Htpc 2020 quarters
Big, flashy gaming PCs may get more attention for their looks and all the power that can be packed inside, but there's a lot to love about a compact, Mini ITX build. With a great Mini ITX case, you can pack in all you need for your computer into a build that's no bigger than a video game console. It's not just the size, though, but also the fact that you can now put surprisingly powerful components into these builds. Processers and graphics cards just keep getting better, and now you can find plenty of powerful components that run cool enough to live inside the tighter quarters of a Mini ITX case. These compact computers make for great media center devices, as you can enjoy all the flexibility for a full desktop operating system and the power of a gaming PC without needing to have a big, chunky PC next to your gaming TV.
===We are searching data for your request:
Wait the end of the search in all databases.
Upon completion, a link will appear to access the found materials.
Content:
- any one buyed mini pc as a living room HTPC? to stream youtude songs etc to bookshelves speakers
- {{curso.title}}
- CHUWI HeroBox mini PC is one of the best affordable options
- It looks like a radiator, but it’s Streacom’s new DB1 case for you to fit a passively cooled HTPC
- Best processors 2021: the best CPUs for your PC from Intel and AMD
- We apologize for the inconvenience...
- How the end to YouTube’s Leanback TV interface will affect HTPC devices
- Building a versatile HTPC with AMD’s Ryzen 5 2400G and the ROG Strix B450-I Gaming
- GPU sales rise across the board, from AMD and Intel to Nvidia
- The agile organization - no issue for German medium-sized businesses?
any one buyed mini pc as a living room HTPC? to stream youtude songs etc to bookshelves speakers
We are increasingly experiencing the failure of an established organizational model that made us winners in the industrial era. In the first weeks of the new year , I again had the opportunity to exchange views with numerous medium-sized companies and learn from their perspectives.
This made me think again. And I came to the realization that the actual fronts of digitalization and its significance for medium-sized businesses have still not been fully recognized and understood. In the context of digitalization, there seem to be a few barely discussed blind spots that might seem to be the real challenge for Germany's industrialized world market leaders. This is what the manufacturers of industrial adhesives, chemical components, or industrial hinge constructions, which form the very backbone of the German economy, always talk about.
I consider both of these statements to be statements that often come from an exclusively product-oriented perspective and through the narrow slit of vision of very industrial organizations. In strong contrast to this are some pioneers of digitalization, who do not first define economic added value by turnover or efficiency. Added value for them is above all when customers can find, evaluate, experience, buy, use and adapt better products and services faster, easier and cheaper.
Turnover is then the success that follows, and efficiency is a necessary hygiene factor on the way there. What one has to admit is that this may initially require large investments and years of experimentation, in which efficiency and safety often have to be sacrificed in favor of effectiveness and competitiveness. Digitalization is only partly a question of digital technologies.
Technology is just another catalyst that is causing market complexity, speed and the power of customers to grow rapidly. Once this understanding is achieved, the actual fronts of digitalization can be tackled: employees, direct customer relations, as well as adaptability and speed. There are various reasons for this.
However, even here, there is often no differentiated discussion of symptoms and causes. Certainly, the spread of our hidden champions in rural regions is not only an advantage of the business location, but also a challenge when it comes to attracting young and above all international talent. In this context, modern working environments and more flexible regulations can contribute to the attractiveness of an employer. However, location and office equipment are related to competitiveness as an employer, just as digital technologies are related to the real challenges of digitalization.
They are not unimportant, but they are also far from being the decisive fields of action. Companies such as Google, Amazon, Flixbus or Spotify are not primarily so disruptive and sustainably successful because of their technological innovations, but because they have produced organizational innovations.
These companies have understood that the promotion and optimization of human, non-repetitive work has become the last true competitive advantage of our time.
These companies see themselves as platforms whose role is to attract talent and provide them with the best conditions for human collaboration and innovation.
Autonomy and entrepreneurial freedom, continuous development and meaningfulness in a larger mission. These principles of open platform organization will take hold of all industries and companies without exception as automation increases. And since the above-mentioned framework conditions for organizational competitiveness in the digital age increasingly go hand in hand with the principles that make human work attractive, young talents no longer accept traditional, closed and rigidly hierarchical organizational models.
So even if digitalization has still not brought about any relevant change in a company's market environment or its own portfolio appears only partially digitalizable — what about your attractiveness as an employer and what kind of organization do you offer the talents of today and tomorrow? Accordingly, value creation is increasingly shifting to the designers and owners of the distribution channels, who know how to maintain, analyze and optimize direct customer relationships and customer data in the best possible way.
Films, music and books are still in a similar form to 30 years ago. However, the central capitalization of these markets has fundamentally shifted from TV stations to Netflix, from record companies to Spotify and from booksellers and publishers to Amazon. This shift from product-focused to service-focused value creation flows — with a direct, data-driven customer relationship at the heart — has long since begun to take hold in the B2B markets relevant to Germany's small and medium-sized businesses.
Tzuo explains why, in the foreseeable future, even customers of industrial products will often only pay for the result and the utility value of products they have bought so far. He gives examples of excavator manufacturers who no longer sell machines. Instead, they charge their customers a regular service fee depending on the earth mass of their machines. He describes dealers of home tools who no longer sell products. Instead, they focus on providing their customers with only the most up-to-date tools they need at any given time.
These developments offer gigantic potential, but also demand profound changes. Often they lack the decisive core of this emerging economy: direct access and a direct, ongoing relationship with the customer, which can be evaluated, maintained and optimized on a daily basis and according to requirements.
They sell their products through other companies that control the customer relationship. Through manufacturers, which are often less innovative than they are themselves, or through traditional retailers who have come under pressure anyway in the competition against new digital trading platforms.
Many manufacturers such as Viessmann or Otto have already recognized this and are trying to develop themselves into platforms with direct customer relations — but so far mostly without success. However, these efforts rarely fail due to a lack of resources or lack of access to technology.
Here lies the real problem. Germany's medium-sized companies are not only world champions in the production of industrial machinery. They have also built its organizations for decades to be world champions and efficient machines. Centrally controlled, with every gear, every area maximally trimmed for functionality and cost control. This avoids uncertainty and optimizes quality for the product. However, the supposedly necessary division of tasks and centralization also creates silos and a closed customer experience with a direct relationship between supplier and customer is far from the focus.
The industrial product organization therefore often prevents exactly those principles that decide on success and failure in the platform economy. This new form of economy demands a completely new way of thinking, controlling and working.
From which a different culture of value creation and cooperation then emerges. In the future,economic competition will no longer be decided by closed systems and perfected products, but rather by the overall experience and result for the customer, in networked, well-integrated value-added processes.
What does that mean for the way we should think organization? Regardless of strained trend terms, such as agility, and largely unbiased with regard to different forms of work and organization, almost everyone agrees that the speed of change is increasing. And to such an extent that it is presenting companies with new challenges. Even though many companies are dealing with agile management models such as the OKR framework , it is important in my view to recognize a connection.
Namely, to pragmatically recognize, independent of methods or organizational models, that the life cycles of products, markets and companies are getting shorter and shorter.
And accordingly, the requirements for cooperation, organization and leadership are changing ever faster. Executives in all industries must evaluate much more regularly whether the balance between stability and adaptability, effectiveness and efficiency, tight management with a high degree of control and decentralization with increased autonomy and uncertainty is sensibly adapted to the current demands on the value creation of the organization.
This challenges not only companies, but also employees and our society as a whole, with many of its traditionally grown institutions and values. Even faster learning, adaptation and continuous development is becoming a crucial skill for people, teams and organizations.
In many respects, adaptability is again becoming more relevant than pure efficiency and controllability. Organizational and process-related innovations, which also accompany a corresponding cultural change, therefore probably offer much greater leverage and potential than pure product innovation and German perfection.
Conveying meaning, vision and values : We live in an age where people-driven innovation and collaboration are becoming the last true competitive advantage. The ability to attract, empower and, above all, retain talent is thus becoming the most important task of an organization. In working environments in which long-term strategies and stable relationships can be less and less effective because requirements change faster and faster, conveying a timeless sense purpose , vision and values becomes all the more important.
Families such as the Otto dynasty in Hamburg or the Viessmanns in Hesse offer just that. And in a pleasantly authentic way. Something that digital pioneers can only create with a lot of effort, and in the face of rapid growth often have little authenticity to preserve and communicate. For example, Google's motto "Don't be evil", which has since been abolished. Germany's small and medium-sized businesses, on the other hand, have a strong sense of responsibility and values which goes far beyond pure capital market orientation and the short-term focus on quarterly figures.
This identity and long-term orientation, often developed over generations, has an enormous potential to attract and retain people from all over the world.
It requires courageous, independent decision-makers who do not primarily work in the system rather than the system for their companies or who prioritize short-term optimization at the expense of long-term success.
Rather, with perseverance and patience, friction, costs and loss of efficiency must first be accepted. As an investment in the medium and long-term performance of your own organization. At the same time, humane, sustainable framework conditions must be created for employees to continuously develop and adapt to new requirements. Especially Germany's family-run medium-sized companies show these characteristics.
Irrespective of capital markets or short-term trends, these entrepreneurs often have the freedom to shape their own organizations, but also the foresight and the ambition to hand them over to the next generation in good health.
Too often, the discussions about digital transformation and the efforts to bring about the cultural change required in the process remain on a superficial level. One of my favorite quotes for this context comes from the systems theoretician Buckminster Fuller: "If you want to teach people a new way of thinking, don't bother trying to teach them. Instead, give them a tool, the use of which will lead to new ways of thinking. Instead, we have to manage to provide ourselves, our teams and our companies with new tools and processes that meet the requirements described above and offer added value that can be quickly experienced by everyone.
We need new tools that offer easy communication and collaboration, create transparency, involve employees and customers, enable clear goals and fluid structures, and allow more responsibility to be given to the teams themselves. Only in this way, I am convinced 3 years after the foundation of Workpath, culture and organization can be developed sustainably. It is a misconception that more adaptability often referred to as agility and associated with the larger New Work movement means allowing chaos and giving teams unlimited freedom.
On the contrary: more decentralization, autonomy and fluid, networked structures also require more discipline, communication, system awareness and process clarity than in traditional, static organizational models.
And if there is one thing we can trust in the companies of the German Mittelstand, it is discipline, perseverance and clear processes. Discover more stories about the working world of tomorrow! The pandemic has surfaced weak spots in almost every part of our daily lives. Robert Jacobi proposes a "Reboot" to change things for the better.
Corporate innovation programs often lack a systemic approach to be scaled into an organization's core business. In this interview, we explain why. EN DE. More from Our Blog. Posted on. Matthias Emde. Dual Innovation - How to Scale Corporate Innovation Programs Corporate innovation programs often lack a systemic approach to be scaled into an organization's core business.
Franziska Schneider. Imprint Privacy Policy.

{{curso.title}}
AMD holds the crown for game-worthy integrated graphics performance thanks to its Ryzen processors with Radeon Vega technology. Packing CPU cores and GPU resources onto the same die in the right proportions is a perpetual challenge, particularly as modern games push new features that improve realism. AMD strikes a sweet balance this generation, allowing for some insanely cool small form factor builds capable of casual gaming at p. We can finally roll Fortnite marathons straight into movie streaming from a single low-power device.
CHUWI HeroBox mini PC is one of the best affordable options
Slowing down stock: Stock with good financial perrformance alongside good to expensive valuatio. Note : Support and Resistance level for the day, calculated based on price range of the previous trading day. Note : Support and Resistance level for the week, calculated based on price range of the previous trading week. Note : Support and Resistance level for the month, calculated based on price range of the previous trading month. Read 5 investor views. Posted by : remnibi. Doubt it as amalgamation of similar businesses is understandable but not the diverse ones. Lets see View more 2. Posted by : bknew. Lets see.
It looks like a radiator, but it’s Streacom’s new DB1 case for you to fit a passively cooled HTPC

Read on to find out. Without a chassis, or case, a computer would not be a practical computing solution - it would just be a random collection of circuit boards and a spaghetti of wires and cables which is not only difficult to use from an ergonomic perspective but can be damaging to furniture, risk the reliability of the system components from mishandling and poor thermal management and prove to be a electrical safety and potential for Radio Frequency interference is maximised. The rest of us go down the 'normal' path and purchase a computer in a typical chassis for the optimal computing experience, as has been the case for the last twenty years. In more recent times, when a consumer wishes to purchase a new computer depending on their intentions, knowledge and finances they can choose one of a number of paths when deciding on the style of computer:.
Best processors 2021: the best CPUs for your PC from Intel and AMD
Popularity of the compact mini PCs is on the rise, because not everybody needs massive gaming PC locked in an oversized case. Many users actually prefer the small compact factor and also great consumption numbers. Chinese brand CHUWI is mostly known for their tablets and laptops, but they have recently delved also in this area as well. And their HeroBox mini PC is still one of the best options in the category of affordable models with solid specs. So what can we expect from it?
We apologize for the inconvenience...
Two 28BYJ stepper motors are used to orient the laser, one for the rotation and another for the height angle. Flight For Life pilot. AP — A Port Angeles man has been sentenced to probation and home confinement after pleading guilty to a laser pointer strike on a U. Coast Guard helicopter in Free Shipping. Special Price For air wedge pump wedge for unlock car door list and get free shipping. Best Offers birthday party decorations kids elmo list and get free shipping. Best Offers for blusas abercombrie list and get free shipping.
How the end to YouTube’s Leanback TV interface will affect HTPC devices
US UK. Switching between stores will remove products from your current cart. SilverStone Technology.
Building a versatile HTPC with AMD’s Ryzen 5 2400G and the ROG Strix B450-I Gaming
Despite the good figures, the atmosphere on the German biotechnology market is rather glum. But should it be? Innovative life sciences start-ups are ready to present their new developments at the analytica trade fair taking place from 19 to 22 October in Munich. An IPO is, as well as many other things, a question of professional preparation and the selection of advisors and partners. Loading ePaper.
GPU sales rise across the board, from AMD and Intel to Nvidia
The Historic Preservation Tax Credit HPTC provides tax credits to qualified taxpayers who will be completing the restoration of a qualified historic structure into an-income producing property. All projects must include a qualified rehabilitation plan that is approved by the Pennsylvania Historical and Museum Commission PHMC as being consistent with the standards for rehabilitation of historic buildings as adopted by the United States Secretary of the Interior. Tax credits may be applied against the tax liability of a qualified taxpayer which includes an individual, corporation, business trust, limited liability company, limited liability partnership or any other form of legal business entity. The tax credits awarded to a qualified taxpayer shall not exceed 25 percent of the qualified expenditures as determined by the application in connection with the completed project. Tax credit awards can be increased to 30 percent of the qualified expenditures in connection with a workforce housing completed project.
The agile organization - no issue for German medium-sized businesses?
With all the price slashing that Intel is doing right now for its mid-range and high-end desktop CPUs in order to keep up with the AMD competition , some might think that the CPU giant is going to see reduced revenues in the upcoming quarters, but that is not really the case. All seems to be going according to plan, and Intel is already planning to refresh the entry-level offer mostly comprising the Gemini Lake series designed for mini PCs and budget laptops, which, according to FanlessTech's latest findings, should be released by the end of next year. The new info spotted by FanlessTech reveals that the refreshed Gemini Lake models will bare the GLK-R code and will introduce six new models with higher clocks, yet the same number of cores and threads. All new chips will get the same 4 MB L3 cache, however, it is still unclear if these chips will benefit from a jump to the 10 nm node.
Agree, your idea is brilliant
Just what you need. I know that together we can come to the right answer.