The Transformation Factor

The Transformation Factor

Culture Is Everything ​A good leader builds and establishes a company culture people want to be a part of. A transformational leader elevates that, cultivating a culture in which everyone—throughout the organization—is empowered to use their talents to live and work at their best. As the chairman and CEO of Coca-Cola Consolidated, the largest Coca-Cola bottler in the United States, J. Frank Harrison III knows firsthand the importance of not only prioritizing culture but also living out and modeling the values that drive it. He believes every person in an organization matters and how they are led matters just as much. In The Transformation Factor: Leading Your Company for Good, for God, and for Growth, Harrison profiles his company and his own personal journey to show you the radical transformation and amazing ripple effects that come from a purpose-driven, people-focused culture and a leadership style that centers on serving others. With a company that employs over sixteen thousand people, Harrison understands that real culture transformation takes great effort, intention, and courage and also humility and generosity. His book is about teaching leaders how to engage in meaningful work with people, inspire a culture of genuine care, and mobilize everyone around a purpose that not only transcends the everyday work they do but also informs it. Harrison integrates faith with work and demonstrates a revolutionary approach to leadership, modeled after the heart of God. The Transformation Factor shows us what it takes to commit to and invest in people, helping them recognize their fullest potential, and how to transform any environment into a place of vitality, growth, and purpose. With clarity and honesty, Harrison speaks from his experience as a leader to offer us a new way to look at people, culture, business, and success.

Dependability Modelling under Uncertainty

Mechatronic design processes have become shorter and more parallelized, induced by growing time-to-market pressure. Methods that enable quantitative analysis in early design stages are required, should dependability analyses aim to influence the design. Due to the limited amount of data in this phase, the level of uncertainty is high and explicit modeling of these uncertainties becomes necessary. This work introduces new uncertainty-preserving dependability methods for early design stages. These include the propagation of uncertainty through dependability models, the activation of data from similar components for analyses and the integration of uncertain dependability predictions into an optimization framework. It is shown that Dempster-Shafer theory can be an alternative to probability theory in early design stage dependability predictions. Expert estimates can be represented, input uncertainty is propagated through the system and prediction uncertainty can be measured and interpreted. The resulting coherent methodology can be applied to represent the uncertainty in dependability models.

Development and Routing of Mudflow Resulting from Hypothetical Failure of Spirit Lake Debris Dam, Washington