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Тогаш и сите светски берзи,Лондон...Париз...се е криминалци.

ne se samo kriminalci ..tuku i se psihopati ,pedofili

nekoi od niv duri i si priznavaat

Francuskiot minister za kultura prizna vo svojata biografija deka plakal na mali momcinja od Thailand za seks

http://law.rightpundits.com/?p=881

ima mnogu ovakvi primeri ..ne se praj naiven ,slep i glup na sila :smir:
 
Е каква врска има министерот за култура,со берзите во Париз,Лондон,Берлин,Тајпеј...таму се е игра.

Информациите се најбитни,ако знаеш дека еве некоја лита фирма за нафта открила ново наоѓалиште нормално дека по објавувањето на веста цената на нејзините акции ќе се качи.

Така да логично би било ако ти знаеш прв...ќути и купувај ги додека се ефтини...а после-знаеш.

И немој така економистите да ги правиш психи педофили и.т.н

Не е фер,како вели мастер јода
Fear leads to anger. Anger leads to hate. Hate leads to suffering,"

Ако еве јас сум чисто зло...барем мастер јода не е на дарк сајд:toe:
 
Па падна хипотекарниот пазар...бладате а?

Кризата се пренесе во европа оти и за европските банки тој пазар беше примамлив.

Па така се исподадоа кредити...народот купија куќи и требаше притоа да го отплаќаат кредитот.

Имај предвид дека банката ја однапред плаќа куќата која сте ја купиле.....така даа тие што купија куќи немаа пари да ги вратат и се случи колапс на хипотекарниот пазар-едноставно,банките останаа без пари,граѓаните кои имаа депозит сигурно би биле загрижени...но вас гајле ви е.
За тоа дојде до државна интервенција и ви САД и англија.

Вол стрит закашла,а цел свет ги осети последиците.


НИКОЈ.(а и бладаш..не му е заштеда...на хипотека ја купил).

Ако он се преценил и сметал дека ќе може да го врати долгот,а притоа куќата да му биде под хипотека негов проблем.

требало да земе некоја од 10000 долари па да ја исплати и да нема мака.

Ајде сега саати ти дадов за едноставно прашање што и осмооделенци го знаат,тука некако бладаш со трипл Х:pos2:



Тогаш и сите светски берзи,Лондон...Париз...се е криминалци.

Обама е тешка кукла само во клипот каде двајцата у хотелот глумат параноја и си пуштаат аларм:pos2:

а вие им верувате..пу пу..
:vozbud: а па тој екс кечерот хахах,ама пример дава..вика ние кечерите глумиме дека се тепаме,така прават и политичарите хехаааа...
Остај тоа во филмот има и пропаднати рапери....и они се во склоп на "СВЕСНИТЕ":tapp::tapp::tapp:

кои се газдите на корпорациите,многумина денеска практикуваат портфолио инвестиции???

get-paranoid-final300.jpg


-Decko ti bladas, ne zboruvam jas za tie sto zele hipoteka, tuku za onie koi 100% si ja platile centata vo cash od zasteda.
So pagjanje na hipotekarniot pazar, koj patem, ne moze sam da padne, tuku padna pod zakrila na alcnite i nesposobni BANKI, ne padnaa samo cenite na nedviznostite koi se kupeni so hipetekaren kredit, tuku padnacelokupniot pazar za nedviznosti,padnaa cenite na celokupnite nedviznosti vo opstestvoto, i onie isplatenite, i onie koi bile celosno isplateni vcera, i onie koi bile celosno isplateni pred 10 godini.Sto znaci direkno namaluvanje na realnata vrednost, i namaluvanje na realnata vrednost i bogatstvoto na lugjeto nasekade okolu svetot.
So taa razlika sto lugjeto ne dobija finansiski injekcii od Vladite, da si gi popolnat dupkite za razlika od bankite i korporaciite..i se najdoa vo podredena polozba kako subjekti, koi se vo ist kos i stradaat so isti efekti od finansiskata kriza koi im ja nametnaa bankite.
 
-Decko ti bladas, ne zboruvam jas za tie sto zele hipoteka, tuku za onie koi 100% si ja platile centata vo cash od zasteda.
So pagjanje na hipotekarniot pazar, koj patem, ne moze sam da padne, tuku padna pod zakrila na alcnite i nesposobni BANKI, ne padnaa samo cenite na nedviznostite koi se kupeni so hipetekaren kredit, tuku padnacelokupniot pazar za nedviznosti,padnaa cenite na celokupnite nedviznosti vo opstestvoto, i onie isplatenite, i onie koi bile celosno isplateni vcera, i onie koi bile celosno isplateni pred 10 godini.Sto znaci direkno namaluvanje na realnata vrednost, i namaluvanje na realnata vrednost i bogatstvoto na lugjeto nasekade okolu svetot.
So taa razlika sto lugjeto ne dobija finansiski injekcii od Vladite, da si gi popolnat dupkite za razlika od bankite i korporaciite..i se najdoa vo podredena polozba kako subjekti, koi se vo ist kos i stradaat so isti efekti od finansiskata kriza koi im ja nametnaa bankite.
Друже, најдобро ќе биде подобро да се информираш за и околу финансиската криза. Батали ги разноразните шпекулативни извори... Банките се најголемите губитници, а добар дел пропаднаа...
 
Друже, најдобро ќе биде подобро да се информираш за и околу финансиската криза. Батали ги разноразните шпекулативни извори... Банките се најголемите губитници, а добар дел пропаднаа...

Bankite propadnaa i izgubija po svoja vina, Lugjeto izgubija rabotni mesta, i materijalni dobra, ne po svoja vina... koj e najgolem gubitnik??? Onoj koj e vinoven za toa sto go snaslo, ili onoj koj nevin se nasol na sred tornadoto?
 
толку да се разбирало,абе да се плука по корпорациите.
It was a fitting way to wrap up the first day of IBM's (IBM ) innovation-themed leadership forum, held in Rome in early April. Guests were treated to small group tours of the Vatican Museum, including Michelangelo's frescoes in the Sistine Chapel. They sipped cocktails on a patio in the back of St. Peter's, the vast dome of the basilica outlined by the light of the moon. They dined in a marble-statue-filled hall inside the Vatican. What better place than Italy to hold a global confab on innovation, the topic di giorno among corporate leaders? It was, after all, the birthplace of the Renaissance, another period of great innovation and change.




The next day, at the Auditorium Parco della Musica, 500-odd corporate executives, government leaders, and academics listened as a diverse group of innovative leaders took the stage. Sunil B. Mittal, chief executive officer of Indian telecom company Bharti Tele-Ventures Ltd., described his radical business model, which outsources everything but marketing and customer management, charges 2 cents a minute for calls, and is adding a million customers a month. Yang Mingsheng, CEO of Agricultural Bank of China, the country's second-biggest commercial bank, spoke of building a banking powerhouse from a modest business making micro loans to peasant farmers.

Their stories echoed a comment IBM CEO Samuel J. Palmisano had made the day before: "The way you will thrive in this environment is by innovating -- innovating in technologies, innovating in strategies, innovating in business models."

Palmisano, to be sure, was making a subtle pitch for IBM and its ability to help the assembled leaders do well in an increasingly challenging business environment. But he also summed up the broad focus of innovation in the 21st century.

Today, innovation is about much more than new products. It is about reinventing business processes and building entirely new markets that meet untapped customer needs. Most important, as the Internet and globalization widen the pool of new ideas, it's about selecting and executing the right ideas and bringing them to market in record time.

In the 1990s, innovation was about technology and control of quality and cost. Today, it's about taking corporate organizations built for efficiency and rewiring them for creativity and growth. "There are a lot of different things that fall under the rubric of innovation," says Vijay Govindarajan, a professor at Dartmouth College's Tuck School of Business and author of Ten Rules for Strategic Innovators: From Idea to Execution. "Innovation does not have to have anything to do with technology."

THE QUICK AND THE BLOCKED
To discover which companies innovate best -- and why -- BusinessWeek joined with The Boston Consulting Group to produce our second annual ranking of the 25 most innovative companies. More than 1,000 senior managers responded to the global survey, making it our deepest management survey to date on this critical issue.


The new ranking has companies evoking all types of innovation. There are technology innovators, such as BlackBerry maker and newcomer Research In Motion Ltd. (RIMM ), which makes its debut on our list at No. 24. There are business model innovators, such as No. 11 Virgin Group Ltd., which applies its hip lifestyle brand to ho-hum operations such as airlines, financial services, and even health insurance. Process innovators are there, too: Rounding out the ranking is Southwest Airlines Co. (LUV ) at No. 25, a whiz at wielding operational improvements to outfly its competitors.

At the top of the list are the masters of many genres of innovation. Take Apple Computer Inc. (AAPL ), once again the creative king. To launch the iPod, says innovation consultant Larry Keeley of Doblin Inc., Apple used no fewer than seven types of innovation. They included networking (a novel agreement among music companies to sell their songs online), business model (songs sold for a buck each online), and branding (how cool are those white ear buds and wires?). Consumers love the ease and feel of the iPod, but it is the simplicity of the iTunes software platform that turned a great MP3 player into a revenue-gushing phenomenon.

Toyota Motor Corp., which leapt 10 spots this year to No. 4, is becoming a master of many as well. The Japanese auto giant is best known for an obsessive focus on innovating its manufacturing processes. But thanks to the hot-selling Prius, Toyota is earning even more respect as a product innovator. It is also collaborating more closely with suppliers to generate innovation. Last year, Toyota launched its Value Innovation strategy. Rather than work with suppliers just to cut costs of individual parts, it is delving further back in the design process to find savings spanning entire vehicle systems.

The BusinessWeek-BCG survey is more than just a Who's Who list of innovators. It also focuses on the major obstacles to innovation that executives face today. While 72% of the senior executives in the survey named innovation as one of their top three priorities, almost half said they were dissatisfied with the returns on their investments in that area.

The No. 1 obstacle, according to our survey takers, is slow development times. Fast-changing consumer demands, global outsourcing, and open-source software make speed to market paramount today. Yet companies often can't organize themselves to move faster, says George Stalk Jr., a senior vice-president with BCG who has studied time-based competition for 25 years. Fast cycle times require taking bets even when huge payoffs aren't a certainty. "Some organizations are nearly immobilized by the notion that [they] can't do anything unless it moves the needle," says Stalk. In addition, he says, speed requires coordination from the hub: "Fast innovators organize the corporate center to drive growth. They don't wait for [it] to come up through the business units."


Indeed, a lack of coordination is the second-biggest barrier to innovation, according to the survey's findings. But collaboration requires much more than paying lip service to breaking down silos. The best innovators reroute reporting lines and create physical spaces for collaboration. They team up people from across the org chart and link rewards to innovation. Innovative companies build innovation cultures. "You have to be willing to get down into the plumbing of the organization and align the nervous system of the company," says James P. Andrew, who heads the innovation practice at BCG.

Procter & Gamble Co. (PG ) (No. 7) has done just that in transforming its traditional in-house research and development process into an open-source innovation strategy it calls "connect and develop." The new method? Embrace the collective brains of the world. Make it a goal that 50% of the company's new products come from outside P&G's labs. Tap networks of inventors, scientists, and suppliers for new products that can be developed in-house.

The radically different approach couldn't be shoehorned into managers' existing responsibilities. Rather, P&G had to tear apart and restitch much of its research organization. It created new job classifications, such as 70 worldwide "technology entrepreneurs," or TEs, who act as scouts, looking for the latest breakthroughs from places such as university labs. TEs also develop "technology game boards" that map out where technology opportunities lie and help P&Gers get inside the minds of its competitors.

To spearhead the connect-and-develop efforts, Larry Huston took on the newly created role of vice-president for innovation and knowledge. Each business unit, from household care to family health, added a manager responsible for driving cultural change around the new model. The managers communicate directly with Huston, who also oversees the technology entrepreneurs and managers running the external innovation networks. "You want to have a coherent strategy across the organization," says Huston. "The ideas tend to be bigger when you have someone sitting at the center looking at the company's growth goals."

ASKING THE RIGHT QUESTIONS
Coordinating innovation from the center is taken literally at BMW Group (BMW ), No. 16 on the list. Each time BMW begins developing a car, the project team's members -- some 200 to 300 staffers from engineering, design, production, marketing, purchasing, and finance -- are relocated from their scattered locations to the auto maker's Research and Innovation Center, called FIZ, for up to three years. Such proximity helps speed up communications (and therefore car development) and encourages face-to-face meetings that prevent late-stage conflicts between, say, marketing and engineering. In 2004 these teams began meeting in the center's new Project House, a unique structure that lets them work a short walk from the company's 8,000 researchers and developers and alongside life-size clay prototypes of the car in development.

For many companies, cross-functional collaborations last weeks or months, not years. Southwest recently gathered people from its in-flight, ground, maintenance, and dispatch operations. For six months they met for 10 hours a week, brainstorming ideas to address a broad issue: What are the highest-impact changes we can make to our aircraft operations?
 
The group presented 109 ideas to senior management, three of which involve sweeping operational changes. One solution about to be introduced will reduce the number of aircraft "swaps" -- disruptive events that occur when one aircraft has to be substituted for another during mechanical problems. Chief Information Officer Tom Nealon says the diversity of the people on the team was crucial, mentioning one director from the airline's schedule planning division in particular. "He had almost a naive perspective," says Nealon. "His questions were so fundamental they challenged the premises the maintenance and dispatch guys had worked on for the last 30 years."

Managers are scrambling to come up with ways to measure and raise the productivity of their innovation efforts. Yet the BusinessWeek-BCG survey shows widespread differences over which metrics -- such as the ratio of products that succeed, or the ROI of innovation projects -- should be used and how best to use them. Some two-thirds of the managers in the survey say metrics have the most impact in the selection of the right ideas to fund and develop. About half say they use metrics best in assessing the health of their company's innovation portfolio. But as many as 47% said measurements on the impact of innovation after products or services have been launched are used only sporadically.

Actually, most managers in the survey aren't monitoring many innovation metrics at all; 63% follow five gauges or fewer. "Two or three metrics just don't give you the visibility to get down to root causes," says BCG's Andrew. Then there are companies that track far too many. Andrew says one of the top innovators on our list -- he's mum as to which one -- collects 85 different innovation metrics in one of its businesses. "That means they manage none of them," he says. "They default to a couple, but they spend an immense amount of time and effort collecting those 85."

The sweet spot is somewhere between 8 and 12 metrics, says Andrew. That's about the number that Samsung Electronics Co. uses, says Chu Woosik, a senior vice-president at the South Korean company. Chu says the most important metrics are price premiums and how quickly they can bring to market phones that delight customers. Samsung also watches the allocation of investments across projects and its new-product success ratio. That, Chu says, has nearly doubled in the last five years. "You want to see it from every angle," he says. "A lot of companies fall into the trap that they thought things were really improving, but in the end, it didn't work out that way. We don't want to make that mistake."

AWARDS AND ETHNOGRAPHY
One of the biggest mistakes companies may make is tying managers' incentives too directly to specific innovation metrics. Tuck's Govindarajan warns that linking pay too closely to hard innovation measures may tempt managers to game the system. A metric such as the percentage of revenue from new products, for instance, can lead to incremental brand extensions rather than true breakthroughs. In addition, innovation is such a murky process that targets are likely to change. "There's a dialogue that needs to happen," says Govindarajan. "Operating plans may need to be reviewed, or you may need to change plans because a new competitor came into your space."

Susan Schuman, CEO of Stone Yamashita Partners, which works with CEOs on innovation and change, says that besides numbers-driven metrics, some clients are adding subjective assessments related to innovation, such as a manager's risk tolerance, to performance evaluations. "It's not just about results," she says. "It's how did you lead people to get to those results."

That's one reason the bastion of Six Sigma-dom, General Electric Co. (GE ), has begun evaluating its top 5,000 managers on "growth traits" that include innovation-oriented themes such as "external focus" and "imagination and courage." GE has also added more flexibility into its traditionally rigid performance rankings. GE will now have to square its traditional Six Sigma metrics, which are all about control, with its new emphasis on innovation, which is more about managing risk. That's a major change in culture.

How do you build an innovation culture? Try carrots. Several companies on our list have formal rewards for top innovators. Nokia Corp. (NOK ) inducts engineers with at least 10 patents into its "Club 10," recognizing them each year in a formal awards ceremony hosted by CEO Jorma Ollila.

3M (MMM ) has long awarded "Genesis Grants" to scientists who want to work on outside projects. Each year more than 60 researchers submit formal applications to a panel of 20 senior scientists who review the requests, just as a foundation would review academics' proposals. Twelve to 20 grants, ranging from $50,000 and $100,000 apiece, are awarded each year. The researchers can use the money to hire supplemental staff or acquire necessary equipment.

Of course, rewards won't help if the inventions aren't focused on customer needs. Getting good consumer insight is the fourth most cited obstacle to innovation in our survey. Blogs and online communities now make it easier to know what customers are thinking. Hiring designers and ethnographers who observe customers using products at work or at home helps, too. But finding that Holy Grail of marketing, the "unmet need" of a consumer, remains elusive. "You need time, just thinking time, to step out of the day to day to see what's going on in the world and what's going on with your customers," says Stone Yamashita's Schuman.

THE WORLD IS YOUR LAB
Try learning journeys. That's what Starbucks Corp. (SBUX ), up 10 spots from 2005 to No. 9, does. While the coffee company began doing ethnography back in 2002 and relies on its army of baristas to share customer insights, it recently started taking product development and other cross-company teams on "inspiration" field trips to view customers and trends. Two months ago, Michelle Gass, Starbucks' senior vice-president for category management, took her team to Paris, Düsseldorf, and London to visit local Starbucks and other restaurants to get a better sense of local cultures, behaviors, and fashions. "You come back just full of different ideas and different ways to think about things than you would had you read about it in a magazine or e-mail," says Gass.

A close watch of customer insights can also bring innovation to even the most iconic and established products. Back in 2003, 3M began noticing and monitoring two consumer trends. One was troubling: Customers were using laptops, cell phones, and BlackBerrys to send quick memos or jot down bits of information. Every thumb-tapped message or stylus-penned note on a personal digital assistant meant one less Post-it note.

The other trend, however, was encouraging: the rise of digital photography. While observing consumers, 3M researchers asked to see their photos. What followed was always a clunky process: Consumers would scroll through screen upon screen of photos or have to dig through a drawer for the few shots they printed. Nine months later a team of one marketer and two lab scientists hit upon the idea of Post-it Picture Paper, or photo paper coated with adhesive that lets people stick their photos to a wall for display. "We listened carefully to what consumers didn't say and observed what they did," says Jack Truong, vice-president of 3M's office supply division.

To get a sense of the value of customer research, imagine you're a Finnish engineer trying to design a phone for an illiterate customer on the Indian subcontinent. That's the problem Nokia faced when it began making low-cost phones for emerging markets. A combination of basic ethnographic and long-term user research in China, India, and Nepal helped Nokia understand how illiterate people live in a world full of numbers and letters. The result? A new "iconic" menu that lets illiterate customers navigate contact lists made up of images.

Other innovative ideas followed. By listening to customers in poorer countries, Nokia learned that phones had to be more durable, since they're often the most expensive item these customers will buy. To function in a tropical climate, it made the phones more moisture-resistant. It even used special screens that are more legible in bright sunlight.

Consumers increasingly are doing the innovation themselves. Consider Google Inc. (GOOG ), our No. 2 innovator, and its mapping technology, which it opened to the public. This produced a myriad of "mash-ups" in which programmers combine Google's maps with anything from real estate listings to local poker game sites.

Google's mash-ups are just one example of the escalating phenomenon of open innovation. These days the world is your R&D lab. Customers are co-opting technology and morphing products into their own inventions. Many companies are scouting for outside ideas they can develop in-house, embracing the open-source movement, and joining up with suppliers or even competitors on big projects that will make them more efficient and more powerful. "When you work with outside parties, they bear some of the costs and some of the risks, and can accelerate the time to market," says Henry W. Chesbrough, the University of California at Berkeley Haas School of Business professor who helped establish the concept with his 2003 book, Open Innovation.

India and China are growing sources of innovation for companies, too. The BusinessWeek-BCG survey shows that they are nearly as popular as Europe among innovation-focused executives. When asked where their company planned to increase R&D spending, 44% answered India, 44% said China, and 48% said Western Europe. Managers tended to look to the U.S. and Canada for idea generation, while a lower percentage looked to Europe for the same tasks. India and China, though, are still seen as centers for product development.

Few companies have embraced the open innovation model as widely as IBM, No. 10 on our list. While the company's proprietary technology is still a force to behold -- Big Blue remains the world's largest patent holder, with more than 40,000 -- the company is opening up its technology to developers, partners, and clients. Last year it made 500 of its patents, mainly for software code, freely available to outside programmers. And in November it helped fund the Open Invention Network, a company formed to acquire patents and offer them royalty-free to help promote the open-source software movement.
 
Why the generosity? IBM believes that by helping to create technology ecosystems, it will benefit in the long run. "We want to do things that encourage markets to grow," says Dr. John E. Kelly III, senior vice-president for technology and intellectual property at IBM. By helping nurture those markets, says Kelly, "we know we'll get at least our fair share."

GOING OUTSIDE FOR IDEAS
P&G has helped establish several outside networks of innovators it turns to for ideas the company can develop in-house. These networks include NineSigma, which links up companies with scientists at university, government, and private labs; YourEncore Inc., which connects retired scientists and engineers with businesses; and yet2.com Inc., an online marketplace for intellectual property.

Only a CEO can change a business culture at top speed, and in Alan G. Lafley, P&G has its own innovator-in-chief. Lafley sits in on all "upstream" R&D review meetings, 15 a year, that showcase new products. He also spends three full days a year with the company's Design Board, a group of outside designers who offer their perspective on upcoming P&G products. "He's sort of the chief innovation officer," says P&G's Huston. "He's very, very involved."

That sort of support from the CEO is essential, says Jon R. Katzenbach, co-founder of New York-based management consultancy Katzenbach Partners LLC. "The CEO determines the culture," he says. "If the CEO is determined to [improve] the surfacing of ideas and determined to make critical choices, then the chances of an [organization's] figuring that out are much, much greater."

Infosys Technologies Ltd. (INFY ), the Bangalore-based information technology services company that popped up at No. 10 on our Asia-Pacific list, takes a direct approach to making sure management stays involved in the innovation process. Chairman and "chief mentor" N.R. Narayana Murthy introduced the company's "voice of youth" program seven years ago.

Each year the company selects nine top-performing young guns -- each under 30 -- to participate in its eight yearly senior management council meetings, presenting and discussing their ideas with the top leadership team. "We believe these young ideas need the senior-most attention for them to be identified and fostered," says Sanjay Purohit, associate vice-president and head of corporate planning. Infosys CEO Nandan M. Nilekani concurs: "If an organization becomes too hierarchical, ideas that bubble up from younger people [aren't going to be heard]."
Mike Lazaridis, president and co-CEO of Research In Motion, hosts an innovation-themed, invitation-only "Vision Series" session in the Waterloo (Ont.)-based company's 100-seat auditorium each Thursday. The standing-room-only meetings focus on new research and future goals for the company that gave us the BlackBerry.

Lazaridis is likely the only chief executive of a publicly traded company who has an Academy Award for technical achievement. (He won it in 1999 for an innovative bar-code reader that he helped invent that expedites film editing and production.) He has donated $100 million of his own money to fund a theoretical physics institute and an additional $50 million to a university quantum computing and nanotechnology engineering center in Waterloo. He has even appeared in an American Express (AXP ) commercial, scratching complex equations across a blackboard while proclaiming his commitment to the creative process. "I think we have a culture of innovation here, and [engineers] have absolute access to me," says Lazaridis. "I live a life that tries to promote innovation.

Значи не би сакал да ја должам,јасно е!!

Но би напоменал дека голем дел од корпорациите во своите програми одделуваат средства и за хуманитарна помош,за образование и.т.н

80% од научниот кадар работи баш за нив,они претставуваат на некој начин локомотива на економијата.

Морфеус даде добронамерен совет,значи треба малце истражување.

За фановите на фал оф репаблик и јас би дал еден совет

 
hahaha IBM humanitarci ..ti druze si daleku od realnosta ..korporaciite pomagaat :pos:

Mashinite na IBM se koristeni za sproveduvanje na holokaustot

tetovazite ,odnosno broevite so koi se zigosuvani lugeto vo logorite se od IBM

eve ti citaj od linkot i od tekstot podolu ...za drugi korporacii ponatamu i ne me smej molam te :)

http://news.bbc.co.uk/2/hi/business/3832141.stm

When studying History, one will find a great deal of men and periods which both stand out and capture the interest of scholars and lay men alike. However, few if any induce the emotion and interest of Adolf Hitler and his Third Reich. The immense impact which Hitler has made on the world has resulted in a great deal of scholarship by historians and hundreds of thousands of books have subsequently been written. The general historical account is however lacking in certain areas, and the reason for this deficiency is best explain by the Fuhrer’s adversary Winston Churchill who said “history is written by the victors”. This inherent bias has seen Hitler being painted as the evil incarnate and the allies as angelic saviours of the world. This paper is in no way meant to minimize the atrocities of Hitler and the Nazis, but as with any crime especially one of this magnitude there is a plethora of blame to be revolved and thus all the parties that played a role in the evils of the Third Reich should be exposed. It is therefore the aim of this paper to explore an underdeveloped side of history, which involves members of allied nations and the nations themselves creating both directly and indirectly the means for the havoc carried out by the Nazis.
The conditions necessary for the rise of Hitler was in largely due to the overly severe conditions placed on the German people by the 1919 Treaty of Versailles. Another way in which outside forces contributed to the crimes of Hitler was as a result of the advocating of Eugenics by the British and Americans. Eugenics which was started in Britain and advanced in the United States is the:
“the study of or belief in the possibility of improving the qualities of the human species or a human population, esp. by such means as discouraging reproduction by persons having genetic defects or presumed to have inheritable undesirable traits (negative eugenics) or encouraging reproduction by persons presumed to have inheritable desirable traits (positive eugenics).”
This doctrine purportedly gave the Nazis scientific justification for the mass killings of innocent lives. Not only was the rationale for the Holocaust imported by the Nazis, but also was the technology to carry it out. The mass identification, transportation and then execution carried out by the Nazis required state of the art technology; the kind which was uncommon at the time, was provided by International Business Machines (IBM) an American Company. Unfortunately IBM was far from being the only American company that made Hitler one of the most prolific killers of all time. Henry Ford and his Ford Motor company also played an invaluable role, as did General Electric and Standard Oil. Moreover, other western financiers also assisted the Nazi’s reign through I.G. Farben and other mechanism.
There is evidence which not only indicts private citizens and companies in allied nations but also nations themselves (particularly Britain). According to German general Franz Halder “the British double crossed Hitler” , as outrageous as this claim sounds it is supported by some evidence and goes a long way in explaining mysteries of the war such as the “Miracle and Dunkirk”, the “Hess Mission”, among others.
Given the seemingly outlandish claim that Hitler would have been able to carry out the atrocities attributed to him, it is best to begin this argument on the solid grounds of France. It was June 28th 1919 in Paris that the Treaty of Versailles was signed. In this treaty, the victors of world war one namely, Britain, France and the United States dictated to a defeated Germany the terms of peace. The victors made it very clear that the weakened Germany would be fully exploited. If the Germans had thought the loss of lives was all they would have lost they were sadly mistaken, Germany lost all its foreign territories, approximately 13% of its national territory, which included vital resources such as coal . They also lost nearly half of its steel and iron industry and they had to pay reparations 226 billion Reichmarks in gold . Overall, the losses and impositions placed on Germany are too many to list. However, the consequences on the German people and later the people of the world are quite evident. The Treaty demoralized the German people, the harsh economic conditions which followed along with the loss of German pride made things perfect for the Hitler. Hitler was extremely nationalist and preached racial and national pride, which the destitute Germans willing accepted, he also provided someone to blame for their woes, the Jews. The economic conditions made things perfect for his socialist party. In hindsight, people have always wondered how a horrible man such as Hitler could have been elected, the answer to which is, thanks to the Treaty of Versailles, Germany was seeing horrible times. With the harsh terms of the allies, it is more than reasonable to assume that Hitler would not have found the German people so welcoming to his message.
The main reason why Hitler is often described as horrible with very few objections is because of the millions of innocent people he killed, were in his eyes seen as “inferior”. However, as mentioned earlier, this idea of genetically inferior humans was not created by Hitler. The credit and thus some blame for the creation of this doctrine goes to Francis Galton who continued the work of his cousin Charles Darwin. Sir Francis Galton a Brit, coined the term eugenics in 1883. Americans such as Davenport and Laughlin soon took up the charge to advance the “science” which, unfortunately they did. The importance and prevalence of eugenics in America in the early twentieth century must not be underestimated. In fact the only reason eugenics is not a part of today’s vernacular was the success of one of the doctrines most dedicated students, Hitler, who made it distasteful. Prior to this the many proponents of eugenics were openly fans of Hitler, the New York Times declared that the race “must be bred according to the criteria of race hygiene and eugenics”. The Eugenical News claimed in an article titled “Hitler and racial pride” that “the mixing of blood, the pollution of race” causes the destruction of civilizations. Eugenics fans in the west were not fringe members of society but rather the most respected some members included “Alexander Graham Bell, Winston Churchill l, Irving Fisher, Woodrow Wilson” etc. they were literally the “who’s who” of the day. Financiers included Andrew Carnegie, The Rockefeller family, and E.H. Harriman’s widow. Although American Eugenicist were able to pass force sterilization laws and other crime against humanity the main evil they inflicted on the human race was their tremendous influence on the Nazis.
Eugenicist like religious missionaries who worked tirelessly to spread eugenics, found that Germany was where they had the most success. Eugenics had arrived in Germany even before Hitler took power; Fischer a Rockefeller funded German Eugenicist was proposing forced sterilization of the “unfit” in 1932 to Weimar authorities. Nonetheless it was the Nazis who really got the eugenics ball rolling with the help of their American allies. Americans like the Rockefellers not only funded the eugenics movement in Germany, American eugenicist provided the training and rationale for the Nazis. In 1934 a member of the Nazi party requested the book “The Case for Sterilization” a few weeks later the author Leon Whitnet received a hand written note from Hitler expressing gratitude. Hitler continued to study American pioneered eugenics and after reading Madison Grant’s “The Passing away of the great race”, Grant wrote and said the book was his new “Bible”. Hitler wasted little time in practicing his new favourite science, the Nazis forcibly sterilized more than 360,000 unfit Germans and this was only the beginning of his quest to purify Germany of unfit peoples.
Hitler got the scientific justification for this question from America and later he got the technological means to fulfill his ambitions from an American Company. The grand undertaking of killing millions of people required technology that could only be imported. Unfortunately for millions of Jews and other “undesirables” IBM truly was INTERNATIONAL, their main goal was BUSINESS and they didn’t care want their MACHINES were being used for. IBM’s CEO Thomas Watson not only profited from the demise of millions but he was tried to conjure support for his billion dollar client. Watson also recommended “a sympathetic understanding to the German people and their aims under the leadership of Adolf Hitler”. “Without this assistance, Hitler’s regime would not have been able to carry through its extermination plan with such efficiency. IBM’s machines were used at all stages of the persecution of the Jews.” IBM’s punch card technology was used to identify and sort the Jews, whether it was to enforce labour restrictions or to place them in concentration camps. IBM technology also designed the railway systems that allowed millions of people to be transported from labour camps to their execution with terrifying efficiency. The effects of the efficiency provided by IBM are evident when we compare Holland-where the system worked to France-where a member of the resistance sabotaged the IBM technology. In Holland the Nazis were able to kill 70% of the Jews while in France they “only” managed to kill a mere 30%. It is therefore clear that without IBM’s technological support, Hitler could not have murdered all the people he did.
IBM is not the only fortune 500 American company who the Nazis needed to do what they did, Henry Ford and his Ford Motor Company was also a Nazi supporter. According to historian Ron Rosenbaum “one could make the cause that without Ford’s inspiration and cash contributions, Hitler and his movement might not have survived to commit
 
mass murder” As astonishing as this statement sounds there is enough evidence to lead it credibility. Henry Ford’s link to Nazism is not hard to understand once you are aware of his anti-Semitic views, Ford continuously expressed his anti-Semitic views to anyone would listen, he eventually started a paper(Independent) which professed his view to a wider audience, headlines like ”The Intentional, Jew : The world’s problem” would be a fixture of his paper. Ford also wrote a book “The international Jew” which further blamed the Jews for all the world’s woes. The German version of the book was a massive success in German as early as 1921, before Hitler had the platform to spread anti-Semitism. Ford’s book blamed the Jews for Germany’s loss in the war as well as the harsh conditions of the Versailles treaty, the Germans embraced this view as it offered them a source of scapegoat and came from one of the world greatest men. Hitler like other Germans wholeheartedly embraced Henry Ford; in fact a large picture of Ford dominated Hitler’s office, as well as all Ford’s writings. We therefore need not guess why Ford and Hitler were fond of each other, the Vice president of the Bavarian Parliament Erhard Auer gave a concise reason. Auer claimed that “Henry Ford was financing the revolutionary program of a radical Austrian named Adolf Hitler because he was favorably impressed by Hitler’s program supporting the extermination of Jews in Germany” Given their mutual goal to solve the “international Jew problem” it seems only natural that on August 1938, Ford received the highest Nazi medal a foreigner could have obtained.
Several other key members of the business elite played a significant role in the rise of the Nazis, this is generally attributed to contractual agreement and naivety, however, according to Gabriel Kollo(academic) “The business press was aware from 1935 that German prosperity was based on war preparations. More importantly, it was conscious of the fact that German industry was under Nazi control and was being directed to serve Germany’s rearmament” Arguably the cornerstone of Hitler’s war capability was Chemical giant I.G. Farben, “Farben was Hitler and Hitler was Farben”(US, Senator Homer) Farben was created in 1925 by acquiring several existing German companies, with the financial assistance of Wall Street. Farben began helping Hitler from 1933 when directors contributed 400,000RM to his fund. Although IG Farben is a German company it still ties into the theme of unpunished western supporters of Hitler. All the German Directors of IG Farben were prosecuted as war criminals, all except Max Warburg-brother to American Paul Warburg, one of the founding members of the Federal Reserve System and a director of Farben’s American subsidiary, IG Farben America. Other directors of IG Farben America included men from the Ford Motor Company, Standard Oil. The Federal Reserve, and others. This is important because IG Farben America established Chemnyco, Chemnyco according to the War Department“(utilized) normal business contacts (and) was able to transit to Germany tremendous amounts of material”. which aided the Nazis. Another strike against IG Farben America is the fact that the company paid top public relations expert Ivy Lee to counter criticisms being made against their parent company in German, which was among other things making the gas being used to kill Jews in concentration camps. When being interrogated, Ivy Lee conceded that the propaganda he was being paid to distribute by IG Farben America was being sent to him from Germany and had its origins in the German government . This means Hitler’s propaganda was being paid for by Americans and was also being distributed by Americans.
General Electric (GE) was another company guilty of supporting the Third Reich, GE prior to Hitler’s reign had a history of supporting large government policies such as Roosevelt’s “New Deal” and Lenin’s Socialism. This was a corporate strategy which would hinder competition and provide GE with a statist government who would buy majority of their products. As a result it is no huge surprise that in 1933 GE’s Germany subsidiary contributed to Hitler’s election fund.
Standard Oil also played a huge role in supporting Hitler’s ambitions. This was explained in a report by the US embassy in Berlin which stated that “In two years Germany will be manufacturing oil and gas enough out of coal for a long war. The Standard Oil of New Jersey is furnishing millions of dollars to help” Without the fuel independence that Rockefeller’s Standard Oil provided, Hitler would have no hope for any war, since Germany imported 85% of its fuel. This problem was solved by Standard Oil technology which had the ability to turn coal into an oil substitute. The importance of this and other technologies which where funded in the US by Standard Oil and then transferred to IG Farben, without a doubt cannot be overstated, as without them Hitler could barely have invaded Poland.
It has been established that Hitler was supported a great deal by agents in allied nations, now let us examine Halder’s claim of Hitler being double crossed by the British. Firstly it is worth noting that at the time of his statement Halder was no longer a Hitler fan as Hitler had cast him away after his failed attack on the Soviet Union. The main reason why this claim deserves more attention than history has given it is tied to Rudolf Hess and his flight. The official story of Hess is that he went crazy and flew to Britain to ask for peace, was later captured and spent the rest of his life in jail. This version of events was proven false by Dr. Hugh Thomas who was assigned to care for the prisoner at Spandau (by the time he got the job only “Hess” was left.) Dr. Thomas had read books about his famous patient and knew he was shot in the chest in world war one. He knew the details of the injury and knew Hess must have scars on his chest, lungs and ribs. Thomas “froze in disbelief” when he realized that the scars, fibrous tissue track in the lungs and rib damage had all been absent from the prisoner. Astounded by the implications of this, the doctor called Hess’ wife who confirmed he had bad scars, additionally, he also accessed Hess’ German medal records which further proved that the prisoner was not Rudolf Hess. The evidence does suggest that Hess landed in Scotland as the authorities that apprehended him confirmed it was him by a well known scar he had received in a bar fight (this scar was also absent from the prison)
The official story of Hess’ Mission is also questionable; the idea of a man who had, only hours earlier chaired meetings just going crazy and flying a plane within yards of the person he was looking for is just as unrealistic as any other Hess “conspiracy theory”. A message from the head of Czech intelligence to Stalin refutes the official story;

“The widely spread opinion that Hess flew to Britain unexpectedly is untrue. Long before that flight corresponded on this question with Lord Hamilton discussing all the detail of his fore coming flight. Hamilton did not personally participate in the correspondence; however, all the letters addressed to Hamilton failed to reach him. They were reconceived by intelligence service. This is how the British managed to trick Hess into flying to Britain”

This version of event was also echoed by other people in the know, such as Hess’ mentor Haushofer, he claimed that his son a Nazi agent, Albrecht was one of several peace feelers to Britian, Albrecht met a “British confidential agent-a Lord Templewood”. After Albrecht returned from this meeting, he met with Hess who a few days later flew to England. This alleged behind the scenes meetings goes a far way in explaining the “miracle at Dunkirk”. Hitler’s racist ideas made peace with England a main goal, in explaining Dunkirk to Gredy Troost he said “the blood of every single Englishman is too valuable to shed. Our two people belong together” Further evidence that Hitler had some communication with people in England comes from a note he wrote to Goebbels, he said he “has high hopes of the peace party in England, otherwise, the Hess Affair would not have been so systematically killed by silence” Based on Hitler’s many states of peace with England, he must have had some reason to believe this. His attack on the Soviet Union is further proof that he believed that he had reach peace with England, why Hitler turned East is a favourite question of historians. Everybody including Hitler knew it was unwise to fight on the west and eastern fronts, the attack on Germany suggests there was something to Halder’s claim. On the day Hess had landed, Germany had carried out their most devastating air attack on Britain; over a thousand civilians died, even though Germany clearly had the advantage this was their last serious attack. Why, one may ask? Only Halder’s double cross theory seems to explain this. Also in the build up to the attack on Germany, propaganda Minister Goebbels was perplexed “that the English (were) not attacking Germany more” since they had moved most of their troops and were weak in the west, he went on “no one can explain it”. The truth of what really happened between Germany and Britain was quite fascinating and the evidence suggests much more complexity than most history books seem to believe.
The atrocities committed by the Nazis are well known but as we have seen certain forces outside of Germany propelled and made these crimes possible. From the Versailles Treaty which created a geo-political climate which was perfectly suited for a man like Hitler, to the eugenics teaching coming out of America and Britain, that was used by the Nazis to kill innocent people. Additionally, Henry Ford is also to be blamed both for the anti-Semitic climate in Germany as well as for funding Hitler’s rise to power. Furthermore, Hitler’s reign of terror would not have been possible without the help of companies such as IBM, GE, IG Farben, Standard Oil and several others. It is also clear that the official explanation of Germany-Anglo relation has several deficiencies and requires further examination. The crimes of Hitler are well known and this paper is not aimed at minimizing them. However it is clear that in a perfect world with perfect justice, Hitler would have some very famous, wealthy and well respected codefendants from the United States and Great Britain.
Dictionary.com, http://dictionary.reference.com/browse/eugenics
Louis Kilzerm, Churchill’s Deception, (New York, Simon & Schuster, 1994) p.75
W. Keylor, J. Bannister, The Twentieth-Century World (Toronto, Oxford Press 2005) p. 61-71
http://en.wikipedia.org/wiki/Treaty_of_Versailles#Treaty_terms
Edwin Black, War against the Weak, (New York, Four walls eight windows, 2003) p.297
Edwin Black, War against the Weak, (New York, Four walls eight windows, 2003) p.71
Edwin Black, War against the Weak, (New York, Four walls eight windows, 2003) p.94-95
Edwin Black, War against the Weak, (New York, Four walls eight windows, 2003) p.66
Edwin Black, War against the Weak, (New York, Four walls eight windows, 2003) p.297
Max Wallace, The American Axis (New York, ST. Martin’s Griffin. 2004) p. 96-97
Max Wallace, The American Axis (New York, ST. Martin’s Griffin. 2004) p. 97

Edwin Black, IBM and The Holocaust , (New York, Four walls eight windows, 2003) p.43

How IBM Helped the Nazis http://www.wsws.org/articles/2001/jun2001/ibm-j27.shtml

Max Wallace, The American Axis (New York, ST. Martin’s Griffin. 2004) p. 57

Max Wallace, The American Axis (New York, ST. Martin’s Griffin. 2004) p. 11
Max Wallace, The American Axis (New York, ST. Martin’s Griffin. 2004) p. 45
Anthony Sutton, Wall Street and the Rise of Hitler (Melbourne, Bloomfield Books, 1976) p.93
Anthony Sutton, Wall Street and the Rise of Hitler (Melbourne, Bloomfield Books, 1976) p.23

Anthony Sutton, Wall Street and the Rise of Hitler (Melbourne, Bloomfield Books, 1976) p.33

Anthony Sutton, Wall Street and the Rise of Hitler (Melbourne, Bloomfield Books, 1976) p.45

Anthony Sutton, Wall Street and the Rise of Hitler (Melbourne, Bloomfield Books, 1976) p.56

Anthony Sutton, Wall Street and the Rise of Hitler (Melbourne, Bloomfield Books, 1976) p.67

Louis Kilzerm, Churchill’s Deception, (New York, Simon & Schuster, 1994) p.15-17

Louis Kilzerm, Churchill’s Deception, (New York, Simon & Schuster, 1994) p.32

Louis Kilzerm, Churchill’s Deception, (New York, Simon & Schuster, 1994) p.285

Louis Kilzerm, Churchill’s Deception, (New York, Simon & Schuster, 1994) p.69

Louis Kilzerm, Churchill’s Deception, (New York, Simon & Schuster, 1994) p.53

Louis Kilzerm, Churchill’s Deception, (New York, Simon & Schuster, 1994) p.51
 
Види вака ти очигледно не разбираш што се корпорациите....види види:pos2:

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Зошто го обвинуваш ИБМ-оти денеска комуницираме на овој начин??


Ајде види ја состојбата со нашите корпорации и нашата економија па потоа размисли и ќе се увериш дека е така.

Корпорациите не се замараат со политика.
 
Добро фајрвол,ја воочи разликата помеѓу македонија и останатите земји...кај нас за жал има мешање,но...на западу ништа ново.

ајде еднаш беа банкарите виновни,сега Корпорациите,утре командитно друштво,па ќе дојде ден на алекс џонс и ДООЕЛ ќе го направи зло:pos2:
 
Korporaciite se za tehnoloski razvoj... razvivaat tehnologija...a za sto se koristi taa tehnologija???

Da ne im e podobren kvalitetot na zivotot na lugjeto( da zemaat ista plata za pomalku rabotni casovi) blagodarenie na avtomatikata? NE!
Da ne im e obezbedeno besplatno visoko obrazovanie, so cel za enormno zabrzuvanje na tehnoloskiot razvoj? NE!
Da ne im e pruzena hrana po niski bagatelni ceni, otkako pocnaa so pogolemi proizvodstva na genetski modificirana hrana koja nosi poveke prinosi? NE!


Zaklucok : Site tie tehnoloski inovacii, i razvoj, ne se za osporuvanje, no namesto da mu koRistat na covestvoto, koristat na tie sto gi sozdale so cel da ...SI GO ZGOLEMAT PROFITOT!!:toe:
 

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