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Posted on 9. April 2017 25. April 2017 by Nuria Rojo
In my last article, I introduced the successes of Haier. I will now focus on how they reached the top and the challenges they faced.
What was the vision for each stage?
I will write about the most relevant topics from the point of view of strategy and organisation development, in the different phases Haier went through in the last 30 years.
What did Haier do?
Haier has gone through a continuous transformation for the last 30 years but five main phases could be considered, with a main vision for each of them. I put together in these five stages with not only the challenges and achievements from a strategic, organisational and cultural point of view but also with some important events and interesting examples.
"If we don't reinvent the old organisational structure, we won't be able to implement the new model" Zhang Ruimin
Stage 1, 1984-1990, seven years
Vision is to create a brand with high-quality products and focused in manufacturing excellence
The first need is to increase the skills of the employees, equipment and technology. In 1983, Zhang Ruimin as part of the municipality of Quingdao in charge of appliances had established an alliance with high-quality global leader Liebherr Haushaltgeräte (Liebherr), so that the know-how on technology and manufacturing from Liebherr would be transferred to the factory. Quingdao was the first company in China to produce 4 stars fridges (-18 C) in 1985. (Chinese Entrepreneurship: An Austrian economics perspective. By Fu-Lai Tony Yu, Diana S. Kwan)
However, the technology transfer was not enough to achieve their quality excellence. Corporate culture had to be changed. That was a very difficult point at the beginning, as employees knew by experience, after 10 years of Cultural Revolution, that harder work or better quality didn't bring better salaries. Zhang Ruimin implemented the Japanese practice "Overall, everything, control and clear" (OEC), that basically controls everything every day, so that employees were challenged in their performance – quantity and quality – and their accountability daily, and salaries were modified daily accordingly. Additional bonuses were awarded to those exceeding the daily targets (this technique would work to improve the inefficient life-contracted civil servants in western countries). He made workers committing errors to confess them publicly in red footprint (what we don't know is if there was any penalisation for that). According to Ruimin, "this management methodology increases incentive for workers to perform better everyday".
In two years, in 1986, the sales had increased by averaged 83% per year. By 2000, sales had increased from 3,5 million Yuan to 40,5, 1100%! In 16 years.
Stage 2, 1991-1998, eight years
Vision is to diversify the product portfolio
Haier starts to diversify their products into freezers and air conditioners taking over the Quingdao Air Conditioner Factory and the Quingdao Freezer Factory. Afterwards, it will also enter the markets of washers, microwaves ovens and water heaters.
Management and operating model (driven by quality) was continuously implemented in the post-merger companies, through the technique "Eat Shock Fish"- Haier unique way of merging, transferring culture and management rules.
Products coming from the post-merger sections got only the Haier brand after having reached the required quality level. (Implementation of Changes in Chinese Organizations: Groping a Way Through …edited by Ruth Alas)
Mr Ruimi's strategy was to search for companies with strong products, facilities, equipment and distribution channels and poor management. He calls them "stunned fish". He was sure of having a management concept able to transform all those small inefficient organisations. Acquisitions of lots of lossmaking local rivals were done and the brand become omnipresent in China.
Mid-1990s, China's home appliance industry was opened to private investors. Government required foreign companies a technology transfer in order to create a joint venture. Leading American brands, Whirlpool and Maytag, European brand Electrolux, and Korean brand, Samsung and LG entered the Chinese market at that time, which made profits fall down. Haier has them all as competitors, additionally to the other three local ones – Rongsheng, Meiling and Xinfei. By 2011, the average profit margin was only 3%.
In 1992, Haier received the ISO 9001 and started to export
1996-1997, production facilities are opened in The Philippines and in Malaysia
In 1997, Haier applied to the world expo of household electronics that was going to be hold in Germany
In 1998, Haier entered the black home electrical products market, on top of his white products
In 1998, Ruimin was invited by Harvard School of Business to lecture about his managerial theory. The international path was accelerated from this point (like giving a super TED speech today!)
Vision is to reengineer the business processes and establish the brand overseas
Haier, for a period of 7 years, had the target to eliminate the traditional hierarchical structure, redesigning the organisation structure to a matrix structure, and to introduce the market chain model, connecting each employee and organisation unit to the Market (Implementation of Changes in Chinese Organizations: Groping a Way Through …edited by Ruth Alas), with value-adding processes. The connection of each employee with the market chain is known as business process reengineering (BPR). At this point the concept of a Strategic Business Unit (SBU) as individual level is born, that created an individual profit and lost model.
Efforts were focused in increasing the information transparency (for contract performance, logistics, capital investment, after-sales services, inventory) and reducing operation costs.
In 1999, Haier arrived to US, opening a plant in South Carolina, becoming the first Chinese company opening a manufacturing plant in US, positioning itself as direct concurrence to General Electric, Whirlpool, Frigidaire and Maytag. Haier wanted to be challenged by the best brands. If they could succeed, then they would be able to succeed in any other country (it is like learning to drive in Rome! After that you can drive everywhere). The goal for Haier was to get a 10% of the market by 2005. According to Euromonitor report in November 2016, Haier had 25% volume share, followed by Whirlpool Corp with 17%.
In 2000, Zhang Ruimin gave another lecture on Haier's managerial innovation, this time at IMD in Lausanne
In 2001, China enters the World Trade Organisation
In 2002, Haier entered Pakistan. In 2003, Jordan
Vision is "Zero distance to the customer"
In 2005, Mr Raimin start to introduce the "RenDanHeYi win-win" model and the "individual goal combination" model. On one hand, Ren means employee, Dan means customer and RenDanHeYi means to connect customer with employee. On the other hand, individual refers to the strategic business unit (SBU) and goal to the competitive market goal. There are not strict differences between employees and leaders except for responsibility. Leaders take responsibility for planning strategy, planning projects, building cross-functional teams and motivating teams. For 5 years Haier changed the organisation structure 40 times (Implementation of Changes in Chinese Organizations: Groping a Way Through …edited by Ruth Alas)
The first thing Zhang Ruimin does, with the target to reach zero distance to customer, is to invert the traditional pyramid structure (employees facing the customer will be in top layer – Tier 1 – and top management will be in the last layer – Tier 3 – and to introduce the autonomous self-managed operation units, ZZJYTs (Zi Zhu Jung Ying Ti). There are three kind of ZZJYT facing the customer: the market, the product and the factory type. In turn, each kind of ZZJYT has 3 layers, with no hierarchy but different responsibilities, that Haier call tiers. Tier 1 faces the customer, understand the customer and provides the right products, comprising sales, R&D, designers, frontline plus additional support needed, with a size between 10-30 people. Tier 2 supports Tier 1 in everything that is needed and allocates all the support functions (HR, Finance, Legal). Tier 3 put together all the management roles responsible for the corporate strategies. People in these ZZJYTs are not permanently assigned. Whenever Management approves a new product, an auction is launched. Anybody in the company can send a business model proposal to it. The selected person will be the leader of the ZZJYT, with full responsibilities as an entrepreneur, in charge of staffing the team with the help of HR in Tier 2, costs, planning, goal setting, penalties, incentives. However, the final decision to belong to the ZZJYT will be bilateral (leader-employee)
Every employee can create and manage his own ZZJYT to implement a project, and would become the leader. This is the example of Lei Yongfeng, an engineer who listened carefully to a complaint from a customer about the air conditioner blowing too cold air – what seems a quite common complaint and not a really extraordinary one, I would say. Having the empowerment of taking decisions, he formed a self-managed team to solve the issue that resulted in a "corrected" air conditioner model, which mixes the air from the unit and the air, increasing the temperature of the jet of air. That aircon model set a record on one-day sales in China.
In 2012, most of the middle management disappeared in order to empower self-managed teams, ZZJYT. According to Financial Times, 10.000 middle managers were reduced from 2013 to 2014 reducing the total amount of FTE from 86.000 to 60.000. More than half of the vice-president -level executive positions were also removed
Contracts are established between the ZZJYTs whenever any kind of activity is needed
Haier decides to stop offering products and offer services to customers
The leaders also embrace the open innovation and search for the best collaborations in the world
Goals are established by the employees, not by the management, with associated incentives or penalization. There are goals as well for the ZZJYT, for the organisation units and for the corporation, and all should be aligned
The target in recruiting is the selection of best candidates with entrepreneur skills or the transformation of regular employees in entrepreneurs (their own CEOs)
Competence is omnipresent. The leader of the ZZJYT has a possible candidate to replace him within the team in case he/she fails to reach the goals or the team members chose him the step out. This mechanism of keeping competence alive is called "catfish mechanism" – from an old Norwegian legend.
Everything that can be prepared in detail in advance should be done in this way. This methodology facilitates to be as fast as possible
Haier uses a performance model called individual-goal-pay at individual and ZZJYT level, with four pillars: setting goals, assigning the right people to the right job, assessment of execution, establishment of appropriate incentives
Haier has an internal labour market. They do not offer jobs to its employees but the other way around, the employees should search for a job, following their preferences and skills
Stage 5, 2012 to 2017
Vision is to build a platform-based business, provide personalised experience and encourage employees to become entrepreneurs
There is a need to reinvent the model from a subject-object-tool of managers to users-employees model
In 2015, Haier disrupts itself again with the new model RedDanHeYi 2.0, what Zhang Ruimin presented in the Drucker Froum in 2015 as "building an ecosystem to co-create and win together". Haier defines itself as user-oriented (versus the customer-oriented). According to Zhang Ruimin the difference is that "customer is a one-time transaction versus user that is a continuous interaction and participation, a best-in-class experience"
In the new platform ecosystem, there are no hierarchies, only 3 categories of employees in Haier, with no higher or lower rank. Category 1: the platform owner responsible for having the right entrepreneurial teams to achieve growth. This is a servant responsible for watering and fertilizing the ecosystem. Category 2: the micro-entreprise owner, who leads an entrepreneurial team that is growing in the platform. Category 3: the employee-turned-entrepreneur. The target of all these people is to create a best-in-class user experience
The challenges come from the organisational, marketing and management perspective: "On the organizational front, our challenge is how to transform from the cascade process into an interconnected ecosystem. On the marketing front, the challenge is how to shift from customers of a one-time transaction to users enjoying a best-in-class experience throughout. On the management front, the challenge is how to decentralize and disintermediate, turning command-and-control functional departments into platforms for sharing and motivation, enabling everyone to become a center and be at zero distance from the user."
Indirect functions, that were part of ZZJYT Tier 2 in the previous model, are transformed in two platforms: sharing platform, based on information technology instead of people, and the motivation platform. Finance would be within the sharing platform. Here a financial professional gives service to 350 employees. The platforms rely mainly in technology instead of in people. People remaining are those self-managed and taking decisions.
Haier is no longer giving a salary to the employees. Employees are paid from value created for the users. The platform owner decides when that value is not created anymore and they have to leave the platform.
Haier provides a platform for more than 2000 micro-entreprises for which Haier is only once of their shareholders. Haier help everyone to collaborate and create the best-in-class user experience.
Why are western companies so obsolete, so stiff? As Jorge Zuazola mentions what Haier has reached has been supported by Ronald Stern for decades, but western companies were not going out of the confort zone and were proud of their hierarchical structures with ego-centric management roles.
These are the main book references. All the web references are provided in embedded links in the text.
Reinventing Giants, by Bill Fisher, Umberto Lago and Fang Liu, 2013
Implementation of Changes in Chinese Organizations: Groping a Way Through, by Ruth Alas, 2009
Chinese Entrepreneurship: An Austrian economics perspective, by Fu-Lai Tony Yu, Diana S. Kwan, 2015
Read in my next articles how Haier reached the top and what we can learn from them – coming soon. You can subscribe to the blog if you want to get automatic publications about organisation of the next level
CategoriesHigh-Performance Organisation Tagsdigital transformation, empowerment, high-performance organisation, leadership, management overhead, organisation of the next level, Process Management, Process Organisation, transformation triggers
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Found on Naklua Road in the northern side of the city of Pattaya, this venue offers a friendly atmosphere, where customers can enjoy a drink and chat to friends or staff.
The bar is owned by Eaki, from Lopburi, a province that sits north of Bangkok. Eaki moved to Pattaya 2015, opening the bar in December 2017.
The venue employs four full time staff to look after their guests.
The open fronted bar offers views along Naklua for those who like to sit and people watch.
The bar has seating for around 30 customers, with stools and high back chairs being available.
A television is present for entertainment purposes, and generally shows anything the customer cares to watch, including sports or music.
The focal point when you enter the bar is the pool table. Customers can show off their talent with a cue or lose to one of the staff.
Its pastel colours on the walls and tiled floor match well, offering pleasant surrounding inside this venue. The bar can be found at the rear of the premises, which is stocked with your favourite tipples.
A good quality sound system ensures they can provide music if and when required, so if you want to host a party, speak to the staff.
You can enjoy a rum, vodka, gin or one of their many imported and local whiskies. Maybe a liqueur, red or white wine or a shot may be to your liking?
Bottled beers come in the form of Chang, Tiger, Singha and many others, all of which are served ice cold.
Should you prefer not to drink alcohol, you can order one of their soft drinks.
They do operate happy hours but as always we recommend you check with the venue or staff to ensure prices and drinks are up to date.
A friendly bar where you can relax, play pool and chat. The service is good and you will always be made to feel welcome here.


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DAR ES SALAAM, April 14 (Xinhua) -- Tobacco production in Tanzania has been on the decline due to various challenges, including destructive pests, an official said on Sunday.
Stanley Mnozya, the Deputy Managing Director of the Tanzania Tobacco Board, said production of the cash crop had been on the decline since the 2013/2014 farming season.
"There has been a spate of pests that destroy tens of hectares of tobacco farms annually which subsequently raise production costs of the cash crop," said Mnozya.
Mnozya said production of tobacco declined from 105 million kilograms in 2013/2014 to 93 million kilograms in 2014/2015, adding that the production of the crop decreased from 72 million kilograms in 2015/2016 to 60 kilograms in 2016/2017 and to further 50.5 million kilograms in 2017/2018.
He said another challenge facing tobacco production was caused by low demand of the commodity in international markets following anti-tobacco global campaigns.
Tanzania is second in Africa in tobacco production after Malawi. However, despite high production of tobacco, it remains a poor country and tobacco farmers are worse off while the country loses more than 61,000 hectares of forest annually due to tobacco growing and curing.
In recent years, there has been considerable debate about the social, environmental and economic impact of tobacco growing, especially in developing countries.


Developing a dream Workbench Garage house gives your the freedom to design a dwelling that meets all your needs. Stay with me to understand how to create the reliable house plan for your custom house Robin Anderson.
The initial step is to apply your habits to identify the style of rooms you must have. For those who have guests formally then think about a standard living room or dining room. On the other hand, assuming your life is tend to be casual then you possibly choose a bigger space consisting of living room, dining room and kitchen area January 20, 2016 at 9:42 pm.
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The Very Best Appetite Suppressant—What?
In our mad quest to get around our hunger, we've developed and manufactured and discovered hundreds of appetite suppressants. These various products and methods of curtailing or eliminating our appetites is wildly popular because of the rampant belief that hunger is the enemy of weight loss. But just like the tens of thousands of other popular diet products, these methods of squelching hunger are doomed to fail as lasting weight loss aids. Somehow bodies manage to eventually work around them and get their survival needs met.
Actually, the very best appetite suppressant, and the only one you can safely take indefinitely, is food. This is a big relief to dieters who learn to get in touch with their hunger again. They have tried just about everything, including disgusting-tasting power bars and shakes, to get rid of their hunger without eating real food. Usually the idea of suppressing their appetite by actually eating food seems preposterous at first. Are you kidding, using food to suppress my appetite? Yes! We've been blind to this fact because we've always thought that food is the enemy of overweight people. But now we know that's not true.


Off the shoulder styles are one of this summer's biggest trends. I admit I probably haven't worn this style since I was a kid, but there are so many cute options out there today, I'm ready to give it a try again. Dressed up or down, rompers to crop tops, there is an off the shoulder option to fit anyone's style. I love this smocked off the shoulder top from Urban Outfitters. I styled it here with a pair of distressed black skinnies, but this top would also look super with a pair of high-waisted bermuda shorts. Hover over the image below and click the "+" signs to shop!


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Abstract We construct firm-level data set with matched productivity and qualification data by linking the Annual Business Inquiry and Employer Skills Survey for England. We first examine the effect of workplace skills and other characteristics such as part-time status and gender on both productivity and wages in English firms. We also investigate how productivity-implied returns to worker characteristics compare with wage-implied returns, therefore providing information on how rents are distributed between employers and employees. We find that firms with a higher share of college-educated, full-time and male workers also tend to be more productive, with considerable variations across sectors. The only robust difference in implied returns follows from part-timers, who tend to work for firms that pay too low wages for the observed productivity differences. Second, we study the effect of local skills on productivity controlling for skills at the firm. We find a positive and robust association, which is consistent with positive human capital externalities.
Fernando Galindo-Rueda & Jonathan Haskel, 2005.
"Skills, Workforce Characteristics and Firm-Level Productivity: Evidence from the Matched ABI/Employer Skills Survey,"
IZA Discussion Papers 1542, Institute for the Study of Labor (IZA).


text:
Home / Microsites / Drilling Rigs & Automation / Independence Drilling showcases dual-fuel rig with integrated walking system
Independence Contract Drilling introduced its newest-design 1,500-hp ShaleDriller Rig 201 in Houston on 7 December...
Independence Drilling showcases dual-fuel rig with integrated walking system
in Drilling Rigs & Automation, Innovating While Drilling®, News, Onshore Advances, Videos, Videos – Innovating While Drilling, Videos – Onshore Advances, Videos – The Efficient Rig Dec 13, 2012	0
By Katherine Scott, editorial coordinator
Independence Contract Drilling introduced its newest-design 1,500-hp ShaleDriller Rig 201 in Houston on 7 December. The rig, contracted to work for Newfield Exploration in the Eagle Ford beginning on 1 January, has been built with an integrated walking system that allows the unit to move at up to 60 ft/hr, as well as a full dual-fuel setup that allows the rig to run on both diesel and natural gas. "The operator's main goal is to spend their money and their time in a year drilling instead of moving rigs," Chris Menefee, vice president and general manager of Independence, said. "If they can put eight wells on a pad and walk a rig back and forth, they've got something that's more hi-tech that's capable of doing what they want to do better than the conventional method."
The integrated walking system features uniquely designed hydraulic shoes driven by AC power that are built directly into the substructure and therefore are part of the rig, Mr Menefee said. "Other walking systems are 'add on' systems retrofitted on conventional drilling equipment leading to more lines, wires, hoses and manifolds," he explained. "Our shoes are part of the rig design so the time spent preparing to walk is much cleaner, safer and more efficient."
Further, when the walking shoes are not utilized, they are designed to support the substructure and can be used to level the rig during drilling operations. "Also, our system has an umbilical wire tray designed for multiwell pad drilling," Mr Menefee continued. "The 200 Series ShaleDriller was engineered to walk with drill pipe in the mast and move from pad to pad without the use of a crane, which results in cost savings for the operator."
Rig 201 is the second rig in Independence Contract Drilling's four-rig fleet, other than one rig working in West Texas, to feature a dual-fuel setup. Mr Menefee said that his company will retrofit its other two rigs with dual-fuel systems as well and that, going forward, dual fuel will be equipped on all newbuilds. "We're hoping we're ahead of the curve a little bit by actually offering it as part of the rig package," he said. "I think it's going to be as big as walking shoes or AC power; we want to be one of the first ones that's kind of taking it on our own."
Mr Menefee noted that being able to run on natural gas holds significant advantage for gas companies currently storing field gas. "If they can have a rig in the field where that gas is stored and plug right into it and drill their wells off of it, that's where it'll be a big savings instead of trucking diesel fuel back and forth."
Rig 201, which will drill a seven-well project for Newfield at 30 days each, is the fourth new rig to be built in Independence's fleet, but the first with a new substructure put together from one piece consisting of a bottom substructure and rig floor. "It all rides on the back of one truck so you can haul it up and down the road, and they drop it off on location and different pieces start unfolding," Mr Menefee explained. Hydraulic cylinders are attached to the unit to set it in place before other pieces, such as stairs, are added.
Independence Contract Drilling solely builds AC-power rigs focused on unconventional asset development. "There's a game change going on in terms of the development of unconventional resources," Byron Dunn, CEO of Independence, said. "Half of the US land rig fleet is economically obsolete right now; we have entered the early stages of a complete re-equipping of the US land rig drilling fleet."
Mr Dunn said that with industry and analysts projection of $5 gas in 2015, rig count will grow. "Not only do we have to add new equipment, we have to replace the economically obsolete older fleet," he said. "This type of equipment (like Rig 201) is going to be in short supply for the next 10 years as we re-equip the entire US land rig fleet and produce the unconventional resources."
Largely, Independence focuses on automating rigs by using remote packs, touchscreens and AC-powered hydraulics. "Some of this is nothing new, but we've taken it to another level on this is one particular load by using braces that fold the rig floor up," Mr Menefee said. "On older-generation models of rigs, those would have to be pinned by hammers, people in baskets and cranes where now they fold out literally by driving an automated pack." At the push of a button on a remote control, arms will fold out and drive the pins in, he said, which was done as a way to increase safety. "Anytime you can eliminate something by doing it automated you're ultimately eliminating an accident."
ShaleDriller is a trademark of Independence Contract Drilling.
Previous: H&P delivers reliability, safety with computerized rig maintenance systems
Next: Statoil looks to permanent reservoir monitoring tools to increase oil recovery

redpajama_set_name: RedPajamaCommonCrawl


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A plethora of Askonas Holt artists appear at this year's Oxford Lieder Festival.
Sarah Connolly and Graham Johnson open the Festival on 16 October, with a programme of Schubert, Brahms and Wolf in the Sheldonian Theatre and, earlier in the day, Benjamin Appl takes part in a symposium on words and music.
Gyula Rab sings Fauré on 17 October as does John Mark Ainsley on 18 October. John Mark also appears on 21 October in a recital featuring settings of Shakespeare accompanied by James Baillieu.
On 22 October Gary Matthewman appears in a programme of Fauré and Schubert and Gary Griffiths sings in a Russian programme.
Toby Spence sings a new English translation of Schubert's Die schöne Müllerin on 25 October.
Imogen Cooper curates a residency this year giving recitals with Wolfgang Holzmair on both 23 and 26 October, masterclasses on 27 and 30 October, and a solo Chopin recital on 28 October.
Lucy Crowe gives a recital on 27 October featuring Fauré and Schubert and Robert Murray and Mark Stone are accompanied by Graham Johnson on 29 October in a performance of A Shropshire Lad.
Iain Burnside appears on 27 October in a programme illuminating the relationship between Brahms and Clara Schumann and, on 28 October, Ann Murray gives a masterclass.
Finally, Matthew Rose and Joseph Middleton join forces for a recital on 30 October.
Click here for the full 2015 Festival programme.


Women's plain-colour cotton sweatshirt with zip fastening in the middle. Jewel logo with rhinestones on the front, contrasting band on the sleeves with La Martina writing. This item is both comfortable and glamorous at the same time.


text:
Contribution of copy number variants to schizophrenia from a genome-wide study of 41,321 subjects
Nat Genet. 2017 Jan;49(1):27-35. doi: 10.1038/ng.3725. Epub 2016 Nov 21.
Christian R Marshall 1 , Daniel P Howrigan 2 3 , Daniele Merico 1 , Bhooma Thiruvahindrapuram 1 , Wenting Wu 4 5 , Douglas S Greer 4 5 , Danny Antaki 4 5 , Aniket Shetty 4 5 , Peter A Holmans 6 7 , Dalila Pinto 8 9 , Madhusudan Gujral 4 5 , William M Brandler 4 5 , Dheeraj Malhotra 4 5 10 , Zhouzhi Wang 1 , Karin V Fuentes Fajarado 4 5 , Michelle S Maile 4 5 , Stephan Ripke 2 3 , Ingrid Agartz 11 12 13 , Margot Albus 14 , Madeline Alexander 15 , Farooq Amin 16 17 , Joshua Atkins 18 19 , Silviu A Bacanu 20 , Richard A Belliveau Jr 3 , Sarah E Bergen 3 21 , Marcelo Bertalan 22 23 , Elizabeth Bevilacqua 3 , Tim B Bigdeli 20 , Donald W Black 24 , Richard Bruggeman 25 , Nancy G Buccola 26 , Randy L Buckner 27 28 29 , Brendan Bulik-Sullivan 2 3 , William Byerley 30 , Wiepke Cahn 31 , Guiqing Cai 8 32 , Murray J Cairns 18 33 34 , Dominique Campion 35 , Rita M Cantor 36 , Vaughan J Carr 33 37 , Noa Carrera 6 , Stanley V Catts 33 38 , Kimberley D Chambert 3 , Wei Cheng 39 , C Robert Cloninger 40 , David Cohen 41 , Paul Cormican 42 , Nick Craddock 6 7 , Benedicto Crespo-Facorro 43 44 , James J Crowley 45 , David Curtis 46 47 , Michael Davidson 48 , Kenneth L Davis 8 , Franziska Degenhardt 49 50 , Jurgen Del Favero 51 , Lynn E DeLisi 52 53 , Dimitris Dikeos 54 , Timothy Dinan 55 , Srdjan Djurovic 11 56 , Gary Donohoe 42 57 , Elodie Drapeau 8 , Jubao Duan 58 59 , Frank Dudbridge 60 , Peter Eichhammer 61 , Johan Eriksson 62 63 64 , Valentina Escott-Price 6 , Laurent Essioux 65 , Ayman H Fanous 66 67 68 69 , Kai-How Farh 2 , Martilias S Farrell 45 , Josef Frank 70 , Lude Franke 71 , Robert Freedman 72 , Nelson B Freimer 73 , Joseph I Friedman 8 , Andreas J Forstner 49 50 , Menachem Fromer 2 3 74 75 , Giulio Genovese 3 , Lyudmila Georgieva 6 , Elliot S Gershon 59 76 , Ina Giegling 77 78 , Paola Giusti-Rodríguez 45 , Stephanie Godard 79 , Jacqueline I Goldstein 2 80 , Jacob Gratten 81 , Lieuwe de Haan 82 , Marian L Hamshere 6 , Mark Hansen 83 , Thomas Hansen 22 23 , Vahram Haroutunian 8 84 85 , Annette M Hartmann 77 , Frans A Henskens 33 34 86 , Stefan Herms 49 50 87 , Joel N Hirschhorn 80 88 89 , Per Hoffmann 49 50 87 , Andrea Hofman 49 50 , Hailiang Huang 2 80 , Masashi Ikeda 90 , Inge Joa 91 , Anna K Kähler 21 , René S Kahn 31 , Luba Kalaydjieva 92 93 , Juha Karjalainen 71 , David Kavanagh 6 , Matthew C Keller 94 , Brian J Kelly 34 , James L Kennedy 95 96 97 , Yunjung Kim 45 , James A Knowles 69 98 , Bettina Konte 77 , Claudine Laurent 15 99 , Phil Lee 2 3 75 , S Hong Lee 81 , Sophie E Legge 6 , Bernard Lerer 100 , Deborah L Levy 53 101 , Kung-Yee Liang 102 , Jeffrey Lieberman 103 , Jouko Lönnqvist 104 , Carmel M Loughland 33 34 , Patrik K E Magnusson 21 , Brion S Maher 105 , Wolfgang Maier 106 , Jacques Mallet 107 , Manuel Mattheisen 23 108 109 110 , Morten Mattingsdal 11 111 , Robert W McCarley 52 53 , Colm McDonald 112 , Andrew M McIntosh 113 114 , Sandra Meier 70 , Carin J Meijer 82 , Ingrid Melle 11 115 , Raquelle I Mesholam-Gately 53 116 , Andres Metspalu 117 , Patricia T Michie 33 118 , Lili Milani 117 , Vihra Milanova 119 , Younes Mokrab 120 , Derek W Morris 42 57 , Bertram Müller-Myhsok 121 122 123 , Kieran C Murphy 124 , Robin M Murray 125 , Inez Myin-Germeys 126 , Igor Nenadic 127 , Deborah A Nertney 128 , Gerald Nestadt 129 , Kristin K Nicodemus 130 , Laura Nisenbaum 131 , Annelie Nordin 132 , Eadbhard O'Callaghan 133 , Colm O'Dushlaine 3 , Sang-Yun Oh 134 , Ann Olincy 72 , Line Olsen 22 23 , F Anthony O'Neill 135 , Jim Van Os 126 125 , Christos Pantelis 33 136 , George N Papadimitriou 54 , Elena Parkhomenko 8 , Michele T Pato 69 98 , Tiina Paunio 137 , Psychosis Endophenotypes International Consortium; Diana O Perkins 138 , Tune H Pers 80 89 139 , Olli Pietiläinen 137 140 , Jonathan Pimm 47 , Andrew J Pocklington 6 , John Powell 125 , Alkes Price 80 141 , Ann E Pulver 129 , Shaun M Purcell 74 , Digby Quested 142 , Henrik B Rasmussen 22 23 , Abraham Reichenberg 8 85 , Mark A Reimers 20 , Alexander L Richards 6 7 , Joshua L Roffman 28 29 , Panos Roussos 74 143 , Douglas M Ruderfer 6 74 , Veikko Salomaa 63 , Alan R Sanders 58 59 , Adam Savitz 144 , Ulrich Schall 33 34 , Thomas G Schulze 70 145 , Sibylle G Schwab 146 , Edward M Scolnick 3 , Rodney J Scott 18 33 147 , Larry J Seidman 53 116 , Jianxin Shi 148 , Jeremy M Silverman 8 149 , Jordan W Smoller 3 75 , Erik Söderman 13 , Chris C A Spencer 150 , Eli A Stahl 74 80 , Eric Strengman 31 151 , Jana Strohmaier 70 , T Scott Stroup 103 , Jaana Suvisaari 104 , Dragan M Svrakic 40 , Jin P Szatkiewicz 45 , Srinivas Thirumalai 152 , Paul A Tooney 18 33 34 , Juha Veijola 153 154 , Peter M Visscher 81 , John Waddington 155 , Dermot Walsh 156 , Bradley T Webb 20 , Mark Weiser 48 , Dieter B Wildenauer 157 , Nigel M Williams 6 , Stephanie Williams 45 , Stephanie H Witt 70 , Aaron R Wolen 20 , Brandon K Wormley 20 , Naomi R Wray 81 , Jing Qin Wu 18 33 , Clement C Zai 95 96 , Rolf Adolfsson 132 , Ole A Andreassen 11 115 , Douglas H R Blackwood 113 , Elvira Bramon 158 , Joseph D Buxbaum 8 32 85 159 , Sven Cichon 49 50 87 160 , David A Collier 120 161 , Aiden Corvin 42 , Mark J Daly 2 3 80 , Ariel Darvasi 162 , Enrico Domenici 10 163 , Tõnu Esko 80 88 89 117 , Pablo V Gejman 58 59 , Michael Gill 42 , Hugh Gurling 47 , Christina M Hultman 21 , Nakao Iwata 90 , Assen V Jablensky 33 93 157 164 , Erik G Jönsson 11 13 , Kenneth S Kendler 20 , George Kirov 6 , Jo Knight 95 96 97 , Douglas F Levinson 15 , Qingqin S Li 144 , Steven A McCarroll 3 88 , Andrew McQuillin 47 , Jennifer L Moran 3 , Bryan J Mowry 81 128 , Markus M Nöthen 49 50 , Roel A Ophoff 31 36 73 , Michael J Owen 6 7 , Aarno Palotie 3 75 140 , Carlos N Pato 69 98 , Tracey L Petryshen 3 29 53 165 , Danielle Posthuma 166 167 168 , Marcella Rietschel 70 , Brien P Riley 20 , Dan Rujescu 77 78 , Pamela Sklar 74 85 143 , David St Clair 169 , James T R Walters 6 , Thomas Werge 22 23 170 , Patrick F Sullivan 21 45 138 , Michael C O'Donovan 6 7 , Stephen W Scherer 1 171 , Benjamin M Neale 2 3 75 80 , Jonathan Sebat 4 5 172 , CNV and Schizophrenia Working Groups of the Psychiatric Genomics Consortium
1 Centre for Applied Genomics and Program in Genetics and Genome Biology, The Hospital for Sick Children, Toronto, Ontario, Canada.
2 Analytic and Translational Genetics Unit, Massachusetts General Hospital, Boston, Massachusetts, USA.
3 Stanley Center for Psychiatric Research, Broad Institute of MIT and Harvard, Cambridge, Massachusetts, USA.
4 Beyster Center for Psychiatric Genomics, University of California, San Diego, La Jolla, California, USA.
5 Department of Psychiatry, University of California, San Diego, La Jolla, California, USA.
6 MRC Centre for Neuropsychiatric Genetics and Genomics, Institute of Psychological Medicine and Clinical Neurosciences, School of Medicine, Cardiff University, Cardiff, UK.
7 National Centre for Mental Health, Cardiff University, Cardiff, UK.
8 Department of Psychiatry, Icahn School of Medicine at Mount Sinai, New York, New York, USA.
9 Department of Genetics and Genomic Sciences, Seaver Autism Center, Mindich Child Health and Development Institute, Icahn School of Medicine at Mount Sinai, New York, New York, USA.
10 Neuroscience Discovery and Translational Area, Pharma Research and Early Development, F. Hoffmann-La Roche, Ltd, Basel, Switzerland.
11 NORMENT, KG Jebsen Centre for Psychosis Research, Institute of Clinical Medicine, University of Oslo, Oslo, Norway.
12 Department of Psychiatry, Diakonhjemmet Hospital, Oslo, Norway.
13 Department of Clinical Neuroscience, Psychiatry Section, Karolinska Institutet, Stockholm, Sweden.
14 State Mental Hospital, Haar, Germany.
15 Department of Psychiatry and Behavioral Sciences, Stanford University, Stanford, California, USA.
16 Department of Psychiatry and Behavioral Sciences, Emory University, Atlanta, Georgia, USA.
17 Department of Psychiatry and Behavioral Sciences, Atlanta Veterans Affairs Medical Center, Atlanta, Georgia, USA.
18 School of Biomedical Sciences and Pharmacy, University of Newcastle, Callaghan, New South Wales, Australia.
19 Hunter Medical Research Institute, New Lambton, New South Wales, Australia.
20 Virginia Institute for Psychiatric and Behavioral Genetics, Department of Psychiatry, Virginia Commonwealth University, Richmond, Virginia, USA.
21 Department of Medical Epidemiology and Biostatistics, Karolinska Institutet, Stockholm, Sweden.
22 Institute of Biological Psychiatry, Mental Health Centre Sct. Hans, Mental Health Services Copenhagen, Copenhagen, Denmark.
23 Lundbeck Foundation Initiative for Integrative Psychiatric Research, iPSYCH, Denmark.
24 Department of Psychiatry, University of Iowa Carver College of Medicine, Iowa City, Iowa, USA.
25 Department of Psychiatry, University Medical Center Groningen, University of Groningen, Groningen, the Netherlands.
26 School of Nursing, Louisiana State University Health Sciences Center, New Orleans, Louisiana, USA.
27 Center for Brain Science, Harvard University, Cambridge, Massachusetts, USA.
28 Department of Psychiatry, Massachusetts General Hospital, Boston, Massachusetts, USA.
29 Athinoula A. Martinos Center, Massachusetts General Hospital, Boston, Massachusetts, USA.
30 Department of Psychiatry, University of California at San Francisco, San Francisco, California, USA.
31 Department of Psychiatry, Rudolf Magnus Institute of Neuroscience, University Medical Center Utrecht, Utrecht, the Netherlands.
32 Department of Human Genetics, Icahn School of Medicine at Mount Sinai, New York, New York, USA.
33 Schizophrenia Research Institute, Sydney, New South Wales, Australia.
34 Priority Centre for Translational Neuroscience and Mental Health, University of Newcastle, Newcastle, New South Wales, Australia.
35 Centre Hospitalier du Rouvray and INSERM U1079, Faculty of Medicine, Rouen, France.
36 Department of Human Genetics, David Geffen School of Medicine, University of California, Los Angeles, Los Angeles, California, USA.
37 School of Psychiatry, University of New South Wales, Sydney, New South Wales, Australia.
38 Department of Psychiatry, Royal Brisbane and Women's Hospital, University of Queensland, Brisbane, Queensland, Australia.
39 Department of Computer Science, University of North Carolina at Chapel Hill, Chapel Hill, North Carolina, USA.
40 Department of Psychiatry, Washington University, St. Louis, Missouri, USA.
41 Department of Child and Adolescent Psychiatry, Assistance Publique-Hospitaux de Paris, Pierre and Marie Curie Faculty of Medicine and Institute for Intelligent Systems and Robotics, Paris, France.
42 Neuropsychiatric Genetics Research Group, Department of Psychiatry, Trinity College Dublin, Dublin, Ireland.
43 Instituto de Formación e Investigación Marqués de Valdecilla, University Hospital Marqués de Valdecilla, University of Cantabria, Santander, Spain.
44 Centro Investigación Biomédica en Red Salud Mental, Madrid, Spain.
45 Department of Genetics, University of North Carolina at Chapel Hill, Chapel Hill, North Carolina, USA.
46 Department of Psychological Medicine, Queen Mary University of London, London, UK.
47 Molecular Psychiatry Laboratory, Division of Psychiatry, University College London, London, UK.
48 Department of Psychiatry, Sheba Medical Center, Tel Hashomer, Israel.
49 Institute of Human Genetics, University of Bonn, Bonn, Germany.
50 Department of Genomics, Life and Brain Center, Bonn, Germany.
51 Applied Molecular Genomics Unit, VIB Department of Molecular Genetics, University of Antwerp, Antwerp, Belgium.
52 Virginia Boston Health Care System, Brockton, Massachusetts, USA.
53 Department of Psychiatry, Harvard Medical School, Boston, Massachusetts, USA.
54 First Department of Psychiatry, University of Athens Medical School, Athens, Greece.
55 Department of Psychiatry, University College Cork, Cork, Ireland.
56 Department of Medical Genetics, Oslo University Hospital, Oslo, Norway.
57 Cognitive Genetics and Therapy Group, School of Psychology and Discipline of Biochemistry, National University of Ireland Galway, Galway, Ireland.
58 Department of Psychiatry and Behavioral Sciences, NorthShore University HealthSystem, Evanston, Illinois, USA.
59 Department of Psychiatry and Behavioral Neuroscience, University of Chicago, Chicago, Illinois, USA.
60 Department of Non-Communicable Disease Epidemiology, London School of Hygiene and Tropical Medicine, London, UK.
61 Department of Psychiatry, University of Regensburg, Regensburg, Germany.
62 Folkhälsan Research Center and Biomedicum Helsinki, Helsinki, Finland.
63 National Institute for Health and Welfare, Helsinki, Finland.
64 Department of General Practice, Helsinki University Central Hospital, University of Helsinki, Helsinki, Finland.
65 Translational Technologies and Bioinformatics, Pharma Research and Early Development, F. Hoffman-La Roche, Basel, Switzerland.
66 Mental Health Service Line, Washington Virginia Medical Center, Washington, DC, USA.
67 Department of Psychiatry, Georgetown University, Washington, DC, USA.
68 Department of Psychiatry, Virginia Commonwealth University, Richmond, Virginia, USA.
69 Department of Psychiatry, Keck School of Medicine at the University of Southern California, Los Angeles, California, USA.
70 Department of Genetic Epidemiology in Psychiatry, Central Institute of Mental Health, Medical Faculty Mannheim, University of Heidelberg, Heidelberg, Germany.
71 Department of Genetics, University Medical Center Groningen, University of Groningen, Groningen, the Netherlands.
72 Department of Psychiatry, University of Colorado Denver, Aurora, Colorado, USA.
73 Center for Neurobehavioral Genetics, Semel Institute for Neuroscience and Human Behavior, University of California, Los Angeles, Los Angeles, California, USA.
74 Division of Psychiatric Genomics, Department of Psychiatry, Icahn School of Medicine at Mount Sinai, New York, New York, USA.
75 Psychiatric and Neurodevelopmental Genetics Unit, Massachusetts General Hospital, Boston, Massachusetts, USA.
76 Department of Human Genetics, University of Chicago, Chicago, Illinois, USA.
77 Department of Psychiatry, University of Halle, Halle, Germany.
78 Department of Psychiatry, University of Munich, Munich, Germany.
79 Departments of Psychiatry, and Human and Molecular Genetics, INSERM, Institut de Myologie, Hôpital de la Pitiè-Salpêtrière, Paris, France.
80 Medical and Population Genetics Program, Broad Institute of MIT and Harvard, Cambridge, Massachusetts, USA.
81 Queensland Brain Institute, University of Queensland, Brisbane, Queensland, Australia.
82 Department of Psychiatry, Academic Medical Centre, University of Amsterdam, Amsterdam, the Netherlands.
83 Illumina, Inc., La Jolla, California, USA.
84 J.J. Peters Virginia Medical Center, Bronx, New York, USA.
85 Friedman Brain Institute, Icahn School of Medicine at Mount Sinai, New York, New York, USA.
86 School of Electrical Engineering and Computer Science, University of Newcastle, Newcastle, New South Wales, Australia.
87 Division of Medical Genetics, Department of Biomedicine, University of Basel, Basel, Switzerland.
88 Department of Genetics, Harvard Medical School, Boston, Massachusetts, USA.
89 Division of Endocrinology and Center for Basic and Translational Obesity Research, Boston Children's Hospital, Boston, Massachusetts, USA.
90 Department of Psychiatry, Fujita Health University School of Medicine, Toyoake, Japan.
91 Regional Centre for Clinical Research in Psychosis, Department of Psychiatry, Stavanger University Hospital, Stavanger, Norway.
92 Centre for Medical Research, University of Western Australia, Perth, Western Australia, Australia.
93 Perkins Institute for Medical Research, University of Western Australia, Perth, Western Australia, Australia.
94 Department of Psychology, University of Colorado Boulder, Boulder, Colorado, USA.
95 Campbell Family Mental Health Research Institute, Centre for Addiction and Mental Health, Toronto, Ontario, Canada.
96 Department of Psychiatry, University of Toronto, Toronto, Ontario, Canada.
97 Institute of Medical Science, University of Toronto, Toronto, Ontario, Canada.
98 Zilkha Neurogenetics Institute, Keck School of Medicine at the University of Southern California, Los Angeles, California, USA.
99 Department of Child and Adolescent Psychiatry, Pierre and Marie Curie Faculty of Medicine, Paris, France.
100 Department of Psychiatry, Hadassah-Hebrew University Medical Center, Jerusalem, Israel.
101 Psychology Research Laboratory, McLean Hospital, Belmont, Massachusetts, USA.
102 Department of Biostatistics, Johns Hopkins University Bloomberg School of Public Health, Baltimore, Maryland, USA.
103 Department of Psychiatry, Columbia University, New York, New York, USA.
104 Department of Mental Health and Substance Abuse Services, National Institute for Health and Welfare, Helsinki, Finland.
105 Department of Mental Health, Bloomberg School of Public Health, Johns Hopkins University, Baltimore, Maryland, USA.
106 Department of Psychiatry, University of Bonn, Bonn, Germany.
107 CNRS, Laboratoire de Génétique Moléculaire de la Neurotransmission et des Processus Neurodégénératifs, Hôpital de la Pitié-Salpêtrière, Paris, France.
108 Department of Biomedicine, Aarhus University, Aarhus, Denmark.
109 Centre for Integrative Sequencing, iSEQ, Aarhus University, Aarhus, Denmark.
110 Department of Genomics Mathematics, University of Bonn, Bonn, Germany.
111 Research Unit, Sørlandet Hospital, Kristiansand, Norway.
112 Department of Psychiatry, National University of Ireland Galway, Galway, Ireland.
113 Division of Psychiatry, University of Edinburgh, Edinburgh, UK.
114 Centre for Cognitive Ageing and Cognitive Epidemiology, University of Edinburgh, Edinburgh, UK.
115 Division of Mental Health and Addiction, Oslo University Hospital, Oslo, Norway.
116 Massachusetts Mental Health Center Public Psychiatry Division of the Beth Israel Deaconess Medical Center, Boston, Massachusetts, USA.
117 Estonian Genome Center, University of Tartu, Tartu, Estonia.
118 School of Psychology, University of Newcastle, Newcastle, New South Wales, Australia.
119 First Psychiatric Clinic, Medical University, Sofia, Bulgaria.
120 Eli Lilly and Company, Ltd., Windlesham, UK.
121 Max Planck Institute of Psychiatry, Munich, Germany.
122 Institute of Translational Medicine, University of Liverpool, Liverpool, UK.
123 Cluster for Systems Neurology (SyNergy), Munich, Germany.
124 Department of Psychiatry, Royal College of Surgeons in Ireland, Dublin, Ireland.
125 Institute of Psychiatry, King's College London, London, UK.
126 Maastricht University Medical Centre, South Limburg Mental Health Research and Teaching Network, EURON, Maastricht, the Netherlands.
127 Department of Psychiatry and Psychotherapy, Jena University Hospital, Jena, Germany.
128 Queensland Centre for Mental Health Research, University of Queensland, Brisbane, Queensland, Australia.
129 Department of Psychiatry and Behavioral Sciences, Johns Hopkins University School of Medicine, Baltimore, Maryland, USA.
130 Department of Psychiatry, Trinity College Dublin, Dublin, Ireland.
131 Eli Lilly and Company, Lilly Corporate Center, Indianapolis, Indiana, USA.
132 Department of Clinical Sciences, Psychiatry, Umeå University, Umeå, Sweden.
133 DETECT Early Intervention Service for Psychosis, Blackrock, Ireland.
134 Lawrence Berkeley National Laboratory, University of California at Berkeley, Berkeley, California, USA.
135 Centre for Public Health, Institute of Clinical Sciences, Queen's University Belfast, Belfast, UK.
136 Melbourne Neuropsychiatry Centre, University of Melbourne and Melbourne Health, Melbourne, Victoria, Australia.
137 Public Health Genomics Unit, National Institute for Health and Welfare, Helsinki, Finland.
138 Department of Psychiatry, University of North Carolina at Chapel Hill, Chapel Hill, North Carolina, USA.
139 Center for Biological Sequence Analysis, Department of Systems Biology, Technical University of Denmark, Denmark.
140 Institute for Molecular Medicine Finland, FIMM, University of Helsinki, Helsinki, Finland.
141 Department of Epidemiology, Harvard School of Public Health, Boston, Massachusetts, USA.
142 Department of Psychiatry, University of Oxford, Oxford, UK.
143 Institute for Multiscale Biology, Icahn School of Medicine at Mount Sinai, New York, New York, USA.
144 Neuroscience Therapeutic Area, Janssen Research and Development, Raritan, New Jersey, USA.
145 Department of Psychiatry and Psychotherapy, University of Göttingen, Göttingen, Germany.
146 Psychiatry and Psychotherapy Clinic, University of Erlangen, Erlangen, Germany.
147 Hunter New England Health Service, Newcastle, New South Wales, Australia.
148 Division of Cancer Epidemiology and Genetics, National Cancer Institute, Bethesda, Maryland, USA.
149 Research and Development, Bronx Veterans Affairs Medical Center, New York, New York, USA.
150 Wellcome Trust Centre for Human Genetics, Oxford, UK.
151 Department of Medical Genetics, University Medical Centre Utrecht, Utrecht, the Netherlands.
152 Berkshire Healthcare NHS Foundation Trust, Bracknell, UK.
153 Department of Psychiatry, University of Oulu, Oulu, Finland.
154 Department of Psychiatry, University Hospital of Oulu, Oulu, Finland.
155 Molecular and Cellular Therapeutics, Royal College of Surgeons in Ireland, Dublin, Ireland.
156 Health Research Board, Dublin, Ireland.
157 School of Psychiatry and Clinical Neurosciences, University of Western Australia, Perth, Western Australia, Australia.
158 Division of Psychiatry, University College London, London, UK.
159 Department of Neuroscience, Icahn School of Medicine at Mount Sinai, New York, New York, USA.
160 Institute of Neuroscience and Medicine (INM-1), Research Center Juelich, Juelich, Germany.
161 Social, Genetic and Developmental Psychiatry Centre, Institute of Psychiatry, King's College London, London, UK.
162 Department of Genetics, Hebrew University of Jerusalem, Jerusalem, Israel.
163 Centre for Integrative Biology, University of Trento, Trento, Italy.
164 Centre for Clinical Research in Neuropsychiatry, School of Psychiatry and Clinical Neurosciences, University of Western Australia, Perth, Western Australia, Australia.
165 Center for Human Genetic Research, Massachusetts General Hospital, Boston, Massachusetts, USA.
166 Department of Functional Genomics, Center for Neurogenomics and Cognitive Research, Neuroscience Campus Amsterdam, VU University, Amsterdam, the Netherlands.
167 Department of Complex Trait Genetics, Neuroscience Campus Amsterdam, VU University Medical Center Amsterdam, Amsterdam, the Netherlands.
168 Department of Child and Adolescent Psychiatry, Erasmus University Medical Centre, Rotterdam, the Netherlands.
169 Institute of Medical Sciences, University of Aberdeen, Aberdeen, UK.
170 Department of Clinical Medicine, University of Copenhagen, Copenhagen, Denmark.
171 Department of Molecular Genetics and McLaughlin Centre, University of Toronto, Toronto, Ontario, Canada.
172 Department of Cellular and Molecular Medicine, University of California, San Diego, La Jolla, California, USA.
DOI: 10.1038/ng.3725
Copy number variants (CNVs) have been strongly implicated in the genetic etiology of schizophrenia (SCZ). However, genome-wide investigation of the contribution of CNV to risk has been hampered by limited sample sizes. We sought to address this obstacle by applying a centralized analysis pipeline to a SCZ cohort of 21,094 cases and 20,227 controls. A global enrichment of CNV burden was observed in cases (odds ratio (OR) = 1.11, P = 5.7 × 10-15), which persisted after excluding loci implicated in previous studies (OR = 1.07, P = 1.7 × 10-6). CNV burden was enriched for genes associated with synaptic function (OR = 1.68, P = 2.8 × 10-11) and neurobehavioral phenotypes in mouse (OR = 1.18, P = 7.3 × 10-5). Genome-wide significant evidence was obtained for eight loci, including 1q21.1, 2p16.3 (NRXN1), 3q29, 7q11.2, 15q13.3, distal 16p11.2, proximal 16p11.2 and 22q11.2. Suggestive support was found for eight additional candidate susceptibility and protective loci, which consisted predominantly of CNVs mediated by nonallelic homologous recombination.
DNA Copy Number Variations / genetics*
Genetic Loci / genetics*
Genetic Markers / genetics*
Genetic Predisposition to Disease
Genome-Wide Association Study*
Schizophrenia / genetics*
R01 MH095034/MH/NIMH NIH HHS/United States
MR/K013807/1/MRC_/Medical Research Council/United Kingdom
RP-PG-0606-1049/DH_/Department of Health/United Kingdom
G1100583/MRC_/Medical Research Council/United Kingdom
MR/P005748/1/MRC_/Medical Research Council/United Kingdom
WT_/Wellcome Trust/United Kingdom
PDA/02/06/016/DH_/Department of Health/United Kingdom
MR/L023784/2/MRC_/Medical Research Council/United Kingdom


We are very proud of this outstanding "homegrown boy"! As 2009 National Champion Chiangus Bull, he has been a valuable addition to our breeding program. We have used him confidently on our first calf heifers, as well as, a select group of additional cows. His calves are everything we've expected!
We purchased this bull from Wilson Cattle Company to diversify our stud power on the ranch. He was named 2008 Reserve Champion Chianina at NAILE and 2009 Indiana State Fair Reserve Champion Chianina.


text:
Cluttered Facebook Messenger Could See Big Changes in 2018
If you are starting to feel that the Facebook Messenger app seems to be too overloaded with features, then you are not the only one. Apparently, even Facebook's vice president of messaging products David Marcus had to admit that, indeed, the app became too cluttered.
In a blog post, Marcus wrote that "Over the last two years, we built a lot of capabilities to find the features that continue to set us apart. A lot of them have found their product market fit; some haven't."
The blog post details Marcus' predictions for 2018. If things go his way, Facebook Messenger users may expect a more streamlined messaging experience later this year.
"Expect to see us invest in massively simplifying and streamlining Messenger this year," Marcus promised. He then added that Facebook's goal is "to make Messenger the easiest and most delightful way for people to spend time together in happy and harder times."
Facebook Messenger head says the app is 'cluttered,' and a new design is coming – via @cnbctech https://t.co/ThGqB7jiap
— CNBC (@CNBC) January 17, 2018
While the news is indeed a breather for users who are starting to get overwhelmed with Messengers numerous features, there is one thing that Marcus' post failed to point out. At the moment, Facebook has not exactly revealed which parts in Messenger the company considers as clutter.
However, there are clues from Marcus' post hinting at which features are likely to be retained. One of these is Group Chat as, according to Marcus, "Group chats make it easier for us to spend time together both on and offline… but we have more in store for this year."
Visual Communication is here to stay as well. These include video chats, emojis, and GIFs as all forms have shown a significant rise in usage. For instance, there were 17 billion video chats, 500 billion emojis and 18 billion GIFs sent in 2017. And, as Marcus puts it, "Visual messaging . . . is where the industry is heading, and we won't be looking back."
[Featured Image via Facebook]
Tags cluttered messenger app David Marcus Facebook Messenger streamlining messenger
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