Monday, 31 March 2014

FOOD SAFETY UPDATE: Subway Won't Put Chemical Used in Shoe Soles in Its Bread Anymore


Subway Won't Put Chemical Used in Shoe Soles in Its Bread Anymore


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It's been banned in Europe and Singapore, but it could be in your fast food bread. Subway just agreed to stop using it. 
Subway has announced it will phase out a bleaching agent used in its bread in the U.S., a chemical which is also commonly used to make yoga mats, synthetic leather, and shoe soles.
Food blogger Vani Hari’s petition to urge Subway to drop the chemical azodicarbonamide went viral Tuesday, and 24 hours, over 50,000 signatures, and a deluge of outrage on Subway’s Facebook page later, the sandwich chain announced it was dropping the additive from its bread production.
"This is not eating fresh!" Hari's petition said.
Azodicarbonamide is used to make bread whiter and to improve elasticity of the dough. The FDA permits azodicarbonamide as an additive in food. But azodicarbonamide has already been banned in Europe, and in Singapore, its use is reportedly punishable by up to 15 years imprisonment and a fine of $450,000.
United Kingdom Health and Safety Executive lists azodicarbonamide as a substance that may cause or worsen asthma, and the chemical can break down into semicarbazide (SEM) in the breadmaking process, which is considered a carcinogen in mice.
The USDA has also found azodicarbonamide to contribute to ethyl carbamate formation in bread and beer (azodicarbonamide is used in beer bottle cap liners). Toasting the bread increased the presence of ethyl carbamate by 3-8 times. The International Agency for Research on Cancer (IARC) hasclassified ethyl carbamate as “possibly carcinogenic to humans.”
1999 report by the World Health Organization plainly lays out its concerns about the chemical:
On the basis that azodicarbonamide is a human asthmagen and that the concentrations required to induce asthma in a non-sensitive individual or to provoke a response in a sensitive individual are unknown, it is concluded that there is a risk to human health under present occupational exposure conditions. The level of risk is uncertain; hence, exposure levels should be reduced as much as possible.
The chemical is most commonly used in plastic and rubber products, and its industrial Material Safety Data Sheet lists azodicarbonamide as mutagenic, meaning it may affect genetic material. Other toxicological risks associated with exposure include kidney damage and respiratory tract irritation, according to the sheet.
Subway is far from the only fast-food chain to use azodicarbonamide in their soft, doughy breads. The chemical is found in every bun listed on McDonalds’ ingredients list, and it is also used by Burger King and Wendy’s. Hari told theAP she decided to petition Subway because of the healthy image it projects. But it remains to be seen if similar pressure will be applied to other fast-food companies that use the chemical.
“We are already in the process of removing azodicarbonamide as part of our bread improvement efforts despite the fact that it is a USDA and FDA approved ingredient,” Subway said in a statement provided to Newsweek. “The complete conversion to have this product out of the bread will be done soon.”

IMPROVING BUSINESS EARNINGS PART 2: 6 easy steps to building a high-performance culture

6 easy steps to building a high-performance culture


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More from Mitchell Osak
A Google employee plays pool at the Googleplex in Mountainview, CA. Google was a pioneer of the philosophy that fun and relaxed work environments breed creativity, productivity and innovation.
Justin Sullivan/Getty ImagesA Google employee plays pool at the Googleplex in Mountainview, CA. Google was a pioneer of the philosophy that fun and relaxed work environments breed creativity, productivity and innovation.
When it came to defining the number one driver of organizational performance, no one hit the nail on the head quite as well as esteemed management scholar Peter Drucker who stated unequivocally, “Culture eats strategy.” Drucker understood companies that build powerful cultures tend to outperform their peers over time. However, building or revitalizing a culture is easier said than done. The challenges should not prevent leaders from embarking on what will be a long and potentially painful journey. Where do you begin, especially in mature organizations?
A culture is an organization’s norms, practices and values as defined by its senior leadership, history and market position. Culture is vital to corporate and employee performance in that it acts as a mobilizing spirit, an enterprise-wide lingua franca, and a strategic anchor. Building a vibrant culture is equal parts strong leadership, defined values, effective change management and supportive organizational tools.
Research has found that firms with high performance cultures (which include strong organizational competencies like rich communications and focused leadership) will significantly outperform their competition. For example, a 2007 McKinsey global study on organizational and cultural performance (encompassing 115,000 employees across 231 organizations) found companies scoring in the top quartile are 2.2 times more likely to generate superior profitability than likely bottom quartile companies. It is no coincidence that many market leaders such as P&G, Apple, Zappos, Google and Disneyare known for their strong, enabling cultures.
Given today’s hyper-competitiveness and rapid diffusion of technology, maintaining a vibrant and distinctive culture may be one of the few areas left where managers can generate long-term competitive advantage.
Nurturing transformation is not easy. It will falter without a sustained leadership commitment and changes to management systems. According to Chris Boynton, principal at human capital consulting firm Red Chair, “Culture is the way we do things around here, so the ideal way to change the culture and make it stick is to get the leadership front and centre, and align the management systems around the desired change.”
Through consulting to a variety of sectors, I have identified six ingredients of winning cultures. The role and scope of these drivers will vary depending on the firm’s existing culture, leadership, and external circumstances.
1.  A shared vision & values
Strong cultures stress the “we” over the “I” and adopt a unifying creed (i.e. purpose, sense of history)
  • We see our market and customers in the same way
  • We know where we are going
  • We subscribe to the same core values and narratives


2.  Free flow communications

Powerful cultures feature high levels of communications
  • There is open and frank conversation on any topic based on a commonly understood lexicon
  • Information flows freely across silos and up and down the hierarchy
  • There are regular conversations between managers and subordinates as well as with key external stakeholders (e.g., customers, suppliers)
3.  A right-size organization
Leaders strive to design the optimum management system for the business strategy.
  • There are defined roles & responsibilities and information rights
  • ‘Structure follows strategy’
  • Any organizational change is thoroughly considered and painstakingly executed
 4.  Commitment to employee growth
Strong cultures view employees as assets, to be nurtured and empowered.
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  • Firms seek to get employees in the right roles.  ”Even a motivated and trained employee in the wrong role or team, like a nurtured seed in a poor garden, will just not grow and produce,” says Boynton.
  • Workers are regularly challenged with interesting work and supported with the right amount of training and coaching
  • Organizations strive to get their recruiting, hiring, and on-boarding processes right
5.  Merit-based performance management systems
Employees will only perform as well as they’re managed.  For example, emphasizing the positive is the typical approach to feedback. However, according to Boynton, “Praise drives greater performance than critiques, yet we spend most performance conversations focused on shoring up their weakness.”
Given today’s uncertain business climate, rapid change is critical for success.
  • Change is recognized as a fact of life and a strategic necessity
  • All stakeholders are regularly consulted and engaged before change occurs
  • A high level of trust underpins change initiatives, reducing fear and improving collaboration
No doubt, getting all six characteristics right will not be easy or quick. This is a people-driven exercise so there is no substitute for patient leadership, strong values & narratives, and supporting mechanisms such as collaboration tools and internal training. Fortunately
, firms can significantly boost performance if they master only 2-3 of these while continuing to strive for improvement in their under-developed areas.  Given the financial rewards, there is no better time to start than the present.
Mitchell Osak is managing director of Quanta Consulting Inc.  Quanta has delivered a variety of strategy and organizational transformation consulting and educational solutions to global Fortune 1,000 organizations.  Mitchell can be reached at mosak@quantaconsulting.com

Sunday, 30 March 2014

INTERNET SECURITY: Obama Wants a Global Community to Run the Internet, but It Could End Up in the Hands of China. Or Putin

Obama Wants a Global Community to Run the Internet, but It Could End Up in the Hands of China. Or Putin

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Obama’s decision to surrender Web control could end Internet freedom Peter Cook/View/Getty
Filed Under: The Internet
Turns out, the Internet doesn't run itself.
Until mid-March, a branch of the U.S. government was responsible for such duties as assigning and managing domain names. Suffixes like ".com" or ".org," which outside of the U.S. also end in country identifiers like ".de" for Germany, are all organized by the Internet Corporation for Assigned Names and Numbers (ICANN), which is a contractor of an arm of the U.S. Department of Commerce.
On March 14, however, Washington announced it would "transition" these duties away, let its contract with ICANN expire in 2015 and thus shed the last remnants of Internet control by America. U.S. governments have held some control over the Web ever since the launch in the late 1960s of a program that was developed in America by the military and academia to exchange information. That program became the Internet.
But who will take over once the U.S. cedes control? The short answer: No one knows.
Optimists envision a model 21st century body—from tech whiz kids to Google-size corporations, from human rights advocates to interested governmental bodies—all harmoniously managing together the important aspects of the most egalitarian tool of the age.
But they acknowledge that such a vision is yet to be fleshed out. A process to define a new approach to Internet governance was launched at a March conference in Singapore. Another gathering will be hosted in late April by Brazilian President Dilma Rousseff in SĆ£o Paolo. There, organizers hope, global "stakeholders" will form a body capable of taking over the functions currently performed by the U.S. government. There will be other conferences, including one next September in Turkey, whose prime minister, Recep Tayyip Erdogan, just tried to muzzle Twitter in his country.
Pessimists note that international conferences often end in disagreement and rancor. Just look at what has happened to international talks on environmental issues, where for decades governments and activists have failed to agree on meaningful measures to combat climate change. Instead of a meeting of the minds, the pessimists fear, powerful undemocratic governments will muscle in and stifle the freedoms now enjoyed by Web users.
In this dark vision, an unidentified United Nations bureaucrat will decide who can register an Internet domain name and who will be deemed too disruptive by authoritarian governments that already exercise too much power over the U.N. bureaucracy.
Some such criticism surfaced immediately after the Commerce Department's National Telecommunications and Information Administration (NTIA) announced that it had instructed ICANN, which it controls, to "transition" its functions away, starting a "final phase" of privatizing the Internet.
"I trust the innovators and entrepreneurs more than the bureaucrats—whether they're in D.C. or Brussels," said John Thune of South Dakota, the ranking Republican on the Senate Commerce Committee.
But, he added, "there are people who want to see the Internet fall into the grip of the U.N." or another "unaccountable organization with the power to control the Internet, and we cannot allow them to determine how this process plays out."
Perhaps to answer concerns over a U.N. takeover, the NTIA's top spokesman, Lawrence Strickling, recently issued a statement that he hoped would clear up "misunderstandings" about the plan. Any transition, he stressed, must "protect the security, stability and resiliency of the Internet."
America "will not accept a proposal that replaces NTIA's role with a government-led or an intergovernmental solution," Strickling added, vowing that the transition plan would be halted, and his department "will continue to perform our current stewardship role," as long its concerns are not met—and if a body like the U.N. tries to take over the administration of the Net.
U.N. officials do not, however, exclude an "intergovernmental" body's future involvement. As one U.N. official familiar with the U.N.'s thinking on the matter said when I asked if the U.N. expects to take over America's duties, "We cannot foresee how the transition will unfold."

The ITU is controlled, as is the U.N.'s modus operandi, by a 48-member council that includes representatives from Cuba, Egypt and China, and other countries where Web access is strictly controlled by the government. As a young man, the Malian-born TourƩ, who has headed the ITU since 2010, honed his computer engineering skills at universities in Leningrad and Moscow, in what was then the communist Soviet Union.
Immediately after Washington made the announcement, U.N .Secretary-General Ban Ki-moon rushed to "welcome" the move. So did Hamadoun TourƩ, secretary-general of the International Telecommunication Union (ITU), a U.N. body that some powerful U.N. members hope will have a central role in the future.
No wonder that amid the hesitant welcome in Washington for the NTIA's decision—which, surprisingly, included not only Democrats and several Web giants but also government-weary conservatives who often criticize the administration—there were also warnings.
In fact, the March announcement dates back to a decision made by the George W. Bush administration back in 2005. The U.S. participated then in a conference in Tunisia organized by the U.N., ostensibly to bridge the gap between Internet haves and have-nots. In that conference, America joined a consensus in agreeing that ICANN's duties should eventually be transferred from U.S. hands to a "global body" with full authority to manage domain names and other duties of Internet governance.
More recently, in the aftermath of Edward Snowden's theft of National Security Agency documents, Washington found itself under growing pressure from world leaders and Internet-centered corporations—all expressing profound concern over Web snooping and the infringement of privacy.
Brazil's Rousseff, the host of April's SĆ£o Paolo conference, and German Chancellor Angela Merkel were at the forefront of the sharp criticism of snooping by U.S. agencies. Pressure to cede controls over the Internet was raised at that time.
The European Commission, which has advocated less U.S.-centric Internet governance since 2009, has volunteered to become an "honest broker" in SĆ£o Paolo and in the future as a new Internet management model emerges. "Europe must play a strong role in defining what the Net of the future looks like," said the commission's vice president, Neelie Kroes.
Like the U.S., Kroes said, she is opposed to any "top-down" model, such as transferring control into the hands of the U.N. or the ITU. Nevertheless, echoing concerns about America's secret snooping program, Kroes' deputy chief of staff, Pearse O'Donohue, told me that "complacency over the current model," in which the U.S. government controls domain names, is no good either. Neither a "model of greater control" nor "a lack of governance" would work, O'Donohue warned.
But in America, some are concerned that by ceding control, the U.S. guarantees that the process will end in Internet anarchy—or control by the wrong forces.
"What is the global Internet community that Obama wants to turn the Internet over to?" tweeted former House speaker Newt Gingrich. "This risks foreign dictatorships defining the Internet."

IMPROVING BUSINESS EARNINGS PART 1: 3 things marketers could (and should) learn from anthropologists

3 things marketers could (and should) learn from anthropologists


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More from Mitchell Osak
Anthropologists -- who study humankind both in the past and present -- use a rigorous, non-presumptive method of doing research that could improve marketers ability to reach deep into the recesses of the human unconscious.
Ivan Garcia/AFP/Getty ImagesAnthropologists -- who study humankind both in the past and present -- use a rigorous, non-presumptive method of doing research that could improve marketers ability to reach deep into the recesses of the human unconscious.
Many companies prioritize learning customer needs above any other marketing activity so that they can create better products and service experiences. Typically, marketers will use traditional qualitative techniques like focus groups, surveys and one-on-one interviews. Unfortunately, these tools often fail to generate breakthrough insights. Standard qualitative methods are good at telling firms what is happening but not the why it’s happening. To get to the root cause of a consumer’s actions, marketers need to explore the recesses of their mind to identify subconscious drivers of behaviour. Anthropology is a very effective way to do this.
Simply put, anthropology is the study of people and civilization, past and present. It incorporates teachings from a wide range of disciplines, from psychology and biology, to the humanities and sociology. Anthropology is increasingly being used by companies (Starbucks, Lego, Herman Miller and Nokia are pacesetters) to better understand latent consumer needs and as well as societal and religious influences on their behavior.
In action
The following example shows anthropology in practice. A firm in the spa industry engaged us to help redesign its customer experience and service offering for female patrons. The client wanted to address any unmet customer needs and better differentiate their customer experience. Conventional research techniques regularly produced muted feedback, which led to copycat store designs and products. We wanted to go deeper into the consumer’s subconscious to find unmet needs and drivers that triggers behaviour.
Freya Ingrid Morales/Bloomberg
Freya Ingrid Morales/BloombergBrands like Lego, Starbucks and Nokia have already realized significant marketing success using anthropological techniques.
To get there, we employed anthropology to probe fundamental beliefs and values around their body image and wellness as well cultural influences. For example, how do women define beauty?  What role does human touch play? And, how can a spa experience help satisfy a women’s intrinsic needs? Our findings upended conventional thinking and led to a revamping of how the facilities were designed and how the services and benefits were communicated, resulting in higher client retention, an enhanced brand image and increased rates of cross selling.
Conventional qualitative research techniques take people at their word. This can be risky for brands.  At their core, consumers are often irrational, driven by motives or external influences that are unseen even to themselves. Using anthropology as complementary research can produce a more holistic and penetrating view of the consumer in their real life condition. Likewise, anthropology’s rigorous, academic-driven methodology preempts the emergence of erroneous assumptions around a customers’ behaviour that could have been shaped by a firm’s culture, the bias of its managers, or increasingly, the large but imperfect data stream flowing in.
Anthropologist have a number of data-collection instruments at their disposal including artifact analysis, quotidian diaries, and observational studies. Importantly, practitioners approach their research without hypotheses, gather­ing large quantities of information in an open-ended way, with no preconceptions about what they will find. The collected data is raw, personal, and first­hand — not the incomplete or artificial version of reality that is generated by most market research tools.
Anthropology is particularly helpful in understanding the dynamic world of social media. “Companies are beginning to use anthropology to understand the stream of consciousness within social medial that flows with ‘here’s what I’m doing/thinking/wanting now,’” says Lynn Coles a leading marketer. “Anthropological research helps us better understand and inhabit the social communities to identify behavioral patterns as well as the emerging dialect within a particular community so we can better communicate with our target consumers.”


Basic approach

1. Frame the issue
Anthropology requires the marketer to frame the problem in human — not business — terms. Doing so gets to the core of how a customer experiences a service or product. For example, a business problem could be:  How can a wireless provider reduce churn? The corresponding anthropological issue would be: How do our customers experience our service, and why are they leaving?
2. Assemble the data
The raw data is codified in a form of carefully organized diaries, videos, photographs, field notes, and objects such as packages. Although this open-ended data collection casts a very wide net, it requires a disciplined and structured pro­cess that needs to be overseen by anthropologists skilled in research design and organization.
3. Find patterns, insights
The anthropologist then undertakes a careful analysis of the data to uncover themes or patterns. When organized in themes, a variety of insights will emerge about how a customer feels, their goals and what drives their actions.
Of course, traditional quantitative and qualitative research methods have their place and should remain part of a marketer’s analytical tool kit. However, anthropology will play an increasing role in uncovering the consumer’s subconscious needs as well as societal/religious behavioral drivers, areas that are largely impervious to standard qualitative techniques. Producing this holistic view will allow marketers to design more relevant products and services that deliver higher value.
Mitchell Osak is managing director of Quanta Consulting Inc.  Quanta has delivered a variety of strategy and organizational transformation consulting and educational solutions to global Fortune 1,000 organizations.  Mitchell can be reached at mosak@quantaconsulting.com