The Corporate Bullshit Generator
Short URL: http://cbsg.sf.net
- The partners formulate a thought leadership.
- Say/do ratio and pipeline strengthen the enablers across the wider Group.
- The naming committee establishes an optionality; this is why the human resources institutionalize well-scoped and future-oriented convergences. The partners manage the mix. As a result, we need to enhance the strength. Local-for-local strategy, project and enabler reconceptualize a control-based openness. Our gut-feeling is that the human resources flesh out an impetus.
- The General Senior Manager of Customer Relations articulates fully networked and information-age priorities. As a result, a cascading full range of products promotes the gatekeeper. The acculturated measures enforce expectations and allocations. As a result, a cost-effective ownership generates the control-based accomplishment. The thinkers/planners visualize our winning forward planning at the individual, team and organizational level.
- The resourcefulness promotes the resources. A centralized and/or differentiated asset aggressively iterates our diversifying, high-grade, visions. The interactive risk/return profile 24/7 boosts our line-of-sight. Balanced Scorecards drive the board-level executives.
- The robust system enables the end-to-end success factor. The visionary strengthens a learning, whereas escalations strengthen the customers. Ground-breaking executions incentivise the account executive, while the group enables our feedbacks. The partners reset the benchmark. Ownership and simplicity quickly boost our large-scale simplicity reaped from our superior shift in value. In the same time, flow charting, scaling and onboarding solution interactively incentivise the Chief Digital Officer. The gatekeeper engineers our top-level and high-level divisional structures. The game changers gradually boost a requirement. We've got to secure a fast-growth, cross-enterprise, capability. Measurements standardize the branding strategy.
- The Senior Principal Manager of Management Office overdelivers our brandings. The human resources challenge the status quo. The resources transition our centerpiece across geographies, while the Senior Co-Chief of Internal Audit fosters environments across industry sectors.
- Dashboards strengthen the thinkers/planners. The Chief Innovation Officer streamlines architectures; this is why the resources minimize information overloads. Goal-based dialogues credibly synergize the resource across the wider Group. Multi-divisional, forward-thinking, cutting-edge and well-positioned branding strategy is all about high-priority solutions. Our documents accelerate an uniformity, paving the way for market opportunities. The Principal Chief of Business Operations delivers improved plannings, while the Co-Chief of Operations addresses service-oriented rollout plans. A reputation fosters our potential culture, while the Co-Chief of Operations 24/7 manages the mix. The Chief IT Strategy Catalyst accelerates our scale-as-you-grow white paper. Uniformity and sales target transfer the resource. The resource rebalances a vertical, agreed-upon and solid solution orientation. Our accepted, jaw-dropping, sizeable and targeted empowerment quickly influences inter-company, outward-looking, market opportunities, while an executive talent proactively strengthens the game changer ahead of schedule. The community aggressively analyses the idiosyncrasy. A benchmarking transfers the Executive Supervisor of Human Resources. The white-collar workers improve the evolutionary, agreed-upon and multidisciplinary innovations. The stakeholders envision the multi-tasked branding strategy. The pioneers differentially right-size our wide-ranging big-picture thinking. The key to timeline is sign-off; nevertheless we've got to interactively address our unfavorable developments. The senior support staff avoids inefficiencies using a streamlined and cross-industry divisional structure. In the same time, an action item 24/7 facilitates a critical, scalable, responsiveness as part of the plan.
- Big picture, planning granularity and reward gradually result in an open decision making going forward. The pioneers consistently mitigate gaps, while global reach, infrastructure and global footprint impact decentralized gamifications. The innovator institutionalizes the enterprise-wide success factors, whilst trends transfer an idiosyncratic optionality taking advantage of innovation-driven portals. Motivational, interactive, organizing principles synergize the siloed, centralized, SWOT analysis. Bandwidth and content efficiently architect our interoperability.
- Content, risk/return profile and quest for quality promote the game changers. Our frameworks promote the sales manager. A calibration architects prospective, extensible, documents. A core competency impacts the non-deterministic controls. The partners overdeliver the on-message, traceable, brand images, while the key representatives genuinely maximize the value.
- The reporting unit should embrace our breakneck cost reduction by expanding boundaries; nevertheless the policy makers embrace our forward-thinking dotted line.
- Our paradigm results in the interoperability.
- The key representatives engineer an outward-looking pipeline, paving the way for a reliable system. The well-implemented shareholder value delivers maximum impact. Recognition and collaboration aggregate our local-for-local strategies. Knowledge-based review cycles challenge us to take a bite out of our Balanced Scorecards. As a result, the resources strategically optimize a supply-chain. Time-phased, high-performing, planning is all about core meeting. The point is not merely to engineer our under-the-radar flow charting. The point is to envision flexibilities. A plan cultivates a goal-oriented, tri-face, commitment as a consequence of a solid increase in margins.
- The customers whiteboard a culture. We are working hard to standardize strategic co-innovations. The game changer fosters an environment.
- The Head of Human Resources institutionalizes our global footprint.
- Visions promote the Executive Head of Marketing.
- Market-driving, innovation-driven, specific and top-level milestones prioritize the Chief Customer Relations Officer. In the same time, the guideline enables supply-chains.
- The partners dramatically deliver our aggressive book value growth. As a result, risk/return profile and methodology quickly promote portals. The key people deploy an enhanced data capture, as a Tier 1 company, while market practice and book value growth enable a governance. The powerful champion learns correlations as a consequence of a solid shift in value. Action plans reconceptualize our cross-functional guidelines.
- Change management and delivery framework synergize an optimal and high-performing interoperability. The visionary maximizes a timeline, while a multi-divisional action plan empowers the Chief Legal Officer. An enterprise risk management prioritizes the resource throughout the organization; nevertheless our diversification revolutionises adequate efficiencies. We've got to proactively standardize better-than-planned brand values. An active differentiation influences the stakeholders. Brand pyramid and book value growth inspire the resources taking advantage of the credible on-boarding process. The project manager enables customer interaction, paving the way for an ownership. Our long-established, superior and service-oriented knowledge management cautiously influences the policy makers, whereas the stakeholders right-scale a long-established ability to deliver. Effectiveness and low hanging fruit adequately empower the key people.
- The key people enhance a tri-face requirement. High-definition, high-margin, reality-based and selective convergences challenge us to manage the downside. The organizational idiosyncrasy deepens a scale-as-you-grow, forward-thinking, partnership.
- Business platform, integrativeness and adaptability culturally promote the account executive. A recalibration invigorates the white-collar workers, while low hanging fruits impact the cascading and/or usage-based decision making. The pioneers maximize a personalized design philosophy, as a Tier 1 company.
- The key representatives foster an adaptive continuity within the industry. The Chief Customer Relations Officer actions forward 50/50; this is why a decision streamlines the in-depth branding strategy.
- We will go the extra mile to grow and diversify by nurturing talent. The partners stay in the zone. The white-collar workers facilitate the powerful consistency, while the situational enhanced data captures impact our mind-blowing best practice. An intuitiveness diligently inspires the project manager. The business leaders co-create a bottom-up, inter-company, seamless and scalable line-of-sight up, down and across the matrix. The game changers take control of the non-mainstream, executive-level, accessible and prospective co-innovation, whilst our high-impact pillars enable the stakeholders. Non-linear blended approaches iterate forward-looking and optimal missions, while mission, branding and ability to move fast diligently transfer the thinkers/planners on a transitional basis. A competitive full range of products aggressively synergizes our diversity.
- The sales manager seamlessly reinvests in our energy. The enablers pre-prepare opportunities. The stakeholders maximize our high-performing pipeline at the individual, team and organizational level.
- Sphere, challenge and corporate governance prioritize the resources. We must activate the organization to 24/7 right-size paradigms. The reporting unit should proactively address our problems, while our forward-looking Control Information System straightforwardly promotes the key people using a value-adding commitment. The community targets our measured efficiency gain. Client-oriented skills generate a stellar and informed kick-off.
- The human resources move the progress forward, while our ingenious executive talent energizes the sales manager. The business leaders accelerate brandings at the individual, team and organizational level; nevertheless the visionary aggressively maximizes an integrity. Our mobile strategies aggregate a trust-based, unique, correlation. The brand manager enforces the sustainable mindsets. Actually, the team players re-aggregate a trusted awareness. We must activate the organization to take control of results-centric executions.
- Our high-margin, firm-wide, granular and game-changing thought leadership 200% results in omni-channel technologies by nurturing talent; nevertheless incentive, incentive and perspective enable the Chief IT Strategy Officer. The board-level executives standardize our well-scoped leadership; nevertheless the enablers interactively transition visions at the end of the day. Controlling should re-aggregate an accelerated efficiency gain. The resources keep it on the radar.
- The stakeholders calibrate technology-centered risk appetites. The key to decision-making is risk management. The senior support staff technically differentiates wide-ranging, impactful, pipelines; this is why opportunity and supply-chain promote progressive strategic staircases across our portfolio.
- A marketplace, well-planned and scalable action plan boosts an innovation. Outward-looking action items energize the white-collar workforce. The standard-setters gradually stay in the zone. The human resources credibly strategize brand pyramids, while the account executive improves the critical forward plannings over the long term. Methodology and business model energize the stakeholders. In the same time, our best-of-breed pre-plan swiftly cultivates a genuine intellect. The Chief Identity Officer achieves our intra-company Management Information System. The human resources optimize the socially enabled simplicity. Our selective, customer-facing, local-for-local strategies prioritize competitive, phased, Control Information Systems within the industry. The visionary addresses consumer-facing levers across our portfolio.
- The policy makers deliver an aligned business line. The emerging cornerstone credibly synergizes the project manager.
- Number-one infrastructures inspire the innovator. In the same time, the gatekeeper organically manages a strategic thinking. Attitudes empower a selective respect. The Managing President of Strategic Planning avoids the concerns.
- The Co-Chief of Business Planning visualizes a value chain by expanding boundaries.
- The clients integrate a verifiable say/do ratio.
- The enablers significantly potentiate our options. The team players co-develop pipelines. Our goal-directed, executive-level and high-quality enterprise content management quickly standardizes leaderships, while the innovators re-imagine an informed change.
- The non-standard, adoptable and future-ready roles and responsibilities motivate the resource, while bullet-proof, high-priority and streamlined shareholder value is all about non-standard pre-plan. The gatekeeper genuinely tables market forces.
- A bandwidth technically structures our ground-breaking intuitiveness, while the methodologies champion streamlines a high-grade and/or optimal role building.
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.