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11 мая, 10:50

Donald Trump 'Reveals' James Comey's 'Golden' Replacement In Spoof Call With Vladimir Putin

President Donald Trump has already lined up a new director of the FBI. In Conan O’Brien’s latest montage of imagined telephone calls, Trump tells Russian President Vladimir Putin he’s chosen a “really, really good boy” to succeed James Comey. On Tuesday, Trump fired Comey, who was heading an FBI investigation into possible ties between Trump officials and Russia. “He’s golden,” the fake Trump said of Comey’s possible replacement. “Yeah, he already ate a lot of the files. I think he’s a good fit.” Watch the clip above to see who Trump is thinking of, and to hear some of his other nicknames for “Rootin’ Tootin’ Putin.” type=type=RelatedArticlesblockTitle=Related Coverage + articlesList=591402aee4b066b42170fff7,5912cba0e4b05e1ca2032c4b,590d9366e4b0d5d9049ccbc9,5912affce4b05e1ca20303c5,591191a5e4b0104c73522199 -- This feed and its contents are the property of The Huffington Post, and use is subject to our terms. It may be used for personal consumption, but may not be distributed on a website.

24 апреля, 16:00

The 4 Types of Organizational Politics

The first 100 days are usually the honeymoon period for any new CEO to make their mark and get others on board. However, for Airbus CEO Christian Streiff, it was just a brief window before his abrupt departure from the European aircraft company that’s part of the EADS consortium, along with DiamlerChrysler and Aerospatiale-Matra. Streiff’s drive to speed up decision-making, overcome bureaucracy, and deliver rapid execution, exposed historic and deep divisions between executives at the consortium. There were reports of internecine feuding at Airbus: The internal atmosphere was tense; jobs were allocated by preferences other than commercial criteria; and mistakes such as insufficient cabling were a result of internal conflicts and mistrust. Even Streiff ended up concluding that it was the political nature of Airbus that prevented it from becoming an integrated company. In short, he became the unintended victim trapped by what the Financial Times called “byzantine organizational politics.” Dysfunctional politics can sink an organization, and yet most of the executives I teach react with distaste to the idea of being a savvy organizational politician. Yes, it can be self-serving. However, the reality is that politics is normal. According to McGill’s Henry Mintzberg, it’s just another influencing process along with norms, formal authority and expertise. Thus it’s important for leaders to understand the forms it can take and how to use it for the well-being of the organization. Defining politics While we would be naive if we didn’t acknowledge politics as a potentially destructive force, when deployed effectively it can help the company meet its strategic goals and live up to its values, especially during organizational change. So what is it? Organizational politics refers to a variety of activities associated with the use of influence tactics to improve personal or organizational interests. Studies show that individuals with political skills tend to do better in gaining more personal power as well as managing stress and job demands, than their politically naive counterparts. They also have a greater impact on organizational outcomes. However, political behavior is also likely to be present, but not explicit, until it is too late. For example, it may be the case that a manager needs to exert a large amount of pressure on a team to get something done by using the power of their position over others. It is also occasionally necessary for employees to work behind the scenes to build coalitions of believers in a new vision to convince others. Whatever the situation, it is important to understand that the root cause of political activities are often scarce resources (including time pressures), social and structural inequalities, and individual personal motivations. Executives can view political moves as dirty and will try to distance themselves from those activities. However, what they find hard to acknowledge is that such activities can be for the welfare of the organization and its members. Thus, the first step to feeling comfortable with politics requires that executives are equipped with a reliable map of the political landscape and an understanding of the sources of political capital. Mapping the political terrain To address these challenges, we need to chart the political terrain, which includes four metaphoric domains: the weeds, the rocks, the high ground, and the woods. Each has different rules for skillful navigation. Navigating these domains requires awareness of two important dimensions. First is the level that political activity takes place. Political dynamics start with the individual player and their political skills. These can evolve into group-level behaviors. At the other end of this dimension is the broader context, where politics operates at the organizational level. The second dimension of the political landscape is the extent to which the source of power is soft (informal) or hard (formal). Soft power is implicit, making use of influence, relationships, and norms. Political activity based on “hard,” formal, or explicit power draws upon role authority, expertise, directives, and reward/control mechanisms. These two dimensions of power can provide us with the tools to navigate the four metaphoric domains.   The Weeds In this quadrant, personal influence and informal networks rule. I call it “the weeds” because it’s a dynamic that grows naturally, without any maintenance. It can be a good thing. For example, at one not-for-profit organization, the Secretary General was seriously underperforming, and sometimes acting unethically, leading staff to worry that they’d lose the support of key donors and government officials. As a result, an informal group regularly met to cover up his mishandling of situations. However, the problem became unsustainable and the same group, within the year, helped to ease him out to protect the organization’s reputation.  Thus, the development of an informal coalition saved the organization and political activities, in this case, were a force for good. But “the weeds,” if left unchecked, can also form a dense mat through which nothing else can grow. In these circumstances, informal networks can be a countervailing force to legitimate power and the long-term interests of the organization. For instance, they can thwart legitimate change efforts that are needed to put the organization on a sounder long-term financial footing. To deal with the weeds, get involved enough to understand the informal networks at play. Identify the key brokers, as well as the gaps — if you can fill the gaps — or ally with the brokers, so that you can increase your own influence. Conversely, if the brokers are doing more harm than good, you can try to isolate them by developing a counter-narrative and strengthening connections with other networks. The Rocks Power in “the rocks” rests on individual interactions and formal (or “hard”) sources of authority such as title, role, expertise, or access to resources. It might also include political capital that arises from membership of or strong ties to a high status group such as the finance committee, a special task force, or the senior management team. I call this the “the rocks” because rocks can symbolize a stabilizing foundation that keeps an organization steady in times of crisis. But conversely, the sharp edges of hard power can wreck a plan. Consider a mid-sized advertising agency that was implementing a new growth strategy. The Chairman used his formal power to stop the changes. He would constantly question decisions agreed with the management team, change his mind from one meeting to the next, stop agreed allocation of resources to new structures, and take people off the special task forces, without notification. Here we see the formal use of hard power to satisfy self-interest over the firm’s longer-term value. Navigating the terrain here relies on drawing on formal sources of power, rather than fighting against them. Your best bet is to redirect the energy of a dysfunctional leader, either through reasoned argument or by appealing to their interests. For example, in the case of the advertising company, senior executives used the argument of “leaving a legacy” to get the Chairman to see how he was undermining his own and company’s long term interests.  In fact, it was this sort of political behavior and misuse of power that inspired Max Weber, a sociologist an early organizational scholar, to write the classic book Bureaucracy, where he argued that bureaucracy was the most rational and best way to organize and co-ordinate modern corporations.  This leads us to take the high ground. The High Ground The high ground combines formal authority with organizational systems; I use the term to describe the rules, structures, policy guidelines, and procedures that form the basis of political activities.  The benefits of these rules and procedures are they provide a check against the whims of individual level, charismatic or autocratic individuals. Thus, the ‘high ground’ provides guide rails for the rocks. It’s a functional political. process that uses structures of control systems, incentives, and sanctions that keep the organization in compliance.  However, as many executive know, rules and procedures can also lead to the company becoming overly bureaucratic, where rules are used as a political device to challenge interests not aligned with the bureaucrats, or to prevent innovation and change. If you find yourself stranded on the high ground, take a lesson from one company that used feedback from clients, customers, and end-users to highlight difficulties and make the case that the current structure was constraining the organization. Since organizations where the high ground is a problem tend to be risk-averse, you can also try emphasizing that not changing can be even riskier than trying something new. You can also argue that a separate group or task force needs to be set up to examine an issue or bridge silos. It creates a working space outside of the mainstream structures, norms, and habitual routines of the organization, providing an alternate source of power. Such groups can also revitalize innovation and change. For instance, a public agency was having problems collecting revenues because the structures were slow and had to follow formalized steps to stop potential fraud. It meant that millions of tax revenues were not collected at the end of the year. Senior leaders decided to set up a dedicated task force outside of the formal organizational structure to solve the problem. After the first year, they had reduced the problem by over 50% and reached an 95% recovery rate by the second year. The organization then changed its official processes to match these improved methods.  Other well-known examples of similar methods include the changes at Nissan, pilot projects at Asda, and companies opening up Innovation Labs in Palo Alto to remove the barriers of bureaucracy. The Woods In addition to their formal processes and guidelines, organizations also have implicit norms, hidden assumptions, and unspoken routines — and that’s where we get into “the woods.” The woods can provide cover and safety for people in your organization; or they can be a bewildering place where good ideas and necessary changes get lost.  Thus, here it is important to understand the woods from the trees as you can miss the former if you focus on the symptoms rather than the hidden barriers to strategy execution. Strong implicit norms can define what is even discussable. In some organizations, for example, displays of emotion may be seen as socially undesirable, and so the organization finds ways to marginalize, ignore, or reframe any emotions that are shown. In other organizations, the display of certain emotions are essentially mandatory — think of the smiling flight attendant. Some organizations get lost in their woods. They focus on the presenting issue rather than the unspoken ecosystem of habits and practices that remain unseen. The challenge here is to make the implicit explicit.  Ask the stupid question, bringing implicit organizational routines and behaviors to the surface. Ask clients, recent hires, or temporary contractors about their observations and experience of how the company works; a fresh pair eyes will often identify things that incumbents are blind to seeing. Get benchmark information from surveys and specialist experts. Once the implicit assumptions are out in the open, ask your team to reflect on whether they’re helping your company or hindering it. For example, consulting to a newly merged, international telecoms company, we conducted a simple exercise using the culture web framework to help each of the newly merged entities to describe their own cultural norms and those of the other parties.  It quickly generated truths and myths that could be discussed and used to iron out blockages in them rolling out their distribution and cable network — the key to capturing subscribers and business operational success. Understanding the political terrain can help executives fight dysfunctional politics. But it’s also important to recognize that each landscape also contains positive dynamics. In either case, try to understand the drivers rather than just judge the behaviors. Project leaders who do can avoid the hidden traps of political dynamics, defend themselves against the dark side of politics, and use what they know to support wider organizational goals will find it easier and get more skilled engaging in positive political behaviors at all levels of the organization.

22 апреля, 17:04

Разведку ФРГ заподозрили в слежке за Интерполом

Немецкие СМИ считают, что Федеральная разведывательная служба ФРГ (БНД) на протяжении многих лет шпионила за Интерполом.

Выбор редакции
31 января, 07:41

President Donald J. Trump Appoints Thomas Homan as Acting Assistant Secretary of Homeland Security (Director of ICE)

The President today appointed Thomas D. Homan of Virginia to be an Acting Assistant Secretary of Homeland Security (Director of ICE). Mr. Homan is currently the Executive Associate Director (EAD) for Enforcement and Removal Operations (ERO) at U.S. Immigration and Customs Enforcement. 

27 января, 10:30

США и Европа готовятся к усилению антироссийской информвойны

Штат рабочей группы East StratCom, учреждённой Европейской внешней службой (EAD) для реагирования на "кампанию дезинформации со стороны России", в 2017 году будет увеличен, об этом сообщил представитель Европейского союза по иностранным делам и политике безопасности. Оперативная рабочая группа по стратегическим коммуникациям (East StratCom Task Force) — экспертная группа, созданная Европейской службой внешнеполитической деятельности в апреле 2015 года на основании принятого на встрече Евросоюза решения о необходимости "противостоять продолжающимся дезинформационным кампаниям со стороны России". Служба призвана оказывать поддержку делегациям Европейского союза в Азербайджане, Армении, Белоруссии, Грузии, Молдавии, Украине и в самой России.  Во главе службы с августа 2015 года стоит британский дипломат Джайлз Портмен. В состав группы входят четыре штатных сотрудника ЕСВД и пять экспертов в области коммуникаций и русистики, делегированных правительствами Великобритании, Дании, Латвии, Чехии и Эстонии; с группой сотрудничает около 400 журналистов и экспертов из её целевых стран. Следует отметить в этой связи, что помимо прибалтийских государств, отличающихся традиционной русофобией, при этом не обладающих существенными возможностями для антироссийской пропаганды за рубежом, довольно большой объём средств для ведения информационно-пропагандистского вещания выделяет Германия, задействуя для этих целей свой государственный телеканал DW, который, согласно их официальному отчёту перед Бундестагом, получил на эти цели в 2015 году (данные за 2016 будут, скорее всего, доступны ближе к середине текущего года) 286,7 миллиона евро. Средства, как указано в документе, были привлечены, в первую очередь, для работы журналистов DW в России и на Украине, что уже само по себе довольно интересно. И всё это на фоне беспрецедентного давления на отечественные средства массовой информации, которое осуществляется как в странах Евросоюза, так и в США: аресты российских журналистов, запрет вещания, закрытие корпунктов и выдворение сотрудников, создание атмосферы антироссийской паранойи, выражающейся в постоянном подчёркивании российской "пропагандистской угрозы" — всё это, видимо, призвано выдавить российские СМИ с рынка стран ЕС и существенно подорвать доверие зрителя к альтернативным средствам массовой информации.  Не отстают от своих европейских коллег и американские правительственные вещательные структуры. Так, печально известное американское правительственное агентство BBG, которое управляет иновещанием США и курирует, в частности, "Радио свободы" и "Голос Америки", накануне объявило конкурс на создание программ и аудиовизуального контента для стран Центральной и Южной Азии, а в числе языков, на которых будет создаваться контент, обозначены азербайджанский и узбекский. Контракты подразумевают создание передач для радио и ТВ, причём подчёркивается, что они должны пройти обязательное предварительное согласование в вашингтонском офисе BBG, а также соответствовать "правилам, требованиям и стандартам агентства". Такого рода активность американских пропагандистских подразделений в зонах стратегических геополитических интересов России свидетельствует об усилении, несмотря на всю риторику, работы по подрыву усилий Москвы по реинтеграции постсоветского пространства. Вместе с тем, как отмечают эксперты, у последних решений профильных европейских и американских ведомств, отвечающих за продвижение своей и подавление "чужой" медиаповесток, есть и внутрироссийское политическое измерение. В России близится к завершению большой федеральный электоральный цикл, и в этой связи эксперты прогнозируют усиление информационного давления на Россию и существенный рост количества критических по отношению к действующему руководству страны материалов. Причём это далеко не обязательно будет непосредственно контент DW, "Голоса Америки" или "Радио свободы" — речь может идти о разного рода завуалированных методиках продвижения нужного контента. Это могут быть разного рода партнёрские программы, помощь в производстве теле- и радиопрограмм, стажировки репортёров или семинары по внедрению "стандартов этической журналистики". В любом случае общество имеет право знать, какие цели преследуют западные правительственные ведомства, осуществляющие вещание на территории России, декларируя при этом в своих внутренних документах политику противодействия "российской пропаганде".

18 января, 13:25

В Анапе море выбросило на берег беспилотник НАТО

На российское побережье Чёрного моря в районе Благовещенской косы неподалёку от Анапы 15 января 2017 года море выбросило беспилотную реактивную мишень семейства Airbus Do-DT25. Она представляет собой беспилотный летательный аппарат самолётного типа, использующийся во время учений как имитация самолёта противника. Скорее всего, была утеряна во время проведения учений НАТО, сообщает  bmpd.livejournal.com Данный беспилотник был создан в 2001 году компанией Dornier GmbН по запросу бундесвера, попросившего создать реактивную мишень для проведения учений с применением систем ПВО. До этого компанией уже была разработана Do-DT35, однако запрос Министерства обороны потребовал создания дрона большего размера. Do-DT25 имеет длину три метра и размах крыльев 2,6 метра. Также он обладает возможностью запуска малоразмерных дронов-мишеней Do-DT55, имитирующих запуск ракеты. Do-DT25 оснащается двумя небольшими турбореактивными двигателями с общей максимальной тягой в 50 килограммов. В настоящее время наиболее распространённым вариантом является модификация мишени Do-DT 25-200 со стартовой массой 150 килограммов и скоростью полёта до 540 километров в час. Это самая большая из серии дронов-мишеней, она может имитировать самолёты на высотах полёта до семи с половиной километров, при этом её радиус действия ограничивается станцией радиоуправления и составляет около 100 километров. Запуск производится с пневматической катапульты финской фирмы Robonic, посадка в случае непоражения — парашютная. Компания Dornier GmbН впоследствии была поглощена корпорацией Airbus, и производство мишеней перешло к её структурному подразделению EADS. Подобные мишени широко распространены и используются армиями стран НАТО. Скорее всего, выброшенная на берег мишень использовалась во время учений НАТО Sea Breeze 2016 в июле 2016 года. Таким образом, она проплавала в водах Чёрного моря не менее полугода.

22 декабря 2016, 15:00

Система ПВО Северной Америки (часть 4)

К началу 90-х система ПВО Северной Америки – NORAD, из структуры, первоначально предназначенной для противодействия советским дальним бомбардировщикам, превратилась в многофункциональную организацию с широким кругом ответственности. Система управления NORAD имеет иерархическую структуру и представляет собой совокупность функционально связанных органов и пунктов управления, систем связи, систем и средств автоматизации сбора, обработки, отображения, приема и передачи информации о воздушно-космической обстановке. В состав Объединенного командования ПВО входят Командование военно-воздушной обороны ВВС США (USAF Air Defense Command), Канадское авиационное командование (Canadian Air Command), Военно-морские силы (Naval Forces CONAD/NORAD) и Армейское командование войсками противовоздушной обороны (Army Air Defense Command).

29 ноября 2016, 15:00

Многоцелевой военно-транспортный самолёт CASA C-295

CASA C-295 — это многоцелевой турбовинтовой транспортный самолет производства компании Airbus Military. Был разработан специалистами консорциума Airtech во главе с испанской компанией CASA и индонезийской фирмой Industri Pesawat Terbang Nusantara. Данный транспортный самолет является дальнейшим развитием модели CASA CN-235, превосходя ее в дальности полета и грузоподъемности на 50%. Первый полет прототипа транспортника CASA C-295 состоялся в 1997 году. Серийное производство самолета началось в 2000 году. По данным компании-производителя, на октябрь 2016 года заказано уже 169 военно-транспортных самолетов данного типа.

28 ноября 2016, 15:51

«Алмаз-Антей» передал военным бригадный комплект ЗРК «Бук-М3»

Концерн ВКО «Алмаз-Антей» поставил в войска бригадный комплект ЗРК средней дальности «Бук-М3».

06 октября 2016, 17:45

In formation

The A380 rarely flies economy TEN years ago this September Airbus’s first A380 superjumbo, laden with passengers, took to the skies over Toulouse. Airbus’s bosses hoped that the world’s largest jetliner, the first with two full decks, would help the European planemaker get even with its American rival, Boeing. But problems quickly mounted. In October 2006 Airbus revealed the third delay to the A380 programme. Development costs spiralled out of control, to $15 billion; three chief executives lost their jobs in succession that year. The trauma prompted a sweeping modernisation effort that went further on September 30th with a restructuring announcement by Tom Enders, Airbus Group’s chief executive. The company began as a jumble of the national aerospace firms of France, Germany, Britain and Spain, jointly known as EADS, in 1967. Mr Enders has laboured, with much success, to reduce state influence on the group and to create a profit-driven firm like any other. But the roots of the past run deep. Airbus Group sits at the top of three divisions—jetliners, defence and space, and helicopters. The jetliner division, for example,...

21 сентября 2016, 17:59

Friday: Tune In To The Live Webcast of the Freedman's Bank Forum

  ​On Friday, September 23, 2016, the U.S. Treasury Department will host the Freedman's Bank Forum to explore ways to build an economy that works for all Americans. The Forum will be webcast live on the Treasury’s website, and we invite you join us.  This Forum will bring together public, private, and nonprofit leaders to discuss strategies to improve jobs, economic opportunity, financial inclusion, and shared prosperity for all communities. The speakers and panelists will cover recent progress and new opportunities for the Obama Administration and private, non-profit, and local government sectors in fostering broad-based economic growth. They will also consider what more can be done on a variety of fronts to address economic disparities.  This Forum's name is a tribute to the Freedman's Savings and Trust Company, which was created to provide economic opportunity for newly emancipated African-Americans more than 150 years ago, and which was commemorated by the Treasury Department earlier this year. The Freedman’s Bank Forum aligns with the historical significance of the bank and its original mission – to promote economic integration and financial inclusion. Additionally, the Forum coincides with a series of events throughout the Nation’s Capital that will mark the opening of the National Museum of African American History and Culture.  A live webcast will be available here from 9:00 am – 12:30 pm EDT, on Friday, September 23, 2016.   Freedman’s Bank Forum Agenda 9:00 a.m. – 9:20 a.m.                 In Conversation with Secretary Jacob J. Lew moderated by Sharon Epperson, Senior Personal Finance Correspondent, CNBC 9:20 a.m. – 9:30 a.m.                 Roger W. Ferguson, Jr., President and CEO, TIAA 9:30 a.m. – 10:30 a.m.               Panel 1: Building Jobs and Opportunity for Communities of Color Moderator: Deputy Secretary Raskin Panelists: ·         Curley M. Dossman, Jr., Chairman of the Board, 100 Black Men of America, Inc. ·         John W. Rogers, Jr., Chairman, CEO, & Chief Investment Officer, Ariel Investments ·         Raj Chetty, Professor of Economics, Stanford 10:30 a.m. – 10:50 a.m.             Break 10:50 a.m. – 11:50 p.m.             Panel 2: Financial Inclusion and Shared Prosperity Moderator: Derek T. Dingle, Senior Vice President & Chief Content Officer, Black Enterprise                                                 Panelists: ·         John Hope Bryant, Founder, Chairman, and CEO, Operation HOPE ·         The Honorable Kasim Reed, Mayor of Atlanta Georgia ·         Kim Saunders, Founder, President and CEO, Eads Group; Board Member, National Bankers Association 11:50 p.m. – 12:00 p.m.             The Honorable Andrew J. Young, Chair, Andrew J. Young Foundation Dan Cruz is a spokesperson at the US Department of Treasury.

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31 августа 2016, 13:50

Группа ВТБ закрыла сделку по продаже Vivacom

Успешно закрыта сделка по продаже 100% акций InterV люксембургской холдинговой компании Bulgarian Telecommunications Company EAD (BTC), осуществляющей деятельность под брендом Vivacom. Компания была приобретена консорциумом Viva Telecom, в составе Спаса Русева, миноритарных акционеров и ВТБ. Как говорится в сообщении ВТБ, акции InterV были залогом по кредиту объемом 150 млн евро со сроком погашения в мае 2015 года, который был выдан прежним владельцам BTC, и были реализованы вследствие дефолта по данному займу. Продажа акций InterV была осуществлена в рамках открытого аукциона на конкурсной основе, в котором принял участие ряд международных институциональных инвесторов. 20 ноября 2015 Viva Telecom был объявлен победителем аукциона, организованного компанией E Y в Лондоне. Окончательная стоимость заявки составила 330 млн евро, что значительно превысило стартовую цену в 180 млн евро. После закрытия сделки принадлежащая банку дочерняя компания стала владельцем 20% минус одна акция в консорциуме. Группа ВТБ выдала консорциуму Viva Telecom кредит в объеме 240 млн евро для частичного финансирования сделки. Vivacom является перспективным активом, и сложившаяся структура акционеров позволит новым владельцам компании и дальше повышать операционную эффективность, удерживая лидирующие позиции на болгарском рынке.

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31 августа 2016, 13:35

Группа ВТБ закрыла сделку по продаже болгарской Vivacom, войдя в консорциум покупателей

Группа ВТБ во вторник, 30 августа, закрыла сделку по продаже 100% акций InterV — люксембургской холдинговой компании Bulgarian Telecommunications Company EAD (Болгарская телекоммуникационная компания, BTC в латинской аббревиатуре). Об этом российский банк сообщил в релизе, распространенном в среду.

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31 августа 2016, 13:05

ВТБ закрыл сделку по продаже Vivacom

ВТБ 30 августа 2016 года закрыл сделку по продаже 100% акций InterV люксембургской холдинговой компании Bulgarian Telecommunications Company EAD (BTC). Об этом говорится в сообщении группы. Компания была приобретена консорциумом Viva Telecom, в составе Спаса Руссева, миноритарных акционеров и ВТБ. Акции InterV были залогом по кредиту объемом 150 млн евро со сроком погашения в мае 2015 года, который был выдан прежним владельцам BTC, и были реализованы вследствие дефолта по данному займу. Продажа акций InterV была осуществлена в рамках открытого аукциона на конкурсной основе, в котором принял участие ряд международных институциональных инвесторов. 20 ноября 2015 Viva Telecom был объявлен победителем аукциона, организованного компанией E&Y в Лондоне. Окончательная стоимость заявки составила 330 млн евро, что значительно превысило стартовую цену в 180 млн евро. После закры

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05 июля 2016, 10:11

НБУ ограничивает возможности банков по кредитованию финансово несостоятельных предприятий

Национальный банк Украины (НБУ) ограничивает возможности банков по кредитованию финансово несостоятельных предприятий и покупке ценных бумаг некачественных эмитентов.

09 июня 2016, 15:08

When Winning Isn't Much Better Than Losing

The Boeing company's KC-46A Pegagus program for the U.S. Air Force has had a very troubled history. The KC-46A is a military version of the Boeing 767 commercial jetliner, which is converted into a airborne refueling vehicle for military aircraft. In theory, the tanker should represent a very cost effective solution for the U.S. A‏ir Force to be able to extend the range of its aircraft to reach any corner of the world to carry out their missions. In practice, turning a Boeing 767 into an aerial refueling tanker has proved to be problematic. Not necessarily because of technical challenges, so much as because of the company's poor business decisions. Although the aircraft was conceived in the early 2000s to meet the Air Force's need for a new, more capable aerial refueling vehicle to replace its aging KC-135 and KC-10 tankers, also manufactured by Boeing (and in the KC-10's case, McDonnell Douglas, which merged with Boeing in 1996), the development of the aircraft was delayed for a decade because of a hiring scandal that led the company to fire its CEO and CFO in December 2003. It wasn't until February 2011 that the U.S. Air Force finally awarded a $4.9 billion fixed-price contract to build 150 KC-46A tankers to Boeing, which would be the initial step toward replacing all 400+ aircraft in the Air Force's refueling fleet. But to win the lucrative contract, Boeing aggressively underbid its main competitor, EADS North America, even though the terms of the fixed price contract would place it at risk of business losses if the company's costs to produce the aircraft escalated by more than planned, unlike the cost-plus contracts that are more typical in military programs. What’s unusual about the tanker program is that Boeing signed up for a fixed-price development contract despite all the uncertainties surrounding such efforts. That decision was dictated in part by a desire to deny arch-rival Airbus access to the U.S. military-aircraft market, and in part by a recognition that the tanker program could become one of the biggest projects in the company’s history. In other words, a franchise worth losing some money on in the near term to secure for the next 50 years. The problem for Boeing is that its costs to produce the KC-46A tanker began going up almost immediately after it was awarded the Air Force contract in 2011. Boeing is projected to exceed its cost ceiling by as much as $300 million — about 6 percent — on the initial contract to develop and build Air Force aerial-refueling tankers, according to government officials. The jet maker will have to absorb the extra costs. Boeing's projected costs to manufacture the KC-46 continued to rise in 2011, reaching a critical point in December 2011 after it reached a 4-year agreement with its biggest union in Washington state, some 10 months earlier than planned. The union pushed to nail down a contract early to ensure that Washington keeps final assembly of the modernized 737, the MAX. Earlier this year McNerney had signaled it could go elsewhere. Many in the aerospace industry couldn’t see a business case for Boeing to put the MAX anywhere but Renton. But the union — stunned by Boeing’s choice in 2009 of South Carolina for its second 787 Dreamliner assembly line — couldn’t take that for granted. In committing to produce the 737 MAX commercial airliner in the Puget Sound, the contract ensured that Boeing would have higher labor costs, which would pinch the company's bottom line. For the KC-46A program, the combination of the company's underbidding to win the contract to build the aerial refueling tanker with the program's escalating costs and now the guarantee of higher labor costs meant that something had to give to keep the tanker program in the black. So Boeing chose to shutter its plant in Wichita, Kansas, where it planned to perform the conversion of its 767 commercial airframe into the KC-46A refueling tanker and also where it had been performing maintenance on the Air Force's KC-135 tankers, even though the state's politicians had consistently gone to bat for the program over its history. Their steady support however was no match for the company's pinched margins. Although this story fits all too easily into the narrative that Boeing is a heartless industrial behemoth driven solely by profits — the Bain & Company of the aircraft business — the truth is a bit more complex. It doesn’t make sense for a big defense contractor to alienate its political base unless there are vital concerns at stake, and the reality is that the Wichita plant’s revenue stream has been slowly drying up for some time. With key programs coming to an end, the tanker effort would have had to carry much of the under-utilized facility’s overhead, making it unnecessarily expensive. It’s not that Boeing is trying to escape organized labor. Its Seattle-area workforce is famously militant. But the company has to find efficiencies everywhere it can to make a profit on the tanker program, and therein lies an overlooked fact about Pentagon purchasing practices. The acquisition strategy that the Obama Administration put together to finally break the impasse over purchase of a new tanker was what people in the defense business call a “price shootout.” In other words, price was the key determinant of who won, because both bidders met all the other criteria for selection. Unfortunately for Boeing and the workers of Kansas, the other bidder was Airbus, a European company that the World Trade Organization has found to be chronically in violation of treaties regarding export subsidies. Subsidies were the main reason why the European company thought it could beat Boeing in its home market to win the tanker program. And they were the reason why Boeing management was convinced it had to bid very aggressively if it was to have any hope of besting its rival. Senior executives were so nervous about the bid that they discussed it with Boeing’s board of directors before going forward. The bottom line is that Boeing assumed considerable risk to secure the tanker contract and keep Airbus out of its home market. Pentagon acquisition officials were able to brag that they had secured a new generation of aerial-refueling tankers for less money than anyone thought possible. But here’s the downside: Boeing ended up having to cut costs everywhere it could to avoid losing money on the tanker program, including Wichita. Keeping an under-utilized, high-cost facility in the production mix would have eroded the program’s already razor-thin profit margin. With Boeing’s resources over-stretched trying to match Airbus’s heavily subsidized development efforts on the commercial side, Wichita had to go. Over 2012 to 2013, Boeing transferred all of the 2,170 jobs and work at its Wichita facility to other locations, marking the permanent loss of $570,300,000 in annual revenue to Wichita's economy, which equates to 0.5% of the state of Kansas' entire GDP. With many of the city's general aviation manufacturers also struggling to sell their small aircraft products to the world market during that time, Boeing's choice to move the production of its KC-46A tanker program was a major blow to the entire region. Four years later, the program is still greatly troubled, as it was just reported that Boeing's KC-46 tanker isn't capable of refueling Boeing's C-17 cargo planes in the air because of a major design flaw. Boeing has revealed major design flaws with its $1.3bn KC-46 airborne fuel tanker. The plane is designed to refuel jets in midair, replacing the KC-135, a plane that has been around since the 1950s. However, Boeing has admitted a flaw in the plane's refuelling boom means it will not be delivered in August 2017 as expected. By the time the KC-46A aerial refueling tanker enters military service, more than two decades will have passed from when the aircraft was first conceived, where it will have cost Boeing at least $1.3 billion more than it planned to put the plane into service. Not to mention the jobs and reputations of several of its top leaders. The cost of redesigning the tanker's refueling boom has yet to be added to that total. For a program that has always had razor thin margins, that cannot be a good development for Boeing. Perhaps winning the KC-46A contract wasn't really worth it.

24 мая 2016, 15:55

Ракета-носитель «Союз» вывела на расчетную орбиту европейские спутники связи Galileo-13 и Galileo-14

Европейские космические аппараты Galileo FOC M5 приняты на управление заказчиком. 24 мая в соответствии с программой полета в 15:36 мск два европейских космических аппарата Galileo FOC M5 («Галилео») успешно отделились от российского разгонного блока «Фрегат-МТ». Космические аппараты находятся на целевой орбите и приняты на управление заказчиком.Пуск российской ракеты-носителя «Союз СТ-Б» с разгонным блоком «Фрегат-МТ» состоялся 24 мая в 11:48 мск из Гвианского космического центра (ГКЦ, Французская Гвиана).Космические аппараты Galileo FOC М5 изготовлены компанией EADS Astrium (Франция) по заказу Европейского космического агентства. Они пополнят орбитальную группировку европейской навигационной системы Galileo.Европейская глобальная система спутниковой навигации Galileo — аналог российской ГЛОНАСС и американской GPS; ее проект разработан Европейским космическ...

20 мая 2016, 06:16

Производство вертолетов AIRBUS HELICOPTERS

Airbus Helicopters — франко-немецкая компания, один из ведущих производителей вертолётов в мире, до недавнего времени называлась Eurocopter и входила в состав корпорации EADS (сегодня - Airbus Group). До образования в 1992 году вертолеты в Европе производились двумя фирмами – немецкой MBB и французской Aerospatiale. Именно в результате их слияния и появилась компания Eurocopter.

17 мая 2016, 11:43

ВСМПО-АВИСМА в 2016 году увеличит поставки титановых изделий для Airbus на 10-15%

ВСМПО-АВИСМА планирует в 2016 году увеличить поставки титановых изделий для европейской авиастроительной корпорации Airbus на 10-15% по сравнению с 2015 годом. Об этом компания сообщила в годовом отчете. Основными заказчиками корпорации на внутреннем рынке являются: ПАО "Компания "Сухой", ПАО "Уфимское моторостроительное производственное объединение", ОАО "Силовые машины", АО "Производственное объединение "Севмаш", АО "Воткинский завод", OAO "Калужский Турбинный завод", АО "НПЦГ"Салют", ПАО "Научно- производственная корпорация "Иркут", АО "Вертолеты России", ПАО "НПО "Сатурн" и другие. Основные зарубежные заказчики – Boeing, EADS/Airbus, Embraer S.A., Rolls-Royce plc, SNECMA, UTC Aerospace Systems, Messier-Bugatti-Dowty, TECT, Uniti Titanium, Blades Technology Limited (BTL), Orchid Orthopedic Solution и другие.

12 мая 2016, 04:50

Печенье на миллион: бизнес-рецепт с собственной плиты

Александра Шафорост начинала бизнес с продаж премиального печенья, но новые продукты запускает в сегменте масс-маркет. Почему?

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30 июля 2013, 11:20

EADS меняет имя

EADS меняет имя Историческое заседание проведёт во вторник управляющий совет Европейского аэрокосмического концерна EADS. Главный вопрос на повестке встречи - смена названия... From: Моше Кац Views: 0 0 ratingsTime: 02:14 More in News & Politics