Edison International (EIX) reported fourth-quarter 2016 results, wherein adjusted earnings per share (EPS) of $1.01 from continuing operations surpassed the Zacks Consensus Estimate of 96 cents by 5.2%
In the fourth quarter of 2016, utility sector earnings are expected to be up 6.1% on 15.5% higher revenues.
Consolidated Edison, Inc. (ED) is set to release fourth-quarter 2016 results after the closing bell on Feb 16.
According to Aesop, the plodding tortoise beat the swift hare to the finish line. Reports just released by the Edison Electric Institute (EEI), the industry’s trade group, show the electric utility industry, considered by Wall Streeters a plodding performer compared to the dynamos of industry, has again done well for its shareholders, with electric utility shares outperforming the market (S&P 500) in the most recent and the last ten years. (See figure 1.) Figure 1. Annual total return (dividends plus capital gains) per year for one year,…
Exelon Corporation (EXC) reported fourth-quarter 2016 operating earnings of 44 cents per share, lagging the Zacks Consensus Estimate of 45 cents by a penny.
Exelon Corporation (EXC) will release fourth-quarter 2016 financial results before the market opens on Feb 8.
Your next online order may drop from a warehouse in the sky. No, really! Just look up. You see that airship? No, it is not the Goodyear blimp. Its Amazon's flying warehouse or airborne fulfillment center (AFC). It's dropping off your package from that drone you see coming your way. After completing your delivery the drone will catch the next nearby shuttle to take it back to the blimp. The ongoing strategy for Amazon is to get products into the hands of buyers as fast as possible. Amazon's AFC patent just recently became public. While the drone concept is not new any longer, however, the designs reveal more detailed information about how the drones will be used in conjunction with the airship. So one way this will work is that the AFC will hold stock for a specific event and be stationed nearby such as a sporting event or concert. It may have a refrigeration center for restocking food as well as sporting merchandise for a scheduled delivery, such as the demand for caps and sweatshirts. It could also be used to advertise an event nearby. The filing revealed that the shuttles and drones would operate in an overlay fashion and send data back and forth about current weather conditions or other atmospheric information that could impact the delivery process. It could also relay new routing information such as delivering a just-purchased eBook. Popup fulfillment centers But wait, there's more when it comes to the wide world of online shopping and delivery. Another new element is pop-up warehouses for retailers to support short-term buying cycles, such as Christmas and summer. Unlike the airships, temporary fulfillment centers are not out in the future. They are springing up now. It's all about reducing the cost of the "last mile" delivery. Temporary fulfillment centers make a big dent those costs. Popup warehouses can: • Can scale up or down depending on the season and market. • Delivery products more quickly. • Improve replenishment. • Cut transportation costs significantly. Additional benefits of temporary locations include fast, low-cost delivery to customers. It is a way to add capacity when needed and takes half the time to set up and a fraction of the cost. No long term leases involved. The top three cities during peak shopping time are Seattle, WA, Edison, NJ and Indianapolis, IN. Uberization of ground delivery On-demand transportation has taken another bite out of the cost for ground shipment. At a moment's notice, trucks can be deployed to pick up products and get it to the customer for in-store pickup or same day delivery. It's expensive to send trucks from store to store without knowledge of the needs that also deal with unexpected road and weather circumstances. If that part of the service can be postponed until the trucks are needed, it saves a lot of money. Instead, retailers are looking for options from such companies as Cargomatic or Convoy, trucking companies that offer on-demand services. Building a transparent supply chain As a whole, supply chain delivery services and inventory management have taken off big time in the past ten years. Today, new innovations in inventory and networked optimization tools offer higher levels of visibility to control what is where in the supply chain, giving organizations much more control. Newer technologies manage control and centralize data from one or more warehouses, compiling all data into one system. Inventory is a major expense for most organizations that sell a physical product. Therefore, it is imperative they keep a close look at product levels. Newer technologies allow companies to track and manage procurement along the way. Robotic systems are highly efficient in the warehouse industry. Programs options manage receiving and returns as well as assist with forecasting and planning. For the food industry, robotics can track spoilage and "sell by" dates. Pulling together airships, drones, on demand trucking and warehouse robotics would seem to eliminate troublesome areas of online and catalog orders. The technology for reducing errors and keeping better records is clear, but there is still a need for human activity. It takes a human to fulfill a single order faster than a robot. The costs of the software technology for the airship, warehouse systems (fixed or temporary) and robotic systems are still significant. What can be saved is the time and reduction of errors in managing thousands of SKU's minute by minute. -- 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.
Проект с использованием систем резервного питания Tesla Powerpack 2, реализованный совместно с местным поставщиком электроэнергии Southern California Edison (SCE), будет обеспечивать стабильную работу системы энергоснабжения региона во время пиковых нагрузок, сообщает «3Dnews».
Компания Tesla запустила в понедельник в пустыне Южной Калифорнии, в 60 милях к востоку от Лос-Анджелеса огромное аккумуляторное хранилище энергии. Проект с использованием систем резервного питания Tesla Powerpack 2, реализованный совместно с местным поставщиком электроэнергии Southern California Edison (SCE), будет обеспечивать стабильную работу системы энергоснабжения региона во время пиковых нагрузок.
На фото представлены устройства, использованные для прототипирования. Как видно, за основу взята платформа Intel Edison, так как она поддерживает многие архитектуры, в том числе MIPS и ARM. Всем привет. В этой статье я хотел бы поделиться опытом решения одной интересной проблемы, связанной с синхронизацией данных между IoT-устройствами и облачным приложением. Сначала я расскажу об основной идее и целях моего проекта, а затем подробно опишу его техническую сторону и реализацию: речь пойдет об ОС Contiki, базах данных, протоколах и подобных аспектах. В заключение я кратко перечислю технологии, использованные при построении системы. Читать дальше →
We all face pressure in our lives, but there's nothing like that of an entrepreneur facing customer crises and the competitive challenges of a new business. Don't believe the myth that all you have to do to get rich is bring up an ecommerce website, and the money rolls in while you sleep. Most successful business leaders have learned how to reframe pressure situations into opportunities. Reframing enables you to see any difficult situation in a different light so you can deal with it effectively. The science and human factors behind this approach are explained in a new book, Crunch Time: How to Be Your Best When It Matters Most," by Rick Peterson and Judd Hoekstra. Peterson comes from professional sports, while Hoekstra is a business leadership consultant. Based on my years as a business executive and mentoring entrepreneurs, I'm convinced that the principles of reframing can be learned, and apply equally well to any domain, certainly including business. Thus, here is my own reframing of the authors generalized rules into some specifics for an entrepreneur or business leader: Reframe competitive threats to opportunities. When a competitor appears, you can react with fear and anger, or you can learn from what they offer, and set a goal that converts that threat into an opportunity for you. Don't focus too narrowly. For example, Steve Jobs and Apple moved computer technology to phones to counter falling revenue. Reframe from fighting harder to changing the game. When you find yourself saying, "I need to keep lowering my prices," you just put more pressure on yourself. It's more satisfying and fun to say "It's time to add my new innovation for real value." Your best performance will always come by playing from your strengths, not your weaknesses. Reframe from tension to humor in your approach. Humor has been proven to provide numerous business benefits, including customer loyalty, productivity, and reduced absenteeism. If your team is feeling intimidated by impossible deadlines, it may be time for an event with a fun skit to break the tension and get everyone working productively. Reframe from anxiety to taking control. When the job ahead looks overwhelming, you feel threatened. An effective strategy is to break the task into bite-sized chunks, and conquer them one at a time. This puts you back in control, with success feedback at every step. That's the value of a complete business plan, with milestones along the way. Reframe from doubt to confidence and skill. Many entrepreneurs find themselves in a downward spiral of doubt, when their first customers come slowly. It pays to have passion and confidence to fall back on, as well as in-depth skills, to turn the tide to growth and success. It also pays to have the confidence to ask for help from your advisors. Reframe from failures to learning moments. Using different words with your team enables them to think differently. When things go wrong, refrain from harping on mistakes - rather talk about the lessons learned that make everyone stronger. Thomas Edison had many learning moments before he found great success with the incandescent light bulb. Reframe from barely-prepared to over-prepared. In business, there is no substitute for doing great homework. Many entrepreneurs don't really study competitors, skip financial projections, or don't have a backup plan, so feel stress with every new setback. Great business leaders never stop preparing, and always have alternative plans when pressed. When times are tough, the first battle always fought is in your mind. If you can't win that battle, and lose faith in yourself, you are unlikely to triumph in any business challenge. The reframing strategy is really about overcoming that primal human fear reflex when you are being threatened, to see the threat as an opportunity, or see it in a context where you have the advantage. In fact, the best business leaders I know thrive on the challenges and the pressures of their business, rather than fear them. They actually avoid the alternatives of boredom and "business as usual" as more threatening to their sense of self and well-being. There is nothing more satisfying in business than being your best when it matters most. -- 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.
Why trust? Building trust may be the decisive factor for success in business management in the future, in HR as well as in sales. Trust constructs are shifting from personal/in person relationships to digital connections and, this alone, is creating a new dynamic environment which may inspire insecurity, fear and suspicion from many. 47% of executives that were interviewed by Forbes believed that by 2020 the digital will have an impact on more than half of their sales. As the importance of the digital economy grows, so does the need for trust building with both employees and/or customers. Therefore, one of the key current challenges in the social sciences is to re-think how the rapid progress of technology has impacted constructs such as trust. This is specifically true for information technology that dramatically alters the nature of relationships within any social system or construct.(Luhmann, N. (2005) Risk: a sociological theory.) Business is one such social construct. The impact of digitalization affects both the macro view of social systems and how these systems impact each other, and the micro view of individual actions. Micro: How do we create trusting environments in the new economy? Companies like Philz which aim to bring nurturing and care to their customer experience as part of their product are increasingly successful. CEO, Jacob Jaber, stated at the Recode event in Nov. of last year that their HR department hires people who are nurturers, in other words those who are fulfilled by taking care of others. "A welcoming atmosphere is part of the Philz experience". This will inevitably creates a trusting atmosphere with the consumer, who intuitively acknowledges a "warm and fuzzy" sense and who projects that unto their coffee experience. Philz is not the only one to use building a trusting and open environment into its business strategy: Salesforce is also managed with a similar attitude. Marc Benioff, Salesforce CEO, stated at the Recode conference on work, that he advocates personally for the happiness and well being of Salesforce's employees, customers and friends-"looking out for everyone". He calls them the "Ohana" and points out that this is part of their business strategy: "We are shifting from the shareholder to the stakeholder... I advocate for all my stakeholders." Both companies have successfully built a currency of trust with their employees and their consumers. Some inescapable business trust facts: -High trust companies have about 50% less turnover than their industry peers -Workers who trust their colleagues are 31% more likely to love their jobs. (WorkHuman Research Institute at Globoforce) The environment that builds trust in this way can also be called connective or compassionate. What is compassion? According to Greater Good Science Center: The Science of a Meaningful Life, compassion is defined 'as the feeling that arises when you are confronted with another's suffering and feel motivated to relieve suffering'. Research has shown that we are indeed biologically wired for compassion. Studies confirm that when we feel compassion, our heart rate slows down, we secrete the hormone oxytocin, and regions of the brain linked to empathy, caregiving, and feelings of pleasure light up, which can result in our wanting to engage and care for other people. Which would bring us back to the currency of trust to foster engaging customer relations built on authentic connection and creating an atmosphere of innovation and momentum for employees. Another plus point: this is actually a truly healthy environment that could reduce any number of stress symptoms and stress based diseases. Macro: On the macro level things are changing as well. The work paradigm in general has shifted. According to MBO Partners (MBO is itself more than 90% employee-owned and facilitates business for the self-employed): "in the last five years, the number of independent workers in the US has risen 12%". A fact that impacts all of us in one form or another. We travel by Lyft or Ueber, we stay in other people's houses with Airbnb, we order services through Thumbtack and so on. The numbers are still growing and this trend is strongly based on, again, digitalization. We communicate the products through platforms, platforms offer private services. Anyone can join and sell. Anyone can buy and anyone can voice their opinion on social media. Anyone will be listened to. Building trust is imperative in this climate. We can see a macro reflection of broken trust in today's politics. See the popular votes of Brexit in the UK and Trump in the United States that reflect a lack of trust in government and the existing system by the masses. It seems that trust in the political institutions has been rattled. The results are staggering and show that more than ever, for business, whether it is with employees or with customers, building and maintaining trust is key. While the old model of influence revolves around concepts about Elites. Their privileged information access, the Elite's own interests as well as whether they are in turn connected to the masses. In the digital age everything has changed, research has shown that peer to peer influence is most powerful, the distrust in the general populace is growing and culminating in dissatisfaction and urgency. The democratization and digitalization of information is at the forefront of the news. In some cases it actually is the news or the source of the news. Changing trust models can change a whole entire economic, political and social environment. Doing business in this shifting milieu actually requires companies to build on trust. Maybe this explains the success of Philz coffee, the avant-guarde strategy of Salesforce or the rise of Cisco under its past CEO, now Chairman, John Chambers. Monica Worline (Executive Director of the CompassionLab) in an interview with Nir Eyal (author of Hooked: How to Build Habit-Forming Products), speaks about great leaders who inspire trust: she points to John Chambers at Cisco Systems, saying that he was an interesting leader in technology because he actually believed that you could build a compassionate system. "He gave Cisco a mandate--anywhere in the world, if something difficult happened to an employee, he wanted to know about it within 48 hours. The organization became compassionate because people were much more aware of all the suffering that happens at work." Chambers earned the The Best Performing CEOs in the World award by the Harvard Business Review in October 2014 and the Edison Achievement Award 2016. Needless to say that Cisco had a very successful run under his leadership. Company structure: What are company structures that could help in building the Trust currency? Rather than a "hierarchy" it is a kind of organization that Boston Consulting Group's Philip Evans has called a "hyperarchy," which he defined as a "large-scale, self-organizing community that sets free unusually high degrees of energy and engagement-despite the lack of a clear or direct economic payoff for participants." This is indeed a possibility for creating a competitive advantage in the digital age that is fluid and dynamic enough to adapt to the many changes, yet strong enough in its social and psychological tenants of Trust. Don Peppers, futurist, authority on customer experience management issues agrees: "If you take the right approach to self-organization, it will mean de-emphasizing monetary compensation, and concentrating more and more on the intrinsic motivators that are far more persuasive for most folks who no longer punch a clock. Not that money doesn't matter, but it is not nearly as important as most managers assume. And a self-organizing corporate culture will create value much more efficiently, with much less angst." Fear: And yes, Angst at work unnecessarily prevails- as a matter of fact it is a condition which bears its own name: Ergophobia is the deep and persistent fear of work. The other names for this phobia are Ergasiophobia, or 'work aversion'. Ergophobia is recognized to be part of social anxiety disorder. Where distrust reigns according to Liz Ryan of Bloomberg Businessweek so does fear and therefore most probably Ergophobia, which then relates to higher absences from work, more stress and physical illness: "Would this be your knife in my back? When your employees have to stop and ask themselves, "Is it safe to tell Marybeth my idea?" you have a fear problem in your organization. Workplaces where people steal one another's intellectual capital are places where trust is subordinate to fear (if trust exists at all). If your business is one where backstabbers thrive, ditto. In a healthier shop, people would be comfortable rising up in protest against a backstabbing colleague, and the paradigm "I win when you lose" would be quickly nipped in the bud." Conclusion: Building trust is key. Creating a compassionate and safe atmosphere is where the competitive advantages lie. Whether on the micro or macro levels, leading in this type of environment requires acting in ways that provide clear reasons to decide to trust. There is no returning to the days when organizations expected--and received--unconditional loyalty from employees or from customers. As Nan S Russell writer for Psychology today declares: "The reality is that trust does come with risk, but not giving trust does, too. For those who want the dividends trust brings -- from greater profitability, collaboration, and customer service to higher engagement, productivity, dialogue, innovation, and sustainability, the workplaces, schools, and communities of the future applaud you, need you, and are waiting for you." The CEO of TMobile, John Legere, understands and uses the Trust currency in the following ways: "First of all, I usually reach right out and engage with thousands of complaints, and if they come in big piles, then I shift over and go on Periscope or Facebook Live. Social media, it's fun and it's a game, but everything you need is sitting there, it's right there. The second thing is, I have a number I use to listen to both sides of customer-service calls. And all you need to hear is that people are calling in, and they're telling you exactly what they want to have." With employees: "When I go to retail stores, I jokingly tell the employees that everybody between me and them is the enemy. In effect, what I mean is that in my paramilitary hierarchy, if I can hear them and they can hear me, everything will be fine. All we need to do is make sure the entire company understands that it's their job to pass information between us. And so far so good."He has turned TMobile around with his customer and employee centric strategy into an expanding and successful company. Make the engagement strong whether with employees or customers and build a strong base from which to expand further, grow in innovative ways and keep the stakeholders coming back for more. -- 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.
Canadian Solar Inc.'s (CSIQ) wholly owned subsidiary Recurrent Energy, and the Sacramento Municipal Utility District (SMUD) has signed a 20-year PPA for 60 MW solar power.
There's been a lot of talk in the much-maligned media about truthiness, alternative truths, and warring narratives. It won't do simply to insist that the assertion of "alternative truths" is simply a fancy name for "falsehoods". It's a bit more complicated. The maddening thing is that people can summon lots of little truths in the service of a great lie. For example, you can claim that people cheat when it comes to entitlements and, because some do cheat, use that claim to discredit all social welfare legislation as part of a movement of creeping Socialism. They can even feel smug about it because, after all, helping people is bad for their character. Then there are climate change skeptics who have taken the errors in Al Gore's An Inconvenient Truth to discredit -- wholesale -- the notion that human beings are involved in harming the planet. Yes, there are facts -- but facts don't stand alone. They have to be organized into some kind of narrative. The fact is that we can say true things falsely. We intuitively know this when we hear a politician, a preacher, an ideologue. All the words are true and yet we smell a rat. All the "facts" appear straightforward but there's something that doesn't quite gel. Strangely the opposite can be true - we hear a politician speak and we're deeply moved. The words don't come out right but the pitch and the tone touch something deep within us. "This guy is speaking from the heart and reaching mine. I don't care if his words are out of whack, his message is reaching me where it matters. I'm angry and hurting and now I know why." So truth-telling involves two skills: the marshaling of facts and putting them together in the form of a story. We often call it "connecting the dots." And the dots can be connected to form very different pictures of the truth. The early Church had a similar problem. One theologian complained that it was as if the orthodox had gathered all the colored stones to make a true likeness (a mosaic) of the head of Christ. Then the heretics came along, took all the same stones and made the head of a fox. History teaches us that human beings are masters at telling stories using the "facts" to suit their purpose. History is, in part, the story of the fight for power. which often involved denying others their humanity. Women, slaves, children weren't considered fully human, neither were indigenous peoples. This lack of full humanity was considered an obvious "fact." Think of "The Declaration of the Rights of Toiling and Exploited People" promulgated in January 1918 by Lenin, the master manipulator of facts. The text identified "former people" - they were not quite human. Since they were "former people" they could be disposed of, slaughtered. They were people of the old regime and, therefore, were deficient in humanity and this lack became an excuse for terror. Lenin and his followers believed that some human groups had to be destroyed in order to realize the potential of humanity. Many found themselves bearing the stigma of being a former person! Imagine being looked at as someone who represented a humanity that had had its day! In recent history, the fact that one presidential candidate called some people "deplorables" gave the other candidate a chance to be their champion - someone who could set the story straight and win their hearts. We all have our own peculiar ignorances and blindnesses. There were those who admired Hitler and Mussolini in the 1930s. Mussolini was spoken well of by Will Rogers, Thomas Edison and Andrew Mellon. "If ever this country needed a Mussolini, it needs one now," said a senator for Pennsylvania. Walter Lippmann thought we needed a mild dictatorship in 1933 and told FDR so. What's interesting is not so much what people believe as to the way their beliefs function in the psyche as if they were objective "facts". The Civil War and the abolitionist movement were a seething mess of "beliefs/facts". On the one side was the romantic acceptance of the bloody violence of a John Brown whose soul, no doubt, goes marching on. Many saw the war on slavery as a cosmic event, connected with the Second Coming. Louisiana preacher Benjamin Morgan Palmer saw the abolitionists' "hate" as a world-rending event, a continuation of the rage against authority loosed on the world by the French Revolution. Palmer wrote: "In this great struggle, we defend the cause of God and religion. The abolitionist spirit is undeniably atheistic. The demons which erected its throne upon the guillotine in the days Robespierre and Marat, which abolished the Sabbath and worshiped reason in the person of a harlot... Among a people so generally religious as the Americans, a disguise must be worn; but it is the old threadbare disguise of the advocacy of human rights... Under this specious cry of reform, it demands that every evil shall be corrected or society become a wreck... [But] it pleases God to allow evils which check others that are greater... To the South the high position is assigned of defending before all nations, the cause of all religion and of all truth." Some of this sounds eerily familiar. The irony is that the Civil War was not an Apocalypse. It didn't cleanse us - it ushered in the Gilded Age, an age of luxurious excesses and political corruption. We must struggle to tell the truth but the truth is deeper than a collection of facts which we can manipulate. Truth is related to trust. In one version of the human story, the world is a wedding. To be human is to be betrothed - betrothed to each other in covenant. There's no private trip. We're all in this together "for better for worse." In the old Prayer Book of 1662 the groom said to the bride, "and thereto, I plight thee my troth." I give you myself, my truth. Politicians take note of the story you're pushing in the name of truth. Be sure you're not only a master of the facts but also betrothed to the truth. Remember Emily Dickinson's poem: Tell all the Truth but tell it slant--- Success in Circuit lies Too bright for our infirm Delight The Truth's superb surprise As Lightening to the Children eased With explanation kind The Truth must dazzle gradually Or every man be blind. -- 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.
(IPEC) announced that the three unit nuclear power station on the Hudson River will close fully by 2021. The power station has been a source of controversy through most of its 40 plus year life, beginning when its construction almost bankrupted Consolidated Edison Co. of New York, its builder. It was subsequently owned by the state's power authority and then eventually purchased by a subsidiary of New Orleans based Entergy Corp. The original Indian Point site contained a waterfront amusement park. We doubt at this stage that anyone is still amused.…
Franklin Utilities A (FKUTX) a Zacks Rank #2 (Buy) was incepted in September 1948 and is managed by Franklin Advisers.
What are some startup strategies that people should implement into their daily lives? originally appeared on Quora - the knowledge sharing network where compelling questions are answered by people with unique insights. Answer by Anna Akbari, sociologist, entrepreneur, professor and the author of Startup Your Life, on Quora. There are several ways to apply startup strategies to your everyday life that I talk about throughout my book, but here are three to get you started: Become an MVP: Startups build an MVP or Minimum Viable Product that delivers only the essential features. They keep it simple and lean. And you can become your own personal MVP by stripping away the unnecessary layers that bog you down - all the "shoulds" and "nice to haves" that cloud your judgement, and reconnect with the things that really matter. What's your personal mantra? What is at the core of everything you do? Let it guide you and give yourself permission to let go of the stuff that isn't in line with it. (You're never too old to become an MVP). Make space for failure: The prevailing Silicon Valley sentiment is that if you aren't failing frequently, you probably aren't risking enough. And I'm reminded of Henry Ford's conception of failure: "failure is an opportunity to begin again more intelligently." If we look at our greatest minds and inventors, from Henry Ford to Thomas Edison, they failed more often than they succeeded. But they persevered and continued to experiment and learn from their shortcomings. It's our failures, not our triumphs, that shape us the most and make us better, stronger, more compelling. Giving yourself permission to fall down can be a win. It cultivates patience, teaches hard lessons, and, if you commit to analyzing what went wrong, makes you exponentially stronger the next time around. But we've largely lost patience with cultivating success. We want instant gratification, but the arc of our lives is long and we need to calibrate our definition of success accordingly. Failure and success are not opposites; they are complements on the same spectrum. So redefine failure, what does it mean to fail? Failure is an opportunity to grow from adversity, but only through the sense-making process; we must actively, deliberately reflect on failure (because we don't grow merely from the failure itself, but from what we make of it). Make space for failure by surfing fear. Constantly push yourself out of your comfort zone. Putting yourself out there is rewarding, even without a definite exterior metric of success. Live a life in transition. Change is not coming: it's already here. And the sooner we accept that the stronger we'll be. Startups change course, or pivot, all the time when things don't go as planned. It's not perceived as bad or embarrassing, just necessary for survival. But we often don't give ourselves the same freedom to explore and hit refresh. Sometimes you're just a pivot away from a major breakthrough, professionally or personally. Living a life in transition and hitting refresh allows you to pull from your accumulated knowledge and to move toward something better. You can be the boss of change if you adapt an "always be changing" mindset to keep your mind ripe and ready for change, making you less likely to become derailed when things ultimately don't go as planned. This question originally appeared on Quora. - the knowledge sharing network where compelling questions are answered by people with unique insights. You can follow Quora on Twitter, Facebook, and Google+. More questions: Personal Branding: What are some tips for creating a strong personal image and brand? Life Advice: How can people become more comfortable with the idea of failure? Startups: What does it mean to live life like a startup? -- 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.
FirstEnergy Corp. (FE) has energized a transmission project in Elyria, OH in a bid to capitalize on the rising commercial and industrial electricity demand in the region.
On Jan 16, 2017, Zacks Investment Research downgraded Companhia de Saneamento Basico do Estado de Sao Paulo, or SABESP (SBS) to a Zacks Rank #4 (Sell) from a Zacks Rank #3 (Hold).