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Connecting people with information is primarily the realm of enterprise content management. Connecting people with services is the realm of nextgeneration enterprise architectures, such as SOAs, identity management, and complex event processing. However, Enterprise 2.0 is also a social phenomenon, so it must include social software that allows employees to get connected, generate social capital, and get things done more efficiently. However, are these technologies absolutely necessary Perhaps you don t want enterprise content management, and are fine with a patchwork of content silos that only support collaboration with wikis. Perhaps you don t want service-oriented architectures, and instead use alternative approaches like resource-oriented architectures, or Representational State Transfer (ReST). Perhaps you don t want a single walled garden like Facebook in your enterprise, and instead use a patchwork of smaller systems that each manage different kinds of connections: friends, coworkers, clients, prospects, and partners. This is certainly possible, but a patchwork of applications usually requires more maintenance than a strategically deployed system. For those who choose to implement a more strategic Enterprise 2.0 plan, you may still encounter problems similar to those that plagued Knowledge Management 20 years ago if you are not mindful of the lessons that have been learned. As mentioned in 1, the biggest mistake that firstgeneration Knowledge Management systems made was assuming that access to information was the primary problem. In other words, once the information broker the person who shielded you from the information you needed was eliminated, content silos would collapse and innovation would soon follow. Unfortunately, even though the information broker occasionally kept useful information away from you, the broker s primary job was to keep useless information away from you. Eliminating the broker caused a flood of information that few users are able to handle. In the same way, some Enterprise 2.0 vendors are claiming that access to services and people are the main problem, and once all barriers go away, innovation is inevitable. Unfortunately, this is not quite correct. For example, many of your business services are hidden for a very good reason: it is sometimes dangerous to execute services out of order. Many of these services were never properly designed for use by novices, and therefore side effects are sometimes inevitable. Enterprise 2.0 needs to have a broker to ensure people use the right services at the right time. In effect, an SOA initiative without SOA governance can lead to chaos.
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A solid track record in integrating mega-mergers successfully and quickly. The ability to develop new growth engines for the core Stage 3 or Stage 4 business. Success in managing the portfolio of subindustries and spin-off industries along the Endgames curve to achieve optimum growth and shareholder value.
6. Assuming the volumes are additive, what is the + final H (aq) concentration produced by adding 30.0 mL of 0.50 M HNO3 to 70.0 mL of 1.00 M HCl (A) (B) (C) (D) (E) 0.75 M 1.50 M 1.25 M 0.85 M 0.43 M
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The hydrogen ion is secreted across the apical membrane to combine with another luminal bicarbonate and the cellular bicarbonate leaves the cell across the basolateral membrane to enter the plasma. The overall result is that the bicarbonate filtered from the blood at the renal corpuscle has disappeared, replaced by the bicarbonate that reenters the plasma from inside the cell. Thus, no net change in plasma bicarbonate concentration has occurred as all bicarbonate filtered has combined with secreted hydrogen ion and subsequently ended up first inside the cell and then in plasma. It may seem inaccurate to refer to this process as bicarbonate reabsorption because the bicarbonate that appears in the peritubular capillary is not the same bicarbonate that was filtered. Yet the overall result is the same as it would be if the filtered bicarbonate had been more conventionally reabsorbed, like a sodium or potassium ion. It is also important to note that the hydrogen ion that was secreted into the lumen is not excreted in the urine. It has been incorporated into water. Any secreted hydrogen ion that combines with bicarbonate in the lumen to cause bicarbonate reabsorption does not contribute to the urinary excretion of hydrogen ions but only to the conservation of bicarbonate. Specific transporters are required for the transmembrane movements of both the hydrogen ion and the bicarbonate. Active transport of hydrogen ion across the luminal membrane from cell to lumen is achieved by several distinct luminal membrane transporters. First, particularly prominent in the proximal tubule is
Note the syntax here: we specify the element in the construction rule, followed by directions for
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As mentioned, each location term can be either an absolute term (AbsTerm below), a relative term (RelTerm below), or a string-match term (StringTerm below): First::= AbsTerm RelTerm* StringTerm
Let s dive into the details of these challenges and see how leading Balance and Alliance Stage companies address them. Manage the Growth Challenge As companies move into the final stage, they must confront the challenge of how to grow their core business. Typically, Stage 4 companies are in extremely mature industries and their growth options are limited. But growth continues to be a critical success factor, and companies with strong internal growth will be rewarded in Growth continues to be a the stock market. critical success factor, and Consider the tobacco industry. Faced with companies with strong huge legal battles and regulatory constraints in internal growth will be rewarded in the stock the United States and Europe, they turned to less- market. developed countries in Asia and Eastern Europe to make acquisitions, form alliances, and grow their business. Now, tobacco companies have some of the most sophisticated supply chains and organization infrastructures of any industry serving these markets. Consider also the growth path of Japanese-based Canon. Its cameras and optical products spawned photocopiers ... which led to printers ... that now are used with digital cameras ... which brought Canon right back to photography. If it had rigidly defined its total market as any one of these segments, the company might have limited or constrained its growth. Canon s competitors, Kodak and Xerox, made this mistake and ran into significant problems as a result. Canon, however, remained flexible and innovative. And it prospered. To find growth, companies must adopt a growth mindset and redefine the market(s) in which they compete. Look at next door markets: expand the definition of market scope by zooming out until your market share is under 25% and preferably closer to 10%. Suddenly, plenty of growth opportunities will materialize. Address the Potential for Industry Regulation Because Balance and Alliance Stage industries are so concentrated, the most successful companies are often lightning rods for government scrutiny and regulation, as well as public backlash. Second-tier com-
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