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    Philadelphia 76ers legend Allen Iverson said Tuesday the Sixers "definitely" have a realistic chance to capture the 2018 championship.

    AI told Stephen A. Smith on ESPN's First Take the team has come far enough to believe competing for the title is within reach.

    "I think our time is now," Iverson said.

    When asked by Smith whether that means winning a championship, The Answer replied: "Definitely. Why not? Why not us? I think we got the talent, we got the coaching staff and we definitely, definitely got the fan support."

    Here's a look at Iverson's complete comments on the Sixers' return to prominence:

    Philly leads its first-round playoff series 3-1 over the Miami Heat after winning back-to-back road games at AmericanAirlines Arena.The 76ers will attempt to advance to the conference semifinals, where they would face the Boston Celtics or Milwaukee Bucks , with a Tuesday victory over the Heat at the Wells Fargo Center.

    OddsShark noted Philadelphia is tied with the Cleveland Cavaliers for the third-best NBA title odds behind only the reigning champion Golden State Warriors and Houston Rockets .

    Boldly going nowhere

    Not long for this world : Companies that score low on both scales are in crisis, even if it isn’t immediately obvious. Their strategies do not – cannot – fulfill their larger purpose, because they fail to effectively address customer preference, market conditions, and competitor capability. Equally significant, their organization is incapable of delivering against strategic priorities.

    Not long for this world

    The fall can come quickly. Royal Bank of Scotland (RBS) was a flagship bank, feted for its stellar financial performance. It grew rapidly in the late nineties and early 2000s, transforming itself from a regional Scottish bank into a national British bank with the acquisition of National Westminster Bank in 2000, finally and fleetingly becoming a global universal bank with the acquisition of ABN Amro in 2007. At its peak, RBS employed 170,000 people and operated in more than 50 countries with annual profits of £10.3 billion. In 2008, however, RBS failed spectacularly and was nationalized by the UK government to prevent its collapse.

    Many have speculated since about failures of its leadership under its bullish former CEO, Fred Goodwin. Goodwin was notoriously combative, with a “Fred says” autocratic management style. RBS was also famous for its “strategy of not having a strategy,” being largely opportunistic and relying upon aggressive plays, agility, and audacity to outpace peers. Supercharged inorganic growth —especially the acquisition of ABN Amro —meant that RBS grew very large, very quickly, with multiple different operating structures and sub-cultures. RBS outgrew the ability of its command-and-control leadership structure to effectively govern complex and diversified activities across international operations. Many poor business decisions resulted in an accumulation of unsustainable toxic debt. Almost a decade on from its nationalization, RBS still remains on life support provided by UK taxpayers and is yet to return to sustainable profit, posting yet another loss in 2015 that has more or less wiped out the equivalent of all the public money invested since its downfall.

    How does your company score? What does it tell you about how you perceive the effectiveness of your strategy, or your organization? Consider further: why have you rated your business the way you have and, if accurate, what are the consequences for performance in future?

    Jonathan Trevor is Associate Professor of Management Practice at Oxford University’s Saïd Business School.

    Barry Varcoe is an Associate Fellow at Oxford University’s Saïd Business School.

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    Comments

    15 COMMENTS

    Very nicely done. This is indispensable work, indeed. From a practical implementation standpoint, it would seem that a company must be able to first assess the company's organizational capabilities. In our experience, these capabilities are substantially impacted by the optimum combination of team/employee Performance vs Core Value alignment, or in other words the combination of both getting things done as informed by operating priorities and getting these same things done in a manner that aligns with the organization's core values. Optimizing organization capabilities first would then seem to allow the business to maximize the 'Best Aligned' target as espoused in the article.

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    Japanese Journal of Applied Physics

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    The Japan Society of Applied Physics

    The Japan Society of Applied Physics (JSAP) serves as an academic interface between science and engineering and an interactive platform for academia and the industry. JSAP is a "conduit" for the transfer of fundamental concepts to the industry for development and technological applications.

    JSAP was established as an official academic society in 1946, and since then, it has been one of the leading academic societies in Japan. The society's interests cover a broad variety of scientific and technological fields, and JSAP continues to explore state-of-the-art and interdisciplinary topics.

    To this end, the JSAP holds annual conferences; publishes scientific journals; actively sponsors events, symposia, and festivals related to science education; and compiles information related to state-of-the-art technology for the public.

    Regular Paper

    Yuji Kasashima , Taisei Motomura , Natsuko Nabeoka and Fumihiko Uesugi

    Published 30 October 2014 © 2015 The Japan Society of Applied Physics Japanese Journal of Applied Physics , Volume 54 , Number 1S

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    Author e-mails

    kasashima-yuji@aist.go.jp

    Author affiliations

    Measurement Solution Research Center, National Institute of Advanced Industrial Science and Technology (AIST), Tosu, Saga 841-0052, Japan

    Dates

    Received 7 February 2014 Accepted 16 May 2014 Published 30 October 2014

    Citation

    Yuji Kasashima et al 2015 Jpn. J. Appl. Phys. 54 01AE02

    Create citation alert

    https://doi.org/10.7567/JJAP.54.01AE02

    PACS

    52.77.Bn, 52.80.Mg, 81.07.-b

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