Tag: Daimler Chrysler

18-Jähriger verliert die Kontrolle über sein Auto – Fahrzeug kippt um

Der 18-jährige Fahrer eines Pkw Daimler Chrysler befuhr die NM42 von Pyrbaum kommend in Richtung Unterferrieden. In einer Rechtskurve kam er nach rechts von der Fahrbahn ab und steuerte nach links in den Grünstreifen. Beim erneuten Gegenlenken kippte das Fahrzeug auf die linke Fahrzeugseite. Der Pkw kam auf der Fahrbahn zum Liegen. Der Fahrer wurde dabei leicht verletzt und ins Klinikum gebracht. Es entstand ein Sachschaden von rund 7.550 Euro.

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POL-LB: Holzgerlingen, Sindelfingen-Maichingen und BAB 81 – Gem …

Ludwigsburg (ots) – Holzgerlingen: Auffahrunfall mit vier Fahrzeugen und zwei verletzten Personen

Am Mittwoch ereignete sich gegen 16.30 Uhr auf der Bundesstraße 464 ein Unfall, bei dem ein Sachschaden über etwa 21.000 Euro entstand. Ein 40-jähriger Mercedes-Benz-Fahrer hatte sich kurz nach der Ampelanlage im Bereich der Abfahrt Holzgerlingen-Süd auf der Fahrbahn links eingeordnet, um im weiteren Verlauf auf den Feldweg abbiegen zu können. Hinter ihm fuhren nun eine 20-jährige Daimler-Chrysler-Fahrerin und eine 63 Jahre alte Fiat-Lenkerin heran, die ihre Fahrzeuge wohl verlangsamten, um anschließend rechts an dem Mercedes-Benz vorbei fahren zu können. Mutmaßlich erkannte ein 39 Jahre alter VW-Fahrer dies zu spät und fuhr in der Folge auf den Fiat auf. Durch die Wucht des Aufpralls wurde der Kleinwagen der 63-Jährigen zunächst auf den Daimler-Chrysler aufgeschoben, durch diese Kollision dann nach links abgelenkt und prallte schließlich auch noch gegen das Heck des Mercedes-Benz. Die 63-jährige Fiat-Fahrerin erlitt schwere Verletzungen und musste mit dem Rettungsdienst in ein Krankenhaus eingeliefert. Der 39 Jahre alte VW-Fahrer wurde leicht verletzt. Die Fahrzeuge der beiden Verletzten waren nicht mehr fahrbereit und mussten abgeschleppt werden.

Sindelfingen-Maichingen: Auffahrunfall mit drei leicht verletzten Personen

Der 19 Jahre alte Lenker eines Ford befuhr, gemeinsam mit seiner 20 Jahre alten Beifahrerin, am Mittwoch gegen 18.05 Uhr die Stuttgarter Straße von der Konrad-Adenauer-Straße her kommend. Im weiteren Verlauf beabsichtigte er nach links in die Straße Im Pflästerle abzubiegen. Um entgegenkommende Fahrzeuge passieren zu lassen, musste er jedoch zunächst anhalten. Vermutlich aus Unachtsamkeit bemerkte dies eine 40-jährige BMW-Fahrerin zu spät und fuhr auf den Ford auf. Dabei wurden beide Insassen des Ford und auch die BMW-Lenkerin leicht verletzt. Alle drei mussten anschließend mit dem Rettungsdienst in Krankenhäuser eingeliefert werden. Der BMW war nicht mehr fahrbereit und wurde abgeschleppt. Es entstand ein Gesamtsachschaden in Höhe von 4.500 Euro.

BAB 81 / Sindelfingen: Auffahrunfall mit 16.500 Euro Sachschaden

Am Mittwoch ereignete sich gegen 17.15 Uhr zwischen den Anschlussstellen Böblingen/Sindelfingen und Böblingen-Ost in Fahrtrichtung Stuttgart ein Auffahrunfall, bei dem drei PKW beschädigt wurden. Die drei Fahrzeuge fuhren zunächst hintereinander her. Aufgrund der vorherrschenden Verkehrssituation musste eine 41-jährige Skoda-Lenkerin, die den vordersten PKW steuerte, abbremsen. Der hinter ihr fahrende 43 Jahre alte Lenker eines Lieferwagens verminderte seine Geschwindigkeit ebenfalls und die beiden Fahrzeuge kamen schließlich zum Stehen. Ein ebenfalls 41 Jahre alter BMW-Fahrer bemerkte dies, wohl da er etwas zu schnell unterwegs war, nicht rechtzeitig genug. Er fuhr auf den Lieferwagen auf, der hierdurch auf den Skoda geschoben wurde. Der BMW war nicht mehr fahrbereit und wurde abgeschleppt. Insgesamt entstand ein Sachschaden über etwa 16.500 Euro.

Böblingen: Rotlicht missachtet

Ein 65-jähriger Ford-Lenker befuhr am Mittwoch gegen 12.45 Uhr die Herrenberger Straße in Richtung der Calwer Straße. An der Kreuzung mit der Berliner Straße wollte er nach links abbiegen und ordnete sich hierzu auf dem Linksabbiegestreifen ein. Mutmaßlich übersah er anschließend jedoch, dass die für ihn geltende Ampel rot zeigte und bog ab. Dies führte in der Folge dazu, dass er mit einer 25 Jahre alten Audi-Lenkerin kollidierte, die ihm in der Herrenberger Straße entgegenkam. Der Audi war nicht mehr fahrbefreit und musste abgeschleppt werden. Es entstand ein Sachschaden in Höhe von etwa 1.300 Euro.

Rückfragen bitte an:

Polizeipräsidium Ludwigsburg
Telefon: 07141 18-9
E-Mail: ludwigsburg.pp@polizei.bwl.de

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Toledo makes pitch to Fiat Chrysler to keep Jeep Wrangler

A view of the Jeep logo at the Daimler Chrysler North Assembly, Jeep plant in Toledo, Ohio.
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BAIC: World-class China-brand cars; Right here, right now

A decade ago, Chinese cars gained notoriety in the Philippine market for having poor quality and dependability. Add to that the extremely bad aftersales support customers were afforded by the importers of these cheap cars. But that was 10 years ago. Now, Chinese car manufacturers have learned their lessons, and more than ever, are determined to make their companies thrive and become sustainable. They have finally figured out that their businesses cannot be sustained by one-time purchases. Now it is imperative that they also provide their customers with products that are not only packed with state-of-the-art features, but dependable aftersales service as well.

There a hundreds of car manufacturers in China, all of which are aiming at taking a chunk of the country’s 1.4 billion potential buyers. Some companies have been in operation since the 1950’s and have slowly evolved as a leader in the industry.

One of the leading cat manufacturers in China is BAIC. This car brand came out with the “Jingganshan,” a two-door, four-seater sedan, which was their very first model back in in June 20, 1958. That same year, BAIC came out with a much bigger four-door sedan, which looked very similar to a popular American model.

BAIC continued growing and came out with its own version of the Willy’s Jeep, called the Beijing 212 or BJ212 model, which was the first mass-produced military off-road vehicle in China.

Having a vision of moving the company forward, BAIC executives formed international alliances with well known automobile brands in order for them to acquire a solid foundation in the production of cars and strengthen its ability to carry out independent research and development to make them a leader in the automotive market.

In 1984, BAIC made history by setting up a joint venture with the former Chrysler Corporation, which owned the Jeep brand. The two companies successfully developed a number of models. The partnership resulted in BAIC gaining much-needed information in the design as well as technology transfer in the production of vehicles.

In 2002, BAIC partnered with South Korea’s Hyundai corporation, and began local production of Hyundai vehicles in China. The partnership resulted in the production and sales of 1 million Hyundai cars in China, during its first few years of operations. Striving to move up the ladder, a strategic cooperation with Daimler Chrysler was inked, enabling BAIC to produce high-end Mercedes Benz models including the C-Class, E-Class and the GLK. More recently, BAIC acquired the intellectual property rights of Swedish car-maker SAAB, allowing them to perform their own Ramp;D works, and ultimately design their very own BAIC models.

BAIC begins production of own models
In 2010, BAIC International was formed and saw the setting up of their very own design headquarters in Turin, Italy. Heading the design team is Leonardo Fioravanti from the Pininfarina design house. For those not in the know what Pininfarina is, it is the design house that provides design concepts for big car brands including the highly aspirational brand, Ferrari.

Once BAIC’s design house was formed, BAIC began developing car models; from early sketch conception, to 3D and physical models, all on their own.

With the knowhow gained from their international partnerships, BAIC International made it a point to use globally accepted components in their cars to assure its safety and reliability. Some of these global component suppliers include ABB, Linde, Durr, Demag, Ogihara and Bosch, among others.

Currently, BAIC has four production plants across China, but the biggest one is near its capital, Beijing, where it sits on a 1 million square-meter property. The manufacturing plant is fully automated, with robots performing most of the body assembly works. This method assures that all vehicles coming out of the line meet the strict specifications set for both domestic and international use. Each unit that rolls out of the line is also made to drive over a 1.5-kilometer test course filled with pot holes, ruts, bumps and humps to make sure that all welds and screws hold the car and its components together, well. In any case that a component rattles or shakes, the car is immediately brought back to the plant for corrective measures.

Now armed with years of experience in producing well-known and dependable brands, BAIC came out with their world-class, own-brand models that includes: the A115, which comes in a sub-compact hatchback and sub-compact sedan variant; the A315, which is a compact sedan; the MZ540, which is a passenger mini-van; the X424 four-wheel-drive off-roader jeep; and its flagship model, the A520/A523 mid-sized luxury sedan.

The new BAIC models received a warm welcome from the Chinese consumers for its features and durability, as well as the aftersales service provided by the company, that it saw an exponential rise in sales since its introduction in 2010.

BAIC goes international
In 2013, BAIC began international sales with exports reaching Brazil, Mexico, Russia, South America. International sales proved to be very successful as BAIC unit sales reached an astonishing 2.4 million units in 2014 alone. BAIC executives expect sales to grow to 2.9 million units in 2015.

In the same year, BAIC started the production of fully Electric Vehicles, which came in three variants: the A115EV hatchback; the A115EV sedan; and the A520EV mid-sized sedan. During its first year of production, BAIC sold a total of 4,000 EVs. The following year, EV sales jumped to 10,000 units. For this year, BAIC plans to sell 20,000 units–making it the biggest EV seller in China.

The BAIC Group has become one of the five largest automotive groups in China. It has the most comprehensive portfolio of products, covering the full-range from passenger to commercial vehicles.

In 2013, BAIC Group achieved sales of 266.38 billion RMB and 2,164,000 units sold, making BAIC Group No. 4 in China’s automotive sector in terms of income and profit, and No.3 in terms of brand value. Today, BAIC Group ranks No. 248 in the Fortune Global 500.

BAIC International is expanding its international operations with the aim of building “Global BAIC”. This visionary project will give birth to networks in the main regions of the world: the Middle East, Africa, South America, and Asia, including the Philippines.

BAIC International president, Dr. Haiyang Dong, disclosed that although the BAIC brand is fairly young, when compared to their global competitors, they made it a point to correct the mistakes committed earlier by other Chinese brands. Dong acknowledged the fact that several years ago, Chinese car manufacturers did not think of their customers when they built their cars. “They just thought of the volume and did not think of the customers. Back then, the quality was poor and the after-sales service was almost none. This resulted in Chinese cars being branded as cheap, low-quality and bad service.”

“We have learned from their mistakes,” Dr. Dong said. “When we started BAIC International, we made it our goal to build a good image for our company. We don’t focus much on volume and low price, but good quality cars and excellent service. Not just one-time deals!” Dr. Dong exclaimed.

Dr. Dong revealed that BAIC’s core business is the development of reliable commercial, passenger, electronic and other types of vehicles, equipped with user-friendly features that meet the standards of the international automotive market and fulfill customer expectations globally. Under the motto “Faster, Leaner, Smarter,” BAIC International will use the powerful combination of its innovative spirit and its strong research and development capabilities in order to achieve the top position in technology advancement, out-of-the-box business development and global resources integration.

According to Dr. Dong, BAIC International has three goals for their global market: First is to provide ‘product differentiation.’ Dong said different countries have different needs, and said their cars must be tailor-made to the needs of the local consumers; Second is ‘service differentiation.’ “BAIC does not want to repeat the same mistakes of other (Chinese) car brands, when they did not provide after sales service to their international customers. We want to differentiate BAIC from the rest. We will practice what we preach as having the ‘Best service in town;'” Third and last is ‘localization.’ “In the countries where we have BAIC cars, we plan to put up local Ramp;D, local procurement, local manufacturing and local marketing. Cars cannot always be produced in China and exported to other countries. They are not good for the two nations (referring to unbalanced trade),” Dong said.

BAIC in the Philippines
Last year, BAIC partnered with Universal Motors Corporation, the former distributor of Nissan commercial vehicles in the Philippines, to be their official distributor. UMC then established a new company, aptly named Bayan Automotive Industries Corporation (BAIC), to handle the new automotive brand.

Under the leadership of George Chua, BAIC Philippines now offers the complete range of BAIC International models in the country, except for the electric vehicles. BAIC is still waiting for the Alternative Fuel Vehicles (AFV) bill to be passed in congress to determine what subsidies it will get, and determine if the unit price will be feasible.

Asked about their plans in the Philippines, Dr. Dong said that with the right numbers, they are mulling the production of BAIC cars in the Philippines. “For the moment we only have CBU (complete built-up units) in the Philippines. We want to make a trial market test; to see what happens, what the company needs, the reaction for our products and services. And when the volume takes off, within six months or one year, we will start with the local production.”

“KD (knock-down) units are now in the drawing board for the Philippine market, with a production plant being planned to be put up somewhere in Luzon,” Dr. Dong added.

BAIC Philippines now has dealerships/showrooms in Makati, Iloilo and Tacloban; with dealerships opening soon in Antipolo, Bacolod and Cebu.

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Joachim Herbst übernimmt kaufmännische Leitung bei Cornelsen

Joachim Herbst übernimmt am 1. Juli die kaufmännische Geschäftsführung der Cornelsen Schulverlage und der Franz Cornelsen Bildungsholding. Er folgt auf Ulrich Vollmer, der das Unternehmen auf eigenen Wunsch verlässt, um sich einer neuen beruflichen Herausforderung zu stellen.

Herbst war bereits als kaufmännischer Geschäftsführer der AKAD-Gruppe für die Franz Cornelsen Bildungsgruppe tätig, war mit dem Verkauf der AKAD allerings vereinbarungsgemäß ausgeschieden und kehrt nun nach einem Engagement als Director Finance bei BurdaLife in Offenburg zurück zu Cornelsen.

Vor seinem Engagement bei der AKAD arbeitete Joachim Herbst, nach Stationen bei Arthur Andersen und Daimler-Chrysler, seit 1999 für die Ganske-Verlagsgruppe in Hamburg. Von 2001 bis 2007 führte er die Geschäfte des Leserkreis Daheim. 2007 wechselte Herbst in die Geschäftsführung des Jahreszeiten-Verlages, die er im Juni 2013 auf eigenen Wunsch verließ.

Die Geschäftsführung der Franz Cornelsen Bildungsholding und der Cornelsen Schulverlage besteht ab 1. Juli aus:
Wolf-Rüdiger Feldmann (Vorsitz)
Anja Hagen und Frank Thalhofer als verlegerische Geschäftsführer
Joachim Herbst als kaufmännischer Geschäftsführer
Michael von Smolinski für IT und Organisationsentwicklung
Patrick Neiss für Vertrieb

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Any too-big-to-fail institutions in PH?

The world economic downturn that began in 2008the worst since the Great Depression of the 1930shit countries with such ferocity that private corporate institutions that until then had been considered virtually impregnable were brought to their knees. Manufacturing companies, banks, investment houses, retail organizations and service establishments were left struggling to survive.

The financial and economic officialdoms of countries were now confronted by a key policy question that came to be known to be too-big-to-fail question: Which of the institutions battered by the downturn were so bigin size as well as in strategic importance that a government could not afford to see them fall by the wayside? Since taxpayer money would be brought into play, a fierce ideological debate was triggered, with the proponents of the too-big-to-fail viewpoint urging that rescue of deserving institutions in severe-downturn situations represented an appropriate opportunity for government intervention, while the opponents argued that the iron rule of the marketplace should be allowed free play and the battered institutions accordingly left to go under.

While the debate was raging, the sustained deterioration in the world operating environment made the survival of many erstwhile strong institutions an increasingly problematic proposition. Treasuries and economic planning agencies of governments could no longer put off action. Decision-time was here.

Which institutions were too big to be allowed to fail and which were not? Most governments were in agreement as to which institutions deserved, for economic strategy reasons, to be thrown a government financial lifeline.

Size and market reach were the most important common criteria and, other things being equal, a gigantic and nationally-operating institution was a shoo-in for government financial rescue. But other criteria were also brought into play. A comparatively small company was considered deserving of rescue if it was a major player in an industry considered to be strategically significant for the economy.

Given the preeminent position of the US motor vehicle industry in the world and the sizes of their workforces, the Big Three (General Motors, Ford and Daimler-Chrysler) were obvious favorites for Federal loans, guaranties and grants. The venerable Lehman Brothers was thought to be expendable and was allowed to go into liquidation. But a number of major banks and investment houses including Bank of America, American Express, JP Morgan Chase and Citibankwere considered unexpendable and were helped to survive. The decision to allow AIGthe mother organization of the Philippine American insurance groupto survive was one of the most controversial of the too-big-to-fail US government rescues.

Are there, in this country, private commercial institutions that are considered too big and too important to the Philippine economy to be allowed by the government to fail?

Im having a difficult time coming up with an answer. The nearest to too-big-to-fail status that I can think of in Philippine business is Meralco, because of its magnitude, the industry it is in and the fact that it accounts for just over fifty percent of all electricity distributed in this country.

In the public sector, the only institutions that the government cannot allow to fail are the two social security entities, Social Security System and Government Service Insurance System. SSS has approximately 30 million members and GSIS has several millions.

Two very large private institutionsone a savings bank (Banco Filipino) and the other an educational-plans institution (College Assurance Plan) that were thought to be potentially disruptive were allowed to go under without the economy missing a heartbeat. Indeed, it was the government that ordered the shutdown of Banco Filipino.

Right after the EDSA Revolution, the distressed condition of two of the largest financial institutions in this country Philippine National Bank and Development Bank of the Philippines was made public, but the Philippine economys operation was not significantly disrupted.

Too-big-to-fail institutions in this country? One or two perhaps, but thats all.

E-mail: rudyromero777@yahoo.com

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POL-ME: Unfall mit Motorrad – Ratingen – 1503075

Mettmann (ots) – Am Sonntag, den 15.03.2015, gegen 12.30 Uhr befuhr ein 71jähriger Fahrzeugführer aus Meerbusch mit seinem Fahrzeug, einem Daimler Chrysler, die Essener Straße in Fahrtrichtung Essen. Kurz hinter der Einmündung Langenkamp wollte er nach links in eine Grundstückseinfahrt einbiegen. Hierbei beachtete er den Vorrang eines 52jährigen Kradfahrers aus Heiligenhaus nicht, der ihm mit seiner Honda entgegenkam. Es kam zum Zusammenstoß der Fahrzeuge. Der Kradfahrer wurde zu Boden geschleudert und verletzte sich schwer. Er wurde mit einem Krankenwagen in ein Krankenhaus nach Duisburg verbracht. An beiden Fahrzeugen entstand ein geschätzter Gesamtsachschaden von 10.000 Euro.

Rückfragen bitte an:

Kreispolizeibehörde Mettmann
– Polizeipressestelle –
Adalbert-Bach-Platz 1
40822 Mettmann

Telefon: 02104 / 982-1010
Fax: 02104 / 982-1028

E-Mail: pressestelle.mettmann@polizei.nrw.de

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Unfall am Dienstag auf der St2107: Nach Unfall geflohen – Kennzeichen verloren

Am Dienstag, gegen 19.05 Uhr, befuhr ein 56-J#228;hriger aus Burghausen mit seinem Daimler Chrysler die Staatsstra#223;e 2107 in Richtung Burgkirchen und wollte auf H#246;he St#246;lzl nach rechts abbiegen.

Dies #252;bersah der nachfolgende F#252;hrer eines Ford Focus, ein 52-J#228;hriger aus dem Landkreis Alt#246;tting, und fuhr ungebremst auf den vorausfahrenden#160;Chrysler auf. Dieser wurde durch den Ansto#223; nach rechts in ein angrenzendes Feld geschleudert, wodurch der Fahrzeugf#252;hrer und zwei mitfahrende Insassen leicht verletzt wurden.

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On Collaboration: Thinking Beyond the Tools

After reading Harvard Business Reviews collection of articles on collaboration, I cant help but to wonder if our industry is taking too self-centered a view.

As the industrys pundits converge at Enterprise Connect 2015 to talk about whats next for UCC, the big thinkers at Harvard Business Review published a set of related articles, On Collaboration. After reading the collection and reflecting on what businesspeople think of collaboration, it reinforces that technology advances are tertiary to people and process when it comes to what business decision makers think. Has our industry taken a self-centered view?

Ask any industry person for a definition of collaboration and he or she will probably describe technology that facilitates meetings or shares files and ideas. But after reading HBRs 10 definitive articles on collaborating effectively, Im struck by how differently business pundits think of the term, and how shortsighted our industrys approach may be.

Just two of HBRs 10 must-reads mentioned collaboration as we think of it. Before I get to the content I was most eager to read, some of the other articles had compelling commentary in their own right.

  • One focused on conflict management, suggesting organizations put frameworks in place that dictate how to resolve issues, rather than always escalate to busy executives to make decisive but misinformed decisions that may exacerbate the problem.
  • One focused on leadership styles to encourage collaboration, explaining how soft skills need to catch up with technical know-how in the C-suite.
  • One defined instances in which collaboration between two groups is actually disadvantageous (citing Daimler/Chrysler and others).
  • One article flummoxed me, as the write spent a lot of time describing an optimal organizational structure for collaboration, but then described how it was nearly impossible to transition to or maintain such a structure!

Eight of 10 articles mentioned nothing about technology, nothing about software, nothing about tools. Getting the idea? Businesspeople think collaboration is more about the process of working together, resolving problems, and optimally organizing people to do so. This is consistent with the message Ill be delivering today during the panel session, How to Drive End User Adoption of UC, at the Enterprise Connect 2015 conference in Orlando. Other panelists and myself will be talking about how some organizations get UCC to go viral and get the greatest ROI from the tools.

And now for the other 20%… what did HBRs brightest minds have to say about what we do?

The most relevant article, Harnessing Your Staffs Informal Networks, is an older but still relevant endorsement for loosely managed communities of practice within an organization. But not too loose. Optimally, communities meet in person occasionally and are highly respected by informed executive sponsors, who help to set tangible goals and give feedback, wrote consultants Richard McDermott, president of McDermott Consulting, and Douglas Archibald, currently director of Whole Education. At Schlumberger and other large multifunctional organizations, they noted: The community leader is the highest technical authority in the company. To harness these teams, simple tools are helpful (think Yammer, Jive, Project Squared). However, the tools arent enough without the human systems — focus, goals, and management attention — to integrate them into the organization.

The other relevant article, also on older piece, is Shattering the Myths of Enterprise 2.0. Here Andrew McAfee, co-director of MITs Initiative on the Digital Economy and a principal research scientist at the MIT Sloan School of Management, contrasts the necessary flexibility of enterprise social software against the rigidity of enterprise resource planning systems, saying that what he called Enterprise 2.0 requires management to let people create and refine content as equals and with few preconditions. This advice flies in the face of several other articles, which encourage organizational structure. By extension, its easy to see why not every organization adapts UCC and social software all that well. As McAfee asserts, more big successes are possible only if companies would learn to use the tools well.

If only! Its an important statement for the UCC industry to consider… if having to use the tools well is a prerequisite for success, wed better make the tools so intuitive to use that people neednt have training, or we need to get really good at training. This partly can explain Lyncs rapid success, since its doing the best job at embedding the functionality of the new tool within more familiar software like Outlook.

So whats self-centered about the way our industrys been approaching collaboration? With rare exception (some being the authors here at No Jitter), the industry focuses a lot on plumbing, software, features, and bundles. Business leaders are more concerned about organizational structures, busting silos, social intelligence, and solving conflict. As one of the HBR authors said, The wrong question for executives to ask is: How can we get people to collaborate better? But instead it should be: Will collaborating better on this project create value? Wed be well served keeping that in mind when creating our message and solutions for business decision-makers.

As for the book report… in summary, reading this blog will save you 80% of your time, but Shattering the Myths about Enterprise 2.0 and especially Harnessing Your Staffs Informal Networks will be worth your 20 minutes or so. See you at Enterprise Connect!

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POL-LB: ffalterbach: Verkehrsunfallflucht, Zeugen gesucht; achsenheim …

Ludwigsburg (ots) – Affalterbach: Verkehrsunfallflucht, Zeugen gesucht

Am Dienstag, in der Zeit zwischen 17.00 Uhr und 17.50 Uhr kam es auf dem Parkplatz Lemberghalle im Lembergweg zu einem Unfall, bei dem ein bislang unbekannter silberner Pkw rückwärts gegen einen geparkten VW gefahren ist. Laut Zeugenaussagen ist der Fahrer nach dem Unfall wohl ausgestiegen und hat telefoniert, bevor er sich mit seinem Fahrzeug unerlaubt von der Unfallstelle entfernte. Der Mann war etwa 35 Jahre alt, hatte einen leichten Bauchansatz und trug eine Sonnenbrille. Der Sachschaden am VW beläuft sich auf 2.500 Euro. Das Polizeirevier Marbach, Tel. 07144/9000, bittet weitere Zeugen sich zu melden.

Sachsenheim: Einbruch in Spielcasino löst Feuerwehreinsatz aus

Am Mittwochmorgen, gegen 03.30 Uhr, versuchte ein unbekannter Täter an der Rückseite eines Spielcasinos in der Bahnhofstraße ein Fenster einzuschlagen. Als das nicht gelang, hebelte er das Fenster auf und löste dabei die Alarmanlage aus. Als die Polizei kurz darauf eintraf, war der Einbrecher bereits geflüchtet. Die Beamten stellten jedoch starke Rauchentwicklung aus dem Gebäude fest, verständigten die Feuerwehr und den Rettungsdienst und evakuierten die über dem Casino liegenden Wohnungen. Wenig später konnte auch der Betreiber des Casinos erreicht werden. Wie sich herausstellte, ging der Rauch von einer Zusatzeinrichtung der Alarmanlage aus. Die Feuerwehren Sachsenheim, Bietigheim-Bissingen und Oberriexingen, die insgesamt mit acht Fahrzeugen und 44 Einsatzkräften angerückt waren, brauchten nicht einzugreifen Nachdem das Casino vom Rauch entlüftet war, durchsuchte die Polizei die Räume mit einem Polizeihund, konnte jedoch keine Personen mehr antreffen. Die Ermittlungen bezüglich des entstandenen Schadens dauern an. Das Polizeirevier Vaihingen/Enz, Tel. 07042/9410, bittet Zeugen, die verdächtige Wahrnehmungen gemacht haben, sich zu melden.

Ludwigsburg: Fahrzeugbrand

Am Dienstag, gegen 21.50 Uhr kam es vermutlich aufgrund eines technischen Defekts bei einem in der Solitudestraße geparkten Daimler-Chrysler zu einer Brandentwicklung. Die Feuerwehr Ludwigsburg kam mit zwei Löschzügen und elf Einsatzkräften vor Ort. Da der Pkw verschlossen war, mussten die Fahrzeugfenster mit einer Axt eingeschlagen werden, um den Brand zu löschen. Zur Fahrbahnreinigung war auch der Technische Dienst Ludwigsburg im Einsatz. Das Fahrzeug musste im Anschluss abgeschleppt werden.

Rückfragen bitte an:

Polizeipräsidium Ludwigsburg
Telefon: 07141 18-9
E-Mail: ludwigsburg.pp@polizei.bwl.de

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