![]() Neither of them had any ideas about gelingt.Īnyway, they started to play, with 19 Stones (damn it), attempting to beset each others Houses and arguing about the way you could move – auch seitwarts oder rückwärts they knew that seitwärts is sideways but what on earth is rückwärts?: forwards is vorwärts and you couldn’t want to move backwards, so they decided it must be the way a knight moves in chess, but this didn’t help because they couldn’t remember quite how this was. ![]() Their translation of the next sentence was The Players now try so quickly as possible with their Stones to beset the House of the Against-man and he is the self-same Winner who the first gelingt. This seemed to be pretty straightforward: At this Game 2 or 4 Persons can betake themselves and each of them wears a Colour and damn it, when 2 Persons play, a big house with 19 stones, when 4 Persons play, he besets a little House with 13 stones. The first paragraph of the rules was: An diesem Spiel können sich 2 bis 4 Personen beteiligen, von denen jede eine farbe wählt, und damit, wenn 2 Personen spielen, einen großen Hof mit 19 steinen, wenn 4 personen spielen kleinen Hof mit 13 steinen besezt. The late columnist Paul Jennings (inventor of the brilliant cod philosophy Resistentialism) once bought a second-hand set which had the rules in German, and with the help of a friend who didn’t know any more German than he did decided to work out how to play and then try to have a game. ![]() No-one seems to play the board game Halma any more, and if you look at the rules of the game and its variations you can see why. Here is a classic account of a noble struggle with German: Strategic Communications & Brand: we assist our companies in reaching all stakeholders who can help them to build their brand and develop market-leading positions, using the endorsement of the Halma brand where it makes sense.I have noted elsewhere some examples of translations from French, Spanish and Italian. Innovation Network: we connect our companies with each other and experts globally to help them learn faster, see new market trends and establish strategic partnerships. Talent & Culture: we ensure Halma has world-class teams and high performance, inclusive cultures across our operating model.įinance, Legal & Risk: we give our leaders the insight to make good decisions, through accurate, timely, and actionable financial data, legal advice and risk analysis.ĭigital Growth: we provide accelerator programmes to challenge our companies to discover new opportunities, and support them with the digital capabilities and technology to grow. International Expansion: we assist our companies in growing their business in key export markets, including through our hubs in the USA, UK, India and China. M&A: we acquire and grow businesses sustainably over the long term in line with our strategy, and sell or merge businesses which are no longer aligned. They have a unique set of skills and expertise, guided by lean central teams. ![]() Our Growth Enablers support our companies in delivering high rates of growth. If you are a business in one of our end markets looking for your next period of growth, then Halma is the place to come.īoth new and existing companies are offered a set of centralised support functions that they can draw on to drive their growth. These hubs give companies the means to grow their business faster in these regions. We have established hubs in the UK, USA, China and India that provide expertise, operational support and market knowledge. Our acquisitions also benefit from immediate access to the Halma network, with over 40 global niche specialists ready to collaborate, share ideas and work together. Whether that's through international expansion, finding the right talent, or through overcoming technological barriers. Through our Growth Enablers we can then help them take their business to the next level. We are careful to choose businesses who are niche specialists and who know their customers and their markets. The strategic rationale and growth strategies are then jointly put into action as soon as the deal is closed. The Divisional Chief Executive who represents Halma in the deal process becomes the Chair of the newly acquired business. We seek to acquire good businesses in markets with long term growth drivers and aligned to our purpose, and then invest in them and help them grow. We want to partner with people and organisations who share our purpose.
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