16 Matching Annotations
  1. Apr 2023
  2. Aug 2022
  3. scholarspace.manoa.hawaii.edu scholarspace.manoa.hawaii.edu
    1. On-chain governance is facilitatedby three central smart contracts.

      On-chain governance entails three main smart contracts:

      Chief-->select primary contract Pause --> enforce a delay in calls Spell --> set tech constraints like system parameters.

  4. Jun 2022
    1. What does CTO stand for?

      CTO stands for Chief Technology Officer and is a C-level executive who directs and manages all technological innovations of a company. The rise of information technology also meant the rise of the Chief Information Officer (CIO). It soon became apparent that in addition to the CIO, a CTO was also needed, a new role to strategically plan technology products and services. As the chief technology officer in a company, a Chief Technology Officer is usually responsible for all technology units.

  5. Aug 2020
  6. Oct 2019
  7. s3.us-west-2.amazonaws.com s3.us-west-2.amazonaws.com
    1. Iwillonlyadd,thatinleavingL.LakeIleftmygarden&houseinthecareoftheC

      Boutwell left things in the charge of the Chief at Leech Lake

    2. owever,ifhecancomewithoutexpensetotheBoard,canbekeptunderyoureye,andcangobackwithoutbeingheldupmuchforashow,Ithinkweshallnotobjecttohis

      But as long as the Chief of Leech Lake is Boutwell's problem, Greene is fine with him traveling with him

    3. wouldprobablyoccasionsometalk,perhapsunfavorabletotheinterestsoftheBoard,ifyoushouldbeseentravellingacrossthecountrywithanIndi

      this is so hypocritical - "civilize" them, but don't let them be seen with you because they will always be inferior

    4. Hehasabandonedeveryheathenishpracticeisbecomingmoreandmoreassimilatedin_custometousisindustriousandthriveing.ThegradeofGodhasmadehimaltogetheraneg

      the new chief of the Natives surrounding Pokegoma has converted to Christianity

    5. heChangeintheChiefistrulywonderfu

      Change in the Chief was big for the mission

  8. Jun 2017
  9. Sep 2016
    1. Finally, in order for data-driven interventions to be wide-spread, institutions must sustain a culture that embraces the use of data, and create incentives for data-driven activities amongst administrators, instructors and student support staff. Large-scale, data-driven policy changes are implemented with minimal friction and maximal buy-in when leaders demonstrate a commitment to data-informed decision-making, and create multiple opportunities for stakeholders to make sense of and contribute to the direction of the change. Users not only need to be trained on the proper ways to use these tools and communicate with students, they also require meaningful incentives to take on the potentially steep learning curve.[40]

      Thankfully, this paragraph isn’t framed as a need for (top-down) “culture change”, as is often the case in similar discussions. Supporting a culture is a radically different thing from forcing a change. To my mind, it’s way more likely to succeed (and, clearly, it’s much more empowering). But “decision-makers” may also interpret active support as weaker than the kind of implementation they know. It’s probably a case where a “Chief Culture Officer” can have a key role, in helping others expand their understanding of how culture works. Step 1 is acknowledging that culture change isn’t like a stepwise program.

  10. Jul 2016
    1. Google’s chief culture officer

      Her name is Stacy Savides Sullivan. She was already Google’s HR director by the time the CCO title was added to her position, in 2006. Somewhat surprising that Sullivan’d disagree with Teller, given her alleged role:

      Part of her job is to protect key parts of Google’s scrappy, open-source cultural core as the company has evolved into a massive multinational.

      And her own description:

      "I work with employees around the world to figure out ways to maintain and enhance and develop our culture and how to keep the core values we had in the very beginning–a flat organization, a lack of hierarchy, a collaborative environment–to keep these as we continue to grow and spread them and filtrate them into our new offices around the world.

      Though “failure bonuses” may sound a bit far-fetched in the abstract, they do fit with most everything else we know about Googloids’ “corporate culture” (and the Silicon Valley Ideology (aka Silicon Valley Narrative), more generally).

    1. One way to do this is to bring someone into the C-Suite whose job it is to keep an eye on culture. The best-known example of this approach is Google GOOG 3.07% , which added “chief culture officer” to head of HR Stacy Sullivan’s job title in 2006. Part of her job is to protect key parts of Google’s scrappy, open-source cultural core as the company has evolved into a massive multinational.

      Interesting that the title would be appended to the HR director position, instead of creating a new position. Stacy Savides Sullivan has been with the Goog’ since 1999, so pretty early in the company’s history. Not sure if her job is specifically with Google or if covers Alphabet more generally. It does sound like Sullivan’s ideas clashed with Astro Teller’s.

    2. Ha! This was before Grant McCracken wrote his famous book!