Who invented peanut butter yahoo

The 'Pirates of Caribbean' star is certainly reinventing the 'dad bod' in his own special way. Microdermabraders, hair tools, facial cleansing gear Save up to 25 percent on name-brand hosting essentials like dinner sets, stainless steel cookware and air fryers — but hurry, the sale ends November 3! Police officers, teachers and parents weigh in on how old is too old to trick-or-treat and how to keep everyone safe on Halloween night.

Selma Blair spoke to Variety about why she decided to come forward with allegations against James Toback. The singer posted photos of her sons as kids. Simone Biles stuns fans in a black leather ensemble, months after she decided to sit out events at the Tokyo Olympics for her mental health. This flowy blouse has over 11, shoppers swooning. The year-old actress and entrepreneur gets candid about motherhood and step-parenting.

American family-owned and operated, Soft Touch was designed by a licensed skin care professional. Save 45 percent on the shoes 16, — yes, 16,! Gwyneth Paltrow opened up about her journey to becoming a mother and a step-parent in a recent podcast episode, sharing that she "almost died" giving birth to daughter Apple.

At prices this low, you can snag a few new scents while saving lots of dollars! Read full article. Tai Gooden. Story continues. Latest Stories. Yahoo Life. Yahoo Life Shopping. Yahoo Life Videos. For more about peanut butter, visit our History section. Who Invented Peanut Butter? Read more. George Washington Carver Literally Wrote the Book on Sustainability History books know him as the peanut man, but he was also a champion for sustainability.

You must be logged in to view this item. This area is reserved for members of the news media. If you qualify, please update your user profile and check the box marked "Check here to register as an accredited member of the news media". The most painful manifestation of this is the massive redundancy that exists throughout the organization. We now operate in an organizational structure — admittedly created with the best of intentions — that has become overly bureaucratic.

For far too many employees, there is another person with dramatically similar and overlapping responsibilities. This slows us down and burdens the company with unnecessary costs. Equally problematic, at what point in the organization does someone really OWN the success of their product or service or feature? This forces decisions to be pushed up — rather than down. It forces decisions by committee or consensus and discourages the innovators from breaking the mold… thinking outside the box.

Pursuing the same ball repeatedly results in either collisions or dropped balls. Knowing that someone else is pursuing the ball and hoping to avoid that collision — we have become timid in our pursuit.

Again, the ball drops. We lack decisiveness. Combine a lack of focus with unclear ownership, and the result is that decisions are either not made or are made when it is already too late. Without a clear and focused vision, and without complete clarity of ownership, we lack a macro perspective to guide our decisions and visibility into who should make those decisions.

We are repeatedly stymied by challenging and hairy decisions. We are held hostage by our analysis paralysis. We end up with competing or redundant initiatives and synergistic opportunities living in the different silos of our company. We have lost our passion to win. Where is the accountability? Weak performers that have been around for years are rewarded.

As a result, the employees that we really need to stay leaders, risk-takers, innovators, passionate become discouraged and leave. Unfortunately many who opt to stay are not the ones who will lead us through the dramatic change that is needed. We have awesome assets. Nearly every media and communications company is painfully jealous of our position. We have the largest audience, they are highly engaged and our brand is synonymous with the Internet.

However, at a minimum, I want to be part of the solution and thus have outlined a plan here that I believe can work. It is my strong belief that we need to act very quickly or risk going further down a slippery slope, The plan here is not perfect; it is, however, FAR better than no action at all.

My belief is that the smoothly spread peanut butter needs to turn into a deliberately sculpted strategy — that is narrowly focused. The result will continue to be a non-cohesive strategy.

The direction needs to come decisively from the top. We need to place our bets and not second guess. Change is hard. I believe there are too many BU leaders who have gotten away with unacceptable results and worse — unacceptable leadership. Too often they we! We must signal to both the employees and to our shareholders that we will hold these leaders ourselves accountable and implement change.

By building around a strong and unequivocal GM structure, we will not only empower those leaders, we will eliminate significant overhead throughout our multi-headed matrix.

It must be very clear to everyone in the organization who is empowered to make a decision and ownership must be transparent. My view is that far too often our compensation and rewards are just spreading more peanut butter. We need to be much more aggressive about performance based compensation.

This will only help accelerate our ability to weed out our lowest performers and better reward our hungry, motivated and productive employees. I emphatically believe we simply must eliminate the redundancies we have created and the first step in doing this is by restructuring our organization.