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Go 1999

go 1999

Go!, Viviendo sin límites. MPAA Rating. Genre. Adventure. Comedy. Crime. Drama. Teens. Release Date. Production Company. Three people working in a supermarket get involved in a drug deal just before Christmas time. They must find a way to get out of this mess as it can ruin their lives for good. Go () Fast-paced, Gen-X black comedy following three intertwining LA stories linked by a single drug deal. Stars Katie Holmes, Jay Mohr, Sarah Polley and. CHRISTMAS CROSSWORD PUZZLE Help you resolve. Make sure to create any stored. So if you idea of what such as the ability to create no loss unless someone is.

The company did not, however, suffer from paralysis. By the late s, an outside consultant had identified the major challenges facing Laura Ashley and had outlined remedial actions. Recognizing the need to act, the board of directors, chaired by Bernard, brought in a series of new CEOs, asking each to develop and carry out a restructuring plan that would increase sales and cut costs. It remained unclear whether Laura Ashley was a brand, a manufacturer, a retailer, or an integrated fashion company.

American televangelist Pat Robertson recently joined the board as an outside director, leading one financial journal to conclude that the company sought divine inspiration for its earthly problems. To understand why successful companies like Firestone and Laura Ashley fail, it is necessary to examine the origins of their success.

Most leading businesses owe their prosperity to a fresh competitive formula—a distinctive combination of strategies, processes, relationships, and values that sets them apart from the crowd. As the formula succeeds, customers multiply, talented workers flock to apply, investors bid up the stock, and competitors respond with the sincerest form of flattery—imitation.

Frequently, though, the system begins to harden. The Dynamic of Failure Leading companies can become stuck in the modes of thinking and working that brought them their initial success. When business conditions change, their once-winning formulas instead bring failure. Strategic frames are the mental models—the mind-sets—that shape how managers see the world. The frames provide the answers to key strategic questions: What business are we in?

How do we create value? Who are our competitors? Which customers are crucial, and which can we safely ignore? The frames also help managers see patterns in complex data by fitting the information into an established model. But while frames help managers to see, they can also blind them. In effect, frames can constrict peripheral vision, preventing people from noticing new options and opportunities.

As a strategic frame grows more rigid, managers often force surprising information into existing schema or ignore it altogether. Sadly, the transformation of strategic frames into blinders is the rule, not the exception, in most human affairs. But the attack-at-all-costs strategy proved disastrous in the trenches of World War I. These fixed defenses, however, proved worthless in halting blitzkrieg attacks.

The hard-won lesson from the First World War became a tragic blinder during the Second. When strategic frames grow rigid, companies, like nations, tend to keep fighting the last war. But the strategic frames blinded Xerox to the new threat posed by guerrilla warriors such as Canon and Ricoh, which were targeting individuals and small companies for their high-quality compact copiers.

But Xerox was unable to capitalize on the new opportunities because they lay outside its strategic frames. When a company decides to do something new, employees usually try several different ways of carrying out the activity. But once they have found a way that works particularly well, they have strong incentives to lock into the chosen process and stop searching for alternatives.

It leads to increased productivity, as employees gain experience performing the process. And it also provides the operational predictability necessary to coordinate the activities of a complex organization. But just as with strategic frames, established processes often take on a life of their own. They cease to be means to an end and become ends in themselves. Alternative processes never get considered, much less tried.

Active inertia sets in. At Firestone, the routinization of processes was one of the major impediments to an effective response to radial technology. The company ran into manufacturing and quality problems because it tried to accommodate radial production by just tweaking its existing processes. Fire-stone produced tires that no one wanted because its capital-budgeting process promoted unnecessary investments in capacity—the capital outlays were driven by frontline managers who, quite understandably, were not keen to volunteer their own plants for closure.

And it failed to bring in people with fresh viewpoints because its executive recruitment and promotion processes concentrated on building loyalty and instilling a uniform mind-set. Consumers were looking for different and healthier foods, and competitors such as Burger King and Taco Bell were capitalizing on the shift in taste by launching new menu items.

Its historical strength—a single-minded focus on refining its mass-production processes—turned into a weakness. By requiring menu decisions to pass through headquarters, the company stifled innovation and delayed action. Its central development kitchen, removed from the actual restaurants and their customers, churned out a series of products, such as the McPizza, McLean, and Arch Deluxe, but they all failed to entice diners.

In order to succeed, every company must build strong relationships—with employees, customers, suppliers, lenders, and investors. Harvey Firestone, Sr. Firestone and the Ashleys, like many successful executives, wove the warp of economic transactions with the woof of social relationships to strengthen the fabric of their companies.

When conditions shift, however, companies often find that their relationships have turned into shackles, limiting their flexibility and leading them into active inertia. The need to maintain existing relationships with customers can hinder companies in developing new products or focusing on new markets.

In the s, Kirin was reluctant to alienate its core customers by offering the trendy dry beer favored by younger drinkers. Managers can also find themselves constrained by their relationships with employees, as the saga of Apple Computer vividly illustrates.

As computers became commodities, Apple knew that its continued health depended on its ability to cut costs and speed up time to market. Imposing the necessary discipline, however, ran counter to the Apple culture, and top management found itself frustrated whenever it tried to exert more control.

The engineers simply refused to change their ways. Banc One is another company that was hamstrung by its relationships with employees—in particular, its managers. Growing from humble beginnings, Banc One became the most profitable U. Its formula for success was to acquire healthy local banks, retain their incumbent managers, and grant those managers considerable autonomy in running their businesses.

Active inertia is insidious by nature. Because it grows out of success, it often spreads unnoticed in corporations. If many of the following statements ring true for your company, you may want to take a fresh look at your strategic frames, processes, relationships, and values.

But as consolidation and deregulation changed the banking industry, Banc One began to struggle. Many of its best customers were being stolen by aggressive new competitors like Fidelity Investments, and the high cost of its decentralized, locally focused operations put it at a disadvantage to more efficient rivals like First Union and NationsBank.

Banc One was slow to standardize its products and centralize its back-office operations because it knew that such moves would curb the autonomy of the local bank managers. McCoy, decided to abandon the cherished uncommon partnerships altogether. Relationships with distributors can also turn into shackles. Dell Computer has surged ahead of rival PC makers by selling directly to customers. Values define how employees see both themselves and their employers. Like a petrifying tree, the once-living values are slowly replaced by the cold stone of dogma.

As this happens, the values no longer inspire, and their unifying power degenerates into a reactionary tendency to circle the wagons in the face of threats. The result, again, is active inertia. Marketing and finance, in particular, were considered relatively unimportant so long as the company had cutting-edge technology. Not surprisingly, sales stagnated. Today the company is worth only one-third of what a bidder offered in an acquisition attempt in During the s, Shell was dominated by Henri Deterding, who was a strong leader and a Nazi sympathizer.

The decentralized structure enabled Shell to seize growth opportunities around the world. But when oil prices fell during the s, the belief in decentralized authority prevented the company from quickly rationalizing its operations and cutting costs.

Success breeds active inertia, and active inertia breeds failure. But is failure an inevitable consequence of success? In business, at least, the answer is no. While Firestone floundered, Goodyear made a smooth transition to radial tires, emerging as one of the three global powers in the tire industry. While Laura Ashley continued its downward drift, Gucci righted itself after a brief stumble.

History reveals many such pairs of industry leaders whose fates diverged when they were forced to respond to environmental changes. Successful companies can avoid—or at least overcome—active inertia. First, though, they have to break free from the assumption that their worst enemy is paralysis. They need to realize that action alone solves nothing. In fact, it often makes matters worse. Most struggling companies have a good sense of what they need to do.

They have stacks of reports from inside analysts and outside consultants, all filled with the same kinds of recommendations. Their problem was that they lacked a clear understanding of how their old formulas for success would hinder them in responding to the changes. Even after a company has come to understand the obstacles it faces, it should resist the impulse to rush forward. Some business gurus exhort managers to change every aspect of their companies simultaneously, to foment revolution within their organizations.

The assumption is that the old formulas need to be thrown to the wind—and the sooner, the better. They say that by trying to change everything all at once, managers often destroy crucial competencies, tear the fabric of social relationships that took years to weave, and disorient customers and employees alike.

A revolution provides a shock to the system, but the shock sometimes proves fatal. Look at what happened when Firestone finally recognized the obstacles that were preventing it from succeeding. They prop her up on a car, setting off its alarm, and watch from a distance as other partygoers call an ambulance. As morning breaks, Claire goes to a restaurant to meet up with Ronna and Manny, but encounters Todd instead. The two end up going to Todd's apartment building. While making out on the stairs they are confronted by the two Victors.

Simon arrives, having hoped to hide for a few days. The ensuing scuffle is stopped by Claire, who refuses to witness a murder. Simon agrees to be shot in the arm by Victor Jr. Meanwhile, Ronna wakes up in hospital and hobbles to the supermarket to start work. Realizing she left Manny at the rave, she and Claire return to the venue to find Manny pale and shaking in the alley. The three go to Ronna's car where Ronna muses that she can now pay her rent and Manny asks what their plans are for New Year's.

John August originally wrote the portion of the story involving Ronna as a short film titled X , inspired by the " Rock 'n' Roll Ralphs " grocery store on Sunset Boulevard. After viewing Swingers , John August and the producers felt director Doug Liman would be the perfect fit, and Liman signed on soon thereafter.

Polley, who resides in Canada, was offered the role directly, without auditioning. Olyphant was a late addition; he was about to shoot the film Practical Magic but was fired from his role and replaced by Aidan Quinn , enabling him to join the cast as Todd. When Go was about to start shooting, its foreign financing fell through because the film lacked a "bankable white male star.

As most of the plot takes place at night, August recalled being "outside in the dark from 8 p. Go was released to critical acclaim. The website's critical consensus reads: "With its sharp dialogue and raucous visuals, Go entertains at an exhilarating pace.

The film was released in the United Kingdom on September 3, , and opened at 6. Because of its irreverent and frequently off topic dialogue, fast pace, rapidly changing point of view, and non chronological format, the film is generally categorized as one of many movies of varying quality that attempted to capture the style of Quentin Tarantino 's Pulp Fiction.

Leonard Maltin , who disliked the film, said that Go came off as a "junior Pulp Fiction. However, unlike many of the films in the subgenre, the comparisons were mostly favorable, with Roger Ebert of the Chicago Sun-Times stating that " Go is an entertaining, clever black comedy that takes place entirely in Tarantino-land Go has energy and wit, and the performances are right for the material — especially Sarah Polley, who thinks fast and survives harrowing experiences, and Fichtner, the cop who is so remarkably open to new experiences.

Janet Maslin of The New York Times praised the performances of Olyphant and Fichtner, as well as Go ' s energy and Liman's direction: "Artfully executed druggy flights of fancy include a hallucinatory macarena in a supermarket, a mind-reading black cat and a smart visual approximation of how it feels to be on the verge of throwing up. Here and elsewhere, Mr. Liman manipulates speed, light, editing and point of view vigorously and keeps the radio humming.

He creates a film that lives up to the momentum of its title and doesn't really need much more. The film has endured as a cult classic, with critics continuing to review the film. In , Joe Valdez of The Distracted Globe wrote, "Few titles have the finesse to sum up a movie as brilliantly as Go , a drug fueled rollercoaster ride that alternates between dark comedy and light suspense with terrific verve.

The film's appeal lies in its modest scale and the fact that it was made mostly by starving artist types. Nearly everyone involved in the production was a relative unknown or comer. With no pressure to supply an entertainment to the masses, the writer, director and most of the actors deliver the best work of their careers. Reid noted that at the time it came out, it was seen as a "knock-off" of other s films. And then there was director Doug Liman, red hot off of the cult success of Swingers , trading neo swing culture for X and raves.

Both films would give a healthy chunk of attention to Vegas, though. Energetic and quotable and stylish and neither overly enamored with nor overly dismissive of the culture it's inhabiting. From Wikipedia, the free encyclopedia. Taye Diggs William Fichtner J. Release date. April 9, Running time.

Freeman as Victor Sr. Jimmy Shubert as Victor Jr. British Board of Film Classification. April 21, Retrieved October 15, Box Office Mojo. Retrieved September 12, This Distracted Globe. June 14, Archived from the original on April 19, Retrieved April 18, Academy of Motion Picture Arts and Sciences. Late Night with Jimmy Fallon. March 11, Huffington Post. Rotten Tomatoes. Fandango Media.

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