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Kennesaw State University can be a comprehensive university famous for its entrepreneurial spirit, global engagement and sense of community. As Georgias third-largest university then one of the fifty largest public universities in the nation, Kennesaw State offers greater than 100 undergraduate and graduate degrees, including progressively more doctoral programs. Kennesaw State is invested in becoming a world-class academic institution positioned to broaden its academic and research missions and expand its scope with a local, national and global level.
Game On: Live Video Game Music featuring KSU Symphony Orchestra and Wind Ensemble Time: 08:00 pm Location: Morgan Concert Hall, Bailey Performance Center
The Division of Global Affairs can be a multi-departmental organization that spearheads programs created to connect KSU students anywhere int he planet, and the other way around.
A welcoming, diverse, and inclusive climate is essential to attaining KSUs research, scholarship, teaching, and engagement goals.
KSU strives to become one on the nations top military friendly schools by a wide range of veterans-focused educational and support services.
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Kennesaw State University is really a comprehensive university famous for its entrepreneurial spirit, global engagement and sense of community. As Georgias third-largest university and another of the fifty largest public universities in the united states, Kennesaw State offers in excess of 100 undergraduate and graduate degrees, including progressively more doctoral programs. Kennesaw State is devoted to becoming a world-class academic institution positioned to broaden its academic and research missions and expand its scope using a local, national and global level.
Atlanta Symphony Orchestra at KSU: A Very Merry Holiday Pops Time: 08:00 pm Location: Morgan Concert Hall, Bailey Performance Center
Game On: Live Video Game Music featuring KSU Symphony Orchestra and Wind Ensemble Time: 08:00 pm Location: Morgan Concert Hall, Bailey Performance Center
The Division of Global Affairs is really a multi-departmental organization that spearheads programs built to connect KSU students around the globe, and the other way around.
A welcoming, diverse, and inclusive climate is necessary to attaining KSUs research, scholarship, teaching, and engagement goals.
KSU strives being one with the nations top military friendly schools by giving a wide range of veterans-focused educational and support services.
The Board of Regents has officially voted to consolidate KSU and SPSU. Since were the latest university, we have the latest
Some stuff has moved around. Would you like to have a tour?
This would be the global KSU Navigation. It is on every page from the site.
2015 Kennesaw State University. All Rights Reserved.
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December 2015 The agile organizational model gives primacy to action while raising the speed and quality on the decisions that matter most. more
Our new, flagship podcast series walks you inside our global firm, featuring conversations with experts within the issues that matter most operational and management. Our latest episode is Going from fragile to agile.
December 2015 The leaders behind McKinsey s work towards organization design explain the significance of agility and exactly how established companies may become more dynamic. more
December 2015 McKinsey research reveals the value of placing digital bets in a number of core areas that can assist companies streamline IT operations and increase the customer experience. more
December 2015 Overall expenditures rose marginally year on year in 2014, but slower growth is resulting. more
December 2015 In light of dramatic modifications in the consumer landscape, how do retail and packaged-goods executives get ready for the future? more
December 2015 New research demonstrates that the trick for companies is to unite speed with stability. more
December 2015 The company s Lee McCabe explains what sort of travel-industry landscape is shifting and why mobile apps would be the way forward. more
December 2015 Saudi Arabia should be aware the potential of its non-oil economy by having a productivity-led transformation. more
December 2015 The digital revolution is well under way for pharma companies. We spoke with 20 leading executives tofind out the direction they copeand their business to stay ahead. more
December 2015 The industry faces pressure on its core businesses and unexpected digital competition. Evaluating the external environment and making bets more rapidly will be decisive for incumbents. more
December 2015 Financial institutions are facing heightened supervisory scrutiny, but those who establish a structured and calibrated strategy to operational-risk stress testing will thrive. more
December 2015 Companies can be more agile by designing their organizations both to push speed and make stability. more
December 2015 Consumers are taking an ever more active role in healthcare selection. What does that mean for payors and providers? We separate fact from fiction. more
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July 2013 by Susan Lund, James Manyika, Scott Nyquist, Lenny Mendonca, and Sreenivas Ramaswamy The US economy is struggling to find a brand new formula for vigorous growth. But all growth opportunities aren't created equal. New McKinsey research pinpoints five catalysts in energy, trade, technology, infrastructure, and talent development that may quickly create jobs and deliver a considerable boost to GDP by 2020. An animated video below also runs the numbers on these game changers and frames the task for business and government to create the most on the opportunity.
Five US game changers could substantially boost GDP.
Four years following your official end from the Great Recession, US economic growth remains lackluster. But there is more at the job here than only the business cycle: strains inside the labor market were apparent a long time before 2008. Today, labor-force participation are at a 34-year low, as well as the United States has two million fewer jobs pc did in the event the recession began. Weak investment, demographic shifts, plus a slowdown in productivity growth are dampening the economy s trajectory.
But the United States won't have to resign itself to sluggish growth. Game changers: Five opportunities for US growth and renewal, a different report through the McKinsey Global Institute MGI, identifies specific catalysts that could add a huge selection of billions of dollars to annual GDP and make millions of new jobs by 2020.
To identify these catalysts, MGI hunted for developments which might be poised to attain scale immediately and might accelerate growth across multiple sectors by 2020. We also aimed at areas through an immediate window to use it.
Shale-gas and - oil production. Powered by advances in horizontal drilling and hydraulic fracturing, the creation of domestic shale coal and oil has grown in excess of 50 percent annually since 2007. The shale boom could add just as much as 690 billion each year to GDP that will create up to 1.7 million jobs along the economy by 2020. The impact will extend to energy-intensive manufacturing industries and beyond. The United States presenting the potential to relieve net energy imports to zero but only whether or not this can successfully address the associated environmental risks.
US trade competitiveness in knowledge-intensive goods. The United States is one with the few advanced economies managing a trade deficit in knowledge-intensive industries. But changing factor costs, a rebound needed, and currency shifts are creating a job opening to increase US production and exports of knowledge-intensive goods, for instance automobiles, commercial airliners, medical devices, and petrochemicals. By implementing five approaches to boost competitiveness during these sectors, we feel the United States could limit the trade deficit in knowledge-intensive industries to its 2000 level or close it which could add around 590 billion in annual GDP by 2020 and make up to 1.8 million new jobs.
Big-data analytics like a productivity tool. Sectors through the economy can harness the deluge of internet data generated by transactions, medical and legal records, videos, and social technologies in addition to the sensors, cameras, bar codes, and transmitters embedded within the world around us. Advances in computing and analytics can modify this sea of internet data into insights that make operational efficiencies. By 2020, the wider adoption of big-data analytics could increase annual GDP in retailing and manufacturing by around 325 billion and save up to 285 billion inside the cost of medical care and government services.
Increased investment in infrastructure, with a fresh emphasis on productivity. The backlog of maintenance and upgrades for US roads, highways, bridges, and transit and water systems is reaching critical levels. The United States must increase its annual infrastructure investment by one percentage point of GDP to erase this competitive disadvantage. By 2020, that may create around 1.8 million jobs and boost annual GDP by as much as 320 billion. The impact could grow to 600 billion annually by 2030 if your selection, delivery, and operation of infrastructure investments improve.
A more efficient US system of talent development. The nation s long-standing advantage in education and skills is eroding, currently real improvements are available. At the postsecondary level, expanding industry-specific training and enhancing the number of graduates inside the fields of science, technology, engineering, and math could create a more competitive workforce. At the K 12 level, enhancing classroom instruction, turning around underperforming high schools, and introducing digital learning tools can boost student achievement. These initiatives could raise GDP by just as much as 265 billion by 2020 and achieve a dramatic liftoff effect by 2030, adding around 1.7 trillion to annual GDP.
These opportunities might have immediate demand-stimulus effects that could get the economy moving again within the short term as well as have longer-term effects that may build US competitiveness and productivity well beyond 2020. Taking action now could mark a turning point for that US economy and drive growth and prosperity for years to come.
Susan Lund is often a principal in the McKinsey Global Institute, where James Manyika is really a director; Scott Nyquist is usually a director in McKinsey s Houston office; Lenny Mendonca is usually a director inside the Washington, DC, office.
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BP-backed programme develops polymer film 10, 000 times thinner when compared to a human hair
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The Fortune Global 500 generated 31.2 trillion in revenues and 1.7 trillion in profits in 2014.
Companies are ranked by total revenues for respective fiscal years ended on or before March 31, 2015. All companies about the list must publish financial data and report part or all their figures to some government agency. Figures are as reported, and comparisons are using the prior years figures as originally reported with the year. Fortune isn't going to restate the first sort years figures for adjustments to accounting.
Revenue figures include consolidated subsidiaries and reported revenues from discontinued operations, but exclude excise taxes. For banks, revenue would be the sum of gross interest income and gross noninterest income. For insurance agencies, revenue includes premium and annuity income, investment income, realized capital gains or losses, along with other income, but excludes deposits.
Profits are shown after taxes, extraordinary credits or charges, cumulative link between accounting changes, and noncontrolling minority interests, to begin with preferred dividends. Figures in parentheses indicate a loss of profits. Profit declines of a lot more than 100% reflect swings from 2013 profits to 2014 losses. Profits for partnerships and cooperatives are reported but aren't comparable with those with the other companies about the list because they usually are not taxed with a comparable basis. Profits for mutual insurance firms are based on statutory accounting. Revenue and profit figures for companies are already converted to dollars for the average exchange rate during each companys fiscal year ended Dec. 31, 2014, unless otherwise noted.
Assets shown are those for the companys fiscal year-end. Stockholders equity would be the sum of capital stock, paid-in capital, and retained earnings within the same date. Noncontrolling minority interest is not included. Figures for companies are already converted to dollars with the exchange rate each and every companys fiscal year-end.
The figure shown is either a fiscal year-end or yearly average number, as published with the company. Where the breakdown between full- and part-time employees is, a part-time employee is counted together half of a full-time employee.
The medians for profit changes from 2013 tend not to include firms that lost cash in 2013 or lost profit both 2013 and 2014, because no meaningful percentage changes might be calculated when this happens.
This years Fortune Global 500 was prepared in the direction of list editor Scott DeCarlo. Financial statements and annual reports were reviewed by reporter Douglas Elam, accounting specialists Richard Tucksmith and Rhona Altschuler, and markets editor Kathleen Smyth. Reporter Cindy Kano Tokyo reviewed and verified figures for Japanese companies. Beijing bureau manager Zhang Dan provided figures for Chinese companies. Fortune s Business Information Database administrator, Larry Shine, supplied tech support. Edith Fried reviewed and edited nonstatistical information. Researchers Viki Goldman and Kathleen Lyons assisted in data verification using data offered by FactSet Research Systems, Hoovers, Morningstar Document Research, S P Capital IQ and Thomson Reuters.
Company profiles were authored by Scott Cendrowski, Erika Fry, Stephen Gandel, Ben Geier, Robert Hackett, Matthew Heimer, Tom Huddleston Jr., Beth Kowitt, Adam Lashinsky, Michal Lev-Ram, Laura Lorenzetti, Leena Rao, Daniel Roberts, Geoff Smith, Benjamin Snyder, and Phil Wahba.
The worlds 500 largest companies generated 31.2 trillion in revenues and 1.7 trillion in profits in 2014. Together, 2010 Fortune Global 500 employ 65 million people worldwide and are also represented by 36 countries.
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Sustainable consumption and production SCP is all about promoting resource and efficiency, sustainable infrastructure, and providing usage of basic services, green and decent jobs and also a better quality of life for all those. The implementation of SCP just as one integrated approach helps to attain overall development plans, reduce future economic, environmental and social costs, strengthen economic competitiveness and minimize poverty.
Sustainable consumption and production is identified as the use of services and related products, which answer basic needs and convey a higher quality of life while minimising the utilization of natural resources and toxic materials and also the emissions of waste and pollutants within the life cycle on the service or product so as not to jeopardise the requirements future generations. Norwegian Ministry of Environment, Oslo Symposium, 1994.
SCP targets doing more and better with less, increasing net welfare gains from economic activities by reducing resource use, degradation and pollution down the whole lifecycle, while increasing quality lifestyle. This change towards SCP involves different stakeholders, including business, consumers, policy makers, researchers, scientists, retailers, media, and development cooperation agencies, amongst others. It requires a systemic approach and cooperation among actors operating inside supply chain, from producer to final consumer. It involves engaging consumers through awareness-raising and education on sustainable consumption and lifestyles, providing consumers with adequate information through standards and labels and engaging in sustainable public procurement, and the like.
Sustainable consumption has become recognized being an integral part of sustainable development plus an issue best. The UN Conference for the Environment and Development locked in Rio de Janeiro in 1992 recognized sustainable consumption and production for an overarching theme to link environmental and developmental challenges. Agenda 21 states which the major cause in the continued deterioration from the global environment would be the unsustainable patterns of consumption and production. Ten years later in 2002, world leaders signed the Johannesburg Plan of Implementation on the World Summit on Sustainable Development WSSD. Chapter 3 from the Plan was dedicated to Changing Unsustainable Patterns of Consumption and Production and stated that fundamental modifications to the way societies produce and consume are indispensable for achieving global sustainable development. All countries should promote sustainable consumption and production patterns. In 2012, on the UN Conference on Sustainable Development Rio 20, countries recognized that fundamental adjustments to the way societies consume and create are indispensable for achieving global sustainable development, and adopted the 10-year framework of programmes on sustainable consumption and production patterns.
For more information on main terms and concepts associated with sustainable consumption and production along with other terms connected with sustainable development, please download the UNEP publication ABC of SCP: Clarifying Concepts on Sustainable Consumption and Production.
UNEP functions to promote resource efficiency and sustainable consumption and production both in developed and developing countries. The focus is on achieving increased understanding and implementation by public and private decision makers of policies and actions for resource efficiency and sustainable consumption and More
The United Nations Environment Programme UNEP, because Secretariat with the 10-Year Framework of Programmes on Sustainable Consumption and Production 10YFP, is content to pre-launch the net Global SCP Clearinghouse, an original one-stop hub specialized in advancing Sustainable Consumption and Production SCP worldwide. The Global SCP Clearinghouse is really a harmonized and dynamic information and knowledge platform that can facilitate and trigger more innovation and cooperation towards SCP implementation.
Sustainable consumption and production SCP is around promoting resource as well as efficiency, sustainable infrastructure, and providing entry to basic services, green and decent jobs plus a better quality of life for those. The implementation of SCP just as one integrated approach helps to attain overall development plans, reduce future economic, environmental and social costs, strengthen economic competitiveness and minimize poverty.
Sustainable consumption and production is identified as the use of services and related products, which answer basic needs and convey a better made of life while minimising the utilization of natural resources and toxic materials in addition to the emissions of waste and pollutants above the life cycle on the service or product so as not to jeopardise the requirements of future generations. Norwegian Ministry of Environment, Oslo Symposium, 1994.
SCP targets doing more and better with less, increasing net welfare gains from economic activities by reducing resource use, degradation and pollution over the whole lifecycle, while increasing total well being. This change towards SCP involves different stakeholders, including business, consumers, policy makers, researchers, scientists, retailers, media, and development cooperation agencies, a few. It requires a systemic approach and cooperation among actors operating inside the supply chain, from producer to final consumer. It involves engaging consumers through awareness-raising and education on sustainable consumption and lifestyles, providing consumers with adequate information through standards and labels and engaging in sustainable public procurement, and others.
Sustainable consumption is recognized as a possible integral part of sustainable development as well as an issue fully necessary. The UN Conference about the Environment and Development locked in Rio de Janeiro in 1992 recognized sustainable consumption and production as a possible overarching theme to link environmental and developmental challenges. Agenda 21 states the major cause from the continued deterioration with the global environment would be the unsustainable patterns of consumption and production. Ten years later in 2002, world leaders signed the Johannesburg Plan of Implementation on the World Summit on Sustainable Development WSSD. Chapter 3 with the Plan was dedicated to Changing Unsustainable Patterns of Consumption and Production and revealed that fundamental modifications to the way societies produce and consume are indispensable for achieving global sustainable development. All countries should promote sustainable consumption and production patterns. In 2012, with the UN Conference on Sustainable Development Rio 20, countries recognized that fundamental modifications to the way societies consume and provide are indispensable for achieving global sustainable development, and adopted the 10-year framework of programmes on sustainable consumption and production patterns.
For more information on main terms and concepts linked to sustainable consumption and production along with terms related to sustainable development, please download the UNEP publication ABC of SCP: Clarifying Concepts on Sustainable Consumption and Production.
UNEP actively works to promote resource efficiency and sustainable consumption and production in developed and developing countries. The focus is on achieving increased understanding and implementation by public and private decision makers of policies and actions for resource efficiency and sustainable consumption and More
The United Nations Environment Programme UNEP, because Secretariat on the 10-Year Framework of Programmes on Sustainable Consumption and Production 10YFP, is content to pre-launch the net Global SCP Clearinghouse, an original one-stop hub specialized in advancing Sustainable Consumption and Production SCP worldwide. The Global SCP Clearinghouse is often a harmonized and dynamic information and knowledge platform which will facilitate and trigger more innovation and cooperation towards SCP implementation.
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