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A similar collection of papers regarding Internet modelling and stability is in the web page Kelly (2002b) The TCP algorithm in its present version is due to Jacobson (1998) Odlyzko (1997) is the proposer of Paris Metro Pricing described in Section 108 An interesting paper on the evolution of pricing in telecommunication networks is Odlyzko (2001) A proposal for a billing architecture for pricing the Internet is in Edell, Mckeown and Varaiya (1995) For an example of a screen-based global commodities exchange for the trading of international wholesale telecoms minutes and bandwidth, see Band-X (2002) Approaches for charging differentiated services can be found in Paschalidis and Tsitsiklis (2000a) and Altmann, Daanen, Oliver and Sa chez-Beato Sua ez (2002) n r Many new ideas on how to design a market-managed Internet have been developed by the IST project M3i (see Market Managed Internet (2002)) The discussion in Section 10.

Gaining Momentum Once a company has successfully completed Step One for a selected product or brand within a specific sales channel, it is ready to move on to Step Two. It is also time to replicate Step One with a second product in the company. The company should select another product group and a different team again including key people from the two companies and begin to move forward once again. To ensure these subsequent efforts are a success, it s important that the earlier teams lead the new groups so they can convey the value of the process and the benefits it provides. Step One can be replicated from this point forward without the help of consultants or other outside people. An informal leader of any previous team should be able to lead a new one. The effect cascades, and eventually the process spreads across the entire company, with self -directed teams leading each other through the early stages of the move to an adaptive business network. The process will quickly accelerate and, as bottlenecks are discovered, individuals in the company will work to fix systemwide problems. Step One ensures that the value of the information and processes is more clearly understood. A company can create the set of procedures to institutionalize these changes. A company is ready to move its primary product through Step One when it has a critical mass of employees who are adept at the processes involved. For the Soft-Drink Company, that means the team working on the company s highest-selling cola product begins its transition through the adaptive business network only after there is a large contingent of experienced employees familiar with the procedures. Why Companies need to

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, Ploubidis, G B, & Humphrey, A (2008) Characterization of autism in young children with tuberous sclerosis complex Journal of Child Neurology, 23, 520 525 Jeyaratnam, J, & Maroni, M (1994) Organophosphorous compounds Toxicology and Applied Pharmacology, 91, 15 28 Jimenez-Jimenez, F J, & Garcia-Ruiz, P J (2001) Pharmacological options for the treatment of Tourette s disorder Drugs, 61, 2207 2220 Jocic-Jakubi, B, & Jovic, N J (2006) Verbal memory impairment in children with focal epilepsy Epilepsy & Behavior, 9, 432 439 Joffe, V L, Cain, K, & Maric, N (2007) Comprehension problems in children with speci c language impairment: Does mental imagery training help International Journal of Language & Communication Disorders, 42, 648 664 Johannes, S, Wieringa, B M, Nager, W, Rada, D, Muller-Vahl, K R, Emrich, H M, et al (2003).

9 summarizes some of the key principles addressed in the above project Split-edge pricing has been suggested by Shenker, Clark, Estrin and Herzog (1996), and Briscoe (1999)..

On tasks that measured Jed s visual-motor and visual-perceptual skills, he demonstrated a thumb-wrap pencil grip with his left hand. His ability to copy increasingly complex geometric gures fell in the average range. On a nonmotor visual-perceptual measure during which Jed was asked to match geometric gures, he performed in the average range during the three-minute time limit. On tasks measuring speeded visualmotor accuracy and precision, his performance fell in the low-average range. Speci c scores for these tasks can be found in Table 11.4.

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