The Corporate Bullshit Generator
Short URL: http://cbsg.sf.net
- The Chief Branding Officer will be well equipped to make the abstract concrete, while the attackers dramatically enhance accelerating social implications.
- The facilitators address our overlaps. Our gut-feeling is that the stakeholders springboard our curated dashboards. Trust and plan drive the team players. The disruptors structure client-oriented plans.
- The point is not merely to focus on the market-based, multi-divisional and fast-growth quality assurance. The point is to synergize an architectural approach.
- The vertical breakthrough strategically solutionizes our in-depth accountability, while the executive committee calibrates traceable, seamless and tolerably expensive learnabilities.
- We are going to capitalize on the bullet-proof conviction.
- The initiator broadens local-for-local strategies.
- The bi-face process incentivises the resource. An accelerated cost effectiveness goes hand-in-hand with a disciplined shift in value.
- The decision makers prioritize our optimal core values. The Director of Legal potentiates a trigger event.
- Dashboards enable the category manager. A sourced risk/return profile synergizes the resource. Trigger events straightforwardly inspire the attackers.
- The human resources co-specify a lean predictability by thinking and acting beyond boundaries, whilst the Manager of Internal Audit potentiates turn-key and collaborative positionings. The market thinker co-develops our frameworks. Flat out, the science-based, non-deterministic, functionalities dramatically energize the visionary.
- A spectral requirement solutionizes hybridations going forward. Our analytics-based, results-centric, accelerating and innovative assets transfer integrative silos, while the challengers re-content the transformation process. The resources swiftly cherry-pick unconventional Quality Management Systems.
- We are working hard to address our future full range of products on a day-to-day basis.
- Our inventory-planning, prospective, first-to-market and educated lever motivates the business leaders. The thinkers/planners proactively potentiate our fairness.
- The Growth Hackers diligently right-size a continuity, while the partners commoditize an enriching paradigm.
- The implication influences the key people.
- Integrated attitudes promote the Products Managers.
- It's not about high quality. It's about our purpose-driven, long-standing, action plans.
- The resource reinvests in our high-return compliance.
- Processes deepen insightful, insight-based, validations at the end of the day.
- The key people rebalance constructive best practices, whereas book value growth and technical excellence empower the facilitators.
- Customer-facing market conditions influence the stakeholders.
- The community tackles challenging market conditions. Our trusted value realizations generate the socializations.
- The innovators strategically generate company momentum. As a result, our values transfer risk/return profiles.
- Our unified up-sell message solutionizes pre-plans. The facilitators codify strengths.
- Operating strategy is a matter of speed of action; nevertheless awareness and technical strength enable the Products Managers. Decision-to-execution cycle and roadmap synergize an intra-company execution message by thinking and acting beyond boundaries. A task-oriented sales target drives a knowledge management; this is why the Creative Technologists 24/7 manage a corporate identity taking advantage of attitudes. The Digital Marketers stay in the zone.
- The challengers incentivize sales targets.
- The market thinkers right-size integrated contents.
- Pillar, tailwind and operating model cost-effectively reconceptualize a seamless win-win solution.
- Actually, we must activate the matrix to streamline our problem-solving ability to deliver.
- Actually, the challenger reintermediates the benchmark. Our challenge is not to learn the innovation-driven workflow. Our challenge is to build our validation.
- The game is all about open-door policy, scoping, talent, upside focus, and awareness - not reputation, review cycle, emotional intelligence, responsiveness, and execution message.
- Our well-planned adaptability generates bi-face market conditions, while the executive talent significantly inspires the Manager of Business Operations.
- Our socialization operationalizes a multi-level efficacy, whereas the game changers aggressively enforce our innovation.
- Control Information Systems (CIS) not only thrive on change, they initiate it.
- Quality thinking and trigger event quickly reenergize the Senior Manager of Innovation. The business leaders address our technology-driven and cross-functional benchmark by levelling the playing field. The Group Chief Operations Officer reinvests in a hybridation.
- A decision drives the Acting Chief of Legal; this is why the network tables Leadership Development Systems (LDS). The market thinker empowers reality-based pillars. Our gut-feeling is that idiosyncrasy, connectivity and market environment result in the franchise.
- The Growth Hackers activate a non-manufacturing diversification.
- Going forward, a disintermediation targets the Group Chief Controlling Officer (CCO) across industry sectors.
- The purpose-driven brand pyramids genuinely energize the rockstar. As a result, the key to planning granularity is talent. The Growth Hackers differentially rebalance hypothesis-driven next steps. The key people co-specify elite style guidelines, whilst a well-respected Economic Value Creation reenergizes a supportive stress management throughout the organization.
- The Products Managers envisioneer unprecedented revenue growth. In the same time, opting out of client-centric crowdsourcing is not a choice.
- The resources straightforwardly strengthen the efficient frontiers across the matrices, while the market thinkers harness our culture.
- We are going to be eager for our insightful value propositions, while the game changers articulate a white-collar efficiency. Our low hanging fruits promote the white-collar workers, while our scale-as-you-grow efficiencies target the Chief Campaigning Officer. Opting out of outcome-driven and/or ever-changing customer centricity is not a choice. The Chief Internal Audit Technologist envisions a cross-pollination; nevertheless an integrity impacts our leading-edge guideline. A control-based potential dramatically drives the partners. The steering committee stays in the wings.
- Co-innovations interact with an ingenuity. It's not about connectivity. It's about our long-running, inter-company, well-implemented and innovation-driven on-boarding process.
- Controlling should manage unified pipelines.
- Criticality, beta and digitalization streamline a brainstorming space, relative to our peers.
- Value creations turbocharge performance-based big-bang approaches. As a result, the executive committee reintermediates the adaptive and/or integrative talent.
Our mentor :
Dilbert's pointy-haired boss.
Our motto :
Science is 10% inspiration and 90% perspiration (Louis Pasteur).
Radio Bullshit. Click
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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 found
Sponsoring is welcome...
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