The Corporate Bullshit Generator
Short URL: http://cbsg.sf.net
- The mediators avoid information overloads. A top-line white-collar productivity drives the stakeholders across geographies, while we will execute to structure an ownership.
- An edge standardizes benchmarks, as a Tier 1 company. The full-scale and future-ready idiosyncrasy differentially empowers the powerful champion by expanding boundaries. The highly satisfactory social implications cautiously aggregate bi-face analytics, relative to our peers.
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- The market thinker aggressively takes control of a context-aware, future-ready, award-winning and knowledge-based metric across the silos.
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- The partners promote leveraged engagements.
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- The attackers capitalize on an architectural approach. The standard-setters productize the future-oriented document.
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- There can be no improvement until we can achieve a recurring level of change. Measure and enterprise risk management inspire the team players over the long term.
- Sign-off and strategic staircase empower a thought leadership.
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- Our synergistic skills prioritize our dramatic say/do ratio. A top-class, educated, gamification drives the white-collar workers; this is why the category manager avoids the bottlenecks.
- Top-class processes lead to value creations; nevertheless technology and footprint efficiently influence the impactful co-innovations.
- The key people reduce our concerns. A top-down, bottom-line, streamlining diligently reconceptualizes decentralized solutions. The key to on-boarding process is intellectual capital, while the project manager focuses on a promising, best-of-breed, customer centricity.
- The key to reorganization is diversity. Long-standing strategic shifts efficiently drive the game changers. Actually, potentials standardize the high-priority business line. Business cases synergize the enablers. First and foremost, the team players analyse an inspirational, metrics-driven, informationalization.
- We must activate the silo to reduce interdependencies.
- The big data synergize the Chief Technology Officer up, down and across the silo.
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- Collaborative gamifications transfer the product manager.
- The market thinkers manage overarching socializations.
- Benchmark, visual thinking and sustainability target the group within the matrix. In the same time, the customers innovate an outsourced empowerment.
- An analytic architectural approach impacts the growing execution messages by expanding boundaries, whereas the white-collar workers enhance our global socializations on a transitional basis. We've got to generate documents. Out-of-the-box, user-centric, corporate governance is all about single-minded pre-plans.
- On-message, specific, aspirations challenge us to innovate our usage-based, turnkey, roadmaps. We look forward to working together to learn results-centric performances.
- The pioneers deepen cross-platform and/or usage-based profiles up, down and across the silo. As a result, all-encompassing metrics challenge us to re-aggregate a document. Workshops synergize the innovators. In the same time, core business and brainstorming space empower goal-based, prospective, paradigms.
- A scoping transfers the policy makers, while the unconventional, analytic and adoptable measurement strengthens the clients. The Chief Scheme Officer standardizes a high-impact flexibility; this is why the thinkers/planners empower a change.
- An effective business line engages a high-grade, time-honored, decision making.
- The white-collar workers commoditize effective reorganizations; nevertheless vertical support structures synergize our control-based escalations.
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- Our bi-face and dimensional executive talents drive the business leaders up-front. The gatekeeper influences under-the-radar, analytic and organizational policies; this is why the attackers benchmark emerging Balanced Scorecards.
- There can be no shift in value until we can achieve a disciplined expansion; this is why the Vice President of Identity optimizes a business-for-business focus on speed.
- The stakeholders right-size our differentiating paradigm shifts, relative to our peers. Our challenge is not to learn our market forces. Our challenge is to are eager for market-altering visions. The innovators co-develop our business philosophies. Line of business, customer experience and cross-sell message prioritize digitizations. The clients re-content state-of-the-art innovations, while the sales manager 200% tackles the unfavorable developments.
- We will sharpen our business models to leverage our diversities.
- The point is not merely to streamline our long-term, dramatic, branding strategies. The point is to structure business lines.
- The board-level executives re-content radical and top-class realignments.
- We must activate the silo to accelerate a targeted, collaborative, dotted line.
- The key representatives accelerate our criticalities at the end of the day.
- The white-collar workers transition values as a consequence of a breakout cost effectiveness. The partners calibrate a compelling operational excellence. Environment, up-sell message and business line impact the first-mover decisions, whereas a full-scale ownership energizes the category manager on a day-to-day basis. Our scenario-based, top-shelf, cross-functional and immersive document strengthens validations.
- An adequate effectiveness motivates the team players. The innovator straightforwardly structures high-priority, cost-effective, atmospheres. The Co-Director of Innovation improves missions, relative to our peers.
- The board-level executives right-scale multi-divisional trigger events.
- The enabler formulates a dramatic performance by nurturing talent.
- We've got to deploy the platform.
- A controllable simplification solutionizes best-in-class enhanced data captures.
- Integrations challenge us to re-content an EBITDA. The resources capitalize on the well-crafted alternatives. A purpose transfers the community.
- The game changer integrates a business-enabling technical strength across the silos. There can be no improvement until we can achieve a continual level of change. The attackers conservatively make things happen, while the Chief Communications Officer capitalizes on solid frameworks across the wider Group.
- Controlling should think across the full value chain by expanding boundaries.
- The white-collar workers cost-effectively reach out our omni-channel potential. As a result, global and feedback-based controls solutionize Quality Management Systems. Our levers aggressively empower an alternative from the get-go.
- The human resources interactively benchmark frameworks, while the attackers deliver our accurate dashboards.
- The clients transition proactive, science-based, outsourced and high-priority benchmarkings, while a well-crafted, underlying, impetus targets the Co-Head of Human Resources.
- Cascading relationships invigorate the market thinker. The project leader learns the transformative effective execution. The Chief Management Office Officer takes control of the value chain across the board.
- Leadership strategy and innovativeness carefully cultivate a service-oriented evolution.
- Expectations and allocations incentivise the white-collar workforce. A microsegment empowers the policy makers.
- The long-range executive talents deliver maximum impact; this is why our client needs culturally engage our unprecedented expansion. Brand identities accelerate a challenge.
- Technology-driven tailwinds operationalize our omni-channel solution; this is why dynamics challenge us to deploy a SWOT analysis.
- The Managing Senior Executive President of Customer Relations incentivizes an expanding and/or spectral issue.
- The white-collar workers move the progress forward.
- The key to visual thinking is accountability. A target synergizes trust-based and/or transformational co-innovations, whereas the innovators stay in the wings.
- The key people differentially embrace a case study taking advantage of a boundaryless Management Information System.
- The game changer reinvests in our next-generation white-collar efficiency. The ability to move fast leverages a portfolio shaping.
- The clients streamline a simplification.
- The team players broaden the synergy within the industry.
- The team players right-size a system.
- Trusted policies challenge us to formulate siloed value creations. The team players globally solutionize award-winning business philosophies.
- There is no alternative to capabilities. First and foremost, a scalability drives the mediators.
- The account executive straightforwardly incentivizes a solutions-based effectiveness on a day-to-day basis.
- Our open diversities dramatically inspire the brand manager. It's not about the interdependencies. It's about multi-source key target markets. There can be no cost effectiveness until we can achieve a double-digit revenue growth, while the product manager takes control. The senior support staff establishes an awareness. The fast-growth evolution engages progressive, non-standard, open-door policies.
- The naming committee activates a long-running technical excellence.
- The key people visualize the measure.
- The enablers significantly analyse a compelling integrativeness, while vision-setting cultures transfer the inter-company, full-scale, edge.
- Baseline starting points strengthen the customers in the core.
- Our selectivity prioritizes the key representatives ahead of schedule.
- An under-the-radar, executive, user experience cost-effectively generates a proactive perspective. The support structure drives multi-tasked, diversifying, dynamics by thinking outside of the box. Long-term sales targets engage a problem-solving policy, as a Tier 1 company.
- The agile transformation process incentivises the visionary. A high-impact decision prioritizes the Senior Chief of Strategic Planning. The resource promotes an implication.
- Our value creation goals enables executive-level value propositions.
- The Vice Director of IT Strategy differentiates acculturated images.
- Our insightful leaderships enhance a sizeable, inter-company and well-scoped informationalization. The partners enhance the strength.
- Core business, knowledge sharing and channel influence the facilitators, while measurable, extensible, values proactively target the senior support staff. A quality impacts trust-based goals.
- Delivery frameworks drive the account executive, while a sprint-based, leveraged, outstanding and idiosyncratic takeaway cost-effectively incentivises the white-collar workers in the marketplace.
- Non-linear and bottom-up images enable the steering committee. The product manager leapfrogs the competition.
- The community strengthens phased missions across industry sectors, while open visibilities energize the values champion.
- Our client perspective influences the game changers. The pioneers expediently execute on priorities taking advantage of our investor confidence. Investor confidence and channel operationalize an outward-looking gamification. The knowledge transfers prioritize the customers within the industry, whilst the business cases champion embraces execution messages.
- Our re-imagined potentials 24/7 operationalize our workflows, whereas adaptability and environment target the market thinkers. The Co-Chief of Technology thinks out of the box. Our dramatic growth years cost-effectively lead to a day-to-day niche. The pioneers reduce black swans.
- The core solid profitability generates our sustained productivity improvement across geographies.
- A benefit enables the Chief Product Officer.
- The business-for-business change management leads to technological rewards.
- Performance culture and SWOT analysis target the white-collar workers.
- Our opportunity pipelines inspire the thought leader.
- We continue to work tirelessly and diligently to deepen an atmosphere. Long-range commitments drive our accessible solution. In the same time, an outward-looking realignment enables the partners.
Our mentor :
Dilbert's pointy-haired boss.
Our motto :
Science is 10% inspiration and 90% perspiration (Louis Pasteur).
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The Corporate Bullshit Generator is an open-source software.
Follow this link for the project site (source code, suggestions, etc.).
The author's blog can be read here.
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