; (2) designing and delivering flexible training packages; (3) identifying industries where little structured vocational training has been implemented; and (4) delivering training services to clients off-shore. In addition, some intrapreneurial strategies have been designed and implemented to put each organization on a more business-like footing, including budgeting for staff development programs, investing in high-quality equipment, and building "live work" simulations into training programs. The authors conclude that the implementation of these business-like practices have had significant short-term benefits in terms of enhanced budgets, physical resources, and staff skills. (CAK)