Tabla de Contenidos: “…Beginning the quantum revolution -- Continuing the quantum revolution -- Laying the groundwork for quantum computing -- Spotting "spooky action at a distance" -- Chapter 4 Introducing Quantum Technology 1.0 -- Finding Lasers at the Cutting Edge -- Studying Quantum Mechanics After 1930 -- Speeding the Race for Solar Cells (1890s) -- Eyeing Electron Microscopes (1931, 1965, and 1981) -- Optimizing the Transistor (1947) -- Telling Time with Atomic Clocks (1955) -- Heating Up Masers and Lasers (1953 and 1960) -- Scanning for NMR and MRI Devices (1977) -- Assessing the Effects of Quantum Technology 1.0 -- Chapter 5 Unveiling Quantum Computing -- Nailing Together a Framework for Quantum Computing -- Theorizing in the 1960s and 1970s -- Foretelling quantum computing and nanotech -- Keeping cool with reversibility -- Quantizing money - it's a hit -- Cloning quantum states is a no-go no-no -- Regretting what you can't have -- Discovering a star (in information theory) -- Laying the Groundwork in the 1980s -- Extending Turing machines to the quantum realm -- Speaking out on quantum computing -- Describing a universal quantum computer -- Espying the CNOT gate -- Modeling a real quantum computer -- Annealing for optimization -- Breaking through in the 1990s with Algorithms and Hardware -- Connecting with quantum communications -- Unveiling the first quantum-specific algorithm -- Shaking the multiverse with Shor's algorithm -- Calling quantum for the defense -- Initiating quantum error correction -- Finding a groove with Grover's algorithm -- Manifesting a working quantum computer -- Hitting seven lucky qubits in hardware -- Starting Today's Quantum Computing Race -- Chapter 6 Quantum Computing Accelerates -- Pushing Technical Progress Forward, 2000-2010 -- Seeing Shor's algorithm executed (Shor unharmed) -- Making a quantum leap in education…”

Tabla de Contenidos: “…Considering the Art of Feature Creation -- Defining feature creation -- Combining variables -- Understanding binning and discretization -- Using indicator variables -- Transforming distributions -- Performing Operations on Arrays -- Using vectorization -- Performing simple arithmetic on vectors and matrices -- Performing matrix vector multiplication -- Performing matrix multiplication -- Part 3 Visualizing Information -- Chapter 10 Getting a Crash Course in Matplotlib -- Starting with a Graph -- Defining the plot -- Drawing multiple lines and plots -- Saving your work to disk -- Setting the Axis, Ticks, and Grids -- Getting the axes -- Formatting the axes -- Adding grids -- Defining the Line Appearance -- Working with line styles -- Using colors -- Adding markers -- Using Labels, Annotations, and Legends -- Adding labels -- Annotating the chart -- Creating a legend -- Chapter 11 Visualizing the Data -- Choosing the Right Graph -- Creating comparisons with bar charts -- Showing distributions using histograms -- Depicting groups using boxplots -- Seeing data patterns using scatterplots -- Creating Advanced Scatterplots -- Depicting groups -- Showing correlations -- Plotting Time Series -- Representing time on axes -- Plotting trends over time -- Plotting Geographical Data -- Using an environment in Notebook -- Using Cartopy to plot geographic data -- Avoiding outdated libraries: The Basemap Toolkit -- Visualizing Graphs -- Developing undirected graphs -- Developing directed graphs -- Part 4 Wrangling Data -- Chapter 12 Stretching Python's Capabilities -- Playing with Scikit-learn -- Understanding classes in Scikit-learn -- Defining applications for data science -- Using Transformative Functions -- Chaining estimators -- Transforming targets -- Composing features -- Handling heterogeneous data -- Considering Timing and Performance…”

Tabla de Contenidos: “…Heijunka and standardized work: Craftsmanship in an industrial setting -- Conclusion on the technical element of TPS -- Note -- Section 3 Managerial innovation: Industrial craftsmanship by reconciling the creative nature of people with the mundane requirements of industrial work -- Chapter 5 Management based on a vision of the ideal-true north -- The purpose of the ideal -- Application of the ideal -- Focused attention -- Grasping the gap between the current and the target condition -- Images of the ideal -- Characteristic of the ideal condition -- Technical characteristics of the ideal condition -- Zero defect (highest quality) -- 100% value-added, (lowest cost) -- On-demand and in sequence, (lowers cost and shortest lead-time) -- One-by-one (shortest lead-time) -- Human characteristics of the ideal condition -- Physical safety -- Mental safety -- Human development -- Note -- Chapter 6 Kaizen, a scientific problem-solving activity -- Observation (plan) -- Using our senses -- Grasping point-of-cause and root-cause deeply -- Cultivate expertise at all levels -- Hypothesizing (do) -- Testing (check) -- Draw a conclusion (act) -- Chapter 7 Institutionalization of problem-solving by developing experts: Learning problem-solving and solving learning-problems -- Humility -- Management shares in success and failure with others -- No problem is too small to solve -- Confirm by yourself -- "Go-see" -- Reach for the standard and the standardized work -- An intimate relationship between learning new tasks and scientific problem-solving -- Progressive learning -- Types of excess capacity to mitigate learning risk -- Teamwork -- Demonstrate results by realizing true efficiencies -- Chapter 8 Practical principle-based performance indicators -- Managing by total efficiency through the elimination of unevenness, overburden, and waste to achieve true efficiency…”

Tabla de Contenidos: “…-- Overseeing Risk -- Chapter 24 The Intricacies of Subsidiary/Holding Governance -- Structures -- Culture -- Chapter 25 Fostering Entrepreneurship from the Board -- 'Best Practice' Governance vs Entrepreneurship -- Boards Should Actively Encourage Entrepreneurship -- Innovativeness and Autonomy -- Passion and Risk Taking -- Chapter 26 The Board's Oversight Framework for M&amp -- As -- Creating a Deal-making Mindset -- Seeing the Bigger Picture -- Staging Deals with Maximum Precision -- Strategy Fit Review -- Risk Analysis -- Due Diligence -- Deal Structure and Pricing -- Integration -- Post-integration Analysis -- Confronting Litigation Involving M&amp -- As -- Conflicts of Interest -- Lack of Disclosure -- Hostile and Friendly Takeover -- Pre-acquisition Mismanagement -- Post-acquisition Mismanagement -- Acknowledgement -- Chapter 27 Boards and Oversight of KPIs -- KPIs are a Language - and are Indispensable for Boards -- KPIs Need to be Credible to be Useful -- Zooming in on the KPIs that Matter - and that Tell a Story of How the Company Creates Value -- KPIs Should Measure What is Critical -- A Keen Focus on Value Creation -- KPIs Help Diminish Substantial Business Risks Linked to ESG -- KPIs and Human Capital -- A Dynamic Approach to KPIs -- Hi-tech Display and Review of KPIs -- A Renaissance of the Balanced Scorecard -- KPIs for Board Members -- Appendix 27A -- Checklist -- Chapter 28 The Talent Pipeline -- The Board's Responsibility for Talent Management -- From succession plans to transitioning leaders, boards have a role to play…”

Tabla de Contenidos: “…-- Mixing vision -- The skill to evaluate sounds -- Mastering the tools and knowledge of other common tools -- Theoretical knowledge -- Interpersonal skills -- The ability to work fast -- Methods of learning -- Reading about mixing -- Reading and hearing -- Seeing and hearing -- Doing it -- Mixing analysis -- Reference tracks -- Usage of reference tracks -- How to choose a reference track -- 4. …”

“…There is a continuing downward trend in managers' perceptions of their CEOs, with managers continuing to see themselves as more effective than their CEOs, and certain groups of managers, such as those made up of the younger generations, seeing a decline in the effectiveness of their leaders…”

“…We believe that the container technologies will remain in play for years to come, and we will see more potential use cases and improvements…”