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Poll 1
Quiz by Kuls Kuls
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​Participacion
55
35
45
65
75
​Satisfaccion
3,5
5
2,5
3
3,5
Participacion
Satisfaccion
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Poll#1YouGov found 44 per cent were proud of Britain's history of colonialism, with 21 per cent regretting it happened and 23 per cent holding neither view. The same poll also found 43 per cent believed the British Empire was a good thing, 19 per cent said it was bad and 25 per cent said it was "neither". At its height in 1922, the British empire governed a fifth of the world's population and a quarter of the world's total land area. Although the proponents of Empire say it brought various economic developments to parts of the world it controlled, critics point to massacres, famines and the use of concentration camps by the British Empire. 1. Boer concentration camps During the Second Boer War (1899-1902), the British rounded up around a sixth of the Boer population - mainly women and children - and detained them in camps, which were overcrowded and prone to outbreaks of disease, with scant food rations. Of the 107,000 people interned in the camps, 27,927 Boers died, along with an unknown number of black Africans. 2. Amritsar massacre When peaceful protesters defied a government order and demonstrated against British colonial rule in Amritsar, India, on 13 April 1919, they were blocked inside the walled Jallianwala Gardens and fired upon by Gurkha soldiers. The soldiers, under the orders of Brigadier Reginald Dyer, kept firing until they ran out of ammunition, killing between 379 and 1,000 protesters and injuring another 1,100 within 10 minutes. Brigadier Dyer was later lauded a hero by the British public, who raised £26,000 for him as a thank you. 3. Partitioning of India In 1947, Cyril Radcliffe was tasked with drawing the border between India and the newly created state of Pakistan over the course of a single lunch. After Cyril Radcliffe split the subcontinent along religious lines, uprooting over 10 million people, Hindus in Pakistan and Muslims in India were forced to escape their homes as Some estimates suggest up to one million people lost their lives in sectarian killings. 4. Mau Mau Uprising Thousands of elderly Kenyans, who claim British colonial forces mistreated, raped and tortured them during the Mau Mau Uprising (1951-1960), have launched a £200m damages claim against the UK Government. Members of the Kikuyu tribe were detained in camps, since described as "Britain's gulags" or concentration camps, where they allege they were systematically tortured and suffered serious sexual assault. Estimates of the deaths vary widely: historian David Anderson estimates there were 20,000, whereas Caroline Elkins believes up to 100,000 could have died. 5. Famines in India Between 12 and 29 million Indians died of starvation while it was under the control of the British Empire, as millions of tons of wheat were exported to Britain as famine raged in India. In 1943, up to four million Bengalis starved to death when Winston Churchill diverted food to British soldiers and countries such as Greece while a deadly famine swept through Bengal. Talking about the Bengal famine in 1943, Churchill said: “I hate Indians. They are a beastly people with a beastly religion. The famine was their own fault for breeding like rabbits.”Create MCQs from this text "For as long as we can remember, innovation has been a top priority—and a top frustration—for leaders. In a recent McKinsey poll, 84% of global executives reported that innovation was extremely important to their growth strategies, but a staggering 94% were dissatisfied with their organizations’ innovation performance. Most people would agree that the vast majority of innovations fall far short of ambitions. On paper, this makes no sense. Never have businesses known more about their customers. Thanks to the big data revolution, companies now can collect an enormous variety and volume of customer information, at unprecedented speed, and perform sophisticated analyses of it. Many firms have established structured, disciplined innovation processes and brought in highly skilled talent to run them. Most firms carefully calculate and mitigate innovations’ risks. From the outside, it looks as if companies have mastered a precise, scientific process. But for most of them, innovation is still painfully hit-or-miss. What has gone so wrong? The fundamental problem is, most of the masses of customer data companies create is structured to show correlations: This customer looks like that one, or 68% of customers say they prefer version A to version B. While it’s exciting to find patterns in the numbers, they don’t mean that one thing actually caused another. And though it’s no surprise that correlation isn’t causality, we suspect that most managers have grown comfortable basing decisions on correlations. Why is this misguided? Consider the case of one of this article’s coauthors, Clayton Christensen. He’s 64 years old. He’s six feet eight inches tall. His shoe size is 16. He and his wife have sent all their children off to college. He drives a Honda minivan to work. He has a lot of characteristics, but none of them has caused him to go out and buy the New York Times. His reasons for buying the paper are much more specific. He might buy it because he needs something to read on a plane or because he’s a basketball fan and it’s March Madness time. Marketers who collect demographic or psychographic information about him—and look for correlations with other buyer segments—are not going to capture those reasons. After decades of watching great companies fail, we’ve come to the conclusion that the focus on correlation—and on knowing more and more about customers—is taking firms in the wrong direction. What they really need to home in on is the progress that the customer is trying to make in a given circumstance—what the customer hopes to accomplish. This is what we’ve come to call the job to be done. We all have many jobs to be done in our lives. Some are little (pass the time while waiting in line); some are big (find a more fulfilling career). Some surface unpredictably (dress for an out-of-town business meeting after the airline lost my suitcase); some regularly (pack a healthful lunch for my daughter to take to school). When we buy a product, we essentially “hire” it to help us do a job. If it does the job well, the next time we’re confronted with the same job, we tend to hire that product again. And if it does a crummy job, we “fire” it and look for an alternative. (We’re using the word “product” here as shorthand for any solution that companies can sell; of course, the full set of “candidates” we consider hiring can often go well beyond just offerings from companies.)"PollPoll QuestionPoll for Artpoll for management project Poll 2