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Q: Magento 2.4.2 How to disable MSI Here I have solution how to disable for M.2.4 - but this solution  no work for M.2.4.2
Run the below command in your SSH to disable MSI in Magento 2.4.0
php bin/magento module:disable -f Magento_Inventory Magento_InventoryAdminUi Magento_InventoryAdvancedCheckout Magento_InventoryApi Magento_InventoryBundleProduct Magento_InventoryBundleProductAdminUi Magento_InventoryCatalog Magento_InventorySales Magento_InventoryCatalogAdminUi Magento_InventoryCatalogApi Magento_InventoryCatalogSearch Magento_InventoryConfigurableProduct Magento_InventoryConfigurableProductAdminUi Magento_InventoryConfigurableProductIndexer Magento_InventoryConfiguration Magento_InventoryConfigurationApi Magento_InventoryDistanceBasedSourceSelection Magento_InventoryDistanceBasedSourceSelectionAdminUi Magento_InventoryDistanceBasedSourceSelectionApi Magento_InventoryElasticsearch Magento_InventoryExportStockApi Magento_InventoryIndexer Magento_InventorySalesApi Magento_InventoryGroupedProduct Magento_InventoryGroupedProductAdminUi Magento_InventoryGroupedProductIndexer Magento_InventoryImportExport Magento_InventoryCache Magento_InventoryLowQuantityNotification Magento_InventoryLowQuantityNotificationApi Magento_InventoryMultiDimensionalIndexerApi Magento_InventoryProductAlert Magento_InventoryRequisitionList Magento_InventoryReservations Magento_InventoryReservationCli Magento_InventoryReservationsApi Magento_InventoryExportStock Magento_InventorySalesAdminUi Magento_InventorySalesFrontendUi Magento_InventorySetupFixtureGenerator Magento_InventoryShipping Magento_InventorySourceDeductionApi Magento_InventorySourceSelection Magento_InventorySourceSelectionApi Magento_InventoryLowQuantityNotificationAdminUi Magento_InventoryShippingAdminUi Magento_InventoryGraphQl

A: You can disable MSI using two different methods.

*

*Find all MSI modules in config.php file and set their values to 0 i.e disable them.

*Run the below commands to disable MSI in Magento2 2.4.2:-
php bin/magento module:disable -f Magento_Inventory Magento_InventoryAdminUi Magento_InventoryApi Magento_InventoryBundleProduct Magento_InventoryBundleProductAdminUi Magento_InventoryCatalog Magento_InventorySales Magento_InventoryCatalogAdminUi Magento_InventoryCatalogApi Magento_InventoryCatalogSearch Magento_InventoryConfigurableProduct Magento_InventoryConfigurableProductAdminUi Magento_InventoryConfigurableProductIndexer Magento_InventoryConfiguration Magento_InventoryConfigurationApi Magento_InventoryGroupedProduct Magento_InventoryGroupedProductAdminUi Magento_InventoryGroupedProductIndexer Magento_InventoryImportExport Magento_InventoryIndexer Magento_InventoryLowQuantityNotification Magento_InventoryLowQuantityNotificationAdminUi Magento_InventoryLowQuantityNotificationApi Magento_InventoryMultiDimensionalIndexerApi Magento_InventoryProductAlert Magento_InventoryReservations Magento_InventoryReservationsApi Magento_InventoryCache Magento_InventorySalesAdminUi Magento_InventorySalesApi Magento_InventorySalesFrontendUi Magento_InventoryShipping Magento_InventorySourceDeductionApi Magento_InventorySourceSelection Magento_InventorySourceSelectionApi Magento_InventoryShippingAdminUi Magento_InventoryDistanceBasedSourceSelectionAdminUi Magento_InventoryDistanceBasedSourceSelectionApi Magento_InventoryElasticsearch Magento_InventoryExportStockApi Magento_InventoryReservationCli Magento_InventoryExportStock Magento_CatalogInventoryGraphQl Magento_InventorySetupFixtureGenerator Magento_InventoryAdvancedCheckout Magento_InventoryDistanceBasedSourceSelection Magento_InventoryRequisitionList Magento_InventoryGraphQl Magento_InventoryBundleImportExport Magento_InventoryBundleProductIndexer Magento_InventoryInStorePickupApi Magento_InventoryInStorePickupAdminUi Magento_InventoryInStorePickup Magento_InventoryInStorePickupGraphQl Magento_InventoryInStorePickupShippingApi Magento_InventoryInStorePickupQuoteGraphQl Magento_InventoryInStorePickupSales Magento_InventoryInStorePickupSalesApi Magento_InventoryInStorePickupQuote Magento_InventoryInStorePickupShipping Magento_InventoryInStorePickupShippingAdminUi Magento_InventoryInStorePickupFrontend Magento_InventoryInStorePickupMultishipping Magento_InventoryInStorePickupSalesAdminUi Magento_InventoryInStorePickupWebapiExtension
Finally, run the following commands:-
php bin/magento maintenance:enable
rm -rf generated/*
rm -rf var/cache/*
php bin/magento setup:upgrade
php bin/magento cache:flush
php bin/magento cache:clean
php bin/magento maintenance:disable

If you want to learn how to enable/disable MSI in different versions of Magento such as 2.3.0, 2.3.1, 2.3.2, 2.3.3, 2.3.4, 2.3.5 and learn more about MSI then please visit HERE.

A: I use the composer replace method which removes the packages completely from the vendor directory. A quick and easy way to fo this is run composer require yireo/magento2-replace-inventory as this has all the packages to remove already listed in it's composer file.
This will install the package from https://github.com/yireo/magento2-replace-inventory.

A: Run below command for Magento 2.4.3 version
php bin/magento module:disable -f Magento_Inventory Magento_InventoryAdminUi Magento_InventoryApi Magento_InventoryBundleProduct Magento_InventoryBundleProductAdminUi Magento_InventoryCatalog Magento_InventorySales Magento_InventoryCatalogAdminUi Magento_InventoryCatalogApi Magento_InventoryCatalogSearch Magento_InventoryConfigurableProduct Magento_InventoryConfigurableProductAdminUi Magento_InventoryConfigurableProductIndexer Magento_InventoryConfiguration Magento_InventoryConfigurationApi Magento_InventoryGroupedProduct Magento_InventoryGroupedProductAdminUi Magento_InventoryGroupedProductIndexer Magento_InventoryImportExport Magento_InventoryIndexer Magento_InventoryLowQuantityNotification Magento_InventoryLowQuantityNotificationAdminUi Magento_InventoryLowQuantityNotificationApi Magento_InventoryMultiDimensionalIndexerApi Magento_InventoryProductAlert Magento_InventoryReservations Magento_InventoryReservationsApi Magento_InventoryCache Magento_InventorySalesAdminUi Magento_InventorySalesApi Magento_InventorySalesFrontendUi Magento_InventoryShipping Magento_InventorySourceDeductionApi Magento_InventorySourceSelection Magento_InventorySourceSelectionApi Magento_InventoryShippingAdminUi Magento_InventoryDistanceBasedSourceSelectionAdminUi Magento_InventoryDistanceBasedSourceSelectionApi Magento_InventoryElasticsearch Magento_InventoryExportStockApi Magento_InventoryReservationCli Magento_InventoryExportStock Magento_CatalogInventoryGraphQl Magento_InventorySetupFixtureGenerator Magento_InventoryAdvancedCheckout Magento_InventoryDistanceBasedSourceSelection Magento_InventoryRequisitionList Magento_InventoryGraphQl Magento_InventoryBundleImportExport Magento_InventoryBundleProductIndexer Magento_InventoryInStorePickupApi Magento_InventoryInStorePickupAdminUi Magento_InventoryInStorePickup Magento_InventoryInStorePickupGraphQl Magento_InventoryInStorePickupShippingApi Magento_InventoryInStorePickupQuoteGraphQl Magento_InventoryInStorePickupSales Magento_InventoryInStorePickupSalesApi Magento_InventoryInStorePickupQuote Magento_InventoryInStorePickupShipping Magento_InventoryInStorePickupShippingAdminUi Magento_InventoryInStorePickupFrontend Magento_InventoryInStorePickupMultishipping Magento_InventoryInStorePickupSalesAdminUi Magento_InventoryInStorePickupWebapiExtension Magento_InventoryCatalogFrontendUi Magento_InventoryConfigurableProductFrontendUi Magento_InventorySwatchesFrontendUi Magento_InventoryVisualMerchandiser Magento_InventoryWishlist

A: the modules
Magento_InventoryCatalogFrontendUi
Magento_InventoryCatalogSearchBundleProduct
Magento_InventoryCatalogSearchConfigurableProduct

are part of MSI?
disabling all other with this enabled i get the error

main.CRITICAL: Error: Cannot instantiate interface
Magento\InventoryConfigurationApi\Api\Data\StockItemConfigurationInterface
in
/vendor/magento/framework/ObjectManager/Factory/Dynamic/Developer.php:50

A: Here is the CLI command to disable all MSI modules in 2.4.4:
php bin/magento module:disable Magento_Inventory Magento_CatalogInventoryGraphQl Magento_InventoryCatalog Magento_InventoryAdminUi Magento_InventoryAdvancedCheckout Magento_InventoryApi Magento_InventoryBundleImportExport Magento_InventoryBundleProduct Magento_InventoryBundleProductAdminUi Magento_InventoryBundleProductIndexer Magento_InventorySales Magento_InventoryIndexer Magento_InventoryCatalogAdminUi Magento_InventoryCatalogApi Magento_InventoryCatalogFrontendUi Magento_InventoryCatalogSearch Magento_InventoryCatalogSearchBundleProduct Magento_InventoryCatalogSearchConfigurableProduct Magento_InventoryConfigurableProduct Magento_InventoryConfigurableProductFrontendUi Magento_InventoryConfigurableProductIndexer Magento_InventoryConfiguration Magento_InventoryConfigurationApi Magento_InventoryDistanceBasedSourceSelection Magento_InventoryDistanceBasedSourceSelectionAdminUi Magento_InventoryDistanceBasedSourceSelectionApi Magento_InventoryElasticsearch Magento_InventoryExportStockApi Magento_InventorySalesApi Magento_InventoryGraphQl Magento_InventoryGroupedProduct Magento_InventoryGroupedProductAdminUi Magento_InventoryGroupedProductIndexer Magento_InventoryImportExport Magento_InventoryInStorePickupApi Magento_InventoryInStorePickupAdminUi Magento_InventorySourceSelectionApi Magento_InventoryInStorePickup Magento_InventoryInStorePickupGraphQl Magento_InventoryInStorePickupShippingApi Magento_InventoryInStorePickupQuote Magento_InventoryInStorePickupQuoteGraphQl Magento_InventoryInStorePickupSales Magento_InventoryInStorePickupSalesApi Magento_InventoryInStorePickupSalesAdminUi Magento_InventoryInStorePickupShipping Magento_InventoryInStorePickupShippingAdminUi Magento_InventoryCache Magento_InventoryLowQuantityNotification Magento_InventoryLowQuantityNotificationApi Magento_InventoryMultiDimensionalIndexerApi Magento_InventoryProductAlert Magento_InventoryQuoteGraphQl Magento_InventoryRequisitionList Magento_InventoryReservations Magento_InventoryReservationCli Magento_InventoryReservationsApi Magento_InventorySalesAdminUi Magento_InventoryExportStock Magento_InventorySalesFrontendUi Magento_InventorySetupFixtureGenerator Magento_InventoryShipping Magento_InventoryShippingAdminUi Magento_InventorySourceDeductionApi Magento_InventorySourceSelection Magento_InventoryInStorePickupFrontend Magento_InventorySwatchesFrontendUi Magento_InventoryVisualMerchandiser Magento_InventoryWishlist Magento_InventoryInStorePickupMultishipping Magento_InventoryLowQuantityNotificationAdminUi Magento_InventoryConfigurableProductAdminUi Magento_InventoryInStorePickupWebapiExtension

And I would say do not use -f (force) option in the command becuase it will help you to give you suggestion for dependent modules and any MSI module that we are missing.


text:
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ImmunoGen, Inc. Reports Second Quarter Fiscal Year 2009 Financial Results
January 29, 2009 at 12:00 AM EST
ImmunoGen, Inc. Reports Second Quarter Fiscal Year 2009 Financial Results 38.4 KB
WALTHAM, Mass.--(BUSINESS WIRE)-- ImmunoGen, Inc. (Nasdaq: IMGN)
ImmunoGen, Inc. (Nasdaq: IMGN), a biopharmaceutical company that develops targeted anticancer therapeutics using its Tumor-Activated Prodrug (TAP) technology, today announced financial results for the three-month period ended December 31, 2008 – the second quarter of the Company's 2009 fiscal year.
"We're off to a strong start for 2009 – we expect to end our fiscal year on June 30 with a higher level of liquidity than previously projected, we and our partners are advancing potentially significant new therapeutics, and we've strengthened our management team," commented Daniel Junius, President and CEO. "Our business model includes not only developing important new anticancer drugs but also using partnerships to help fund our product programs, thus reducing our dependence on the capital markets. The importance of our business model was demonstrated in the second half of 2008 when we took in $13 million in upfront and milestone payments. Thus, unlike many biotech companies, our cash position can be augmented without financings. Two new licenses to our technology were taken in late 2008, and we expect several additional partner-related announcements in 2009."
Mr. Junius continued, "At the same time, we've maintained or increased support for our key product programs in a focused manner. For example, we've been expanding the number of clinical sites in our IMGN901 multiple myeloma study. Our collaborators also are making meaningful progress, and we look forward to Genentech's initiation of Phase III testing with trastuzumab-DM1 during the first half of 2009. Additionally, we've added two exceptional people to our management team – Greg Perry to replace me in the CFO position and Jim O'Leary as CMO to lead our clinical programs."
On January 1, 2009, Daniel Junius became President and Chief Executive Officer of ImmunoGen in accordance with the Company's succession plan; Mitchel Sayare continues to serve ImmunoGen as Chairman of the Board. Gregory Perry joined the Company earlier this month as Senior Vice President and Chief Financial Officer, and James O'Leary, M.D., joined in October 2008 as Vice President and Chief Medical Officer.
The Company reported encouraging findings with its IMGN901 compound at the American Society of Hematology (ASH) meeting in December 2008 and submitted an abstract to the American Society of Clinical Oncology (ASCO) meeting in June 2009 with initial Phase II data on its IMGN242 compound.
Additional trastuzumab-DM1 (T-DM1) clinical findings were presented at the San Antonio Breast Cancer (SABC) Symposium in December. Genentech has stated that it expects to start Phase III testing with T-DM1 in patients with HER2-positive metastatic breast cancer in the second-line setting in the first half of 2009.
In December 2008, Genentech took a fifth license to use ImmunoGen's TAP technology with antibodies to an undisclosed target.
Sanofi-aventis initiated additional trials with AVE1642 and SAR3419, compounds initially developed by ImmunoGen and licensed to sanofi-aventis as part of a broader collaboration between the companies.
ImmunoGen expects clinical data to be reported in 2009 for most, if not all, of the eight compounds in clinical testing through its own programs and those of its collaborators and also anticipates additional partner-related announcements.
For the three-month period ended December 31, 2008, ImmunoGen reported a net loss of $7.1 million, or $0.14 per basic and diluted share, compared to a net loss of $6.2 million, or $0.15 per basic and diluted share, for the same period last year.
Revenues for the three-month period ended December 31, 2008 were $9.3 million, compared to $9.8 million for the same quarter last year. Second quarter fiscal 2009 revenues include $2.3 million of research and development support fees, compared to $3.7 million for the same period last year. Research and development support fees primarily represent funding earned pursuant to ImmunoGen's discovery, development, and commercialization collaboration with sanofi-aventis and, to a lesser extent, funding earned under development and license agreements with other collaborative partners.
Second quarter fiscal 2009 revenues also include $4.8 million of license and milestone fees compared to $2.7 million for the same quarter last year. Included in license and milestone fees for the second quarter of fiscal 2009 is a $4.0 million milestone payment earned with sanofi-aventis' initiation of Phase II clinical testing with AVE1642. License and milestone fees for the second quarter of fiscal 2008 included a $1.0 million milestone payment earned with sanofi-aventis' initiation of Phase I clinical testing with SAR3419 and a $0.5 million
milestone payment earned with SAR650984 passing an internal sanofi-aventis benchmark.
Second quarter fiscal 2009 revenues also include $2.3 million of clinical material reimbursement, compared to $3.4 million for the same quarter last year. ImmunoGen manufactures clinical materials on behalf of its collaborators and, as needed, also supplies them with its DM1/DM4 cytotoxic agents, and ImmunoGen earns clinical material reimbursement revenue with the supply of these materials. The lower clinical material reimbursement revenue for the second quarter of fiscal 2009 compared with the same period in fiscal 2008 is primarily due to fewer batches being released during the current period and to reductions in partner need for ImmunoGen-supplied components due to the establishment of alternative sources for these materials.
Operating expenses for the three-month period ended December 31, 2008 were $16.4 million, compared to $16.7 million in the same period last year. The operating expenses in the second quarter of fiscal 2009 include research and development expenses of $12.9 million, compared to $13.2 million for the same quarter last year. The decrease in research and development expenses for the quarter ended December 31, 2008 versus the prior-year period is primarily due to decreased antibody development and supply costs and lower cost of clinical materials reimbursed, partially offset by higher salaries and related expenses, higher clinical trial costs and lower overhead utilization. Second quarter fiscal 2009 and 2008 operating expenses both include general and administrative expenses of $3.5 million.
Other (expense)/income, net, consisting primarily of interest income and losses realized on investments due to impairment, was $(0.1) million in the second quarter of fiscal 2009, compared to $0.7 million for the same period last year. Included in other (expense)/income, net, for the second quarter of fiscal 2009 is $0.1 million of interest income and $(0.3) million of impairment charges on investments. Other (expense)/ income, net, for the second quarter of fiscal 2008 included $0.7 million of interest income.
ImmunoGen had approximately $45.9 million in cash and marketable securities as of December 31, 2008, compared with $47.9 million as of June 30, 2008 and had no debt outstanding in either period. During the first six months of fiscal 2009, cash used in operations was $0.4 million, compared to $6.9 million during the same period in fiscal 2008. Capital expenditures were $1.0 million for the first six months of fiscal 2009, compared to $5.3 million for the same period in fiscal 2008.
ImmunoGen expects its net loss for its 2009 fiscal year ending June 30, 2009 to be between $34-37 million, compared to previous guidance of $37-40 million. The Company further expects its cash used in operations to be between $16-19 million, also less than previous guidance of $20-23 million. Capital expenditures are anticipated to be between $1-3 million, unchanged from previous guidance. Cash and marketable securities at June 30, 2009 are anticipated to be between $26-29 million. The Company previously had projected having more than $23 million in cash and marketable securities at June 30, 2009.
"We now expect to end our 2009 fiscal year with between $26-29 million in cash and marketable securities, reflecting a reduction in our projected cash used in operations to $16-19 million," commented Gregory Perry, Senior Vice President and Chief Financial Officer. "This change is due to improvements in the projected net loss for this fiscal year coupled with changes in the timing of certain compensation-related expenditures. Importantly, it is being achieved without impacting our product programs. We continue to aggressively manage expenses while focusing on building value in our programs, supporting our collaborators, and expanding our partnerships."
UPDATE ON CLINICAL-STAGE COMPOUNDS
Trastuzumab-DM1: Broad Clinical Program Being Implemented
T-DM1 comprises ImmunoGen's DM1 cell-killing agent linked to Genentech's anti-HER2 antibody, trastuzumab. Genentech is developing T-DM1 for the treatment of HER2-positive metastatic breast cancer (MBC).
Interim findings were reported in December 2008 from the Phase II trial assessing T-DM1 in patients with HER2-positive MBC that had progressed on trastuzumab (Herceptin®) plus chemotherapy and, in many cases, also on lapatinib (Tykerb®) plus chemotherapy. Among the findings presented were an overall objective response rate (ORR) of 39.3% among the evaluable patients treated with T-DM1 and a comparable overall ORR (38.3%) in the subgroup of patients who had been treated with lapatinib plus chemotherapy after being treated with trastuzumab plus chemotherapy. T-DM1 was generally well tolerated, with two patients discontinuing treatment due to side effects possibly related to the compound. The most common side effects reported were fatigue and nausea. The final study results are expected to be reported in 2009.
In mid-2008, Genentech initiated a Phase II trial evaluating T-DM1 as a third-line treatment for HER2-positive MBC. Genentech has stated that it plans to discuss an earlier approval pathway with the FDA if merited by the study results. Genentech also initiated a Phase II trial evaluating T-DM1 compared to trastuzumab plus docetaxel (Taxotere®) as a first-line treatment for HER2-positive MBC. In addition to US centers, this study is to include sites outside the US through Genentech's collaboration with Roche, which has ex-US rights for T-DM1.
Genentech has stated that it expects to initiate a Phase III trial in the first half of 2009 evaluating T-DM1 as a second-line treatment for HER2-positive MBC. ImmunoGen is entitled to receive a milestone payment with the start of patient dosing in a T-DM1 Phase III trial.
Genentech has stated that it also expects to initiate a Phase Ib trial in the first half of 2009 evaluating T-DM1 used in combination with pertuzumab.
IMGN242: Phase II Ongoing
This ImmunoGen anticancer compound is in Phase II testing for the treatment of CanAg-expressing gastric cancer that failed first-line treatment. Achievement of a durable, objective response (RECIST criteria) in at least one of the first 23 patients enrolled in the study is needed to trigger its expansion to 40 patients.
The Company intends to report initial data from this trial at the 2009 ASCO annual meeting.
The Company expects to report in 2009 whether this study has met the expansion criteria or has ended, with a goal of reaching this decision by mid-2009.
AVE1642: Additional Multi-Arm Trial Initiated
This IGF-1R-binding naked (non-TAP) antibody was developed by ImmunoGen and licensed to sanofi-aventis as part of a broader collaboration between the companies. Three multi-arm clinical trials are now underway with AVE1642: (1) a Phase I trial evaluating it for the treatment of solid tumors used in combination with four alternative chemotherapeutic regimens; (2) a Phase I/II trial – started in November 2008 – evaluating it for the treatment of liver carcinoma used in combination with alternative chemotherapeutic regimens; and (3) a randomized Phase II trial evaluating it for the treatment of hormone-dependent breast cancer.
Additional AVE1642 clinical data are expected to be reported in 2009.
IMGN901: Encouraging Phase I Findings Reported
This ImmunoGen TAP compound is in Phase I testing for the treatment of multiple myeloma (Study 003) and solid tumors (Study 002) that express the CD56 antigen targeted by IMGN901. In both Studies 002 and 003, the patients previously received the approved agents for their disease and IMGN901 is used as a single agent.
Updated findings from Study 003 were reported at the ASH meeting in December 2008. Among the 15 patients who received at least two cycles of IMGN901, 3 had a durable objective response – including 2 patients who remained on treatment for 45 weeks or longer – and 8 additional patients had stable disease.
ImmunoGen intends to initiate a Phase I/II multiple myeloma trial evaluating IMGN901 used in combination with lenalidomide (Revlimid®) plus low dose dexamethasone by mid-2009. This trial will begin after the maximum tolerated dose (MTD) of IMGN901, given as a single agent, is established in Study 003. Additional patients also will be dosed in Study 003 at this MTD.
The Company intends to report additional findings from Studies 002 and 003 in the second half of 2009.
SAR3419: Expanding Clinical Program
This CD19-targeting TAP compound was initially developed by ImmunoGen and was also licensed to sanofi-aventis. It advanced into clinical testing in the US in October 2007, and in October 2008 sanofi-aventis initiated a trial with the compound in France.
ImmunoGen expects the first SAR3419 clinical findings to be reported in late 2009.
IMGN388, BIIB015 and BT-062: Most Recent Entries into Clinic
These TAP compounds advanced into clinical testing in mid-2008. IMGN388 is in development by ImmunoGen, while BIIB015 and BT-062 are in development by Biogen Idec and Biotest, respectively.
ImmunoGen expects clinical findings to be reported in the second half of 2009 with one or more of these compounds.
About ImmunoGen, Inc.
ImmunoGen, Inc. develops targeted anticancer therapeutics using its expertise in cancer biology, monoclonal antibodies and the creation and attachment of potent cell-killing agents. The Company's TAP technology uses antibodies to deliver one of ImmunoGen's proprietary cell-killing agents specifically to cancer targets. In addition to the Company's proprietary clinical pipeline, ImmunoGen collaborators Genentech, sanofi-aventis, Biogen Idec, and Biotest also are testing TAP compounds in the clinic, and the naked antibody AVE1642 is in clinical trials through the Company's collaboration with sanofi-aventis. Other ImmunoGen collaborative partners include Bayer HealthCare and Amgen.
This press release includes forward-looking statements based on management's current expectations. These statements include, but are not limited to, ImmunoGen's expectations related to: its net loss, cash used in operations and capital expenditures in its 2009 fiscal year; its cash and marketable securities as of June 30, 2009; the Company's and its collaboration partners' clinical trial activity and presentation of clinical data; and the Company's partnering activities. For these statements, ImmunoGen claims the protection of the safe harbor for forward-looking statements provided by the Private Securities Litigation Reform Act of 1995. Various factors could cause ImmunoGen's actual results to differ materially from those discussed or implied in the forward-looking statements, and you are cautioned not to place undue reliance on these forward-looking statements, which are current only as of the date of this release. Factors that could cause future results to differ materially from such expectations include, but are not limited to: the outcome of ImmunoGen's research and clinical development processes; the outcome of ImmunoGen's collaboration partners' research and clinical development processes as well as the research processes of potential collaboration partners; the difficulties inherent in the development of novel pharmaceuticals, including uncertainties as to the timing, expense and results of preclinical studies and clinical trials; ImmunoGen's ability to financially support its product programs; ImmunoGen's dependence on collaborative partners; industry merger and acquisition activity; and other factors more fully described in ImmunoGen's Annual Report on Form 10-K for the fiscal year ended June 30, 2008 and other reports filed with the Securities and Exchange Commission.
Herceptin® is a registered trademark of Genentech, Inc.
Tykerb® is a registered trademark of GlaxoSmithKline plc.
Taxotere® is a registered trademark of sanofi-aventis.
Revlimid® is a registered trademark of Celgene Corporation.
IMMUNOGEN, INC.
SELECTED FINANCIAL INFORMATION
(in thousands, except per share amounts)
December 31, June 30,
Cash, cash equivalents and marketable securities $ 45,911 $ 47,871
Other assets 32,614 35,467
Current liabilities $ 12,949 $ 10,386
Long-term portion of deferred revenue and other long-term liabilities 24,402 17,653
Shareholders' equity 41,174 55,299
Total liabilities and shareholders' equity $ 78,525 $ 83,338
CONDENSED CONSOLIDATED STATEMENTS OF OPERATIONS
December 31, December 31,
Research and development support $ 2,283 $ 3,672 $ 5,490 $ 8,145
License and milestone fees 4,766 2,680 6,989 6,868
Clinical materials reimbursement 2,285 3,399 2,981 6,163
Total revenues 9,334 9,751 15,460 21,176
Research and development 12,888 13,158 24,748 23,992
General and administrative 3,521 3,527 7,199 5,951
Total operating expenses 16,409 16,685 31,947 29,943
Loss from operations (7,075) (6,934) (16,487) (8,767)
Other (expense)/income, net
(129) 727 (113) 1,540
Loss before taxes (7,204) (6,207) (16,600) (7,227)
(Benefit)/provision for income taxes
(101) 5 (100) 17
Net loss $ (7,103) $ (6,212) $ (16,500) $ (7,244)
Net loss per common share, basic and diluted $ (0.14) $ (0.15) $ (0.32) $ (0.17)
Average common shares outstanding, basic and diluted 50,822 42,700 50,802 42,558
Source: ImmunoGen, Inc.
Carol Hausner, 781-895-0600
Executive Director, Investor Relations
and Corporate Communications
info@immunogen.com
ImmunoGen Shareholder Tools
© 2019 ImmunoGen Inc., All Rights Reserved

redpajama_set_name: RedPajamaCommonCrawl


Halvard Leira's main areas of research is foreign policy and diplomacy, with a special emphasis on the Norwegian varieties. He also has a long-standing research interest in historical international relations, and international thought. Leira completed his PhD thesis in May 2011, titled «The Emergence of Foreign Policy: Knowledge, Discourse, History».
Who is responsible when Norwegians are in trouble abroad, such as Frode Berg in Russia or French and Moland in DR Congo, or in case of natural disasters and terrorist attacks?


At first, there were two. This grand adventure started off as a mother-daughter duo who had an addiction to all things wedding related and a love for everything vintage. Mandi (daughter extraordinaire, junker, closet hoarder, decorator and delegator) and Karen (mommy dearest, shabby chic freak, manager and expert picker) are from a small town in the North Georgia woods. They have always had a love for vintage or as Mandi calls it "love of junk." They saw a need a vintage rental service in the Chattanooga area after they decorated a wedding in 2009 where they had to buy all of the items to decorate with themselves. That was how it all started. They have taken their expert skills of "junking" and "picking" and developed a large eclectic collection of vintage rentals perfect for special events and occasions. Along the way, Mandi met Oliver (dreamer, builder, heavy lifter, and lover of junker) who aids in all our design processes, builds the crazy items brides want and helps deliver and move all the big ticket items. We make a great team and enjoy doing this business with our family.


text:
Home Products Luftwaffe Messerschmitt Bf 110 Heinz-Wolfgang Schnaufer Small Relic Display
Luftwaffe Messerschmitt Bf 110 Heinz-Wolfgang Schnaufer Small Relic Display
This BF 110 E-2 (Werksnummer 4516) night fighter served with II./NJG 1 and was flown by the highest decorated night fighter 'ace' Heinz-Wolfgang Schnaufer. He obtained his first 'kill' with this machine on the night of 1-2 June 1942. Schnaufer was shot in the leg while attacking a Halifax that night, after which he made his only belly landing during the war. While Schnaufer recuperated, this machine was reassigned to a different crew and was later converted into a G-0 model. On the night of 10-11 April 1943, it was shot down and destroyed. Its remains were excavated in 2006.
History of a Night Fighter 'Ace':
Heinz-Wolfgang Schnaufer (16 February 1922 – 15 July 1950) was a German Luftwaffe night-fighter pilot and the highest-scoring night fighter ace in the history of aerial warfare. A flying ace is a military aviator credited with shooting down five or more enemy aircraft during combat. All Schnaufer's 121 victories were claimed during World War II, mostly against British four-engine bombers, for which he was awarded the Knight's Cross of the Iron Cross with Oak Leaves, Swords and Diamonds, Germany's highest military decoration at the time, on 16 October 1944. He was nicknamed "The Spook of St. Trond", from the location of his unit's base in occupied Belgium.
Born in Calw, Schnaufer grew up in the Weimar Republic and Nazi Germany. Already a glider pilot at school, he began military service in the Wehrmacht by joining the Luftwaffe in 1939. After training at various pilot and fighter-pilot schools, he was posted to Nachtjagdgeschwader 1 (NJG 1—1st Night Fighter Wing), operating on the Western Front, in November 1941. He flew his first combat sorties in support of Operation Cerberus, the breakout of the German ships Scharnhorst, Gneisenau, and Prinz Eugen from Brest. Schnaufer participated in the Defence of the Reich campaign from 1942 onwards, in which he would achieve most of his success. He claimed his first aerial victory on the night of 1/2 June 1942. As the war progressed, he accumulated further victories and later became a squadron leader and group commander. He was awarded the Knight's Cross of the Iron Cross on 31 December 1943 for reaching 42 aerial victories.
Schnaufer achieved his 100th aerial victory on 9 October 1944 and was awarded the Diamonds to his Knight's Cross of the Iron Cross with Oak Leaves and Swords on 16 October. He was appointed Geschwaderkommodore (wing commander) of Nachtjagdgeschwader 4 (NJG 4) on 4 November. By the end of hostilities, Schnaufer's night-fighter crew held the unique distinction that every member—radio operator and air gunner—was decorated with the Knight's Cross of the Iron Cross. Schnaufer was taken prisoner of war by British forces in May 1945. After his release a year later, he returned to his home town and took over the family wine business. He sustained injuries in a road accident on 13 July 1950 during a wine-purchasing visit to France, and died in a Bordeaux hospital two days later.
Signed and numbered - one of fifty. 8.5 x 11 framed under glass. 1.5 x 1.5 aircraft aluminum with original black 'night fighter' paint.
Size and Paper 8.5x11
ALLIED & AXIS: P-51 Mustang & Me 262 Combat Losses Display $160.00
ALLIED & AXIS: P-51 Mustang & Me 262 Combat Losses Display
LIMITED TIME PRICE Special limited edition 'Allied & Axis' World War II aircraft relic display...
D-Day Invasion Lead Aircraft: Douglas C-47 'That's All Brother' Relic Display $200.00
D-Day Invasion Lead Aircraft: Douglas C-47 'That's All Brother' Relic Display
Own, display, and preserve an authentic aluminum skin section from one of the most famous...


text:
Why Halifax is such a great place for life science startups
Posted by Darren Evans on July 4, 2019 | Featured
Among the many positive headlines, facts and figures about Halifax contained in the latest edition of the Halifax Index is a particular statistic that caught my attention.
New research by the Halifax Partnership has revealed that the majority of funds raised by startup companies in Halifax over the last five years went to health care and life sciences companies – some US$64 million (C$84.4 million) in fact.
The report said: "Health care and life sciences companies have shown the strongest growth over the last five years in both value and number of funding rounds."
While it's not surprising that health care and life science startups are enjoying such success, being by their very nature forward-looking companies at the forefront of innovation, the significant amount of investment in this one sector is particularly noteworthy.
To put the figure into perspective, it's US$11 million more than the amount invested in the second placed sector – energy, cleantech and natural resources – and four times more than the amount invested business and finance startups.
The company I run, Sona Nanotech Inc., is one of the life sciences startups to have benefitted from substantial investment during this period thanks to a private placement last year that raised C$2 million.
And, as a business that relocated to Halifax specifically to take advantage of all the Nova Scotian capital has to offer, we are uniquely placed to add some context to the findings.
Halifax is the hub of Nova Scotia's booming life sciences sector, and for any life sciences startup it is the place to be, containing all the necessary infrastructure, support and academic links that a growing young business requires.
When it comes to support, BioNova, the life sciences body for Nova Scotia, is second to none.
BioNova aims to advance life sciences in the province and accelerate the commercialization success of its businesses and organizations by building relationships and by creating networking and educational opportunities.
Additionally, it offers programs that allow life sciences SMEs to apply for project funding or work with collaborators. As a member Sona Nanotech has made vital connections in the sector both inside and outside the province.
Then there's Innovacorp, Nova Scotia's early stage venture capital organization, which is based in Halifax and includes life sciences among its target industries.
Innovacorp offers entrepreneurs access to world-class incubation facilities, expert advice and other support to help accelerate their companies.
When Sona was on the hunt for a new home in Halifax, Innovacorp had everything we were looking for, which is why we set up our laboratory facilities at the Technology Innovation Centre in Dartmouth (recently renamed The Bays at Innovacorp). We now have an excellent base from which to grow our business.
Halifax is also served by three academic centres of excellence for health care and life sciences; Dalhousie University, one of Canada's leading research universities and one of the world's best when it comes to scientific research, St Mary's University, with its national leading program in chemistry, and the QEII Health Sciences Centre, the largest teaching hospital and adult academic health sciences centre in Atlantic Canada.
As well as the professional connections Sona is building with these institutions, the company has personal links with two of them. One of Sona's founders, Dr. Gerard Marangoni, is a Dalhousie alumni, having completed his PhD there in 1992, and our business development manager, Anindita Gupta, completed her master's degree in technology entrepreneurship and innovation at St Mary's.
So, when all these factors are taken into account it should come as no surprise that life sciences startups in Halifax have been so successful in gaining investment in recent years. Sona Nanotech is proud to call Halifax our home, and to be part of the city and wider region's thriving life sciences startup community.
Sona's pioneering work was recently recognized by the Startup Canada Awards when we won the Innovation Award for the Atlantic Canada region – the only Nova Scotian business to win at the awards. With the ongoing backing of the city's fantastic support network, we look forward to continuing to grow and innovate with the sector and to put Halifax on the map as the leading life sciences hub of Atlantic Canada.
A version of this piece was originally published on Entrevestor.com


Thinly slice the grapes and add them to a bowl with the mirin and grapeseed oil. Crush the Szechuan peppercorns with the back of a knife and add them to the bowl. Set the grapes aside to marinate.
Chop the carrot, onions, garlic, ginger, lemongrass, celery root, and green chili pepper. Sauté one-fifth of the celery root, half the onions, garlic, lemongrass, ginger, and carrot in a large pot with a little oil. Deglaze with the dark rice wine, lemon squash, water, and add the green chili pepper. Add the Peking duck sauce and the duck and let simmer on medium heat until the duck is cooked through, approx. 35 min. Remove duck from the sauce and let cool, and remove sauce from the heat.
Meanwhile, add the remaining celery root and remaining onion to a pot. Sauté with some of the butter and salt. Deglaze with white sine and simmer, covered, until the celery root is very soft. Add the cream and bring to a boil, then purée everything in a blender with the remaining butter. For serving, if you wish, transfer the purée to a piping bag with a small, round decorating tip.
Cut the cooked, slightly cooled duck in half and remove the backbone. Strain the broth into a clean pot and cook it over high heat until it thickens and becomes a sauce. Set up another pot with oil and fry the duck halves in it until crispy. Drain on a paper towel-lined plate.
Lightly dress the lamb's lettuce with the grape marinade. Slice the duck and place on a serving plate. Serve with celery purée, grape salad, and reduced sauce. Enjoy!


text:
Q: RxJs debounce emits event immediately during jest tests I'm trying to write a test function to a redux-observable epic. The epic works fine inside the app and I can check that it correctly debounces the actions and waits 300ms before emitting. But for some reason while I'm trying to test it with jest the debounce operator triggers immediately. So my test case to ensure that the debounce is working fails.
This is the test case
it('shall not invoke the movies service neither dispatch stuff if the we invoke before 300ms', done => {
    const $action = ActionsObservable.of(moviesActions.loadMovies('rambo'));

    loadMoviesEpic($action).subscribe(actual => {
        throw new Error('Should not have been invoked');
    });

    setTimeout(() => {
        expect(spy).toHaveBeenCalledTimes(0);
        done();
    }, 200);

});

and this is the epic
import { Observable, interval } from 'rxjs';
import { combineEpics } from 'redux-observable';

import 'rxjs/add/operator/switchMap';
import 'rxjs/add/operator/map';
import 'rxjs/add/operator/debounce';
import 'rxjs/add/operator/filter';
import 'rxjs/add/operator/catch';
import 'rxjs/add/observable/from';
import 'rxjs/add/observable/of';
import 'rxjs/add/observable/interval';
import 'rxjs/add/observable/concat';

import actionTypes from 'actions/actionTypes';
import * as moviesService from 'services/moviesService';
import * as moviesActions from 'actions/moviesActions';

const DEBOUNCE_INTERVAL_IN_MS = 300;
const MIN_MOVIES_SEARCH_LENGTH = 3;

export function loadMoviesEpic($action) {
  return $action
    .ofType(actionTypes.MOVIES.LOAD_MOVIES)
    .debounce(() => Observable.interval(DEBOUNCE_INTERVAL_IN_MS))
    .filter(({ payload }) => payload.length >= MIN_MOVIES_SEARCH_LENGTH)
    .switchMap(({ payload }) => {
      const loadingAction = Observable.of(moviesActions.loadingMovies());

      const moviesResultAction = Observable.from(
        moviesService.searchMovies(payload)
      )
        .map(moviesResultList => moviesActions.moviesLoaded(moviesResultList))
        .catch(err => Observable.of(moviesActions.loadError(err)));

      return Observable.concat(loadingAction, moviesResultAction);
    });
}

const rootEpic = combineEpics(loadMoviesEpic);

export default rootEpic;

I would like to avoid marble testing, what shall I do to make this work?

EDIT:
this is my spy definition.
    jest.mock('services/moviesService');

    const spy = jest.spyOn(moviesService, 'searchMovies');

    beforeEach(() => {
        moviesService.searchMovies.mockImplementation(keyword => {
            return Promise.resolve(moviesResult);
        });
        spy.mockClear();
    });

so basically this thing shall not be called, because the debounce time is 300ms and I'm trying to check the spy after 200ms. But after 10ms the spy is being invoked.

redpajama_set_name: RedPajamaStackExchange


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text:
Q: An issue configuring WSGIPythonHome in a Django/mod_wsgi virtual environment I'm running Python 3.7.1 and Apache 2.4.38 on Windows 10. I've set up a virtual environment containing Django 2.2.5 and mod_wsgi 4.6.5 installed via "pip". Inside "httpd.conf" I've set WSGIPythonHome pointing at the root of my virtual environment as per several instructions. But when I start Apache it fails with: "No module named 'encodings'". Apache seems to need access to the system-wide Python.
I've got the system-wide Python in: "C:\Program Files\Python3.7.1".
The virtual environment is located in: "D:\PROJ\PYTHON\VEnv\django".
This is what I've added to the "httpd.conf":
LoadModule wsgi_module "D:/PROJ/PYTHON/VEnv/django/Lib/site-packages/mod_wsgi/server/mod_wsgi.cp37-win_amd64.pyd"

WSGIScriptAlias / "D:/PROJ/PYTHON/VEnv/django/Shipkaliev/wsgi.py"

WSGIPythonHome "D:/PROJ/PYTHON/VEnv/django"

WSGIPythonPath "D:/PROJ/PYTHON/VEnv/django/Shipkaliev"

<Directory "D:/PROJ/PYTHON/VEnv/django/Shipkaliev">
<Files wsgi.py>
    Require all granted
</Files>
</Directory>

According to: https://modwsgi.readthedocs.io/en/develop/user-guides/virtual-environments.html and: https://docs.djangoproject.com/en/2.2/howto/deployment/wsgi/modwsgi/ this is how it needs to be set.
So with this configuration Apache fails to find all native Python modules like "encodings", "codecs", "io" and so on, not present within the virtual environment.
When I comment out the "WSGIPythonHome" directive Apache initializes Python, but then if I try to import Django within the "wsgi.py" script, it fails to find it.
The way I got everything working well is when I changed "WSGIPythonHome" to point at the system-wide Python and added the virtual environment's "site-packages" to the path:
WSGIPythonHome "C:/Program Files/Python3.7.1"

WSGIPythonPath "D:/PROJ/PYTHON/VEnv/django/Lib/site-packages;D:/PROJ/PYTHON/VEnv/django/Shipkaliev"

But that's not how it's intended to work. What's the point of "WSGIPythonHome"? Am I doing something wrong? And is my solution acceptable?
Thank you very much!

A: I found it! Since "D:/PROJ/PYTHON/VEnv/django" is the root of the virtual environment, the Python standard library cannot be found there. The standard library resides in "C:/Program Files/Python3.7.1/Lib". That's why: "No module named 'encodings'".
"WSGIPythonHome - used to indicate to Python when it is initialized where its library files are installed.  ...  When this directive is used it should be supplied the prefix for the directories containing the platform independent and system dependent Python library files." - thanks to: https://code.google.com/archive/p/modwsgi/wikis/ConfigurationDirectives.wiki#WSGIPythonHome
And that's my final Apache conf:
LoadModule wsgi_module "D:/PROJ/PYTHON/VEnv/django/Lib/site-packages/mod_wsgi/server/mod_wsgi.cp37-win_amd64.pyd"

WSGIScriptAlias / "D:/PROJ/PYTHON/VEnv/django/Shipkaliev/wsgi.py"

WSGIPythonHome "D:/PROJ/PYTHON/VEnv/django;C:/Program Files/Python3.7.1"

WSGIPythonPath "D:/PROJ/PYTHON/VEnv/django/Lib/site-packages;D:/PROJ/PYTHON/VEnv/django/Shipkaliev"

<Directory "D:/PROJ/PYTHON/VEnv/django/Shipkaliev">
<Files wsgi.py>
    Require all granted
</Files>
</Directory>

That's not made clear neither in Django nor in mod_wsgi docs. I hope it helps.

A: I was able to get mine to work similar to Shipkaliev's answer but with minimal config to the WSGIPythonHome and WSGIPythonPath:
Set WSGIPythonHome to this your python executable, and set WSGIPythonPath to where your env packages are installed.

For example:
cd C:/xampp/htdocs/django_app
python -m venv env
env/Scripts/activate
python -m pip install -r your_dependencies.txt

The env files are in:
C:/xampp/htdocs/django_app/env/
The python executable is where you have your python installed at. Mine is at
C:/Users/Yi/Python/python.exe
So for my apache config file:
LoadModule wsgi_module modules/mod_wsgi.so
<IfModule wsgi_module>

    ## Set WSGIPythonHome to this your python executable.
    WSGIPythonHome "C:/Users/Yi/Python"
    ## Set WSGIPythonPath to where your env packages are installed.
    WSGIPythonPath "C:/xampp/htdocs/django_app/env/Lib/site-packages"

    <VirtualHost *:443>
        WSGIScriptAlias / "C:/xampp/htdocs/django_app/django_app/wsgi.py"

        <Directory "C:/xampp/htdocs/django_app">
            <Files wsgi.py>
                Require all granted
            </Files>
        </Directory>

        Alias /static/ "C:/xampp/htdocs/django_app/static/"

        <Directory "C:/xampp/htdocs/django_app/static/">
            Require all granted
        </Directory>
    </VirtualHost>
</IfModule>

A: Please read the official documentation carefully as it was mentioned that
"WSGIPythonHome" is not supported on Windows. Windows refer to the Python DLL it is configured into.

This directive is not available on Windows systems. Note that mod_wsgi
1.X will not actually reject this directive if listed in the configuration, however, it also will not do anything either. This is
because on Windows systems Python ignores the PYTHONHOME environment
variable and always seems to use the location of the Python DLL for
determining where the library files are located.

https://modwsgi.readthedocs.io/en/master/configuration-directives/WSGIPythonHome.html
Hope this helps other people understanding


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This is an older article I originally wrote about speed reading based on my personal experience. I've since posted a critique of the original methods, backed by more significant scientific research. Please read here: I Was Wrong About Speed Reading: Here's the Facts.
Reading is an incredibly important skill to have. Just about any form of education will involve reading, sometimes almost exclusively. You can often make yourself an expert on an intellectual subject just by reading enough in that area. But despite the incredible importance of reading, most people are wildly inefficient at it. Like a child that never goes beyond a crawl, most people have enough reading skills to move around, but they are far from running.
Over a year ago I picked up the book, Breakthrough Rapid Reading by Peter Kump, an expert in the area of speed-reading. From that purchase I took the time and energy to study other ways to improve my reading skill. I recently got a chance to finish Eckhart Tolle's, The Power of Now, and I read the last half of the book in under forty minutes.
When I did the initial test at the start of the book, I could read at 450 words per minute. A little above the average of around 300, but nothing spectacular. By using the techniques I'll describe in this article I was able to increase that rate to around 900 words per minute in average situations, at least doubling of my reading rate.
I believe there are six major keys to improving your reading skill. Like all skills, success only comes through practice, so just reading this article won't be enough. But if you are interested in how you might be able to make dramatic improvements in both speed and comprehension, I've found these six points to be the best start.
How do you read a book? Likely from start to finish, never going back and never skipping any sections. This is probably one of the most inefficient ways to read. The beauty of text is that it is non-linear. You can skip down to read only my main bullet points, or read them in practically any order. Although the pattern of start to finish might be a simple one, it isn't always the most effective.
For most books I do read in a roughly start to finish fashion. But I frequently re-read passages that I want to get a greater understanding of and completely skim over passages that I feel are redundant or unnecessary. Good writers generally add anecdotes or metaphors to improve understanding of a concept which you can skim over top of if you already get their point. Similarly, bad writers often go short on explanation of complex details so re-reading can allow your brain the time to form the concepts.
Not only is reading non-linear but it doesn't have a set pace. Although I read some books at about 900 words per minute, I slow down to 200 if the passage I am reading is particularly information dense or complicated. Similarly I can skim at over 1500 words per minute if I'm reading mostly fluff. Saying I can read at 900 wpm is like saying I can drive at 100 km/h. Speed reading isn't just about faster but pacing yourself for the specific reading task you face.
Most people read a book as if it were given to them as a speech. They listen to the author and follow along with what he is saying in a purely sequential manner. In order to reach faster rates of comprehension you have to learn to abandon this tactic. You can start this by not subvocalizing.
When you started to read you probably read out loud. Your elementary school teacher wanted you to read the book and say the words aloud. After you mastered this skill, you were told to simply say the words inside your head and read quietly. This is where most reading education and skill levels end.
To move to a new level you need to stop sounding the words inside your head or subvocalizing. Subvocalizing takes time, more time than is necessary to comprehend the words you are reading. It is almost impossible to go much beyond 400 or 500 words while subvocalizing. Instead you need to train yourself to read without hearing the words in your head.
But for most people this has become such an ingrained reading habit that they don't realize that subvocalization is a distinct process to comprehension. If I read at around a thousand words per minute, there is no way I could hear the words in my head while trying to process them. Instead I simply see the word and my brain automatically constructs what has been written. I'll understand a line of text that I looked over in a second, even though it may have taken at least five just to say the words in my head.
Since most people currently can't separate the subvocalization from comprehension, they are locked in at a rate of about 400-500 words. Moving beyond that rate requires that you practice reading faster than you can actually read.
Practice reading doesn't mean reading. Practice reading involves reading faster than you can actually read. Chances are you won't comprehend much of what you are reading because your brain is so used to going at a slower rate and subvocalizing. The point is simply to see the text faster than you can read so you can untie the habit of sounding the words as you comprehend them.
You can start doing this by taking out a timer or a stop watch and simply viewing as much text in a book as possible in one minute. Use a book you haven't read before to ensure your brain is actually practicing instead of relying on memory. Mark out where you started and stopped. Count the number of words per line (use a quick average) and then the number of lines you actually read in the book to compute your practice reading rate.
Once you get used to practice reading at a high rate that you can't comprehend, you should slowly be able to actually comprehend at a slightly slower rate but still faster than if you subvocalized. I would often practice read at between 1500 and 1800 words per minute, and although I lacked comprehension skill, I could maintain it at about 900-1000, over double what I had done when I subvocalized.
But how can you practice read faster than you can read? How do you follow the text but still go faster than you can read? The answer is another of speed reading tricks, using a pointer.
Your eyes don't stay fixed in one spot when reading. Eye tracking movements have shown that your eyes actually quiver and move around considerably. And every movement away from your position in text requires a few milliseconds to readjust. These little readjustments in locating your place in a book add up to be very costly if you want to go faster.
Use your index finger to mark where you are on the page at all times. It should follow along with the word you are currently reading, slowly scrolling across each line and then back down one. It may feel awkward at first and it may even temporarily slow your reading rate as you adjust, but using a pointer is critical if you want to improve your reading skill.
Using a pointer is also crucial if you want to practice read. By moving your finger faster than you can actually read, your eyes get used to viewing text faster than your brain can process what is written down. This will break your subvocalization attachment and can easily let you double your reading rate with sufficient practice.
You should use your finger as a pointer all the time. When I first started with the habit I found it annoying to hold the book in a funny position so I could use my right hand to scroll the page. I thought it was silly and maybe even a waste of time. But now I find it hard to read without a pointer. Noticing how much it has helped me focus my reading efforts it is a priceless tool in reading.
As a university student living on campus I've noticed a few of my friends who "study" while watching television. Not surprisingly, these tend to be the same people who complain about how much studying they have to do. Reading can't happen in an environment where external distractions are overwhelming.
If you need a break, take a break. Taking a few minutes to watch a television show, listen to some music or just close your eyes can often improve your focus. But don't multitask with your reading or you'll lose any benefits speed reading can offer. Worse, because you have stopped subvocalizing, you might even skim through several pages before you realize you haven't comprehended anything that was written.
Distractions will hamper regular reading but they will make speed reading impossible. Subvocalization creates enough mental noise that it can hold your attention, but without that it can often be difficult to stick with what you are reading.
External distractions may be a problem, but internal distractions are just as bad. They occur when in the midst of reading you start pondering that conversation you just had with a friend, the movie you want to see or whether you should do your laundry. The way to remove internal distractions comes from clearly identifying a purpose and a motivation.
If there was one piece of advice I would offer to improve your reading rate it would be simply to engross yourself in the material you are studying. If you can connect what you are reading to a deeply held motivation, and determine your specific purpose for reading you can maintain a very alert and focused state.
Most people don't do this. Instead they force themselves to study the book they know they should and end up having to refocus themselves every thirty seconds when their mind decides that this book is boring and would like to be somewhere else.
First, find a general motivation. This is how what you are reading relates to your truly motivating goals and passions in life. When I read my psychology textbook I focus on the fact that many personal development principles come from an understanding of human psychology and that I may discover new ideas if I look carefully. When studying ancient Asian history I focused on the fact that studying a completely different culture could offer insights into how Western and Eastern value systems differed, giving me new thoughts on whether my values are as absolute as I once thought. I also focused on the fact that many great philosophers such as Buddha and Confucius lived during these times with a profound influence on the ideas of these nations.
The general motivation should make you want to read the book. If you don't genuinely want to read the book, come up with more reasons it is attached to your deepest interests or it is going to be a struggle to move through. You can find a general motivation for reading any book if you are creative enough, so don't tell me you can't figure out one.
The second portion is to determine your specific motivation for reading. What are you specifically looking for when reading the book. New ideas? A practical solution to a problem? An understanding of a concept? A chance to flex your mental muscles? Figure out what you want to get out of each reading session so your mind is primed to intake that knowledge.
If you are interested in improving your speed reading, I strongly suggest Breakthrough Rapid Reading by Peter Kump. The book goes from beginner concepts that I've detailed to even more advanced ones that I have yet to master (such as reading several lines at once and reading sentences backwards to save time on a pointer backstroke). Speed reading is definitely a worthwhile skill and at the very least your friends will be impressed.


text:
Gustavo Álvarez
Xi Jinping's Leadership and Policymaking in Chinese Private Business Success
Xi JinPing ©Chuck Hagel/ Public domain/ Pixabay
Since the transition to a socialist market-state economy in 1992, after the 14th National Congress of the Chinese Communist Party, Chinese private business has become an essential for economic growth. The transformation of the market was a turning point, as it made the economic culture of the country transition from a State-Owned Enterprises oriented environment to a new opportunity for private initiatives. This reform aimed to stimulate the national economy by opening the country and allowing the population to easily develop their own businesses. In fact, private businesses represent 84% of corporate legal entities in China (Zhao, 2020) of which 135 companies were listed in Global 500 (Fortune, 2022). In order to understand the reason behind Chinese private business massive success, it's necessary to individually analyze the economic, political, social, and legal environment. The following article focuses on the political factor, more specifically on the leadership style of the Chinese Communist Party since Xi Jinping came to power, as well as the strategies to improve Chinese private business performance.
Restructuring the CCP under Xi Jinping
Policymaking tradition
Historically, since Deng Xiaoping, every president of the Chinese Communist Party has tried to follow the national motto of "stability for economic growth". This leadership and policymaking philosophy relies on social stability as the top principle to achieve economic growth (He, 2020). In other words, Chinese Presidents have always tried to ensure that the CCP is a robust and balanced political body that rules the country through macro-socialist policies and keeps social unrest under control. Whenever political powers are confronted by society in periods of revolts, the country usually suffers from either inner or outer wars that devastate the foundations of its socio-political system. To avoid conflict, stability as a top principle settles the ground to build and develop a prosperous economic system.
Then, in order to achieve economic growth, the CCP needs to succeed in designing and implementing economic reforms depending on their ambitions. It's essential to highlight the fact that the relation between stability and economic growth is interdependent, it's said wrong economic decision-making can lead to instability and vice versa. This interdependency has its origin in "the symptom of high-growth reliance", which affirms that as long as the economy works, other kinds of conflicts would not appear. In policymaking, the stability-economic growth symbiosis is related to a concept known as Balance in Economic Reform (He, 2020). In simple terms, the constant dilemma of either prioritizing short-term growth to achieve a rapid but volatile boost of the economy and maintaining social stability or long-term growth to achieve a slow but solid boost of the economy and possibly risk social stability. This dichotomy is always present whenever the CCP tries to design the economic measures of every new Five-Year Plan.
Risk in policymaking is not well-received in Chinese society, as it shows an individual and selfish perspective of the country that can jeopardize the legitimacy of the CCP. Of course, perfect economic reforms that have zero risk and no negative impact in the country are a utopia, as every action always has different reactions that the CCP cannot control. However, in order to reduce risk and improve the chance of success in designing and implementing an economic reform, Xi Jinping decided to look at the actual structure of the CCP rather than policies themselves (He, 2020). The Chinese private sector needed to be stabilized to keep on contributing to economic growth in the long term. In consequence, Xi Jinping felt the duty of implementing a solid political reform that aligns Chinese businesses with the CCP macroeconomic interests.
New CCP Structure
In a nutshell, the Chinese Communist Party has always been led by the President in combination with the State Council, the Politburo Standing Committee and Central Leading Groups (Albert, Maizland, & Xu, 2021). However, as the last group has always held an advisory role, it's said their recommendations are valuable and usually followed, but not compulsory, decision-making process relies on the State Council and the Politburo Standing Committee. This structure has not been modified until 2018, after the Chinese Communist Party Constitutional Reform. Xi Jinping identified a power concentration gap that has been harming the culture of the party at both national and local levels (corruption, low transparency, clientelism, etc.), as well as public-private relations.
Table 1. List of Commission Xi Jinping Heads (He, 2020).
When Xi Jinping arrived to power, expressed through the 12th Five-Year Plan that he wanted to keep and improve the socialist market economic reform while ensuring and perpetuating economic growth, even if this was not as high as previous years (APCO, 2010). The structure of the CCP by that moment was not practical enough for him to exert an effective control of both design and policy implementation. In consequence, he decided to turn Central Leading Groups into Commissions (Table 1). This substantial transformation made former Central Leading Groups be part of the state bureaucracy. Among the 9 new Commissions, the two most relevant from an economic perspective are the Central Comprehensively Deepening Reforms Commission (CDRC) and the Central Financial and Economic Affairs Commission (CFEAC). All of them are presided by Xi Jinping and the CFEAC is chaired by Liu He, one of the most capable and loyal Xi's economic advisors. However, as the aim of Xi's economic mandate was to successfully implement an economic reform to give the private business a specific role in the market, the CDRC is particularly relevant due to its composition. This Commission is a heterogeneous group of high leaders from different fields (military, foreign affairs, culture…), levels (national, provincial, local…) and organizations (Gore, 2021). Institutionally speaking, these new Commissions are intended to create a horizontal and coordinating dynamic within the Chinese Communist Party to increase their effectiveness. In addition, as Xi observed that decision-making was not well-distributed, he managed to reshuffle the state bureaucracy in a way that didn't disturb population and party members (He, 2020).
It's an exchange of power, rather than an erosion of power. Xi didn't reduce or eliminate any function carried out by the State of Council or the Politburo Standing Committee. He actually turned existing party agencies, focused on very specific issues, into a body that could officially design, in this case, economic policies under the President and its closest advisor surveillance. This holistic approach and innovative reform helped the CCP identify private business needs, challenges and opportunities to quickly develop appropriate policies. For instance, the CFEAC plays a major role regarding the private sector, as it's just focused on economic affairs (He, 2020). CCP high officials who work there are experiencing a new working and organizational culture. They have an advisory role to the State Council or the Politburo Standing Committee, but the capability of designing economic policies that would be successfully implemented.
New Leader, New Leadership
The political system usually determines the power of its leader. Often, presidents or prime ministers within presidential systems have a higher influence on national politics than those who share the mandate with a monarch. Regarding China's one-party political system, the General Secretary of the CCP, in this case Xi Jinping, holds more power due to the capability of reshaping the structure, as it has been previously referred to. In 2018, as part of the CCP Constitutional Reform, he abolished presidential term limits in order to position himself as a long-term leader who will try to make China a moderately prosperous society, considerably reducing inequality in 2021, for then transitioning to a modern socialist democratic and harmonic system by 2049 (Li, 2015). As a strong and CCP rooted leader, he wanted to achieve full control by improving party discipline.
In 2012, Xi Jinping announced the 8 Point Regulation (Xinhua, 2017) which aimed to bring the party closer to the people, make it more efficient and let him be aware of high CCP official's performance. Nevertheless, Xi didn't want to cause any kind of opposition movement within the party against him. Instead of aggressively monitoring the work, he based the new commissions on heterogeneous groups with key leaders (yibaoshu) to make everyone aware of the people placed in other branches of the party (He, 2020). Moreover, Xi established again a new cooperation strategy of sharing offices, so everybody would know the tasks of other CCP members. The main goal was indirect transparency to avoid secret information and corruption. As a new leader, he promoted a humble and honest leadership through cooperation, trust and hard-work. Xi managed to put himself at the front of every decisive office and harmonize the same philosophy of work in the CCP. In fact, having the CCP on track for the upcoming years and ready to efficiently work on behalf of China's economic growth, was the only strategy for then bringing those ideals to the private sector. Xi wanted to have the private sector under control to improve its performance and better understand its dynamics. Therefore, he definitely needed to convince the members of the new CCP structure to work as a unit and teach this leadership style to private business owners.
The CCP and the Private Sector
Sometimes, it could be difficult to grasp the positive influence of the CCP's new structure and leadership on the private sector because it's not a direct and quantifiable financial investment, but an economic reform that helps Chinese private businesses easily develop their activities. In order to align private business practices with CCP values, Xi Jinping put into practice a "Grand Party-Building Strategy" (Yan & Huang, 2017). Historically, the private sector has been a threat because China was originally and fully based on State-Owned Enterprises directly controlled by the CCP. In 1992, after the appearance of new private business due to the SOE's reform, Jiang Zemin identified a high degree of freedom among the upcoming private sector. This scenario was perceived as a risk because it could provoke the private sector to play a counterproductive role for the Chinese economy, such as creating an unbalanced situation towards SOE's. In consequence, as an initial effort to begin linking the private sector and political forces, the Central Organization Department of the Communist Party (2000) published the "Opinions on Strengthening Party Work in Individual Household Business and Private Enterprises". However, as private business owners were not allowed to get into the CCP due to its capitalist perception, during the 16th National Congress, Jiang Zemin announced the "Three Represents". This was a document in which private business owners were identified as advanced productive forces, and, in consequence, allowed to join the CCP, again, in an effort to bring the private sector under the CCP umbrella (Zemin, 2009). Finally, in March 2012, Xi Jinping reinforced this linkage when he announced "Opinion on Strengthening and Improving Party Building in Non-State Enterprises" to address the private sector as a whole. This document allowed private business with party members on their executive board to join a CCP branch, and brought CCP organizations to those without any members.
The "Grand Party Building Strategy" represents the idea of creating an organic and efficient link between the private sector and the CCP (Yan & Huang, 2017). In the past, the lack of transparency and focus of party-building strategy to boost the private sector caused high levels of corruption and clientelism between CCP members and private business owners (Yan & Huang, 2017). Basically, private business owners offered money or business participation in exchange for privileged information to help improve their company. Xi Jinping noticed this kind of activity when he arrived to power and decided to embed the CCP in Chinese private business through prestigious political meetings and service-oriented party organizations. The aim of such strategies was to first link private business owners with high CCP officials to make them more prestigious and boost their guanxi (Yan & Huang, 2017). Then, Xi Jinping also wanted private business to think as a CCP Economic Officials. In consequence, he decided to invest in providing business owners with organizations that help them take useful strategic decisions on sustainable development, protect their workers rights and give welfare assistance.
Xi Jinping came to power when economic growth in China was entering a slowdown period. During his mandate and following Deng Xiaoping's path, the current president identified the private sector as an essential element to achieve a successful socialist market economic reform. Xi and its closest advisors developed a strategy that would first reshuffle the CCP structure in order to be able to influence the Chinese private sector. In 2018, he came up with a Constitutional Reform that turned Central Leading Groups into Commissions to distribute decision-making and make institutions more efficient. This CCP reorganization process allowed him to have every CCP Commission under control, as well as implement a new working culture of cooperation and transparency. Thanks to this strategy, he managed to establish a top-bottom leadership in which he empowers heterogeneous groups of people from different fields and levels of the hierarchy to develop the private economic sector. Once Xi proved the new CCP organization worked, he felt ready to send CCP Organizations as Service-Oriented groups to help business owners make their companies more sustainable and improve their impact on the market.
It's necessary to understand this was a step-by-step reform in which Xi Jinping needed to overcome latent challenges within the CCP, such as improving the efficiency of the party to align CCP goals with private business objectives. This structural reform is intended to meet the needs of the private sector and understand the new dynamics of Chinese business and society. In this case, we have seen how Xi Jinping understood that the political environment was an essential factor for private business to contribute to slow but solid economic growth in China. As Mao Tse-Tung (1994) wrote in his book "A Single Spark Can Start a Prairie Fire": When we look at a thing, we must examine its essence and treat its appearance merely as an usher at the threshold, and once we cross the threshold, we must grasp the essence of the thing; this is the only reliable and scientific method of analysis. This is what Xi and his closest advisors did, they examined the essence of the political environment and treated the appearance of the market as an opportunity to align CCP values with private business strategic decision-making in order to reach a balance between stability and economic grow.
Gustavo Álvarez is a graduate in International Relations and Global Communication. He's committed to narrowing the sociopolitical gap between the West and China by fostering mutual understanding. He loves music and having good conversations. Currently, he belongs to the Partnerships Team of European Guanxi. You can find him on LinkedIn.
Albert, E., Maizland, L., & Xu, B. (June 23, 2021). Council on Foreign Relations. Retrieved from The Chinese Communist Party: https://www.cfr.org/backgrounder/chinese-communist-party
APCO. (2010). China's 12th Five-Year Plan: How it actually works and what's in store for the next five years. Beijing: APCO Worldwide.
Central Organization Department of the Communist Party (COD). (2000). Opinions on Conducting Party Building Work in Individual Household Businesses and Private Enterprises. COD Documents(14).
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Gore, L. L. (2021). China's Central Comission on Comprehensively Deepening Reforms: Seven Years On. Singapore: Singapore: East Asian Institute, National University of Singapore, 2021.
He, A. (2020). Top-level Design for Supremacy: Economic Policy Making in China under President Xi. Centre for International Governance and Innovation (CIGI) Papers(242), 1-32.
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Yuanzhuo, W., & Evans, J. (October 11, 2017). Fairbank Center for Chinese Studies. Retrieved from Infographic: How the CCP rules, A Guide to China's Leaders of Party and State: https://fairbank.fas.harvard.edu/infographic-how-the-ccp-rules-a-guide-to-chinas-leaders-of-party-and-state/
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You are here: Home / Human Rights / Disabled EU citizens raise fears over post-Brexit residency rights
Disabled EU citizens raise fears over post-Brexit residency rights
By John Pring on 23rd March 2017 Category: Human Rights
The Brexit process could see disabled people who were born on the continent but have lived here for many years unable to secure permanent residency in the UK, because they have never been able to work.
UK law says citizens of the European Economic Area (EEA)* cannot secure permanent residence – and apply for British citizenship – unless they can show they have lived for at least five years in this country as a job seeker, worker, student, or self-employed person, or they are economically "self-sufficient".
Students and those who are self-sufficient must also show they have comprehensive private health insurance.
The concerns were raised at a workshop in London this week, part of a project** that aims to provide information on how the final deal between the European Union (EU) and the UK government might impact on people's rights.
The government has pledged to protect the rights of EU nationals already living in the UK, but only if the EU grants similar protection to British citizens living in other EU states.
But many EEA nationals are worried that agreement might not be reached between the two sides, so they want to secure UK residency rights before the country leaves the EU.
Disabled journalist and activist Christiane Link told the workshop that she is helping run a Facebook group dedicated to supporting EEA citizens who want to secure UK residency rights.
Many of them have been living in the UK for many years, but were born abroad.
Some of those struggling to secure residency rights are disabled people who have not been able to work, and have claimed out-of-work disability benefits.
Another group affected is carers, whose contribution is not treated by the UK government as work.
Professor Anna Lawson, head of the Centre for Disability Studies and the new Disability Law Hub at the University of Leeds, told the workshop that this was one of the "hugely important issues that we need to be engaged in" as disabled people and disabled people's organisations, as the government prepares for Brexit.
Link told Disability News Service: "It will mainly affect people who are not working or didn't work long enough. You must have worked for five years continuously."
A German citizen, she has been living in the UK for 10 years but will not have a problem securing residency rights after Brexit because she has worked for more than five years.
But she said that this will not apply to many other disabled EEA citizens.
And although the UK government may not directly force them to leave the country, it could refuse to continue paying them the benefits they need to survive.
She said: "If you deny people who are disabled access to benefits then they are virtually unable to live here, so that is indirectly kicking them out of the country."
One of those affected is 41-year-old Yragael Drouet (pictured, talking to Link at the workshop), who came to the UK from France as a four-year-old child with his mother and has lived here ever since, and has received out-of-work disability benefits.
He believes there are many disabled people who are EEA citizens and face the same barriers that he now faces in securing UK residency rights.
He said: "The state obviously believes that I was unable to do full-time work so surely there should be some sort of get-out clause for disabled people [like me]."
He says that if he is denied free healthcare he would have to return to France.
He said: "I am 41 and I came here with my mother when I was four. It would be crazy. I have family there but I have nowhere to live."
He does not believe the UK government would allow this to happen "maliciously" but he fears that "it is something we are walking into" without realising.
The Home Office website says that reasons to reject applications for permanent residence include "failure to supply evidence of exercising a treaty right as a job seeker, worker, self-employed person, self sufficient person, or student".
A Home Office spokesman said: "The rights of EU nationals living in the UK remain unchanged while we are a member of the European Union.
"The home secretary has been clear that she wants to protect the status of EU nationals already living here, and the only circumstances in which that wouldn't be possible is if British citizens' rights in European member states were not protected in return.
"There is no requirement to register for documentation certifying permanent residence to confirm this status."
He said the requirement for comprehensive sickness insurance is set out in the EU's free movement directive and applies to all member states.
But Link pointed out that the European Commission stated in 2012 that the UK government did not treat entitlement to free NHS treatment as equivalent to comprehensive sickness insurance, and that this "breaches EU law".
The Home Office had not been able to respond to this point by noon today (Thursday) because of yesterday's terrorist incident in Westminster.
Link added: "In general, I think it would be good if the EU would have made better provisions for disabled people (not only those who are working) but most of the issues right now like comprehensive sickness insurance and carer status are caused by the interpretation of the UK, not by the EU."
A petition calling for the system of qualifying for permanent residency to be reformed – including scrapping the requirement for disabled people and carers to have comprehensive sickness insurance – has secured nearly 35,000 signatures.
*The EEA includes all EU countries as well as Iceland, Liechtenstein and Norway. EEA membership allows these three countries to be part of the EU's single market, which allows free movement of goods, capital, services and people between member states
**The Brexit Takeaways project is organising events in London, Northern Ireland, Gibraltar and Belgium to provide information on how the different options for a Brexit deal could impact on their rights. The project is led by the European Citizen Action Service, New Europeans, the European Disability Forum and the EU Rights Clinic
Tags: Brexit Brexit Takeaways EEA European Union Residency rights
Disabled people urged to make their voices heard in care staff consultation
Call for urgent immigration action over care worker shortage
Evenbreak will help fill 'massive gaps' in job support after winning £125,000


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