tokenpocket钱包最新版app下载|ambidexterity

作者: tokenpocket钱包最新版app下载
2024-03-09 17:06:43

Ambidexterity - Wikipedia

Ambidexterity - Wikipedia

Jump to content

Main menu

Main menu

move to sidebar

hide

Navigation

Main pageContentsCurrent eventsRandom articleAbout WikipediaContact usDonate

Contribute

HelpLearn to editCommunity portalRecent changesUpload file

Languages

Language links are at the top of the page.

Search

Search

Create account

Log in

Personal tools

Create account Log in

Pages for logged out editors learn more

ContributionsTalk

Contents

move to sidebar

hide

(Top)

1Etymology

2Writing

3Sports

Toggle Sports subsection

3.1Baseball

3.2Basketball

3.3Board sports

3.4Combat sports

3.5Cricket

3.6Cue sports

3.7Figure skating

3.8Football codes

3.8.1Association football

3.8.2American football

3.9Golf

3.10Hockey

3.11Lacrosse

3.12Martial arts

3.13Professional wrestling

3.14Racing

3.15Racket sports

3.16Rugby

3.17Volleyball

4In art

5In music

6Tools

7Medicine and surgery

8Ambisinistrality

9See also

10Note

11References

12Further reading

Toggle the table of contents

Ambidexterity

34 languages

العربيةAzərbaycancaБеларускаяBosanskiCatalàCorsuDanskEestiΕλληνικάEspañolفارسیFrançais한국어Հայերենहिन्दीBahasa IndonesiaItalianoעבריתҚазақшаLietuviųМакедонскиBahasa MelayuNederlands日本語Norsk bokmålPortuguêsRomânăРусскийСрпски / srpskiSuomiSvenskaதமிழ்Українська中文

Edit links

ArticleTalk

English

ReadEditView history

Tools

Tools

move to sidebar

hide

Actions

ReadEditView history

General

What links hereRelated changesUpload fileSpecial pagesPermanent linkPage informationCite this pageGet shortened URLDownload QR codeWikidata item

Print/export

Download as PDFPrintable version

In other projects

Wikimedia Commons

From Wikipedia, the free encyclopedia

Ability to do any task equally well with either hand and/or foot

"Ambidextrous" redirects here. For the novel by Felice Picano, see Ambidextrous (novel).

Not to be confused with Cross-dominance.

Ambidexterity is the ability to use both the right and left hand equally well.[1][2] When referring to objects, the term indicates that the object is equally suitable for right-handed and left-handed people. When referring to humans, it indicates that a person has no marked preference for the use of the right or left hand.

Only about one percent of people are naturally ambidextrous, which equates to about 80,000,000 people in the world today.[3] In modern times, it is common to find some people considered ambidextrous who were originally left-handed and who learned to be ambidextrous, either by choice or as a result of training in schools or in jobs where right-handedness is often emphasized or required.[citation needed] Since many everyday devices such as can openers and scissors are asymmetrical and designed for right-handed people, many left-handers learn to use them right-handedly due to the rarity or lack of left-handed models. Thus, left-handed people are more likely to develop motor skills in their non-dominant hand than right-handed people.

Etymology[edit]

The word "ambidextrous" is derived from the Latin roots ambi-, meaning "both", and dexter, meaning "right" or "favorable". Thus, ambidextrous is literally "both right" or "both favorable". The term ambidexter in English was originally used in a legal sense of jurors who accepted bribes from both parties for their verdict.[4]

Writing[edit]

Some people can write with both hands. Famous examples include Albert Einstein, Benjamin Franklin,[5] Nikola Tesla,[6] James A. Garfield,[7] and Leonardo da Vinci.[8]

In India's Singrauli district there is a unique ambidextrous school named Veena Vadini School in Budhela village, where students are taught to write simultaneously with both hands.[9][10]

Sports[edit]

Baseball[edit]

Ambidexterity is highly prized in the sport of baseball. "Switch hitting" is the most common phenomenon, and is highly prized because a batter usually has a higher statistical chance of successfully hitting the baseball when it is thrown by an opposite-handed pitcher. Therefore, an ambidextrous hitter can bat from whichever side is more advantageous to them in that situation. Pete Rose, who had more hits than anyone else in the history of Major League Baseball, was a switch hitter.[11]

Switch pitchers, comparatively rare in contrast to switch hitters, also exist. Tony Mullane won 284 games in the 19th century.[12][13] Elton Chamberlain and Larry Corcoran were also notable ambidextrous pitchers. In the 20th century, Greg A. Harris was the only major league pitcher to pitch with both his left and his right arm. A natural right-hander, by 1986 he could throw well enough with his left hand that he felt capable of pitching with either hand in a game. Harris was not allowed to throw left-handed in a regular-season game until September 1995 in the penultimate game of his career. Against the Cincinnati Reds in the ninth inning, Harris (then a member of the Montreal Expos) retired Reggie Sanders pitching right-handed, then switched to his left hand for the next two hitters, Hal Morris and Ed Taubensee, who both batted left-handed. Harris walked Morris but got Taubensee to ground out. He then went back to his right hand to retire Bret Boone to end the inning.

In the 21st century there is only one major league pitcher, Pat Venditte of the Seattle Mariners, who regularly pitches with both arms. Venditte became the 21st century's first switch pitcher in the major leagues with his debut on June 5, 2015, against the Boston Red Sox, pitching two innings, allowing only one hit and recording five outs right-handed and one out left-handed. During his career, an eponymous "Venditte Rule" was created[14] restricting the ability of a pitcher to change arms in the middle of an at-bat.[15]

Billy Wagner was a natural right-handed pitcher in his youth, but after breaking his throwing arm twice, he taught himself how to use his left arm by throwing nothing but fastballs against a barn wall. He became a dominant left-handed relief pitcher, most known for his 100+ mph fastball. In his 1999 season, Wagner captured the National League Relief Man of the Year Award as a Houston Astro.

St. Louis Cardinals pitcher Brett Cecil is naturally right-handed, but starting from a very early age, threw with his left. As such, he writes and performs most tasks with the right side of his body, but throws with his left.

Basketball[edit]

In basketball a player may choose to make a pass or shot with the weaker hand. NBA stars Larry Bird, Kyrie Irving, Carlos Boozer, David Lee, John Wall, Derrick Rose, Chandler Parsons, Andrew Bogut, John Henson, Michael Beasley, and Jerryd Bayless are ambidextrous players, as was Kobe Bryant. Bogut and Henson are both stronger in the post with their left-handed hook shot than they are with their natural right hands. Brothers Marc and Pau Gasol can make hook shots with either hand while the right hand is dominant for each. Bob Cousy, a Boston Celtics legend was forced to play with his left hand in high school when he injured his right hand, thus making him effectively ambidextrous. Mike Conley shoots left-handed, but has preferred to shoot floaters right handed, as he does everything else right-handed off the court. Ben Simmons and Luke Kennard are also natural right-handers shooting left-handed. Tristan Thompson is a natural left-hander, and was a left-handed shooter, but has shot right-handed since the 2013–2014 season.[16] He does perform left-handed hook shots more often. Los Angeles Lakers center DeAndre Jordan who is left-handed, shoots with his left hand but has been known to dunk with his right hand, spin clockwise in his 360 dunks,[17] and shoot right handed hook shots more accurately and from further out. Charlotte Hornets small forward Miles Bridges is a left-handed shooter; however, he dunks the ball and blocks shots more frequently with his right hand. Former Los Angeles Lakers center Roy Hibbert shoots his hook shots equally well with either hand. Former Oklahoma City Thunder left-handed point guard Derek Fisher used to dunk with his right hand in his early years. Candace Parker, forward for the Chicago Sky, also has equal dominance with either hand. Los Angeles Lakers superstar Kobe Bryant shot with either hand, although his right hand was dominant: due to an injury to the right hand, he was forced to shoot with his left. Paul George, Tracy McGrady and Vince Carter are all noted to be right-handed, but rotates clockwise for dunks, but Carter is able to also spin counterclockwise, as he did during high school.[18] McGrady also spins anti-clockwise for his baseline dunks. Larry Bird, LeBron James, Paul Millsap, Russell Westbrook, Danny Ainge and Gary Payton shoot right-handed, but do almost everything left-handed off the courts, but Bird once had a game in which he only shot left-handed running hook shots, cross passes and layups. Ronnie Price, however has a tendency to dunk with his left hand, but he is a right-handed shooter. Josh McRoberts is known to be a left handed shooter but does everything with his right hand such as his famous dunks. Ivica Zubac is a right handed shooter, but can shoot hook shots with both hands, and is more accurate with his left handed hooks.

Trevor Booker is left handed for shooting a basketball but writes with his right hand. Ben Simmons shoots jumpers and free throws left-handed, but does everything else right-handed, including dunking, throwing long passes and writing. He also shoots more right-handed non-jumpers (layups, floaters and hook shots).

Board sports[edit]

In skateboarding, being able to skate successfully with not only one's dominant foot forward but also the less dominant one is called "switch skating", or "skating goofy", and is a prized ability.

To illustrate the stances further; there is "Regular" which is left shoulder and foot towards the front of the board and the opposite (right shoulder foot towards the front) is referred to as goofy. These terms hold true to surfing and snowboarding. With skateboarding, whether one pushes with their front or back foot determines whether they are considered regular v. regular-mongo or goofy v. goofy-mongo. The ability to ride both regular and goofy is considered to be "switch stance".[19][20]

Notable switch skateboarders include Rodney Mullen, Eric Koston, Guy Mariano, Paul Rodriguez Jr., Mike Mo Capaldi, and Bob Burnquist.[citation needed] Similarly, surfers who ride equally well in either stance are said to be surfing "switch”. Also, snowboarding at the advanced level requires the ability to ride equally well in either.[citation needed]

Combat sports[edit]

In combat sports fighters may choose to face their opponent with either the left shoulder forward in a right-handed stance ("orthodox") or the right shoulder forward in a left-handed stance ("south-paw"), thus a degree of cross dominance is useful. In boxing, Manny Pacquiao has a southpaw stance in the ring even though he is really ambidextrous outside the ring. Also, in mixed martial arts, many naturally left-handed strikers like Lyoto Machida and Anderson Silva will switch stances in order to counter opponent's strikes or takedown attempts to stay standing. Additionally, some fighters actually choose to fight in a southpaw stance despite their dominant hand being their right, one such fighter being Vasyl Lomachenko. This is done as it gives access to a strong and precise jab from the lead hand, which is arguably the most important strike in boxing for setting up combos and interrupting your opponent during their attacks. Bruce Lee also practiced this same method of fighting with his dominant hand forward.[citation needed]

Cricket[edit]

In cricket, it is also beneficial to be able to use both arms. Ambidextrous fielders can make one-handed catches or throws with either hand. Sachin Tendulkar uses his left hand for writing, but bats and bowls with his right hand, it is the same with Kane Williamson. There are many players who are naturally right-handed but bat left and vice versa. Sourav Ganguly uses his right hand for writing and bowls with the right hand, too, but bats with his left hand. Players due to injuries may also switch arms for fielding.

Zaheer Khan bowls left-arm fast-medium but bats right handed. Phillip Hughes batted, bowled, and fielded left-handed before a shoulder injury. Australian batsman George Bailey also due to sustaining an injury, taught himself to throw with his weaker left arm. He is now often seen throughout matches switching between arms as he throws the ball. See also reverse sweep and switch hitting. David Warner has batted right-handed in high school, and has practiced right-handed as well, when he is normally a left-handed switch-hitter. Alastair Cook, Jimmy Anderson, Stuart Broad, Ben Dunk, Ben Stokes, Adam Gilchrist, Eoin Morgan and Kagiso Rabada are natural right-handers, but bat left-handed.

Akshay Karnewar is an ambidextrous bowler. Originally, he only bowled with his right hand, but since he does everything else with his left hand, he was taught to bowl left-handed as well but needs to signal to the umpire when he switches hands when bowling to allow for the field to change. He is a left-handed batsman. As an off-spinner and left-arm orthodox spin, the ball will always spin towards the batsman (OB vs. RHB; SLO vs. LHB), or away from opposite-handed batsmen, which is the predominant role of switch-handed spinners.

Sri Lankan Kusal Perera started his cricket as a right hand batsman, until he changed to left hand to mimic his favourite cricketer Sanath Jayasuriya. Another Sri Lankan Kamindu Mendis is also a handy ambidextrous bowler.[21] He can bowl orthodox left-arm spin and he can bowl right-arm offspin as well.[22] Yasir Jan, however is a fast bowler both right and left handed and tops over 140 km/h with both hands, with his right arm being faster.[23]

Jofra Archer warms up with slow orthodox left-arm spin, and Jos Buttler practiced left-handed as a club cricketer.[24]

Cue sports[edit]

In cue sports, players can reach farther across the table if they are able to play with either hand, since the cue must either be placed on the left or the right side of the body. English snooker player Ronnie O'Sullivan[25] is a rarity amongst top snooker professionals, in that he is able to play to world standard with either hand. While he lacks power in his left arm, his ability to alternate hands allows him to take shots that would otherwise require awkward cueing or the use of a rest. When he first displayed this ability in the 1996 World Championship against the Canadian player Alain Robidoux, Robidoux accused him of disrespect. O'Sullivan responded that he played better with his left hand than Robidoux could with his right.[25] O'Sullivan was summoned to a disciplinary hearing in response to Robidoux's formal complaint, where he had to prove that he could play to a high level with his left hand.

Figure skating[edit]

In figure skating, most skaters who are right-handed spin and jump to the left, and vice versa for left-handed individuals, but it also down to habit for ballerinas. Olympic Champion figure skater John Curry notably performed his jumps in one direction (anti-clockwise) while spinning predominantly in the other. Very few skaters have such an ability to perform jumps and spins in both directions, and it is now considered a "difficult variation" in spins under the ISU Judging System to rotate in the non-dominant direction. Michelle Kwan used an opposite-rotating camel spin in some of her programs as a signature move. No point bonus exists for opposite direction jumps or bi-directional combination jumps, despite their being much harder to perfect. Nobody can perform a jump sequence (because it requires change of edge, whereas a combo is maintained on the same edge) from clockwise to anti-clockwise, or vice versa.

Football codes[edit]

This section needs additional citations for verification. Please help improve this article by adding citations to reliable sources in this section. Unsourced material may be challenged and removed. (July 2017) (Learn how and when to remove this template message)

Association football[edit]

In association football, being able to kick with either foot provides more options for both passing and scoring, as well as the ability to play on either side of the pitch. Therefore, players with the ability to use their weaker foot with proficiency are valuable in any team. Examples of ambidextrous footballers include Andreas Brehme, Johan Cruyff, Obafemi Martins, Santi Cazorla, Ivan Perisic, Adam Lallana, Diogo Jota, Adriano Correia, Pedro Rodriguez, Diego Forlán, Glenn Hoddle, Alfredo Di Stéfano, Sócrates, Paolo Maldini, George Best, Michael Laudrup, Pelé, Marc Overmars, Michel Platini, Roberto Baggio, Carlos Valderrama, Bobby Charlton, Zico, Tom Finney, John Barnes, John Charles, Ousmane Dembélé, Mason Greenwood, Ronaldo Nazário, Cristiano Ronaldo, Zinedine Zidane, Wayne Rooney, Kevin De Bruyne, Han Kwang-song[26]

Most of them were actually left-footed or right-footed, but have developed proficiency on both feet.[27] Former goalkeeper Gianluca Pagliuca was cross-dominant. He punched and threw with his right, but kicked with his left.[citation needed]

American football[edit]

In American football, it is especially advantageous to be able to use either arm to perform various tasks. Ambidextrous receivers can make one-handed catches with either hand; linemen can hold their shoulders square and produce an equal amount of power with both arms; and punters can handle a bad snap and roll out and punt with either leg, limiting the chance of a block. Naturally right-handed quarterbacks may have to perform left-handed passes to avoid sacks. Chris Jones is cross-dominant. Although he is a left-footed punter, he throws with his right.[28] Chris Hanson was dual-footed, able to punt with either foot.[29]

Golf[edit]

Some players find cross-dominance advantageous in golf, especially if a left-handed player utilizes right-handed clubs. Having more precise coordination with the left hand is believed to allow better-controlled, and stronger drives. Mac O'Grady was a touring pro who played right-handed, yet could play "scratch" (no handicap) golf left-handed. He lobbied the USGA for years to be certified as an amateur "lefty" and a pro "righty" to no avail.[30] Although not ambidextrous, Phil Mickelson and Mike Weir are both right-handers who golf left-handed; Ben Hogan was the opposite, being a natural left-hander who played golf right-handed, as is Cristie Kerr. This is known as cross-dominance or mixed-handedness.

Hockey[edit]

Ice hockey players may shoot from the left or right side of the body. For the most part, right-handed players shoot left and, likewise, most left-handed players shoot right as the player will often wield the stick one-handed. The dominant hand is typically placed on the top of the stick to allow for better stickhandling and control of the puck. Gordie Howe was one of few players capable of doing both, although this was at a time when the blade of the stick was not curved.[31]

Another ice hockey goaltender Bill Durnan, had the ability to catch the puck with either hand. He won the Vezina Trophy, then for the National Hockey League's goalie with the fewest goals allowed six times out of only seven seasons. He had developed this ability playing for church-league teams in Toronto and Montreal to make up for his poor lateral movement. He wore custom gloves that permitted him to hold his stick with either hand. Most goaltenders nowadays choose to catch with their non-dominant hand.

Field hockey players are forced to play right-handed. The rules of the game denote that the ball can only be struck with the flat side of the stick. Only one player Laeeq Ahmed on Pakistan National Hockey team, played with unorthodox left hand below and right hand up side of stick grip with full command. He played from 1991 to 1992 for the national team. Perhaps to avoid confusing referees, there are no left-handed sticks. In floorball, like ice hockey, right-handed players shoot left and, likewise, most left-handed players shoot right as the player will often wield the stick one-handed. Floorball goalkeepers do not use a stick, so they have two glove hands, and act much like a soccer goalkeeper, but with an ice hockey helmet. When they venture out of the goal box, they act just like an outfield soccer player.

Lacrosse[edit]

In field lacrosse, which is more popular in the United States, it is extremely advantageous to be able to use both hands, as players can play on both sides of the field and are harder to defend against. Usually in field lacrosse, all players except goalies, but especially offensive players, are expected to be able to catch and throw with their weak hand. However, in box lacrosse, which is more popular in Canada, players often only use their dominant hand, like in hockey.[32]

Martial arts[edit]

The traditional martial arts tend to feature a larger number of practitioners who have intentionally developed ambidexterity to a high degree, compared to athletes in combat sports. This is because unlike sports, which have structured rules and common player preferences, traditional martial arts are intended for situations such as self-defense, in which a wider array of physical challenges may occur.

Some arts and schools practice all or most techniques and movements with both sides, while others emphasize that some techniques should only be trained on the right or the left (though both sides tend to eventually receive nearly equal attention). This may be for a number of reasons. Some of these arts rely on the tendency of right-handed people to move differently with the left side than with the right, and attempt to take advantage of this. Similarly, certain weapons are more often carried on one side. For instance, most weapons in ancient China were wielded primarily with the right hand and on the right side; this habit has carried on to the practice of those weapons in modern times. As an example, in Xing Yi Quan, most schools that teach spear-fighting only practice on the right side, although much of the rest of the art is ambidextrous in practice.

Professional wrestling[edit]

Shawn Michaels is ambidextrous. He typically kicks with his right leg in Sweet Chin Music, but uses either arm for his signature elbow drop, depending on the position.[33]

Racing[edit]

In professional sports car racing, drivers who participate in various events in both the United States and Europe will sometimes encounter machines with the steering wheel mounted on different sides of the car. While steering ability is largely unaffected, the hand used for shifting changes is . due to the fact that the shift pattern relative to the driver changes, e.g. a gear change that requires moving the lever toward the driver in a left-hand-drive vehicle becomes a movement away from the driver in a right-hand-drive vehicle. A driver skilled in shifting with the opposite hand is at an advantage.[citation needed]

Racket sports[edit]

In tennis, a player may be able to reach balls on the backhand side more easily if they're able to use the weaker hand. An example of a player who is ambidextrous is Luke Jensen.[34] Due to a physical advantage on the space of time needed when matching the ball with the racket simultaneously with tagging the opponent's movement, being laterality-crossed on eyedness with handedness may be a decisive factor for outstanding performance, since the hand which strikes the ball can do it while the overriding eye, matching with this hand, can be tagging the opponent's movement-decisions.[27] Such have the case of Rafael Nadal who uses his right hand for writing, but plays tennis with left. There are many players who are naturally right handed but play lefty and vice versa. Evgenia Kulikovskaya is also an ambidextrous player, Kulikovskaya played with two forehands and no backhand, switching her racket hand depending on where the ball was coming. Jan-Michael Gambill is the opposite case of Kulikovskaya, since he played with a two handed forehand and backhand, although he served with his right hand. Other famous examples of a two handed forehand are Fabrice Santoro and Monica Seles. Seles' playing style was unusual in that she hit with two hands on both sides and, at the same time, always kept her (dominant) left hand at the base of her racket. This meant that she hit her forehand cross-handed. Maria Sharapova is also known to be ambidextrous.[citation needed] Cheong-eui Kim is a truly ambidextrous player with no backhand, and can serve left-handed as well as right-handed.[35]

Some table tennis players have used their ability to hit with their non-dominant hand to return balls out of reach of their dominant hand's backhand,[36] most notably Timo Boll, a former world #1 player.

Although it is quite uncommon, in badminton, ambidextrous players are able to switch the racquet between their hands, often to get to the awkward backhand corner quickly. As badminton can be a very fast sport, at professional levels of play, players might not have time to switch the racquet, as this disrupts their reaction time.[citation needed]

Rugby[edit]

In rugby league and rugby union being ambidextrous is an advantage when it comes to passing the ball between teammates as well as being able to use both feet by the halves is an advantage in gaining field position by kicking the ball ahead. Jonny Wilkinson is a prime example of a union player who is good at kicking with both feet, he is left handed and normally place kicks using his left, but he dropped the goal that won the Rugby World Cup in 2003 with his right. Dan Carter is actually right handed, but kicks predominantly with his left, sometimes with his right.[37]

Volleyball[edit]

A volleyball player has to be ambidextrous to control the ball to either direction and performing basic digs. On the other hand, the setter has to be proficient in performing dump sets with either hand to throw off blockers.[38] Wing spikers that can spike with either hand can alter trajectories to throw off receivers' timing.

In art[edit]

Although most artists have a favored hand, some artists use both of their hands for arts such as drawing and sculpting. It is believed that Leonardo da Vinci utilized both of his hands after an injury to his right hand during his early childhood.[39]

A contemporary artist, Gur Keren, can draw with both his hands and even feet.[40][41] Thea Alba was a well-known German who could write with all ten fingers.[42]

Tribalogy is the artistic study of creating abstract lines and shapes on a surface using both hands at the same time. An artist who studies tribalogy is referred to as a tribalogist.[43]

In music[edit]

In drum and bugle corps (and drum and bell corps), snare drummers, quads (tenors), and bass drummers need to be somewhat ambidextrous. Since they have to abide by what the composer/arranger has written, they have to learn to play evenly in terms of dynamics and speed with their right and left hands.

Former Beatles member Paul McCartney is left-handed (guitar and bass guitar) and played left-handed when performing (as can be seen in many photos and videos throughout his musical career). The drummer of The Beatles, Ringo Starr, is left-handed as well, but he plays a right-handed drum kit. American instrumental guitarist Michael Angelo Batio is known for being able to play both right-handed and left-handed guitar proficiently. Irish guitar player Niall Horan, from boyband One Direction, applies on this case. He writes with the left hand but plays the guitar with the right one.

The ambidexterity of Jimi Hendrix has been explored in a psychology, but he was known for playing a standard right-handed guitar with his left hand. The guitarist Duane Allman was the reverse of Hendrix, playing right-handed but left-handed in all other tasks. Shara Lin is naturally left-handed, but plays the violin and guitar right handed.[44] She can also play the piano with her left hand while playing the zither with her right.[45] Also, naturally left-handed musicians have to play with right-handed-only instruments (violin, viola, cello).

Kurt Cobain, frontman of Nirvana, was naturally ambidextrous. He grew up having a slight preference for his left-hand (as can be seen in many of his childhood photographies), but as an adult he wrote right-handed. He played guitar exclusively left-handed.

Tools[edit]

With respect to tools, ambidextrous may be used to mean that the tool may be used equally well with either hand; an "ambidextrous knife" refers to the opening mechanism and locking mechanism on a folding knife. It can also mean that the tool can be interchanged between left and right in some other way, such as an "ambidextrous headset," which can be worn on either the left or right ear.[46][47] Many tools and implements are made specifically for use in the right hand, and will not work properly if used in the other hand. There exist shops dedicated to selling implements and tools made specifically for left-handed use.[48] For example, left-handed, and ambidextrous, scissors are available.

Many knives are sold sharpened asymmetrically for right-hand use, and resharpened in the same way. It is possible to buy knives sharpened for left-handed use,[49] and to sharpen any knife in that way.

Medicine and surgery[edit]

This section does not cite any sources. Please help improve this section by adding citations to reliable sources. Unsourced material may be challenged and removed. (June 2021) (Learn how and when to remove this template message)

A degree of ambidexterity is required in surgery because surgeons must be able to tie with their left and right hands in either single or double knots. This is usually due to factors like the positioning of the surgeon, whether they have an assistant and the angle required to throw and secure the knot.

Ambidexterity is also useful after surgery on a dominant hand or arm, as it allows the patient to use their non-dominant hand with equal facility as the limb which is recovering from surgery.

Ambisinistrality[edit]

A related variation to one that is ambidextrous is a person who displays "ambisinistrality" or is "ambisinistrous". This term is a near inverse to ambidexterity as Latin root of the word ambi- means both and the Latin root of the word -sinistral means "left", being derived from the word sinister. The term "ambisinistral" can be directly interpreted as "both left" or "both sinister".

The term is used in non-scientific manners to describe individuals who have two non-dominant hands, as both hands are either clumsy or insufficient in motor skill and are therefore used equally as much.[50][51] In an 1992 New York Times Q&A article on ambidexterity, the term was used to describe people "...with both hands as skilled as a right-hander's left hand."[52]

See also[edit]

Brain asymmetry

Cross-dominance

Dual brain theory

Handedness

Laterality

Lateralization of brain function

Note[edit]

^  This article incorporates text from a publication now in the public domain: Chambers, Ephraim, ed. (1728). "Ambidexter". Cyclopædia, or an Universal Dictionary of Arts and Sciences (1st ed.). James and John Knapton, et al. p. 76.

References[edit]

^ "ambidextrous - Definition of ambidextrous in English by Oxford Dictionaries". Oxford Dictionaries - English. Archived from the original on December 8, 2015.

^ "Right, Left, Right, Wrong! - What is Handedness?". www.rightleftrightwrong.com.

^ "Mixed-handed children more likely to have mental health, language and scholastic problems, study finds". ScienceDaily. Retrieved 25 June 2023.

^ 1811 MMADEHof the Vulgar Tongue, page 12, ISBN 0-695-80216-X

^ "26 Celebrities Who Are Ambidextrous". Ranker.

^ "Other Handedness Issues - Handedness and Intellect". Right Left Right Wrong.

^ "The First Left-handed President Was Ambidextrous and Multilingual". History.com. September 2018. Retrieved 2023-04-14.

^ "Was Leonardo da Vinci, a Famous Lefty, Actually Ambidextrous?". Smithsonian Magazine. 11 April 2019.

^ "200 kids in remote MP school can beat any other left and right". Times of India. 9 July 2014.

^ "Bizarre! Students from this 'ambidextrous' school can write using both hands together and finish exams in half the time". India Today. 5 April 2018.

^ Seattletimes.com paragraph 2

^ 50 Biggest Baseball Myths by Brandon Toropov, page 75

^ Seattletimes.com paragraph 4

^ Abraham, Peter (2008). "The switch-pitcher rule change". LoHud Yankees Blog. Archived from the original on 2008-10-08. Retrieved July 3, 2008.

^ Kleinschmidt, Jessica (2018-12-19). "Why Venditte has a rule dedicated to him and everything". NBC Sports Bay Area. Retrieved 2018-12-24.

^ Garrison, Drew (11 August 2013). "Tristan Thompson will switch shooting hands next season". Retrieved 2015-06-02.

^ Archived at Ghostarchive and the Wayback Machine: TricksHD (2017-02-18), NBA 2017 Dunk Contest ALL DUNKS HD, retrieved 2017-06-16

^ "YouTube". YouTube. 16 December 2015. Archived from the original on 16 December 2015.

^ "How to Find Your Skateboarding Stance: Goofy Foot vs. Regular - 2023 - MasterClass". Retrieved 25 June 2023.

^ "Pushing Mongo Explained (Pros & Cons) | Concrete Waves". 21 April 2023.

^ "Video: Spinner bowls with both arms in one over at U19 World Cup". Newshub. Retrieved 2016-02-04.

^ "Kamindu Mendis, Sri Lanka's ambidextrous asset". ESPNcrcinfo. 3 February 2016. Retrieved 8 February 2016.

^ Cricket Highway (2016-09-27), A Pakistani Bowler Yasir Jan Can Bowl 140+ With Both Hands, archived from the original on 2019-09-27, retrieved 2016-12-20

^ "Watch: England quick Jofra Archer bowls left-arm spin ahead of Leeds Test". sport360.com. Retrieved 25 June 2023.

^ a b "Ronnie O'Sullivan, "The Rocket" Archived 2011-07-16 at the Wayback Machine", Snookerclub.com. Retrieved on 21 April 2007.

^ "20 Great Two-Footed Players in World Football History". The Bleacher Report. 15 February 2018. Retrieved 28 November 2018.

^ a b Jones dialnet Unirioja Laterality and sports performance/Lateralidad y Rendimiento Deportivo Bache, M.A.B.; Naranjo, J. (2014). "Laterality and sports performance". Arch. Med. Dep. 31 (161): 200–204. ISSN 0212-8799. Retrieved 9 November 2012.

^ "Chris Jones". Dallas Cowboys. Retrieved 2017-06-14.

^ Vrentas, Jenny (January 11, 2018). "Punting Takes a Left Turn". Sports Illustrated. Archived from the original on 2018-01-12. Retrieved January 11, 2018.

^ "Golfreview.com Forums". forums.golfreview.com.

^ Klein, Jeff Z. (16 February 2010). "Hockey Stick Divide: Canada Leans Left, U.S. Right". The New York Times.

^ "Going back to "Righties" and "Lefties" | Lacrosse Library". 2013-11-18. Retrieved 2016-07-13.

^ Lowson, Thomas (2018-09-06). "6 things you probably didn't know about Shawn Michaels". www.sportskeeda.com. Retrieved 2021-06-05.

^ "Luke Jensen Biography". USTA New England. Archived from the original on 16 September 2009.

^ Archived at Ghostarchive and the Wayback Machine: Stefan Dimov (2017-08-10), Tennis pro has TWO FOREHANDS and serves (lefty and righty), retrieved 2018-05-22

^ Archived at Ghostarchive and the Wayback Machine: "Top 10 Hand Switch Shots". YouTube.

^ "Dan Carter highlights art of kicking with both feet is lost". Telegraph.co.uk. Archived from the original on 2022-01-12. Retrieved 2017-02-03.

^ Archived at Ghostarchive and the Wayback Machine: The Art of Coaching Volleyball (2016-02-09), The setter dump - The Art of Coaching Volleyball, retrieved 2017-01-24

^ McManus, IC; Drury, H (2004). "The handedness of Leonardo da Vinci: a tale of the complexities of lateralisation". Brain Cogn. 55 (2): 262–8. doi:10.1016/j.bandc.2004.02.042. PMID 15177791. S2CID 15774729.

^ Scene360. "Quasistochastic Morphogenesis". Archived from the original on 2014-06-06. Retrieved 2014-06-03.{{cite web}}: CS1 maint: numeric names: authors list (link)

^ "חורים ברשת - אמן בארבע גפיים: הכירו את גור קרן". 27 June 2013. Archived from the original on 27 June 2013.

^ "1920s: Thea Alba Was 'The Woman With 10 Brains' (One For Each Finger) - Flashbak". 15 September 2014.

^ "Archived copy". 27 July 2003. Archived from the original on 27 July 2003.{{cite web}}: CS1 maint: archived copy as title (link)

^ Archived at Ghostarchive and the Wayback Machine: iamSharaLin (13 July 2013). "大黃蜂電吉他矇眼版" – via YouTube.

^ Archived at Ghostarchive and the Wayback Machine: layla19781101 (3 May 2011). "超正點女子一人樂坊演奏 [舞孃]_Taiwan Artist - Shara Lin 林逸欣" – via YouTube.{{cite web}}: CS1 maint: numeric names: authors list (link)

^ "Pruner -Thumb Lock LEFT or RIGHT HAND". 5 December 2008. Archived from the original on 5 December 2008. Retrieved 4 June 2017.

^ "Logitech Cordless Vantage Headset for PS3". 13 September 2007.

^ "Left-handed products for left handed people". Anything Left Handed. Retrieved 3 September 2023.

^ "How to Succeed at Knife-Sharpening Without Losing a Thumb". The New York Times. 23 September 2006. Archived from the original on 3 February 2023.

^ Oklahoman, Bill Sones and Rich Sones. "It may be good to be ambidextrous, but 'ambisinistrous'... not so much". The Oklahoman. Retrieved 2023-05-16.

^ Jones, Meghan (March 7, 2022). "10 Fascinating Facts You Never Knew About Ambidextrous People". Reader's Digest. Retrieved 2023-05-16.

^ Ray, C. Claiborne (1992-08-25). "Q&A". The New York Times. ISSN 0362-4331. Retrieved 2023-05-16.

Further reading[edit]

Hill, Benjamin. "Venditte: Pitcher or Pioneer? Staten Island's ambidextrous hurler could spark baseball revolution". milb.com. Minor League Baseball. Retrieved 27 May 2015.

vteHandednessTypes

Right handedness

Left-handedness

Cross-dominance

Ambidexterity

Development

Neuroanatomy of handedness

Twins and handedness

Effects

Handedness and sexual orientation

Handedness and mathematical ability

Bias against left-handed people

Related

Edinburgh Handedness Inventory

Laterality

Footedness

Category

vteLaterality

Side

Left

Both

Right

General

Ambidexterity

In cognitive abilities

Geschwind–Galaburda hypothesis

In brain

Brain asymmetry

Dual brain theory

Bicameralism

In eyes

Ocular dominance

In hands

Left-handedness

Cross-dominance

Right-handedness

Handedness in boxing

Southpaw stance

Orthodox stance

Handedness in people

Musicians

Handedness related to

Sexual orientation

Mathematical ability

Handedness measurement

Edinburgh Handedness Inventory

Handedness genetics

LRRTM1

In heart

Levocardia

Dextrocardia

In major viscera

Situs solitus

Situs ambiguus

Situs inversus

In feet

Footedness

Footedness in boardsports

Regular foot

Goofy foot

Retrieved from "https://en.wikipedia.org/w/index.php?title=Ambidexterity&oldid=1207914921"

Categories: HandednessMental processesHidden categories: Webarchive template wayback linksCS1 maint: numeric names: authors listCS1 maint: archived copy as titleArticles with short descriptionShort description matches WikidataAll articles with unsourced statementsArticles with unsourced statements from April 2021Articles with unsourced statements from July 2022Articles with unsourced statements from December 2021Articles needing additional references from July 2017All articles needing additional referencesArticles with unsourced statements from October 2016Articles needing additional references from June 2021Wikipedia articles incorporating a citation from the 1728 CyclopaediaWikipedia articles incorporating text from Cyclopaedia

This page was last edited on 16 February 2024, at 01:45 (UTC).

Text is available under the Creative Commons Attribution-ShareAlike License 4.0;

additional terms may apply. By using this site, you agree to the Terms of Use and Privacy Policy. Wikipedia® is a registered trademark of the Wikimedia Foundation, Inc., a non-profit organization.

Privacy policy

About Wikipedia

Disclaimers

Contact Wikipedia

Code of Conduct

Developers

Statistics

Cookie statement

Mobile view

Toggle limited content width

Organisational ambidexterity | London Business School

Organisational ambidexterity | London Business School

Skip to main content

Give to LBS

News

Press Office

Events

Recruiters and Organisations

Jobs at LBS

LBS Publishing

LBS Hub

Portal

Create a profile

Log in

LBS_Standard_Logo_RGB

About

Masters Degrees

Executive Education

LBS Online

PhD

Faculty & Research

Think

Alumni

Give to LBS

News

Press Office

Events

Recruiters and Organisations

Jobs at LBS

LBS Publishing

LBS Hub

Portal

Please enter a keyword and click the arrow to search the site

Or explore one of the areas below

MBA

Executive MBA

News

Executive Education

Masters degrees

PhD

Faculty and Research

Home

Think at London Business School

Organisational ambidexterity

Save to my profile

Think - AT LONDON BUSINESS SCHOOL

Organisational ambidexterity

Understanding an ambidextrous organisation is one thing, making it a reality is another.

Antonio Nieto-Rodriguez

01 October 2014

Strategy

Strategy execution

Operations management

Productivity

Save to my profile

Understanding an ambidextrous organisation is one thing, making it a reality is another. Antonio Nieto-Rodriguez provides an execution roadmap.

Imagine you had to do your work using both hands; sometimes the left, sometimes the right and other times both of them simultaneously. Imagine if everyone in your organisation faced the same challenge.

Being able to use both of your hands adroitly is known as ambidexterity. And this is a phenomenon increasingly applied to companies where the tension between two different business models is described as “organisational ambidexterity”. The concept was first applied to managerial contradictions by the academic Robert Duncan in 1976 and has since entered various streams of research - in strategic management as alignment versus adaptability; and in operations management as flexibility versus efficiency; or in innovation management as radical versus incremental.

Research has shown that ambidexterity leads to higher performance but at the same time it emphasises that the tension between two distinct capabilities is a key challenge.

Exploration and exploitation

The most accepted definition of ambidexterity is a balance between explorations and exploitation; organisations capable of exploiting their existing competencies while simultaneously exploring new opportunities. James March refers to this as the exploration of new possibilities and the exploitation of old certainties. Exploitation includes such things as choice, refinement, production, selection, execution efficiency and implementation. While exploration encompasses knowledge creation and analysis of future opportunities.

Organisations that engage in exploration to the exclusion of exploitation are likely to find that they suffer the costs of experimentation but without gaining many of its benefits. These companies exhibit too many undeveloped new ideas and often too little distinctive competence. A well-known example of too much emphasis on exploration is Ericsson, the telecom giant that led the development last century of the global system for mobile communications. At its peak, its R&D organisation employed 30,000 people in 100 technology centres and with considerable duplication of work. Despite its strong focus on exploration, the company’s results went into steep decline. Ericsson laid of around 60,000 employees and closed most of its technology centres to put focus back on exploitation in order to return its businesses to profitability.

Conversely, organisations that engage in exploitation to the exclusion of exploration are likely to find themselves trapped in stable equilibrium; going nowhere fast but efficiently.

Maintaining an appropriate balance between exploration and exploitation is a primary factor in the prosperity of any corporate system.

Problem solving

Most of the academic work and research has focused on trying to explain the problem of organisational ambidexterity. Julian Birkinshaw and Cristina Gibson in their 2004 article ‘Building Ambidexterity into an Organisation’, (MIT Sloan Management Review 2004), are among the very few scholars trying to provide a framework for businesses to become ambidextrous. They describe organisational ambidexterity as the capacity to simultaneously achieve necessary alignment (exploitation – excellence in daily operations) and adaptability (exploration - referring to the organisation’s ability to innovate and change in response to the changing demands in the environment). To ensure long-term success, an organisation needs to be able to master both adaptability and alignment. Focusing too much on that alignment can often make an organisation lose long-term vision, while emphasising adaptability over alignment means building tomorrow’s business at the cost of today’s.

Birkinshaw and Gibson explain that the two forms of organisational ambidexterity come under two categories - structural and contextual:

Structural ambidexterity is all about creating separate organisations or structures for different types of activities - organisations that are either solely aligned or solely adaptive, where employees have clear mandates and then they are rewarded accordingly.

Contextual ambidexterity is when individuals make choices between either the exploitation-oriented or the exploration-oriented activities in their daily work. And to allow this, it is necessary for the organisation context to be more flexible, allowing employees to use their own judgement as to how they divide their time between their adaptation-oriented and their alignment-oriented activities.

Unfortunately, in today’s world, very few organisations can afford to have independent structures to focus solely on exploration. This was the case for many companies which invested heavily in R&D (such as Ericsson). These companies usually had a fairly independent organisation, with its own management and own budgets, isolated from the core day-today business. But after the crisis and the resulting extreme focus on efficiency and cost control most of these independent structures have been drastically reduced or dismantled.

A new view

It is clear that the structural separation focused on by much academic research is unrealistic. It is mostly focused on theory rather than practice and riddled with jargon like “exploitation, context, exploration and organic systems ambidexterity”. So it is little wonder that organisational ambidexterity often fails to resonate with executives as an important concept, and yet, it has been proven that it leads to greater returns.

As a practitioner I have had to develop an effective means to communicate and execute these concepts. And to do so, I describe this concept of organisational ambidexterity as the tension between two different business models: running-the-business versus changing-the-business.

Running-the-business is the alma mater of the organisation. It includes the core processes, such as operations, sales, customer services and finance. Most of the revenues generated by any given firm will come from the running of business activities. Running-the-business keeps the company alive, if you stop running it, the company will quickly die. And the focus of running-the-business is a short-term one; objectives are mainly commercial, financial and performance-driven; it is about efficiency, productivity, speed; in academic terms it is about exploitation. It is akin to writing with the right-hand.

Changing-the-business is the future of the organisation. It includes all the initiatives, projects and the strategic and tactical programmes. Organisations often have hundreds and thousands of initiatives running in parallel. Changing-the-business creates future value for the organisation; the objectives are often more strategic and closer to the vision, but the benefits are only achieved in the medium and long-term, and, as such, are less tangible and quantifiable than operational objectives. These targets aim at transforming the business to significantly increase its growth and its profitability. In addition, it is highly risky and there is no certainty that benefits will be achieved at all. In academic terms this is exploration. It is akin to painting left handed.

The main trouble that senior executives have in practice is that it is very difficult to focus on both dimensions at the same time. If you focus too much on the short-term objectives, the competition will soon catch up as market conditions evolve. On the other hand, if you put too much into changing-the-business, you sacrifice today in the hope of a better future.

And, to make it even more complicated, being successful in a single dimension is also extremely difficult. Revealing research by Manuel Hensmans and colleagues investigated 215 of the largest publicly listed UK firms over a period of 20 years, from 1984 till 2003. First they looked at how well companies could run their business over a long period. Out of the 215, only 28 of the companies were able to consistently perform at the frontier of their sector over the two decades. Of this 28, only three were able to make major strategic changes while still performing consistently over the 20 years.

Ambidextrous real time

So, how does all of this affect strategy execution and the management of the business? To better understand the dichotomy between running and changing-the-business and the implications in terms of strategy execution, I looked at the strategies of 40 of the Fortune Global 500 in 2010. I assumed that when defining their strategies, most companies do not differentiate between their operational and their strategic objectives. As an illustration, listed below are the strategic objectives of three of the top companies in the world. In parentheses I assess whether those strategic objectives will be achieved through either running-the-business, changing -the-business, or both:

Walmart

Rank: 1

2010 revenues: $408,214m

Dominate the market wherever Walmart has a presence. (Run the business).

Grow by expansion in the US and internationally (Change the business).

Create widespread name recognition and customer satisfaction with the Walmart brand, and associate the retailer with the reputation of offering the best prices. (Both run and change the business).

Branch out into new sectors of retailing such as pharmacies, automotive repair, and grocery sales. (Change the business).

Royal Dutch Shell

Rank: 2

2010 revenues: $285,129m

Reinforce position as a leader in oil and gas to provide competitive shareholder return while helping to meet global energy demand responsibly. In a new period of growth sharpen performance and achieve a reduction in overall costs. (Change the business).

In Upstream, explore new oil and gas reserves and develop projects where the company’s technology and know-how add value to the resource holders. Assessing more than 35 new projects from some 8 billion barrels of oil equivalent resources, which should underpin Upstream growth to

2020. (Change the business).

Downstream continues to focus on profitability, with plans to exit 15 per cent of refining capacity and 35 per cent of retail markets and growth investment to enhance the quality of manufacturing and marketing portfolios. (Both run and change the business).

Toyota

Rank: 5

2010 revenues: $204,106m

Increase supply of low CO₂ / fuel-efficient vehicles (HVs and compact). (Both run and change the business).

Improve profitability through cost reduction. (Change the business).

Expand all operations in resource-rich countries and emerging markets - full entry into the Indian and Brazilian markets. (Change the business).

Accelerate PHV and EV development (Change the business).

As it can be seen, the leading companies in the world mix short with long-term objectives and they lack a clear finish line. Most of the time it is a mix of running and changing the business’s activities; more proof that organisations need to build ambidexterity capabilities, especially considering that strategic objectives of organisations competing in the same industry are very similar.

The dominant context

The trouble is that while the mix is the thing, the organisation context (all of the systems, processes, governance, values, culture, rewards and so on that make up an organisation) tends to focus on running-of-the business as explained in the table (right), and yet, the company’s future value is mostly created by changing-of-the business:

Six pillars

Building organisational ambidexterity requires a radical change in every single element that composes a company (the organisational context). I have developed and road-tested a framework that addresses these six critical pillars:

1. Leadership and culture

Leadership is where everything starts and ends in a company. Although the company’s culture and values are defined over time and can remain unchanged for decades, the CEO and top management can alter these elements at any point with their messages and actions. In an ambidextrous organisation, the CEO is the main driver of change; thus, he or she needs to be the first one to adopt the culture and values and to gain top management’s support in transmitting these principles to the rest of the organisation. Top management needs to be aware of how run-the-business and change-the-business activities operate independently as well as being aware of how they interact (Jack Welch at his time as General Electric’s CEO is the perfect example).

2. People and skills

The biggest challenge to the People and Skills pillar of an ambidextrous organisation is often to seamlessly align two different sets of HR models. The organisation must first define the change-the-business aspect and then integrate it fully with the run-the-business model. Highly motivated employees will gain experience in both dimensions alternately, for example, spending two years in a marketing position and then moving on to manage a CRM implementation project. Employees cannot become managers if they have not previously managed a large project (which is the case in the Dutch company, Philips). It is important that HR management is aware of these different models and that it takes them into account when defining the organisation’s HR policies.

3. Structure and governance

Having the right organisational and governing structure is probably the biggest challenge of becoming ambidextrous. Making changes within an organisation is extremely complicated and this is for two fundamental reasons: those that pertain to history and those relating to human behaviour. First, organisations are built over many years; and over time, they become rusty, expensive to run, and out of touch with reality. Second, the hundreds and sometimes thousands of individuals that make up an organisation have their old habits, which they are often reluctant to change. Some of these individuals are also influenced by decision-making power, which often means who has the largest department, the highest budgets, and the biggest salary.

This pillar is one of the most difficult business elements for which to find the right balance, because both the organisation and the external environment are constantly evolving and changing. (Microsoft has recently announced a large reorganisation to adjust its imbalance and become more agile) Implementing the right connections between the change-the-business and the run-the-business activities is fundamental for the execution of the strategy.

If this optimal balance is achieved, the organisation will become extremely responsive to the changed environment and able to quickly react to the competition. Eventually, the organisation can become a trendsetter in its industry. (Companies that excel in execution establish a Strategy Execution Office that connects both dimensions. Harvard professors Robert Kaplan and David Norton call it the Office for Strategy Management.)

4. Processes and methods

Processes, methods, and standards are necessary to ensure that work is performed consistently throughout the organisation. Each process has a specific objective, which requires the performance of certain activities to produce the desired output. Not only do processes help to gauge performance and efficiency, they also facilitate continuous improvements and they give management better control over the company. Nevertheless, most organisations have mature run-the-business processes. This is not so with the change-the- business dimension, whose processes are not fully developed and which are also much less embedded in the organisation, or for the link between the two dimensions.

Project- and programme-management are the central change-the-business processes. This methodology comprises a set of standards, templates, roles, responsibilities, and governing bodies whose objectives are to always ensure consistency in management and execution of projects.

The layer that rests on top of all project and programme management activities is project portfolio management. And this is the cockpit of the change-the-business dimension. It should be a structured approach for collecting all of the new project ideas; a procedure to prioritise and select the new project ideas.

Ongoing projects must also be prioritised, particularly the first time the prioritisation process is implemented. The selection process has to be fair and transparent, based on criteria against which the new proposal is assessed. Some of the common criteria for analysing the new ideas are net present value (NPV), return on investment (ROI), payback period, strategic alignment, as well as risk and complexity, and interdependencies. One very important selection criteria involves ensuring that the company has the right competencies to deliver the project; this is determined by performing a capability check. I recommend not developing formulas that automate the process of prioritising and selecting the projects. The exercise is mainly to provide management with different orientations and viewpoints, but the ultimate decision has to be made by management based on human intelligence.

To become an ambidextrous organisation, the run-the-business and the change-the-business processes and methods must interconnect at certain critical points. If these connection points are missing, the company will remain very strongly unbalanced in the direction of its run-the-business side, as this is generally its dominant dimension.

5. Systems and tools

None of the improvements above can be achieved without a set of critical systems and tools that support the execution and management of both the run- and change-the-business components. Organisations today are composed of an amalgam of applications. Each dimension has specific applications that are needed to efficiently perform its role in the business. If we consider that strategy execution is the combination and integration of the run and the change, then we can conclude that companies today don’t have any software to plan and to execute their strategies.

This is one of the reasons why strategy execution is so difficult; and although many IT vendors claim to have produced a strategy execution tool, this is not the case. In fact, there is no single tool that can cover both sides of the business and consolidate the information to allow management to follow up the execution of their strategies. The all-embracing strategy execution tool has not yet been invented. On the other hand, being regularly confronted with the lack of such a tool has led me to find a temporary solution that I believe should form the basis for its future development.

This temporary solution involves building a strategy execution system based on a dynamic enriched data warehouse with simulation functionalities. The data warehouse connects to all the relevant systems used in the run- and the change-the-business dimension and extracts only the relevant data needed for management to build and follow up on the strategy. The tool also establishes controls on the quality of the data, monitoring the accuracy of the information but ensuring that the data is corrected at the source.

6. Enterprise performance management

Enterprise performance management is the name given to a framework (e.g., processes, tools, performance indicators) that manages performance and measures it against predefined operational, commercial, and strategic goals. Some of the very well-known strategy execution management methodologies include something called total quality management (TQM), Economic Value Added (EVA), Six Sigma (6Σ), and Activity Based Costing (ABC); but the one that is most widely used is the Balanced Scorecard, developed in 1992 by Kaplan and Norton. The main drawback of the Balanced Scorecard, and the other enterprise performance management methodologies, is that they address only the run-the- business dimension, thus failing to account for a large and key element of strategy execution. Enterprise performance management should always be a top-down framework that focuses on managing the execution of the firm’s strategic goals. It should cover both run-the business and change-the-business dimensions and monitor the execution of commercial and operational goals with the company’s strategic roadmap.

Four things men can do to support gender equity

Business trends in 2024: what’s in store this year?

Left on the shelf

Comments (0)

You must be a registered user to add a comment here. If you’ve already registered, please log in. If you haven’t registered yet, please register and log in.

Login/Create a Profile

×

Sign up to receive our latest news and business thinking direct to your inbox

First name

Last name

Email

London Business School takes your privacy seriously. We may process your personal information for carefully considered, specific purposes which enable us to enhance our services and benefit our customers. Please note that by subscribing now you may from time to time receive other emails from LBS about events or other activities that we think might interest you. View our Privacy Policy to learn more.

Subscribe

×

Thank you. You're almost ready to start enjoying Think. To verify your email and confirm your subscription please click on the link that we've sent to your email address.

We hope you enjoy our thought leadership.

Explore the Think at London Business School Hub.

×

Group

Thank you for subscribing to the Think email.

We have added your email address to our mailing list and we hope you enjoy our thought leadership.

Explore the Think at London Business School Hub.

×

Opps.. Something goes wrong. Please try again later.

Organisations

Recruiters

Media

Contact us

Find us

Jobs @ LBS

Donate

Get fresh ideas from business experts

Sign up

LBS in social media

Privacy policy

Policies and legislation

Sitemap

© London Business School 2024

Ambidexterity Definition & Meaning - Merriam-Webster

Ambidexterity Definition & Meaning - Merriam-Webster

Menu Toggle

Merriam-Webster Logo

Games & Quizzes

Games & Quizzes

Word of the Day

Grammar

Wordplay

Word Finder

Thesaurus

Join MWU

Shop

Books

Merch

Settings

My Words

Recents

Account

Log Out

More

Thesaurus

Join MWU

Shop

Books

Merch

Log In

Username

My Words

Recents

Account

Log Out

Est. 1828

Dictionary

Definition

Definition

Example Sentences

Word History

Entries Near

Cite this EntryCitation

Share

Medical DefinitionMedical

More from M-W

Show more

Show more

Citation

Share

Medical

More from M-W

Save Word

To save this word, you'll need to log in.

Log In

ambidexterity

noun

am·​bi·​dex·​ter·​i·​ty

ˌam-bi-(ˌ)dek-ˈster-ə-tē 

-ˈste-rə-

: the quality or state of being ambidextrous

Examples of ambidexterity in a Sentence

Recent Examples on the Web

Company – and even national – characteristics of openness, agility and ambidexterity provide a cultural context that promotes innovation.

—Ted Ladd, Forbes, 9 Mar. 2023

There’s a difference between mixed-handedness and the more common phenomenon of ambidexterity.

—Ben Cohen, WSJ, 14 May 2021

In due course, firms with this ambidexterity became the digital winners of the new era—Amazon, Apple, Facebook Google, Microsoft, and Tesla.

—Steve Denning, Forbes, 9 Aug. 2022

But Yeoh has defied this, cultivating a sort of full-body ambidexterity, shifting at will between modes of movement that have lived in her for years.

—New York Times, 15 Mar. 2022

Myers saw Hickman use it to compensate for the lack of ambidexterity sought in high-level lacrosse midfielders.

—Nathan Baird, cleveland, 30 Sep. 2021

Garner’s playing technique was defined partly by executing octaves with his right hand, and ambidexterity factored in his work.

—David Lindquist, Forbes, 13 Sep. 2021

But Hoyle likes the movie beyond Montoya's renowned ambidexterity.

—Christian Ortega, USA TODAY, 28 July 2021

His ambidexterity and stunning sense of time enabled him not only to render and develop different rhythms in each hand, but also to play his two hands out of sync with one another.

—John Edward Hasse, WSJ, 15 June 2021

See More

These examples are programmatically compiled from various online sources to illustrate current usage of the word 'ambidexterity.' Any opinions expressed in the examples do not represent those of Merriam-Webster or its editors. Send us feedback about these examples.

Word History

Etymology

ambidexter "using both hands with equal ease" (or its source, Late Latin ambidexter) + -ity, after dexterity — more at ambidextrous

First Known Use

1593, in the meaning defined above

Time Traveler

The first known use of ambidexterity was

in 1593

See more words from the same year

Dictionary Entries Near ambidexterity

ambidexter

ambidexterity

ambidextrous

See More Nearby Entries 

Cite this Entry

Style

MLA

Chicago

APA

Merriam-Webster

“Ambidexterity.” Merriam-Webster.com Dictionary, Merriam-Webster, https://www.merriam-webster.com/dictionary/ambidexterity. Accessed 9 Mar. 2024.

Copy Citation

Share

Post the Definition of ambidexterity to Facebook

Facebook

Share the Definition of ambidexterity on Twitter

Twitter

Medical Definition

ambidexterity

noun

am·​bi·​dex·​ter·​i·​ty

ˌam-bi-(ˌ)dek-ˈster-ət-ē 

plural ambidexterities

: the quality or state of being ambidextrous

More from Merriam-Webster on ambidexterity

Britannica.com: Encyclopedia article about ambidexterity

Love words? Need even more definitions?

Subscribe to America's largest dictionary and get thousands more definitions and advanced search—ad free!

Merriam-Webster unabridged

Can you solve 4 words at once?

Play

Play

Can you solve 4 words at once?

Play

Play

Word of the Day

germane

See Definitions and Examples »

Get Word of the Day daily email!

Popular in Grammar & Usage

See All

8 Grammar Terms You Used to Know, But Forgot

Homophones, Homographs, and Homonyms

Your vs. You're: How to Use Them Correctly

Every Letter Is Silent, Sometimes: A-Z List of Examples

More Commonly Mispronounced Words

See All

Popular in Wordplay

See All

10 Lesser-Known Reduplications

The Words of the Week - Mar. 8

10 Scrabble Words Without Any Vowels

12 More Bird Names that Sound Like Insults (and Sometimes Are)

8 Uncommon Words Related to Love

See All

Games & Quizzes

See All

Quordle

Can you solve 4 words at once?

Play

Blossom Word Game

You can make only 12 words. Pick the best ones!

Play

Missing Letter

A crossword with a twist

Play

Spelling Bee Quiz

Can you outdo past winners of the National Spelli...

Take the quiz

Merriam Webster

Learn a new word every day. Delivered to your inbox!

Help

About Us

Advertising Info

Contact Us

Diversity

Privacy Policy

Terms of Use

Facebook

Twitter

YouTube

Instagram

© 2024 Merriam-Webster, Incorporated

-1.5 %����

134 0 obj <> endobj

144 0 obj <>/Filter/FlateDecode/ID[<2CFAB6D216EFCFFE5ED42568DBF91D1C>]/Index[134 24]/Info 133 0 R/Length 65/Prev 123073/Root 135 0 R/Size 158/Type/XRef/W[1 2 1]>>stream

h�bbd``b`� ! � H�<�r V9H, H�� ��@�>����A$��H�1�+@���

endstream endobj startxref

0

%%EOF

157 0 obj <>stream

h�b```f``��,�@(�� ��Uت��ٙ��]`=¦�z�M�m�2;��l|�.l�� ��v�me��&��f�z�M�Uqwl����ݱ�n�6000j�&�J�PK���!cBhTe�PCGsG���`��Ҭ`+X@�" ��  &1�IL���� �``

� �9���a | ,1+20;�?>��v,��� H3q�00e�� 5]`�

endstream endobj 135 0 obj <> endobj 136 0 obj <> endobj 137 0 obj <>stream

h��VmO�0�+��:;N����

�V�H7&U�S"�I������I_)�"mX�/�;��|w�##��˶a��%8�>��M��M���-|#%@��� ���7�K™�Z.�6���v�$+�<�I�(]m���V�^���@�

9W���0�~�*���'� ��m��V �j{FqTd�@� ��t,_Դ՚�A�� K�a6

N���y �R1$ ��g0$�+�t����C���j�n���T�i�n�_�x�����=iX n�����؎�N���L��I�fĉ1T��q�<� Y����e�0=׼�p!��C�X�UH5{�7Y��uo�q���

�x�N�$�J.~�����E�����7.����B�W _��,��9���vZƫ�~\�����;tb�s�+ P���Йq�,�W+���H=������ؐ�8q�H�ʁ+ ��L���4��&���9q]OOMC� �-�qj�~s��+g-��H#��5��Z�� �al#����]Ok�{喵_��>U����|mrhࡨX+�)���j�Y��`�;�A�C�1�a+DMEn$�MAZ����U�](��"6u؏����fV��cp��6�R��Z��e�cc�,�A��aw+"Y@M� "�|����N��R˳v�=�s(�>stream

h�TP�n�0 ��[d��t4 ���NwE�1%��࿯$8 :��<ܑ�؞Zr�7{�a���e���Ⴃ#�W`��[W��t���:G�Z<Ե�?i8G^��;�

�-��1!o��7!�� '�

�,B?t���,�'د�*�~��� ���VJ�{A���w�e0W������7<��MfaN���H��� >d��O�ׇjs

endstream endobj 139 0 obj <>stream

hޜT�n�F}�W��0�{�,�"�ۤ.bĈ٧�(��Zf!��r�~F���\��j��D.�6g�93���9l\tUF�e)�C�qF���0�,�L�4� �w�MD��Ə�k���v1�4%�u��U�o�0�]�_����7IΑ�|��#�5��$T���0Ƥ��T��/Q��q��xI������Î1 MY.����|" *���p*��'�xT��pI� c���;r��+�L��8H��,]�@���N�9������4��1�T��mc���=֞H�?�w��p�Yg�LS��}��, ��Q� �f�*ĚDZ�-��v�y5�ز���cX��aٔ�

�\?�nk�(|������nnnbI3��q>P‡�,�4���T{�[�_?���'�ڻ��� ��<��� ?�8�{��

~o�۹8�� ��.&DI;$&@b4��v�\��P5�8h��dN$9f�@t�b�D��Y ��iX� �u�~�zyU�����\N�n�#u#j�}�k�m��tYC�_�3����(�S�K�� hZh��FO��$�%4�S�/,��s�W�秌�Ƀ2�5�c���B�wϻ�'��f�#�NɘL���^ j9�a4H0�Wh9�1�}��j���56�:�V&v[���T!8�s>�U������`��B��"�g�� � 'C�1���G� �Q/���gr�L�OTn:��䚊��'y6QRPlz'l����TWkSYO� _b��1�q¢9�Ns�t}��k�����=ȡ��Th��,]����nz�����L�c�ޚp~�q9��? $ߘ�

endstream endobj 140 0 obj <>stream

h�j`��e�

endstream endobj 141 0 obj <>stream

h޴[|UE�>��B�t� ��DD��B %!�$�B/�KD�*����UD������EEq �uw�

*�ɻ�o�yyy���?��|s���iw朙 DT��ɢn#3�v?��3A�<���h�/p߾����DN�¹Sg����:D�^D�ZL�y}���Sӈ�|�8�E�S����F��EP��� ���h���Z��v��{^B�w��9���0jѼf����dn\����7;wVAŬ.s�v?Dd�|<�HD�S6�� 4�r(��BE4 -3�f�,�-C��l*~"4��K��Xsh.0��BZ�s���!�l� /����������n����Rs�,��%�Mt3z�Z.K�YA+�V��m���\0�&�Jh-�C?�N8/__#t��I06�&���������n��{�چ1#�m�f�d����=E{�qzZ�e>ZM��K�lùh�P�a%V��8�Z7��n%��K�_�b�nGsb�\T?�\n�h�;Pūk�B�d����r!-���a-s� �=���� ,�oѪ�=��6�����n��?�C�'��#��T������w�c� ��y8Sr�=�2*�'�I���� UH����K��֗�4�ҟ�9��i/f�W��5/@����:~������B��똡ޤ��C�"��������Ou�ޥ��:_S=�5��h��iMJ4e��gge��1*=m���R���+9I(���њ�\���ǜ$AEC̈́�� eC Q��8Q�� ��@�8=S�}�[N ];g��d/?iKW������>q%��,Q�@�$tJ����)���9�S0> }��q��,4_�?� K��?&��s�.N�Q�B�"bsdQso|�/ӌ��DoA��_�ľx��Aѣ�}}�F,q4�E��F>X�I��#K$M��~.P�X]&'>�W �2����h*�(PG_JArXkd�����]NS��~1RD��̏�x|�Й�F�D/6�(͗�/�g�1��2E�D[��M��gg��֣dt��z�K���0�0v��n��A2

�x<��J���%"s�ΐ|��PiO�!�k{5�Os f7��\�/�7�$��-�+)KH(���S�[��2�ğ��7V�uT捱KūP��::�.�{������cuFv�1�rW��,7 3)'1��-�e>�#J�ZSh�R|" r�@���,,�b�Ԗ

ί0H�XgP~��t1�3���.A��:�Y��m�o����Jr���EMЕ�o ?

��~e����$j������Wz��{10�&G�I%9~�SP�k��h�,}�;:3Dz�0�&ٙ�Z�1�;�Co�@ԃ����4&S�����°� eH�r��s@��2��H���A�����Y��K3�e�������v���N��kVIw�m�S���M�Z(ed*M,�xY�j$o�<ߏG�9>��M��j.��U�L�v���X��D����u��.G��/x���'��{��T�e�6� �F�څ5�N����!�,��*��,�I��Q�%�YD�eN^<ԍ���_�� ��'�sDm��>�����A�[�+�G��Dž�\��/10)�Y l�*�T�w��KT���T��D�=w�^QuCR(})X5>��+���9}z{��B�S߲�U��w�ݖ��b�u���i��L���Q<;J�m�b�#� H�r�F>0�E�wY�i�S��G®D~��@>Ӧ]����y p���A�

hoo@���5׻����&J�b�i>�Zړh��#�����(�w1R����m�.���W����h

F���iC;/v ��k#a��nȫ�Yx��h���W��X8�/l�J�4�\� ��n/��V1��,J�4��D�/�Ґn9�< K�_B�쭔`�R㨛 �r0���A �̎�R����]g����s���ÚG�Q�ǃ�� a �D�B`'�.���|

�W�.�.?��"�H���~ ��������x\Oۀ��� ,��,XU��GWG�z�zZ+�g��F�QR� hu�����݃�������we{�

��c��=(�:C/�<���K�Q�(�~ �>��F`d�޳(k"��5���;���^Q��>��4�xo����U��u=[��n;�=e|H���!�Cf>`>� L��`���n�[�j�{��F��G�5D���R�T� �4�h�g�xW ���Aw����51�,]_�[��8��Mڢ����m�Q��m�[�ag���b�@�=g��|��ه)�^xq@[�yS1�?�8���۵\ �h�1�Vj�T�U��cN�Fm�BG���Jً�[�4�Z������oh�9B��f 2^���f��w4�ȧ\c��1�3�I���"�a��i�� �Q���E�Vjm�D]̛�ƭ���Քh��|��(V��(��#�سu(Y����L��m�.��;��ȱ�"��� �J�v�&�=�C������?�v���c�GzP�I�4ڣ���^�=��Y�5����k�l � l�6�a�����[C��%�&y��NJ��؎؊1�6wW�#Z��v���x�i��{'����Y��k�a������>�Z���@���c����.bl¼�O�X��L�yM�:��#�~� R� �� �TX��8_�k��o�ݘ�xLj�L��� �c�Zu�I�?�B6�Xg�S�X�����z���A�1wc,n���kh��mq��hg4t�k1�ףl���^v�{J����f�l�Mc�O�}F�y�$`=E��$����Cǀ2k

-�Z0㸓��sb|;��n�� =K��j�3K��l>M ��,�����{��jJ��քǍ��؃pm�/3��X��'o?��NY��r蛛E�K����6W�X`���y5����/�zX ,��a_ {�����h�u�u�&9X����nx�*��M� ��,v���.�������!�w)l�L�g��g@�B[t�a���z���?nC�m���hHԕ�+*1��1~ ]jo�����G)H��hc}ٓn��a���|�c� �(f��(�$��zjn݂y�:̇���U�r<�6B]16R��iʓ�

�<�70U�y��6�W�9�|.�|��U>|��ÆP�����R��0��g4�rw� �?���=�C��i��<���MZs+�2N��(�k��J�́H�N��^�����#W�Z )ٙ `-u�jy9��A#$�� ��A��޹�R�S�� {np� ���J��4 �:�4�� ����1�X1��廓��U��i�>�<������!��fz

0���v�o�^�n� �z����ћe���� �[!u0J`�M���%��{4́���:�2 R�o9_�{�N�#B�5�1���{�ޛx�ܨ��/��2�B>e��t�֗n��S�O�B����Xc�}��}��n�Y"%�NˁB���koھW�ވ��W��Z��&�c���=<ln�^�]�6��/�m�d�}�<�{N���r��ʎtOyQ��e*t��n��ƹ s�� (?l&�� �C���>y�� ?���-�ny�v����`����ۍ��䘟C��= �b�\�5�cɳ���3�i �v�8�+ja�`�x

y�*( 6f��]��^��R�NH�‡0\� �%`����'Y�S�e��t'��wX}#����B�;��%�'��*ߋȅ��w�Q�W�zE@���_��K����ҫz�r _K��3��ĻD;�:�;#a��6�A"7s����x[A�������N�~~���ۭ2QV��;��z'��9���F��u���� п)Y��bM�E�����U�Kh��aL�E�$�BM$^�����@�?f��q�m Є �0� �x�h�[�����wI�V�'�

̥X�&���t���M����N=�%�i�[��V�Oꭅ���a^�tE�������������=Şo��Dž/$���_��jL�<���<���|�����ϵ���o�@��<����6���3��?P�3|��z�~�zΆ�-|�aH�G�Z��K��l���x�(���ǜ�2��݇ף��E���;��֚H��a�i�=m��v���>`���N>|���ce}�ل–���;Wj,z�s}��� �D�z��,خ��r�B�o2�:K�����,�8#����s���Æ�^�ơ}і����O��}1��}��5m7졧��N����m=��r���Y�GO��{�jo=�9d��~�%���0��}?�K�r�L��B��E�����S+�=Dc���ksZ

���<�������/���7����r��92_��|ݗ�̀��6����8&Ҙo�יoR��s@�M������z

[zʬm���Ra�k����鹋r<��<���G��XEھf��/��ꢭ��1_�:�E\��w1l���)}���U��=��rĞy�7��kL

�uo����<���-�%|kFx9$TT���z��F������{�>��=�7;X��jWY[�ߛ����'���,����5G� ;���Y}�'A�g~̀�O��r!�텟��3=>כF�>ǓuA�2�n{���_�

���O#�Oj_Z��4�[�g�}�F��Z�=�\#�L���.�<�b�p���]}n&���X�U�r-�X����1վ

胹o��c%��l+��†�R�uj����9��.���o�G�SB��0���F 9����tj?��(��{��s�0���v���M�*!����Cf��o)K�}���9�J{{ր1t�wrKG���>�<��h�\G6�$)Qg�K��,� [([왊�1��s�l'��3����m�6����✥h�:�=�; m�u梾����!�C�)�ݯ���� ����`��[�?�ϡ1��6�?s'����M�݊vZ�v?�F�O���؁y�B���������a�L�7Y@���������C{��D�+����͟���4H��t�XC �c�'�g�gP^�3wP�E����,���ߔ���3��)��v�3:��>��g|��

l�N�O���8�A=��g}��OaӏU�|�P�k�>�VP��k2�qn(��y`(�A�4dzc�9���y����~��I؁/����b}���}���s(l�j����i�E���>m��V�-;5dž�f���������2��1^0~1�t��������a���F�7+ƌ\���7�1m�Q*�2C���ʁŔ(�No��t|̝�u���^���-�ܱ�ͭX�ǖ���ho�'�\���r?6���N�.x6[�V}��x�[M��w��e:�?oZ�Z�-�dWQkc��z�����ե���

����h�R���N?��Zq� .�$�k�]��ιװm%|�\��$uV,φ�{b��H��j�$��k$_��H@��,@�y.D��|�/P�s��A������y.P�T�s�b�q�vn y.P���B�r`l� H�Z� �3����侏���5���x�K�1��7ˤ{䞗@[�GD�W��)�71�ŝ�O\W�7 Ύ�ATY(PsoM�-q>��`}{��%��>����������xZ@����cK������B�=g"�r`��R}O������(���(ݳ��8oo�I͟}X�3�%���:��^�{��8�6���GX�}��!��gMp��i��x������S�w�J�W��` ��x |mX�Ȭy�p�4��{

�W=� :�5�����/�K%9�J�Mve��np9���

�����Qpv؍1������l��{z����C��s��L�'�5@�>t��������3_�<2|�|�(�[c>D���9�Y�=��쉐�PG���g8#�}�hy������\�c������S�S��˳�2����\�-E�]D�M��k���^Z ���ߨ���'��ٓ��Y�� ��z�9��XG(K�I �;u�kܫ ?�ȣa��q�i��s)����ܪ�Pǫ<�jϥt�݂���'K�9�i��:�I�N-�k2��ϔ�)�^�m�����bhOy'������a��O@N�z!��-}N�r�(��6�^�-�~j. �p5{$�h}/�i�,��:D���ӱ��%uo-J��� ���Xkɮq7x/uw��3Y�2�g-|`��q�C��L����ē�r�P�} �,��;�l;�=��r�hy�J���^`Ku�h�r4���3��b�wR������ ���B-����}?��I>q�P�7t�6� 9g��{�]Şp�~��� �����h�=�5�]��

;�ky���޵B��n��-��Pg5�E�i>Ʊ�i�2�����:S�����H��|�4�4��-�GM�߁x�|!@~���)�[���}u�!`��gg�����H#��`��w�ľ�Ӊ|�����Χ�9)��b�w���۽ݠ����roo"��D�� �밳���E^���̳G٣�E����s�7q�����3�g��N-�ޠ�i�ݕ&����fS�]���c�C������j����?�,����y��79e��Ԧ��G ��o|oR���lWP˨ ���#�

��9ө��Cޯ�u�,�XOm|S#����k����`L�OٞD�/�/Ƹ��f9A?gP|�x�@�I��m�]�˩��:����XD|�~�u�~�~Y��8�.�VM�������V�Fo�'�C��9 ��ye�o0NhtUum��>��p`T]�O��T��

2߇*�����U��g��+���&#��c5�D��s5Nkp[]����K*�(T=��C�HC�K�=��v5�Gચ�_��@�AfMȶ-�?�R��鯎��mjLT]���^�U3l�F�S��B%���?*T�[�����

�B��u@���9��G�,_����Z͌� +�,gr �b&73��ɍLn`���R&�3Y�d1�EL2Y��:&��e2��l&���d2��t&Ә1�ʤ�I�)L��1�e��d2�IL&2��d<�l&YL2��c2��&��d0�$�I��LF0�d�T&C� a2�� &��0If��$��& L�3���Z&}��aқ�5Lz1��IO&W1���J&ݙ\����L.gr�.L:3�Ĥ#�L�3i�$�I[&~&m��1�1iͤ�K��dˤ��L�1iʤ ��L1iȤ�K��0�Ϥ��L�0��$�I-&QL�Lb�!�CL>`�>������ �w����L�br�ɛL�`����L^c�*�}L���&/3���%&/2y���L�c�g&�2�`� ���<��I&O0)gR�$��q&{��f���cLv2y��&�0y�ɟ�<��LdR�d;�mL`����L�cr/�-L�a����L61���.&����&`r;��L�1Yˤ��&����d�[���c��c��c��c��c��c��c��c��c��c��c��c��c��c��c��c��c��c�g�������������������������������������������������������������������������������������������������f��f��f��֎�֎�֎�֎�֎�֎�֎�֎�֎�� ���[�k ���Uc��*tKy���*t�7���q�

ݠ�2%�*q}�� ��_��X�EJ,T���uJ�W�y�&B�Ub��U�YJ�TbFy���JLS�H��J��L�(P�)J�+��D�9JLVb�J7Q�&(1^�l%���Tb�c���h%2��D�iJ�Tb�Õ�D�C�c�@ Qbpy�P�AJ ,�M�H)���D�����.A��*]?%�U����G��*�5J�R�j%z*q�ʬ�W�\�+q��Tf]��\��L�.JtV����D{�u;%�U�m��+�Fe��O�k�D+%.U���J�(o1����[��h�D�l�D#�l�D%.Q�b��������D����J�RϢ��*�)o��7O������T!C ��p��(F�

U*qF����)���R�7%N�7 �ky� �_T�g%N(q\=�I�~T�Gճ��^)�S��*qXE�F��V��T�K%�P�s��3%����P��J|���T�OT�c%>*o:���c!)�R���{J���A�%��};�����~�6����|#�

��i2

₈�Cf�Q�EsAI�lq����l1�1�皚�f�ii�eھY��F��o~�?����9��οs���}��;o`�=�����(^�x��C�4�Q��(�����{���A:w�� �O��b/��{h�n����I��b�j�D����D�H��6�G)�R)Qm��| ��0�f:��&�)����>����bh���й�)�XG��.��zwP�N����F��Jq �[M��b%�

��i�MԻ�����S,S�別�u*�:�%�����Zժ T+�1_�Z�#R��� ���T� 1�.��b�l����GK{��Y3Uk�����3(j(�SL���u�Utg�t���E3+(�R�S\M1���^�d��I���Kh�bz��W��N�'Rh�"�B���ʼn�Z�g�W-��{�jY��S-=chJ.�hՂ�Q�I1�sT�B�p�r="[�,Bd���05.1��I�I1D���w~%���b� �+T���H�P�#T�DD�\��G��R�Q�=�if/լ�� լ��t�4��'=C�TZ�r��X7��](:�f��tE'Z3���H��i��]�L�D�Hў"A5MFī�2D;�4a��RX(�R��f��D�F�X

E ����hlCEIA3�if �($

N��-Ʃ��Wc��ltɿ�} .��� c?��=|��o���� �| �1�|�s���)|�G�U����>��0v�.��w�yނ7� �t�uC/�5䫆�C��D�eC�����8�"Ǝf�/��<�ϡ��a����#?m�����p��w�g�!�x"f��?�+���{c���vc|�Ĺ8�c*4A#<��+o�ϓ�/�����~��l��a3<��=������>�F�t�^�7���A�n�u�Z���b�N�n�5p܊�n�z���ʫ����U��M��ћ奺��u:���;��J�rm�AY��+ ��������s����O�;�"�(���y�\e�rMp��WZ�*������`@ X���xv�g����=���+^��*�;���m� j���J�ˣ����M쐃t.�L9��:ef�N����L� zUJu�J�t�wХT8�*厫�)��JYp�2�Q��K�b�D�*̟�(R�`�R���+����X��9r�1�\e�c�2*8R��Q��ų$S�=Ig�n`l�%�a��ij��Xbc�D]����^�nL�Y� �.aQª�1�D����#���D�w�}�.���]��f3��6�U{m����PffS��z�y�N]r�Vn��Vi�l��|�|���4�0IF#7[��ӈ��X9V�-�:gl�9F�l��C�Ags0���5f\Q�Q/�%%S�����̬��gF�q;猛�(�.�U����n��?ϛ�

SSs�D���ƨq��|yc�B��_����)%��8_Y�ĥ��FK���/]�� K�mL.�ظ1�8�� ��hA�%7�ذ��2_����/á��O }��Z/U�>}~���@��R��A�S|x�������}���&���ġ-�u�%-��p-4�"X����<� ��� ��f�L��Z�50����

*� .���PW�(��0 J��a"\@�"(�� �B��\ �`$��ِ�`(8!���0�00�C?� }�7� H�4� = .��� �B� �A'H��`:@2$A"����v`+X�-āL`�X0@ �!�@DB�C��u �\c�Wh�_�\���'�~���;�����|_�y��>������ | ������98 ��xކ��� o����

��)8 /�Kp�Ëp ^���9x����(<G�0< �� �'`?샽�8�ݰ v��*4A#<��Q�

Ax��ð�M� <��}�� ��.Xk�N�n�5p�

��jX+a� 7��p,��a,e�� ��c�s���ϱ�9�?�������c�s���ϱ�9�?�������c�s/�p���Q8jG �5��p���Q8jG �5��p���Q8jG �5��p���Q8jG �5�c�s���ϱ�9�>�����{�c�s�}��ϱ�9���I���K��S�X8c��t'��Ag�l �ccY�~f�[�Ʈ�;wZ���zF��Ubv���YNc�d�ݾ}f���"V�̣����+P�3��4Oo>s>n`�y��ι3�L_7L�s�s�2���9�+EFZ":��I��v�ߧO�!R��]:��J���� ����A�Y~"i}�;�K�.�9BZ�)sB���CD���spgSai��iɑ��]xTd��Rrk���iN�ڒ㢢�m�dsd���؋߄�^�

���F1hR�e���QRXDĞ� ��8j���)L��d�EEƙc�eOj^fM��H�Zi���~�AAAAAAAAAAAAAAA�W,�m�Q��dW訵#�E�x�+��e�m��[�ahohmG�������^m��6I���%+��u/om��]�ڎ@{�m܏������%�-��z� |8��cV��������1����� �1�A�����PV�;+�X��9_��F�1{6�.���u5�3c���湑~\�ʹc���:�YhT�ڎ���.�f �l:���y�����^�vG������3=O���/D�<���wP��WP�^g��W��N�b��y*�u��J�=��;��[���զه��� >stream

h޴{|UE�����Z� �G�

""B -��Pj

�i�%�"pADE�u-�� ]TW�],��֮��XW!y��=3���<��g���|�L�3s�Μ33!���R)Y�92�K��>�]h� ��Ο׸e�'D�v&2S

/ ����6�ч�iQ�?�Jh:zf&͢�4G�� n~#4�

��yu��4X@ i-ƿy�Wz!���‹h �-��h-�������1�Tx)p-]�7s=�PL�֬��F���h5�9khM���ZZ��|3��|}��-�w+m�x�H��v���.�;F�Y��{h� �m�f�b� �L��z��P}Y�^�="�R��p��j�peT�u�-��ֵh;���k�R�WD�X��#�\������kbz��A����&��jmt��M+�qwT�ܥB�b�g��V|�;�{�ٽ��mS�4/�h���yO�_�t�E� œJ�^�W0C�F�uz�^B� ��B��m��k�{����*:�|F��?ք?����49e��)�'M�0>7g���QY�#G �1t��A����O����>�{]���v������&� �nմ�y ��֎���9�� ���� �m��_��`>�Q��P��5ӄy*Y�f��,�I��S�DR �>���΁�` �״``�1>+|}Z07:��p���*P��$��7-I ���@zh�⒲��4�W^;~@p@Q����<�6hm�P��r�}_C�}z�r�Ku��!+9=j(3+'=-1))W�h�*+��ӹδ6P�y_ٺ� T�ש������9!+�ʬ����B�u

u��:,��)�\�LKu

���Q�!'9!(��P�ౣ55��Ɨ��31�&F� �� uC Ѿ�$��ڽ)T�@�4+G�T�XA)]:��<��'1��pL��D����U��y��4 �.��W�����6����e~QY0-M���PJHJ�����]�>?���ݐ���jL� ��;�����x�B��`y�B]�Ӹ^����4]A.+���]�~T�=���%ԝr��&�Rڦ��L-��K���Y�IL

���r�9E���� ��qI�*��Zs���q�3���E` ~S� "�K���� ��$��/�� `%�Qg081)7I���J�^���P\TY PDꤟsƪ��\������

�(��*�v�z��ރ�#�_�`�����Bg����4��@N�(��J���q_��������޶7JF����:�$DK��18�S��V�‘����!(� fd�q�A�@

� B�}m���٠;>́�݂�����niAYyJJټ���^\Fp�Բ`vN�DU�Q9�$.�G5� #ctꅝ1�����Y�)����9O%��]=:��4�y���m��T�(EiMֲ�pI��S���]�bm�P�½)]�� *�kj]��L�l�KQ:��KjZ�.�t��ʯ��ܒ��\��� ^%�!#ؗBf�o�a���E����T��c}?���ޏ�a41�9<'��1Oa@�P�����E���蜤�&�M�P��� �ꄹ�I�t�yP

��s=hL��')�Ű��dH�J�啀U��T�w���"*� �v��L�U�9!D�����u�N[~P�ܲ�n��ħ�|�Z�e�hM"�xX��$Լ0��¼zۦ�l u=��'jM�D�m�B|�I�,+�v��P��P �3�}�N�?7WW^�n��� �ڨQۨ��2�w5���7����.&k/�

.��•V%���<$���_�`O��sDm���Z���A�[ɣ���J����s����6��*B:]�9.V[W�����>����@:V $�ϭ����'O��^�(k��[v���&���Zؓi��]���4�è�w1R��ڭ�,�)���f�� ��h ���5��k[���;��w�g �Sl��gv9�1p�t%G� �g��H8�ZX�nXK���� �ۓ��E?V%���e��^��J��XL�4qJ��1hy�����ݝ����a0N���4������y�:`Н�4�\`Χdߝ�w������x������-���x��k���^Yg�pR��=%[���X����-vww�=���x�n4�q�@և�@0 ��-�>��nI�����

�?B���Jf'��YE[|S�Y50B�{ݭJ���������h�^W�N��3_�-�o�s�$����Mr�$���@Y[��~%����P[� J����I� ���� ��F�fO��k<�1�Vj��Kca-����Z������dOZ`��Tk)��.J3?�Y�%�{i���17�}E��B�7f��!<˘��l,�~����!�� dWJ5>� �1o�V�w�ټk�*je^F��h�g����jW�U1Ǟ�C�Ț(]�6`Z�n+0�p��xP鋀<� �����4��\k�Cx0#R�5V���)�.�!�V�خt_���1��Ǒ��c����\l�;�� �e8m�r�y����� ��b��k������@�� ~��4m/���Y� a� �(el�6�ޣ����6Qy�n[�6��0������x&�S�-N&Mv2ÿɚ�k�yR�1��Z���[�v؏Q�^�ж��h�}L�ɺc�D�#k�R�~X(C�Qs����y�ɡ�x}Q(���H�w� �q־�H�'�Q�<�9`��1-%�ٍ6��ܣ�2���WC��!7c��4ܲ��Ȝ0��� h1����O���e��[<\4qz��7�A�8�FgMe�kԻ�G?��a:�9�6�.�a��9�v��9��b��vdEَ��<�5�pؾ��ك�l�E�O����v�ߪ�����{f;Ul/�Sc/慍�];-��g`-���2Z�C�}M!S��d�S�?|>�;��톁��Ʒt���yh��]J�����R���4�^��5t;�ɳqư����`��j�,�l����Xa�K숭�[aswA;��x�oF��Hw�f���w��B�;+�;|F3��_���XߧP+���5�Pz���� ��Ø��{8�k��;�|^'��p��6A����� �*k�^�f=��؍��Ϥ��t�b�:��[�.:��gU���u���Z���M�����s7������:�-N��E`-��z��e�����v�ﻩ5m��'�y�o�E�3���F`�¿0���PnM�eX �`w�1 <���YE�C���"�V�Dz�N���'�n���OZ�a~�5��̪4� \� �+��V%�I�ߗ6E�߬Jz!��ͦ�e�B�i!�7o���"3�j

�C)L;S:�u�X

,�C4Ӿ�@%��0��Z�RZ�`Mr�6�� `����ҷ�a��,u�~�.������!�wɶS�S�P��!g�/:�w�~�Z� ��s��!�6�iI4$�����?�?�.�7�� ��Tda|��ޅ�A�Z��z`>聱]�{��4 3�B`����zjf]�y�J̇���U�z<�>B]062�gh� ����0M�y��6�W�9�~�Ϲ~]OW?|��_aC�(��M��(ټc�C��u���1��N��� ��C4�x���&���z?���(�c��J�́ȓE]͞�������sMW�fX )͙`-u���E@6�*�P�F��'�{��R;�JO������4���W�*��W�0 �L�x.�o�JǏ��xv��ζC���F�����c��*)�� �x��a.M�&4�ܝ����

��=����t��'|�bjo����Zw�K�b�h��� �p�((]d��|�#��+Oa�������yl<do��ӣ�^DĿt�ʁ��)#<����t�N�xx8�z�/my���i�#������`�����:Od�7&K�������{#��>O�tj:�K����v�^�f�y��1j! h%���g��'�4��NO.b��H�{��4�^�b� �&�6�m�SW����اc����h�<������n�|X�3�f�A`�iO�������A��=q�0o.š�����3Ki �v�8�Sjn�c�xe��R&l�*�]�Ѱ^``}�Y'"M�!���@��NZ��|��tס΀�n��VA�h����L���R�1p����\�l�ax�I�p?���s�������֝�0�_�[כ}-��'�z4�gq?p䙱� jd� .���i�oh�>c�z���=�x�נ�n�s]u~�D���2��w�u����C��%ucЯ��0�X�h�؊4[������<S<���

�&

�c����h�����8i�>`4!C�y 2����~@�U_�۫�|�j�|����\Jt�U�a�Og9���^Ø������ZQ�q� ��-lu���Z�;"� ����_ ���� ���{���>.|!.kI�ô+�1��3e> 4�w���Q/5g�n�8j_?��ޞ��y���m�es��}�k�>�wz=q?F;���f_l��V�V��<�1�������}|�)��p�߽e=�]_x}@���i��$J�������3ѷ��7��x�=����)����x�j�Mhl�:��<�+����;���Y�]=��r�l��.�b�7��%ĴO� ���Ĝ �O�� �,�}�����8���}��{��D~�z���O�.Ұ��=�8t3����g[�z{�]yo���7@� �ށٟ�Y�a�/�*=�4��j��R��3�Z ;��2��_�`;�D��4>�8�6w�e��h`]/@����~��\�H�d�G����S��X��>�m�W�A� <�v�1�c��^i�F vw���&56����+�ɶ�0�ٳ9b�K�0���7z��w��6��X��G��b�"o3��7C����O`G,P��Nk�����c�7��]��������-����}si��i@C�k��V�G�'�����ۃf�o-������}c/��.�ѯn�������ox��6�ۛ�,��jWY[ɈޛU���'�qz�8-�xY��8���=e��x�: �v���HC������-���a���1�q�G4��`�_��ߔ>���>*�ʨ�ʄ���f��lhv��r� �>���jߊ8�e���o*�;��V{x+�3�rm��O�g0�����fZw���#n ���>�.ߛ��_���"�3H�|���S�~���� u%�#�AR6����v+��j��'�%m���.�����!��;y�|�������ԑ��������ꡤw�9��6�X}�g���s����[E_S��!� z灑4(i29�o#������x���������`>�o�؊��>d�E���ϡ�|���{0�c,��=�/ �

l ةy6l4�8��]����ϰ�cM?���9�����հ]ދ�O�o��Y3j ���{��ZLh�Lun:��P*��������;�9�l�?6"��}��cu�[��- �>�o����Tg����~'��Έ��p�w���X[���W��U>�?�lZ�Z��g������F[�it��}���_�BE�,�S�3(�af�꼖�q�y?@q�]���r��pڽ���+����7��Y�:��$������t τ.�@z�ɱ��9�)�>�t��Ǚҥ���ӷ�<�m=�Rn���~��ù��L�����# O����*`(ۚ���Lj'�x ���{\<^#{jH�κ�=2����°L�C�y1ڨ="�7��3Լ��'o<�����������hU3j��Τ�)�o�������^8*�~hl9�!�`(_^�{ >w={l�K���i&QK6�}/�W����3{�?@*����R����|��~��?{�Tg�K1��:��^��=T����ư|~��׻�78"�`�� �U2S�Q�_��C��`;�t|wm����#\��^_.rj�9�=�����"�%_Q� (��}|���#������2�_���}�&�2|�y+�X��w�&|�ɻ�qִ�}�����7�W����fش�����+�ef�i���L�,s��>���

_��r�_�s� �a�7�]v��q��F�|ԣa�Z{[x'ƒ4�y����-�� /u��wF�煯�a��ޥ=��M�7r}�'���o���'�� _��������� m�|r��Q�޻����1*�!*�ȍ��ߧavsW+��� 3��[�M�,:Ӂ��ܙ� ��.��¬�p�i� ��4��L`>ߡ��2�?������?���λ�x��ˣ�����sI�����gln���S�n�q4��T���:o� ��#9�}��>��<��Ϥ�����G����[��8�9�\��s���e툝���džO���k̇��!6�:#��'�y�=��h���Ug��/����폺V�{l�������ԡ�ꬵ�v�{B6�KQ}~�b��o�~���4`�� �g�=8�gOA�zdE�/�����@r�c�\>�bxw�׸W}NQ@�"�� h>߹�{p�=7�s��R�$��w]a7�+����"�1Mp�І�h�S ����C�g�ދ� ��>}W ���Y� ~�l>����=�D�l5�x�s2*�l�x�k������C�?{�$j�{$�h�^�4���:Lə�ӱ��%}o-��_�l�l��G��d׸��:�]8�c��S�������<�.��ϔ�kEM|��G:e�ףμ�� u{P��k��F�Gi�sȻ�B��ڡ��w ��<��ݽT�l��{�vC��S ��l���pFR���

�}CyǓ���޽�.�'\������3�;���^C��"ۙ��;��8��=��޾��ri��-�86|�P�����ІR*�;6�^p���,�G�;�1�eB>l��?jr� $��� ���tc��ʡ������xĝ4��O�-���W��ގ��ӑ�<�����g��Y��%�w� u�{�a{%�4��D� p|� �����J_��"�A�@أ�w�Q��M���xVC�� �����{FY��C��)��֫��:m����)���m�Ʒ֟�Zm��~��f�<P��c�Q��'��B��w�����brjS��h�����(��7�{�E�D���� n�3�Z;����D��RJ���75���_�mw�?c�n�K����<�}{i����lj��|�;m������|��O�N}*�0�޺xE��ཬ��8����>��

�?﷕����1�0m0�Jx�<���O�c��|M��m�����:����4>�;꒖��+} �?߫Q�Y���@]���{��zq�=ܫ��8E���[��=^g�E�)D�z{�m�E�Usa��@�3��g|�Ú%�H��a���Y� U� �j�tOE��]�nOU��� �Õ0ڪ���:���s�ݛ�����`��W셻x�����CΆ�r��r�o0���E���J�}x�����

�_U�j�r�ר�r�/]յ�X�����dDc���X�"�

�<�� }u��?x��a�F�I��'<<�ă�/����z��] .����U? �0ȃY�o������g�_�����D?/6��fԘ�)��Y�J|ݕԨz�&*g0x�~�A j��������������ZV`�y�c��CAV

Y!�z!�B�r��k�\-d��eB��T�!��,�PȕB� �'d��9Bf �%d��B� )2MH��"!S�

)�/$O�!��L2Q�!��

�2N�X!c���-d��,!�BF

!d��aB2� 2D�`!�� �.$M�!�B� I�OH_!W�#���^B.�S�eBz�THw!��&�b!]�tr�� �t�IHG!���NH[!�B�

i-$IH@H+!-�\ ���D!ͅ4�T��B�i,����B9OH���B� �+����B��'�/�'�b ���B !��R%�R�I!'��&�W!���$�G!?�^�q!� �V�1!G�|#�k!_ 9"�K!_�\�gB>�|$�C!��B�)�!�����+�!���]�߄�-�-!���)� !B^�B^���!/

yA�>!� yNȳB��? yJ�^!O

yB��B�

!�BBB�G�n!��<,d����<(�!� ������QȽBv�.d��{�lr�����)d��;�lr��MB6

�M�!�

�E���,d��uB�

)�F�j!7 Y%�F!b�b�b�b�b�b�b�b�b�b�b�b�b�b�b�b�b�b� ���c��c��c��c��c��c��c��c��c��c��c��c��c��c��c��c��c��c��c��c��c��c��c��c��c��c��c��c��c��c��c��c��c��c��c��c��c��c��c��c��c��c��c��c x� �抖}[�f�h�b�]_ѲD�]�ŵ-�@\�CWk�\�eZ\UqA�� �X��b-鸅:t� �r~����d����Y�"b�ӵ(�b��-� �th��Zh��E�S����Mҡ�ZL�b��Z�h1N��Z��b��Z��"K�L-Fj1B��Z �"C���C �h1�"q(� -V$f@�W$�H�b��:��Η�E?���Wh�G��E/��r-zjq�=��T�]�Kt)ݴ�X����.Z\��]�Eg-:i�Q�Z�ע�.��ɺ�6Z�h��N�"��Ң�h�B�D-�W4�L���GB��E�l�E#�l�E-��q Z���zZ�բ����E��t\�~-|�2!��fY��V�:dhAJ�a�ĨҡJ-NjqB���C�j�o-~��犦�!~�h� �����Z�q��зZ�⨎�F����+-�h�_�$���g:��}���Z|��>��_Z�Z�S����N�����7�(�3�Wuϥ9{Nݚ�5��B7H�$B�1H�@0�|pߎm����

�q�#�K����6�c۱r��Xh��5¬�_���e7y�#~������������I\� G�y;=�s.Gx�[\���3.o�.�sy�7��*�W��̻���Ox�K\^����<�{��מ�r��3���\��Ory��A.�s�=��~.����'쩆�Þ��\������qy�� �G��k����C.�s;�<��A.p���}\��r�l;��\�����r'�;���|��n�r+�[����,۸�����e+��l�r=�y�]��{\��r5����vȕa��\.�� �q�4�!��n$czI�]��e#���[�e]������˅\.�2���K�:ć��&�^

�哭�=Wq�Გ�

.�|�r.���u��\:xϥ\�pi�r>��\�n�W���~ӭ|�����q9�_�\�E2�e�.��4�]AȬ��}�̰������rHSؕ�λ4r�vṀ6��T.Sxc}ص 29�Rv]� �6CjŽz�$.A.�\����t"�M��C*�T���5ʹ���S �a���H���������{�xO#o��b���=����7�\.� �ږxglK�#���(������ھ_���gh�|�s�����D�_��q������˼��.����C�Q���W���>x��kY�}�R�}�sK�����} ����,��u��F۫�U�WP~埢��

�K�n��,˼�c�s����Y=��3�i�y��Is�����{���} �h����^�ۃ�0� ��.����L�?2m�>j��4m�>v�����)�� �p?���״�{��Q���0ם���u;ھn��[��`�݄�n4��n5���`\��b|�{��a�b��

��{9-�^&o�/�,_"o�7 n�M�ic��ƍ�7n|cС3n�������� ^(�"]•� ���f�5�? ~6@h����|��_�}�!��f�6��B�ʡ�ѐ@B�8���H�k�^y�`���k���]�L^>�L�*�;;�eK������em��6yaY��`�U�_6O>��͑��9rKY�<{�Y�Y6C�����Fy�`�<�l��08U�RV/O�͓)�� J�f$�JH<�ɏ���(^C��ŋ[�7NȲ��ڙ��7��ح��-��!��]o�~=���Fk����z�<>��f��i�S�huׂb�^�<��z����^�0���~���]t?#�. 6��FmBІ�6��*�èU Z J�m�E`�Q�� Z��f�0ϚSo3yM�\m�i������)'����G)�D4���no=�z��j)���sZ��a��8d��`�^3��Ž���!�5CDn]0o7�7��M��9C���V^�r�R��8��2o�����C�Q��(

$q����,�� �ᰨ�?��C��Z�5�}�����N�ûA���?���������W��&p�y�F�+H�p9� \

6�K�&�l��:p1�\.��` ���*�V��,�@�`)X���`1X��B����`8�2�Z�l� f��`h�A#��T0ԃɠԂ0 A5��P *@9(�������@.�� Ɓ,� 2���4�

R@2�/H� ă8 b@4�7p'p;�� X��� A0=�-�L�Q����6z����ip

� |�_���g�S� �|>' �}��gp� ������Q�k���%x�~�����x� �^����U�

x���^/���s���Yp<�O�'�� x �`?���= v�!� <~����< v�����p?�� ������.p'���n��[��`� ����p=�\ ��W�����c�f�������������������������������������9�"P��@�(rE��9�"P��@�(rE��9�"P��@�(rE��9�"P��@�(rE�������ا�}�ا�}�ا�}�ا�}�ا�}u'��>�U�C��ŋ���3}��wЉ���&2�,x�X��RA��s��r�O�]����A�F����N=P��"���Z���z䃑��F>8�(�;I�~u�c�ǯ���9V�O��v�U��]�Ԕ\�8�_RTTX%����X�m|Ii�XT�$����*�թ��׭����)�zn�6)���BB�#gB�Բ }Bn�^��D�A�YZ���39�=�=��It �D�;Ѯy_k=���z�V�s�QW��:M��h4:�pRL��䆹6��19%�Ǡw�͙u G�r'�9�n>�H̲r�����GƓ����4<�Gۄ����@5�����t|5M����Bm�eNH0�+�+�ic1�(��bZ����#� ��c�M��0 �7S��詠s�h~�֏��s~�0u��.&�'�#�� �ڎ���$^*,�o PnG 쨁u�]�������+I`�!>5�g��� '�K�ܙ�X�>=�m�k�7E��%MEmW�Ybܤ���7��?]�Z�>mru\r���ࢪD��|�� ��z�}pQ�#ۯ[6!��0YlN�#N2X���w.�%���;�w~��4K��q�c�9�͝>9�=�M&��L��=NJF?�k���%�(�-tz�p��x�e�X����"��i���mް��%j��c}��M�"-G��hS���ueJ�1Sb}"e�f 1��$[j�6��C�+�X��)}#�N�Me��H#Xv�d�����,��=��J�p݋1�4�9j�1i��E׌]tM�k��ٍA���9#��'��u�r��1% ṀWp"/OIi�G�=g_��9�X�+�E%�&}�(*�J�KJ��eXE��STX"��v�ʎ��+2WO��0�\��%[۲��m��6f��X�R��_~ބΞq)���U/���͗��s.o�7����]sS�����]8�(�yuuѢ9 ��i�ba���%rF�r��M#��6N��쭪i�n_�q:��|�I�D06�A���o�~3�h���i�@sثz:���"�$��,��hƁ-�+�����6!���l�|炞`k�b�Y����i>�~�,e��|$���eF�g��Ռw�CJ�#1�ddz�(���Cvk�*�hwP�Z��@=�͂�%k�|�(�\â�ͣ\#���j��uw�{�6��Y����=I�:���3c��ko�bw�y;����/}��� ���Y�?�s�+�+�j��D�z a{�6����ҒhZ"MK���4-���R �G�,���Ģ wja�Χ���d s�fE ��EQŠЯ��g ��5)� �1����#�W�H��~�MaWL��b7r:�i����Y�0���́y �G���ܑP���Ńj$C�G�r K�d �2[&��#�>����(�&�G���_li�S��l9��]�����������Ϋ�t��U��[W�Q�h��i=�J�3Y���t7dčo.�h�^h�Š��ଐ{���,��U�V���ʡ��[�J݉^�Օ�NK��R����y����kӧ�f6�xS3S��x�-�nub�s� L���\n�ųX��=%��u�q�K���ԟC3�iZM���ꏧ�J�J������~7���_�X�4-M��@ =!��d��J� �������5�����\e�5�dI2&�6ʤ������da!��E�~��谢�D�>�ܩ���~64�7��CSi���˱���������fɢtF=}S�L�NJ.H����g��,��5��3L�*餤gRl�Et�<�[��~1U��H��ND�mxߨ"�-�4����~Q�X�y�*�d�R�Tc�����2a�L�f��ȴ�,�-��P,Ld�Md�MT.�\�A�W�#W��������q��A�d����RhJ�6�9�?�N�I:y*����ێ����e��&Z���Mp���_lG%+��KM��(%�V�ywτ�9%6�����8nJ���5͹��N��O��&

 6���8��ڐ߻���޻���

{l��l�s�����8_ݲiU����t���BL� ��ѱv N[�dz΃����;�#��\���=�c�Z;^.��5���,T��de����}D�쥧V������?ߔ��w��(ݙ\�-:-.�ot����N��h�>��M:����X���̶(QgqZ4�2Ӝ�Wt�X3�&k����U���ΑOj�SAgV.��Y�%�q~�7�:�*|�밝X�v��u������@ Pl)��(b���"���:��yl%�70��=�8���JZRY_�U)�U��a!�����'>���q-�b�n��s^

��A�/�y#,<ׇ/�D� �zq�Nw�3�f�͐?3��;\���w� 4O�v�X&�)s�����e ŷ��s������7. f�w�Ԝ_=iaeBlYkM����9��s��J��px�h'�ag��V6ڇ2���VACd%�zώ��]��{aW�Z��]��Ȩu+�����v�֧|�j��E����;X����+w�z����������z�z��}���5������չ�I==���˖���fw�u�.��ȝ�0���)P��ӽ$���j�u��:���w�|��P����Pg��?��ѹ�=����ΜS�����u��a�����[���;�|��;�0A��K{V���;�r�W�f:i 3Ii���o9�l�U���������봑�ЖB}D"�!O�<�$��eJfdYI�}�ͫ��,�M����4�ğ7����ם>5r]�_��Q��q�C��{Wn

endstream endobj 143 0 obj <>stream

hޜ�wTT��Ͻwz��0�z�.0��. Qf�� Ml��@DE�����H��b!(�`HPb0���dF�J|yy����ǽ��g�s��{��.$O./� �'�z8�W�Gб�x��0Y驾A��@$/7z�� ��� H��e��O���OҬT��_��lN:K��"N����3"��$�F��/JP�rb�[䥟}�Q��d[��S��l1��x{��#b�G�\N��o�X3I���[ql2���$� 8�x����t�rp��/8� p��C���f�q��.K�njm͠{r2�8��?�����.)ɩL^6�g�,qm�"[�Z[Z��~Q����7%��"�

��3�������R�`̊j��[�~:� w���!$E}k���yh�y�Rm��333��������:� }�=#�v����ʉe

�tq�X)I)B>==���� �<��8��Xȉ��9��yP�������:�8�����p���΍��Lg ��k�k Ѐ$��t�!0V�87���`��ɀ2A.�

@���JP�A#h'@8 .���:� �`���`��a!2D��!UH 2�� d�A>P ECqB���*�*�Z��:]��B�=h��~���L���2� � � ����5p�����N��������:|��ó@� QC ��!H,�G6 �H9R�� ]H/r A��w( ���� Q�(OT��JCm@�*QGQ���-�(j� MF+� �6h/�*t:]�.G7��З�w���7 ����Xa<1��:L1��s3���b�Xy���eb��~�1�9� v�Gĩ��p���+�5���q�y�^ o��ó���|=� ?��'Htv�`Ba3���B�DxHxE$Չ��"���XA�P�4�407�7���&�9�$�A�n�0�;T242�1t.�5�4ld������+�s�;#�� ���V�]=iY9�FgM֚�k�&�=%Ō:���n����c�1gc�b�cfX.�}��lGv{�c�)�L��Ŗ�N���퉛�w�/���p+�/<j���$.$�%�&㒣�O�dx��������T�Ԃԑ4���i3|o~C:��&�S@�L� u�[���Uo3C3OfIg�����wdO��|�����;W-ws��z���� 1�7jl��8��c��͉̈́��3�+�{�%lKW�r�����[� $

���l��lGm�n��a�c��O���kE&E�E�Y�׾2��⫅��;�K,K���������h�tiN���=�e��²�{��^-_V^���O�o�§�s���]�?T�Wީr�j�V��Q=w�}`����嚢�������zԶ�iו��8��>���k�׍

E ���� <��h��ؤ�T� 7 ���E����7�-�-���֢�����o��:�}��$�d�wZ�U�Q�

ۡ����������΁S+Nuw�v�}o����j���Ȟ)9K8�v�\ι���/�]��~pq���==���/]��~�b�S�+vWN_��z��Z�u���}}m?X���o��~��F�M�]��: ^��z��m���לּ302tw8rx�.��佤{/�gܟ��!�a�#�G叕����c��șQ�Ѿ'AO��ƞ���Ӈ��������f���ܧn>[�l�y���邟��~���_�Y53���r���W^��{����7�s�o��}�x��>���|�쇊�z�>yz���������

endstream endobj 1 0 obj <> endobj 2 0 obj <>stream

h�tUM��6��W�QV I}A�)���C�P� ˔�D& ���3r��� )i-tkû�D�{����ݯ8χO��]�H����������r��_�ƹ�E���v�+�x�E���� ��ԋ�j

7�����NH�TW+^��`�܁ ɲ:���s���C�d!H��2+0H��t�H�a��r^����z>Ik�fY

�`Rfb��A�E I��bUF�"X> R�/( ��=���qvS۹u�7%!�eN�i{F��Ȃ�_�sk��ik��K\1���(��äz5��,�AA{�ꊒ�Exl4VB�C�G:j{h � ��U ��sb=' �:Z7�z��vBDs�i%�`�甐x#�"��Oi�F�lH��,RN�6�qª�=ct����ў��aM�z%��Eq�av�o��p�Q}�;�LwB`�&���O�?N|�G�b��m�I]�!�qX��~_����8h��1!�"�?Ԃ���_e�,,���粷{��"P�z���Ib�UL�n�C���5K��Ar4�7�R�\((��+g�:y0����\z�ԉ�o�[�����]������pTʐσIC��{�s�.����cl���vS@��1��dzmx�����UM�y��?'���:���o�r#Q�5��ѫe4M�9�Q%E�KO�zd '߮[F�&Q`� O0��0��isƪ�n

�{����(J�����k���{��>;�d�r��'t�����a��բ��{��Co���[���aS]P�*�3qE[���7R�Ɛ�M��Nx�l�Ԛ8[�tR�0��E�o���q��՞ V��tG�h�/��_���f

endstream endobj 3 0 obj <>stream

h�,�A

� ��� L�,A\�n%�E�� 1 ���>�� `���DvH$�<�� _☳�h��AN��حٺ{���ķީ�!��E.�N�>LZ�

endstream endobj 4 0 obj <> endobj 5 0 obj <>stream

hބXے��}߯�'�"a܈K�J���N�ryY��n���-и,M��dW�w}z. H/��,� �ӗӧO��o����ެ�\�C���.�=?d>�ӟ?ci��V����w>��y��K�/��݃�z���r6ҍ�O)~��� ������;:)�N�3{>I�E��aA���*����}?����~OFbm$¹a������Nq�D�����,Կe�_F��qĖ��qp��,&p

����

�� �4�(�]���w~D�m) ^ק����Ɇ�E�ּ�O�J'z���bC�.�N0�W� }J�r����9AJ��Ν�gC{��+�PPș��ӃA` S�`��J�7�g��=�Pd!pX�E��rc"ڜ�+�*�c�iJV ^�t�/��C;v�ّ98$�<�M��*�c)E�5�;�~³��v��� ۦ_0S��f���Tsؙ��ku�2

��TR��H�(*5�܋�z3(- ��Q~8 j�F����#�꠼W�F^���JB]� ϓ[�}�w3�#�N�����OB2�е������E����e,�d;ֶ�r�q�:�P/�V60�{��mF��ԋ��癵E�����K�l\�%k�d��"�Z=�F�#P�P c׏�mڡ�N�E3h ��KJqES�uA)'�싶d3�(l4��

��ۮݳ����~�y�)��,?�0���k(��8�sh��֍�0� J{!��>��

@ڜ���ڑ>QZ

�>vh�����(�J4��o�ö��۔[v � ;k ��G��0~t?�`��y���m;V�E5���f���)

����̋�nc�,�y��{�Dh� R�*������?c�A|`�

�m��)��܊N�H;� �*Џ��e�HhP�(�>�{in�]N�1�����,��TcS"G=�.a��U Sz�L�G���#ڶ��� o�-�hǺ� �5W� �W�� ��M-��}��8��ԑĬ+�� ���>� ��O���p<��߹��;���1�����*� 7��T�.�r� �4t���B����1��쟂?�ӂ�G����X�Nݟ?�zE����_�q���($�&{����� �Ƙ��=�H�g�xnb�֐������c�ʱS uW�{~2s;�������ثA�7|��i�2g)�$7��y=��~P�J^] �������݌��}!Z�������W�'��`��d�W��!G��kP���%|�G������[~�[� �p�#8��ڙA���Y�7kF;M���

ݟ��Wə��r�Op'Xm���g��IA��e]��Rf���Fk���L�C����B/�f���a)�ئ�(�A}��m`���D�l3�V��t�����]5������V+�k�C�s;R� u��!ʬvM���fZG`ҭ�{`Qgh�:���v%ɫ=Ҽ:

�ԴG���~Fi1�6�ܣ� ��ck0�^��>�:?��<�v< �8�W��� ��+�(��l��k�$�H���́��alb��<�G5��mi�ҏ{]#��B�|Z��ԞDga��lg]��`�/�)�6��I%۪�Ջ�!�����(]AhR3�� �*��8�s�����J�W>�d8�o�lg���di��>;*ŲM��s�^�*�³&Ap��(=f

��)��A�����

�q��Y�/u�ՠ�A��J��c��Z��P~��5n-5��'�j�E��ׇ]:�N'��NK�!l�

��rX0}�+��T��ALN� ��o��:a�7�Y-8��-����� �x��E���=TI��� l ��j��7����-ci�x,\�������ri�X��f�%�� �H޷�/:yP��zI&�9������s�bߢMA�������9��օ��3����a�P��7*6�D����z�V

�x�v_����2Ç읽�.��'���x�S������m�.s*�; ���)ZKN�� c%�ѵU�S_��2f�2waC7=�~�ɰk�\�f�IN��Kd�K�F�4��/&�5N����崟�\'.�V�^g���i'/

qt����xFף�Noc��f~�.��%���r����b���g��ǖH�Y�� �3u�q�.;�>�i�n@�o!t�j"��v���*�Y�o��^&�

O/�~9����p1#�d���4c�n������{�

endstream endobj 6 0 obj <>stream

h޲4U0P���w�(q.I,I�݃  ḾAvv�n�y%@��#��%H�6V045��M�l(� �6��- �L���'��D���釤V����L��

endstream endobj 7 0 obj <> endobj 8 0 obj <>stream

hބX�n�6}�W�G�ն�b��s9�`��(0h恖h�SE���s��h����&%_��� ���澬��&���O�ػ����7�\db�{��$�E��)K�bUVI�Lq��!��$Ms|i�e���K��s�Imu\�_�> �AY�{����H+�J�zZ ���2)�Ų<)�*���MӴ�߿l�KFJo���y������N���",�T�:�����,�(�B�OˇQw�����b8h'tW�:rz��B�al�r�D��${�� �4;a�^��79h��NȖ�X'y�_����yǁ�yRB���Z�#�3V�}��I91�n<�ER����,��ƦQ0`Nʊ����A{JQo�:!��b %v�Q�j�N����9Y�K� ���

՟�5=�]F*~�`��)a4����Mg����pA����_�F:#6����ʑ��xs���)�Ď�0ZX��f�$[�=/&�Ӑ��=��E��x�T�O��0���8)"5(�Y]�߈��ϲ_M���p��u2�ο~�Q�{]�i{��9��x����Q�V��e�r�SH�g~y��jVq&d��o t��U�f�[5�(�s�dY���&��j�ӍV}����u���N����|M�_G7g1'q�X�|"��֧N�x��z��0���:u}_�PW �i���SX�U�;�S��:{��$K� t��6ћa� �8����L��oe���F�8�\̢��ۂ��B#x�:�r�D�b#���]�l3�h�)&�V�n�1��;��\G��|/�/]y�&��<�n�U}�,��֪N�$�o����|��<&�T�/����n�������]\E����[-ݼ$����dK��BY�I�*����H�T�I�oo�Dsg.�Ƥ�0MD�`��L��$뇉�$�FZ���V�B�3�(_�����Ú�Va-��qd��س4K0t�}����o�S�؇!h�8�[��Z<��+ ���Ф[u�&ېs��.�zjk^�m�H������t�ٗ���pԷ������{%���&��Y����HD���a{0���4k�g�Y�2�Ք�+atm� {D�M@��@�E/

x�:_%h�ցlӚ��F��+4�]F&�L��=��p��`UYE�%`Ђ�x̞�I����,9Etp���z �7��O9�i�7���Ҵ�������IK�3&�C"�

�t�҂

����t!x[D��Թ`��y�igk���\� =��' ��-���7�O�%&��=�\�/M6a��c�<����]a�t�ɍ25��Yy;�EԠ(��i�Q�8a}�M+ϮC�F���v$jVQ3��|0/sEu+��@\:@��L�`���{4q�F1h=�X��^'

;1�+mU�M ��� [-.���3a�KqQ���*3w��x_�#L.G�*^�$�>��ER^N3�ʛnmՙ����Yc8��ʌ�.a�~g�hwH��A�1K�E}&b~[�����:eO��]ॠ!Qt�q��|&ڡD[�U}`������{� b��dE����sF�{9(j�-ͪ>Zlh�yj�Tg7gi�{4 6V�5)�_�n�A��i��A����QYȢo~�=�R_�*N�����ͪ�Aۤ?o��5����5��|(��2R..���,fI-���o�{!M��;0ȁ ��rc4�0����ZJѾ�1�4�{�m�/F��Y�A8F�� �=Bi7�;�5�thT��T�=�nq��� FʖS���� v#JA�!-�t�

E�m(�0��c)����ZwΈM��`�r!>�}��'$��~� >��}Y��7@��g�xCv����p��ܨ�@���XV�*x�&o8�M[�,�(���V�pTH�o���S��H��y��%[�3e�+|��hw`�Ogl8�Gٜ�������)�x(t���V[8���� �?�]��|DV}�i�J�坑j�1��I��������'���j�Z�IQ��K���G͹a,�{����Ω��|����00t� ���ϏQ�=��y� ���U��_���o}O�"��ꔴ�T�6�`̟�

endstream endobj 9 0 obj <>stream

h޲4S0P���w�(q.I,I�݃  ḾAvv�n�y%@��#��%H�6V045��M�l�•���Ԓh�7��Ԋ�X;;���

endstream endobj 10 0 obj <> endobj 11 0 obj <>stream

hޜX�r�F}�W̓ ��\I"J�d;Rl+��6�> �1�ap!-}F�xO� ��d�j˲�kwO���g���P�������y$B1�= ?�D��( fb��~: p��$�?"�,q2ߞ|���Ga��B����זTm/س���o�S�յ�Ec(�??�F��n�,]

��]�5C�lO�e)k�>����F�n� G/Aa�r��Л�P�Ԯ��+Y�G^2�K

-F��5�<��^�N�J7�[�ϴ���Q\��z=,�w�.�Z.P@���0k8W�@Z�a���� Nl�f#��*UYo��@8f�ꫭli�`j����CK������◊}Q0xaD/�7[�ímvX��>��iԒ�6c�UX�F�-�l��{��Q�m!�b��UBS&��ě�˵jD!7�tU�`G��w��%�Z@M�B$s�1�������3!���R<�hrb����xXw4 �E5G��#,��G�V��|�i������

�e����4���0�����.���/���q7���{�^���{Y�&`���;�fZ���n(���|o��&� #��Tcў�Xn��n�ýnqğ3QM0ި�d�!�xk]�%��&�e!@�� ᯧ��,&�����| צ�+]�p��,�k���6p�����\�LV�`���T�i�Rc,��-�-J�/*��,=&�'��Y�$��H����ʵ�X�jm�#�NV=���Ż ���5 ��D��Z�HU�#����B�$���d�r��6 �ŏ=�h��e�av�h#�z��|\"J�Ϊ6[<{�w�µ�Vݒ�Bz&^�f���O� �&W���}s��È��ʙ���,��b���P38��t�ٙ�T���_�����j!���aFd{px"|jͣ|���R�[�X�����t�%8�>�W6��=� �c�}�>/r��j�K�wJ����!��g�I e�dϮI��}B��tV����J�*ȌE�e�3�QUw����[��͗>;���Wr�������BK��?V �R��lh��Sߑq�ތ������`~�S�:��sE]n�UC=�w���C4̍w�U �³$1I���L�`~ƭt��c߿��M钭\�|��lB��K�K7���.ңTx_J��K������ėzј�-�w�j

�ۮ��`�=��n![�44��W�������J�e���e�K)�u���ň@�0]��k�@3���C���T��i�����$1U��lTo�ò��G�^)])WŠrr�Py�,H�'��-xf]UfcE8�$�^�4enn[Ik�9�v��Y���R� (@�R5X⍬�X|DO�(ąi0ٸ�O�͎�QS.T�˾�5��� ��"-�d���^r��9p�%����N��Qo��RR��u��_8���g�}��ܞ���l �cd����V�j߃�����Pᢶ����ʹ�Tu��Ac���wt�t^���<���r0g镉D�$�����s�p����w�~�a_I

��f�5�%��칦��e�>7/�an ���

Y�fN #N4H�J���N ��g=a������$���xz�\rG����4��n�F�5

�������웥q�t%�MG��Ń�����jĿ�v��p�\��G��=���(x�тCP��q�!Ԏ�5��O��.�E��c�}E��i�}$�ҡ�@U!v�8���7H[;!{A�F#AX�K3�S�x�{��h����*�r��q�-�q��)��TO�O�EO$ƕf���*�wr]v�<ݚ� ,��z���Vv�5g8bA¶�u�,�b�GܗL�U����d��u�x�i���n���@��/o����9�

�~#89����z��.f�#�<4���.���'_?zB�ͲOVE��*��,�;f�V'��?�����6e���i�E�H��*��Ո��-�E��� I CP ��~�ڨ�wl?�����y��[�鮉׾��Wx�z`���l=C1��&���g��)m�%�)�}�X�f�7r>��%��,�h}���NQ��9���EB*��z�`u��D))�z�D�l�~{;d�)G�{g ��W����\�H�I� �������Y�

endstream endobj 12 0 obj <>stream

h�L�Mk�0��J���&�s�EX�u�CE6�-,{vp5�u�}�衷7�3�$��`�I�����xR�(��d�_�9Ixfz��,�`� ��.M�[�� �-���-���mK1�J^yq�x 3ޒ���

zd�X�W=�CSߑI!?ŠW�> endobj 14 0 obj <>stream

hބX�n�8}�W� b�V[F�2]�0���=�y`d��"����3���\n�c'�$�,K�]�=�^~��6e;}�n}��z�����Wi'K�c�Ҥbˢ��E�������$Ç�OWFofi�ѽ����̅P���t��g�픇�V�� W�b���fi�2���O�$�����K�v��f���?�9�U���'�6q�T���{��<_�yQ�l��YV�'_Nb���T�jAV��dI[���`h�

�5o�x��Ղ�q�z�lhL ��3�V(�Z�]�l�6B���6r�}�Y�e�z��<�"�E �����]�IW�H�m� ���~g�a����5��(ͳE���eV��Zwa\;�i����g�^èG��݊z`}ǶR���8�fY���^�m��y�x����4��Ҏ�<��2n�E�.�B0�Ɬg���|n�)��;��I�Gs-�f��`f�yZ�]���?U���n��N���Q(I�1�h����!�>�ey�!��B� �a@v{X���́�EW5:M)�G�#�&f?H��cz/A��Zv��"��3OB}�6�P���%b&fs��#���ý���C0�8T��R�I(�L�ng �ǡ�)8y$�#W�߷B_���itΌcG�Z�%����;����.mpv�lب��߄7�-2�x�m0ƣT��p"f���Yi��w ��0e�D� q�2�ø��v�,���9)�J�������^!���Ô�,���6.�� k�]$�]|�>q�eV����fo��P��e`��uC�(L<Q�g��ׯB�]�Y�Z��w3v����g��3�T�Κ0E^�M������\��W�C���aO`y�C�ھ�I����U9�Q�m���n�ף�kn(ЗA�]�ϣ+�,�1d�d�Qƫ��U����N��9���(���;`y# �bЗ�����Ѣ�6>~�BZPq����������լ� �>�������IBANj��r���X��o��[��@�B��������=ܪ�4� �\V)g{u�PW������KZ�S�����~��P�n �"����)�0��O�!%"��E�4�}�۷Ӹ�.�����йM��W�u�1< �]�

�3E%� �4ny=��4 �

�(A.

y�c� �dY�W�*-_}�`��_��;�� R]D� ��^qf"���qF�z�7ɝ�:NRh¼0��� zV��>9����G�i0xv�r,7�K����e��N ������i��[h�@W��tl5��{������"��[9 ��T�>g�*�ԥ���4�V�A7'Y}�тt������t����v�,�rܘN�mߍ���+Hʃ_����P�4�

ݑe8C ���"�C������{\@θi��ru��Y}����ҏ�{��J��T����I��+�.����`}g��E��v�1�!�Z,l�1͞4�8��gT�

@�8y��]?Pħ�w1m'��/��%��d�I�G��3dL�0V'�1~�-n�6P�&Zo�_�i� ��.l�Tc;ft��������3�����|e\�:�!�@�^;[�ҫX�����g��7����c�푷���< j�Ɔ:���&:ϒ�r�A�C

GŏR��=���v���AS� M�,i�WU�� ��xy

���wM�Vޘ�R�O�-="��g Q���^k$�?)_`g6Yݰ[�i�$~��{�6ܡ����b-O���7#�������uY�™�l��O0�W��.�{��z�p��t�qqƱ�

3>��>�Y�>��¬? ܳ�����1I$�� ����Eڻ7�{��0�0��ٳ�&�]� �U�ͻKb�L��-��Dk������j�f�?������Z6��ގ ��$��X�8���&�7��N��� �B�Ȳ�ȧ�����4i!���K$�[$�Fw�bB^���I���>�Q��c�c�:�%ƍҎ��n~�y�{��'�0O0�Ӻ:�:SZ��%�O����%�M(�|�R�x������u��l ܰ���N�ĺw �#��sC''���w��owb�����n�~v���ء��A���Hup�i&zy\�� :9���J��5�r8n��o��7=�1���W�%h�u����؟�T���I�a

�᪠r6'��Gaȭ���'�e~f���4-b�~���C��GcΩO�5��f�/ �

��9��2e�����֗���m5�����31�.�~It�/��SM���i=ni[�ͱ������������[@� �~E� t�n�vV�M�Rs��1ͻC[N�{������(;3k'j��1U�7�%<���[������'�`�]d�\�QJ`4��a������IHg�ix��8�⏚���Zs:����_E�m��9��4@p���t|>����O�DG�˛p���˭���>ɡnD��[��wbQ�6�6�l*�&��q4�u*�DhV� �� ج�����c��m

endstream endobj 15 0 obj <>stream

h޲�T0P���w�(q.I,I�݃  ḾAvv�n�y%@��#� Hu�m�`hje��&P�E����%��.n�!�%�vv���

endstream endobj 16 0 obj <> endobj 17 0 obj <>stream

hބXɒ���Wԉ�p����Q�I)d�AB�A�C�Q�����!��b�̪n,�J"��r}�2��{�)�������2�X�߄�D"���W"OR?�<� ����.��7�{?<���O���%��Z}���j� {u��w� i�'Me1j¯0��8:SF~R���>����m�?�X!1�FI!�7dNu��3��S�A��ߏ�/�ҏ�$�Џ�$<{x ����/3�

��Z�_��Ե��AusqoZ��ȇY�'ޮVs��^�K٫�跲E v��T�q K?ϭ�$5���V~/�=�S�^��� ]�Vt��ЬU�P�#�v[���ÒV4\ͣt�������W_v�ie�M#d�f��&Q�� y�7F[{3?(��:s��;�7��Z"����7��/Aq7��qf�$�h��?��F�B;��"�sOu��+!���z��Dw��[�a�^Y�s?M����i��ʬ�VuJ��V@���5̣� �������[�j~���pѸ�V�k�:��Z��z���y�Ɇ�S"��QHr7�f9�^�@C���*CT`�Z�d�9��wQT��_z�x#�F���%�J4�T��e����r`��{bm%N��D

cO��ŏ�5�d�F�G�s���_#m}���5�03�3XYd|�5TM!$� ����$�< ����o��.��0� ^A8;�!\Q��'���R|�x�yщ�h�X��(,&�J�U�j�γV��]��b?˾��;�����F

G�S.E�.6Q�6k��8�;��lVU�YyQ"An�Z�F��#֐��SĘw��_�ste����㧹�׏m��7E�R�n)w�k�q��!�I5c�㚎nm��+<���(��Q|%�1�-}䷮�~rڳ�ˀ�35J �m���G=���V�j���+�vk:��H��h

IȘ�j�6������*ٶ�^[. Λ͓�}%�C�=�ӆ%����T����1SQ��<�(7�X����u�#�M�K���,�� �L��Уν���e5VPY^�gl�\��7�ݱkM�?����ҵ���S�� s��� �k�կ\�!��Otz��v.P��z��9\��*�t�f�v[�&�u��j���jű��'w9��P�[f�NQǫ���jg�~�yq9m��5F��{P� !�΍h��`u��� 52|K�/ q!2�0a��Z��z��Y�c�?z��b�Mg,:S�-{�h̘��0��;V�7haAq�i��Y3���U0�d�z����1P�y8�i�k*���I�y��Kґ�8�[� �������+Ղ%K �|�̪f��Ѓ`�i7<���Gc�+�G�{d���܆� n,�1�㯭 h+�T����0��u��}V��b���*Siވh`Ii@&+`��=�txPŽ�F�P��s� ���Ñ�~�Z^H�'�P�'? ����p�����.�C�KC8US戗������XD~�OhF�&�"&�S�#��V�x��$��3fI�6�7H���*,��n6�"��Ǵz�;�N��9|�lWS���ff7�nZHi���Hf ���}��^7Gk ;Gjr^��k�7��;���Ǡ[�(�����ckz��آԕVMuQc�ؽ��~�{m�]��F��}?�͘�*b��t'�υ7�e�'ٳ>vb

9���G�v�=���4�&'��bDYR���eނ����.cچ][ź�-0yq�_�,S��)�����J����l{P#��3����ĵ����~*�R���~~-Wq��jm1b3� RN��Ds"�a�{�(�b� I��ꙓJY��4H%�dL�'�u#M���W��̾�%S"O;�2k�m!��l���$�ɡ74X���2)D.�X���Ȇ�l�82�=����jh4mt�ѣj�ELi쌲�E�GNLP�C��2W��>��2|~�w�h K��X�#��c#��I��ɔk��

v�� �H���GSn"G�x}����9߄�

��SX���b���0�[�F�*B m�w:�G�>)� �M7.�DV������

8? ��Q���5/�x�W�;����'O�8b#���g��[�h.: V�@(�dJ�G����舲�R9/}���<�x�p�V�m���Z�:*e�:d�g��O˛� 0*��

endstream endobj 18 0 obj <>stream

h�,�A

� ��� t̬@\�n%�E�� 1 ���>�� ֊�QHtQa���z�awN��ǜ���pTݚ�� �tπJ����;:D\�ȥ���'�]��

endstream endobj 19 0 obj <> endobj 20 0 obj <>stream

hބX_����O1O�QՊ @��J�9v.�8��YO��a#1�$+_����uπ�v�R�����������S(�������&����E���ܧp��2 �t�� ��9.6�����,��Dn�l��

����u7��e���ϴR<��^ +�S��A�,F�r�D����"���FA�.H�u�e� ���N� W3� �L�,V������y���2�0��ex���H

�`�RV���s��OT��V]�j+���J-�v�j�_ՙ�]#��=�V����1��0uaN���%\��K���c��ů,E)tn

-���W����L+:s�e�Zj���Y�Zpܹ ��fQ2D_ѣ5E��˱jZ�5�E��|m:$҂��A_����2��b��ٜ�6�Yd�tF�m�������o�gR}%V��@IX"���;��W���@� ��5�x�'����ABA��"��

��F�t!�_�( �,������|���*L�JX��Ƕɵ�s+��v�\J� ]�-W

{�8N��+l�7}�������P��| m�#��6��3﷾����u�=n��{�!�3���.r�ܵ��X��E�$v��;*G�)В�Me]X�C9Te�����v}�n�[

�

�B�P�NmME`=�c �E�4 ����Ky�Q�-��l'�D\�j�6� ��7�#�#=g��G 2`� \$��Ģ�i��Q�)��yDۚ�jq�#�$��O�RU=

۵}���T���*~��r���L��D��Dm�1��:L&��T�� �uҶ3{��"m�TUs&�\�q���$c

�C��̊V��X�R�M�s��k*(�$���B�#x:-�Y~�"~����^��Hux�k=�Ǔ1��Xh�$��B9!���w���"W5�gvz!���

�z/]��Yz� �Z"ʮB=D^����5I�d��]Ӓ���jnzO���

��pN�jo��ceM�̤��b� 205��1��eh@�h`;������Ƶ�i��&�(�"F�s�������_�s�c�)E���R֚�>s��

YT�� �Y64—[���g 5���"e�9`=�����`Ee`�?�ZCk�ըŒ;r ��?j/ty�����ME��ʛ��6�4���y�&��I{#R�3Zʕ�/SV��8<�k��Hz�2��z�G.�t-�S���3�@��)H`sR@ǁ>�T��b��c�l(���]}��M1�OR���8}�'�����x4�z�V��^|lNh�?��-�H#<�������VC��5�ssJ�i������BO�� -��8ء��7?�Xo�<�<����T�lYǾF�z�-mۚ��?P��Y��J�p�Ǧ����V]3{mn��2��UE��G��e����e���7��qD�����r�GK�9�&w���5�����_�E�m���іf�Ye�\��$ɦ'��@/�H�9�,��ʀלγ�g��y�ð�^'7��z�ߛV�s<\]0Yh�tM;lm¢���e�٩���3�ͩ⌙'c�3y�����%��C�a�����5T�i�u{C�GC�&J�����<�nL�QU5q˛� �Ξ��p�IR#��t��% ���R�M��/����]Ks/��` �R�E�D'�����V5� Ɗ�|�8����W�ݥ�����Տ����|*/]�[8�EPP.��t8^��oT���0cr߭ʟ9.@�ʑ�oY�s�q�Ʊ�4���̓4]�2;F+?;^r�o��0��n-}��`u �b�������3l3B�)⻦w��;�p [�i�nO��n�D):��-����ǥ;Dz��P����36�M��g

,��}�����T�`H� �,�h�L��������+}W��激�@U�NNM������0E�$�ɡ�p����;!���R��� ��� ;ָ8� [v ��}q�������z�s�>�(#��{7�5��c"rea{�������z�qN,�n`Q�w>m�6�tz���p��j##

�/�(�K$"

�>��;�7;:����=��X;1ڳ���� ��K\��7=f�O�x$����S�Ow �J���?M~��բ������(�M� ����1 �*�\���p��$Uܓ'�n����ѩg�⑟�+��{��T ��-��}��7m�2F�щ^?�<���X���

�uN�/

����e�q���>�>��p��0�3�(��!���d��G;Q"M����O�2���,h��ѽ�[?I�jq7r�S�K �~�<�O��9"!

endstream endobj 21 0 obj <>stream

h�240T0P���w�(q.I,I�݃  ḾAvv�n�y%@��#��%H�6V045��M�l(�B����1�(?98�$Z?��M?$��$�� �we

endstream endobj 22 0 obj <> endobj 23 0 obj <>stream

hބX]s��}ׯا8C��&8�4#ǭ�6�=6'y�����F���ٟ�v&���.@����%� q�~�{�x��k�J}�n}�f��X�ֻ�0����g_�AΖI�Y���V^�A�M�7�ǫ��~�~�m�,����֙��������I�x�*N«0��8:9,��d�Ft�wA�����od$�Fb�%��ߓ;ŕ���o�c�4�#��w���x��I�E�GQ�|8ɅK��� �Wy�����Z�W���l�g�yL���{������?b˴��M'y͸��FR�������M��p��d:Y�!^�e����D�6�� ��`�U'G૔��3�8�Q:�MG��u^Kr)���Tw����^S[���1�m_��wR5Ƽy/�߹�,�nǣ�ظݙ�|��z�����R����^�o���(Z��s��<��U��t8C_{��+V ��0���c�(� �)�[�

{�S' �۩���2�

��F���V4F�l����+������?436Q��Y�G�Ķ��CJE�um_t}+� ���� �� �MT��:Y����(3)Z蝨K p��,��0.m(���-��������

=g�h;[�

�q�$�4���/

Uׂ�=�B ��;��� .�3ɩ3gH��F�ZD�����H~o���(Q��4�ȳ�U�-�+-;����v�@\ʦf-�(y�9�V="�M߱Fuh���jd!�p��Q�r�i���w�ו�%\8�$ۂ�Y���«s���$�O@)��+�3z��T�����y�ߗ����@)��l��S�2E �8�DR.& '>�_�wO1{E���ծ���;��b�t��;v�$�ԡ-3��/�y��j,V�1P��?�#�m���JB����r $��G�ᔫo�٤��w��[�U��<

��[݋I]�e9%ڔ`�<š<:�|z2n����� ��p4��� �����[�d���y~���͜���ڧ�����_��@����bgq/*����O�)Y�->�/�e_p�03���r��wj����E{�[L����@V�D�y�/��ߏ�7�_�� \�

���ḡ zզ�D�+r�WB���1�$A<�&��Ze�80��7n��kbT���B��>?]�tM�3T�`B@7tKx�Ng���)�/�NC�֩���DU�7� I�9!t�p t�J��IM��oh|dd>L���Q���cRi�'�6�W��tC���r��{���J^�IWr���t�m��uj��E0 F��0�CA�� �$�*� '��`S����&���Zxć.������q�м4���:c��3�؀���-���#�PA4+8�DS2L���m���}��l��Vx�UHJ�H��<�,K5�޸�z� '6�Vl�ѹ� |�mL&��W��&�ji�:څ�+�A�8��Gp����(9~���b�f.�xM�[���0܍J.*���v>�;�r�S�����=�ORy�4q���$aO��Q |��x!뚓����|���^��2�a+�W0�]��Gg'sq9Vx�.Ie{@!�l��њo� ]5K��e^�a�hl����8�����{�z{���qy�=�WD��`�y���o��H����j#�Jw`oC���[�)��S�:��ȥ�FG=]㾷�� �����A��Q�G �ܒb1K�j��A<�K♕��,:.1p�,�l�7$Z�kp�j�xg�����?�`U����� ?���"aj���]�gkE����-�`\#�P

w�G/M�˫���[G��� A�R?F=�ɧ�8ca�[̈���w�>���ePk9�9�.0�7

mx͛b�/SF8(�����y04��a-Ov�@��nM��Dѳm\k�c�B�#�&u���

�����;���{�޸s�د��8�QTs�* ��On�Fbe��������w=�Df�j2?s%��l �pl��F�=#8�k �P������4Z�غ�v�U10xYR�:�9��-�Z-~�r=Y[j��t��A5<� �W7�ˋ��O0�!��J�ͪŞSOa/����ЈӇP�����Ĕ�`��h�4 ���^�'zDs�6D�����HX�sN�YM�*���6���+{<:j���-���9��/B�Fy׽�L!+����xXci�s#�K�9H�<��a�_4��j �d�H6�4����cΏ�6�7��y�O�~�=��D� ��z��`Au�h�_zBK�z����!�#:¢�e�y�*����Q6D:�S�R04���

�9�����3�ꣿ�`:u+�l:1K��1�z)I��z{���,�Д��T�"��?�����G���sEb{�V�� +AZ_����b"K$����$�aV#���Y� ��63�H��v4 ���~HR�������� ~�w�

endstream endobj 24 0 obj <>stream

h�240R0P���w�(q.I,I�݃  ḾAvv�n�y%@��#��%H�6V045��M�l(�B����1�(?98�$Z?��M?$��$�� ��f

endstream endobj 25 0 obj <> endobj 26 0 obj <>stream

hބX�r�F}�W̓ �"� �R��_6q6[6�[k�䐜X�@����==\(R�e����ӧO���#�o�nWW?�V1��jw�A��Ul�fA�����U��WA��a�VOW_��?J��[K?�[���17�O���V������,�'\Ey$��Y�2��Տa&���_d$5F�$�<���/W�҇�(��ǜ�ѧ����'� Iӄͣ �ӈ>��ȏK�� ��WX˜��0#{s�t����՞=�E�xbs��l��?�w�jV�G��`�7b�x�

�2��]�GB��"w�~���IȲ|fo��σ������9�=G�W�X�鵱9�����,|i��kr�>������x,��hg�@��e �:힜G����ػ���L��w��ؓ-;��=����b��A�{�L���0@)^����S�a 0S� &�

_�Rjy1�H�`2��z����=

�+YW�א��V�8F���Z����������ǺQ]%�GSw�k%�Qe�T�-

"��y�E{��*Qw-˺1!�'Aq-�,�ҡy�T����H�lg�y���xj6��oԌq��oQ��<�H� ��G7������*G������5�Fu /Y] 쎀k�^�3Qt�>��RzZ7�)z�M���3v+����+����;�j3n�Ȣ��R;o�j'2{&

o�d�G�`�����P���@Y�lu[G��,;�X��[�`�~��[)q��!MW]�_9P�3��/:� w���b =j�Ŷ�b�u���~�˵h�\-�_� �ڛb'퍦&�7��n[^��>r������U�7��\�h�Д��[L

#Ml�a������A�9 ����x

�Ҫn�d�$��Eϰ�)f5�ykԌ���ou�m�8�-7]�����͓ ��J�v��h��=\�ݥ=��E��[� �Fr2�D-�ah����(��4��ewucؒқ{Ն�� 샰UJ��s[$ ����C�GS�I���o�_�d1Э���1�s����_��ys��>��ˊ3`���#Xa8JUw&,� �u>�G��BX�6�Nl���˲~B��DpMê��9�[�e���uxK��0���;��^���I=QT�a\K�����s�5>��=����+�~h��y�� zTH�}+��|NV����� V�A�^$��d6ǁ�i��V��/��+�."G"+�p%� ��-tD2i�"鶿�s����ʒ�R����I\��W(8ra�/4ӨC���z�i��FzR�Eo�Nʝ�3�F�vff[�8�S��4NoLJ/'� ��\����|��j�����hhA��j�G@�� �I�N�n�Ke,t�\u��w-��қ��;���v�;��(P����/�D�[ Ð��á"q�oD ++g��5?-h.��O�� �cq�>q �1v�SnH{Q@{E^�e�����ϛb�n2�1c|'z��/+gvS:��>]�F��gU��S�#����c�SZ�I�:1^��'*�zC��܌��^TZN���H��L��� �%��r:�I��5c��͗0��B�V��ӑR����0�&(q���m�z�j %,���6�-f�H�΀&����Vl���'H���)��N�{w�M���b������t�V���$(�Be�7��@��([?33��v���k,v!SB��$�)�W���$�� � A�

a��4�6��ץ���<�{7D6�/�Ob��F�H���V���z%-�<��5K��dP,�2��k�<j��� �y�ۮ�k"�����u��U��lDqO-0�ָ��p�o��C@&����2�4�r���bX�=��.H}cL�K}g,�3=��ANX"o��d��+�L�`ް�a@rm��n�m�e���3l>z@���b�E�좬t�e����ob{q�)^X��O^>a�+���WYg^���'��c�9�=��

�~�3s�F��@�Q�nyN�١]���F:��mm���ĺ�9��f�Ik|��m�7}�/,7,1Q��p=�4-� ��^'�gx6�|D�����B�֥MY�^��>��J�_�U�~�3O�r\�?J���j���>�,��&��.�d�<;�Z�<�@��j�������6����b�����C�n�����%�hB{3zY�>#E�A�R1�����8q�$�Lz��iz�{/,�'u�u� �hv %n�N;�\�i�y��fwq�(�sx ���Xk�N=ͰVc�hĵ$���Ľ����HP���/+��8���q1y�S���1MSƬ��=������Q>b ] �CR�)(�]�}S��ųĭ���5���vu�N�1�

endstream endobj 27 0 obj <>stream

h�240V0P���w�(q.I,I�݃  ḾAvv�n�y%@��#��%H�6V045��M�l�•���Ԓh�7��Ԋ�X;;�� �

endstream endobj 28 0 obj <> endobj 29 0 obj <>stream

hބXM�۸�ϯ��L�h�ߪ�J��M6�^R��a����!l������5��fd��3$%6�_�~���_~��A߽�ݽ�����x��(NX����+�<ʋ�?����.��75nv����ǐ�Q�U���A~ͅ�{��g�OZ)�+m�y%\���b1�D�6Oh���8N���w�Hf��i�"����������ڼ��[�7G�6�6J�,e%I��?�֙aq��?��U�-�A��7�ɖ���S�bT}�Dw`�^��A��/Σ��.��l��O��Fv��D�>�U ���m�)z � �A�A��Ch>��Q�{�g��y`���^���_2�K� �y�%�L�>n�OX���K,1�S?�L+��V L��u��?�#;H�$<���q�(T+�Z2=N��{���N'X4��QY�\ѫ�0�ڀcx��v�#`��5���I��s��]Q���=Ő�0ʀ�3bk\B����0Սr�Dk�������,�ǽ"ʃ��˸{�$���&�4ʊ|���NU֩A7aU� �э」=�]#�UT ����Q3��o����uRF���ßp�$N�E0�$0Z W#�w �����|��؈�cy�At�y`�G�TkpP�92�6��_s�b�A&Voo���O��%���i�Eݐ'%0 $A9-��d �庤\ò�7`{�@�9Pt�!��&G5N� �̅g�,[�

�(�ٵ�8�b`+��FVT���O!/���Mj�L=ɼ(d� �_z@�y����� /t

f�(�o��;b����d7*a��*��q���e��B��[(��`�aQ���I=��i�O#eF��Ŏ��\J�B%�d+�|��LW�$7�%c|���4�26C?=4�جjI�A� V ��/j�i�-A�˯e'��ީ��t#� �;�raJbl�ík]��n�PbT(���=����<�flI�A=���T#�^�9\���'��x��#� ��ǰk�� �H��E��N�<�.i�EY�_����{�C)�)�B�3�R�ܨ����Qu��f_ ��lē�)k�8�� Յ�[è)S%iG��~�-٥�}�1�f��z�L��u�4�o�,<q����\Q��whR:5�ȼ�4±�Ii�G��S#��)bs�\�ً���[#���v��A��=�;�<��\t@boI]����c�6In2�c ���(Z�5rGn〮c� ��=5 s��C¸Sa�[���p[*-s�du#Qվ�.{궶W��R~]����%�A$i�c�ܳ�ҵ:��&.

��]��}�Y�P���u�WST0@X��$�Uc�����$�m���`�Y�0.;Ë��v�Uv�A<��,�Քc;�P�����eV��Z�\�D��ܱ����QR��P��@�����g�#ܰ8*�4��~dz��<�@��� �G(�T�����*$ӫ�\th

��`�ٱ��u1�}��}m���E�Rʩ�|s�$c�E��Wa�R��ߖ�����zf|&m�:U��7�9�lW�0�A��.e�G��no@�v�A<�O;��.Y��%F��jX����h����-r��fQ�j���� dg:H�*�,Y�h��=��'�%��ƹw���v ^D��;c�G��o�L� P���%}EPئ�(gn��dы�$�.�gb�ܐ(�4, ��\��L��L@�`)=vF �U��)�t�F�q�kђr����X��l��v�/5C/S��h{��Ft0�0�,����

�OvI��X|<��3���<�ߩ���[ u��d��"�om�۱�f���Τ;���s�mj�zվ�4��kf��b���]*�B��{���IД���}ʓר�`�彝Z n�S]é�Ԛ��#!�R���v/"8K�ըڃ̻O��0>�"��)�!7�~j�iJqKg ȫ��9�΃���MOG�%ev�!��4iX����I�����{}P-���dg� �Yϙ�2�֍�_�@�Yv���� ��fo�w�aO�(Ɣ~�F�x�x*p{Wt����S��}��F|��FS7�A��AC#4\�O�]4����2�i���J�\òn����� x���~$m�}K~1���WU~������&���%�C݁M�|g,����J�vǰ<����'�^~&E^c&)}A5�5�n��|� |�uu��=A �{�Y���,�>IY$s�K�Y[��F�]�&R���(��� ]�8���k����(pX�Gq<@��ROz՚,�'6�[�j�T{��� �:�a0�<��%JH�d��J�A��/�܅��� o���Lg�@�gk�V��2�.��e��$MP

�Xwh���w�)��ZDwRud�����R��"�;py�[��":]���&�jFy�Z^��yT���U|ڟ���{�,�'ʇ�؞��O�����`�p�

endstream endobj 30 0 obj <>stream

h�240Q0P���w�(q.I,I�݃  ḾAvv�n�y%@��#��%H�6V045��M�l(�B����1�(?98�$Z?��M?$��$�� ��h

endstream endobj 31 0 obj <> endobj 32 0 obj <>stream

hބXے��}߯�'��¸ Pq�J�ljSNE�ʃ6���-�`���ϰ��9==/Zn$�

1=�ݧO�Ʒ?|���޽��}��$"��]�Q""��8*�z��Y���H���(J�‡���S��y�a<��

�����.T�7��q���h�tީ,��p�y�&��I�*����.���~���LFVl$M�(�W0��@�W�p' ~l���h6G���2LW�T��a��bz⻳}�����|�a��Cz������]0�����A��ѻV�B���eG#��|Zg�P�(q��ތ�P/��S��u���/L���(����Aa�Z��[�(�U���l�}�0 �Rp��¼$��I6�*g/J6F�ׁ\܇)2�����_�v��V?6*d��a��Mד�$e��T�^vt%��ċ��Ek��`�n��.%@�n�rЦ�=�]��-�+�:,�S<�ى���L;��l��s��(�����h�h���h�y�~�9���v8��Y�}�9����Q�R�`��l�9r��zѭ�v|��S�3'�<qY� Q+[��c��bo.Zoc}z�̾&Ά9�A��7�X���h�,L�CeCw��$ ���dz����c��֭d[��8��I�V����ϋ52$ ���`/z`�Ar^PTiv:쌮أ�"�q����@I.�g�|�V����9��@}�~@c���D�Gww�����9X���Ac��UU (���nG3Zl�"R+���%S�/׎j�*��y�d�QU�����

v

x��v>Τ�[]i�-�0��a� %�S�x�9��cF$� �1Z�W/��d�2M��nT8�B>��2���\��y+~�2�{�o��0���� �H�t� ��7�=冶���U>![��D%���=O���wT�y?�uX����P�e��"��R$@ �P8`+�D%��KW\��w�υ���Δu�H���!Ź��� ���Wn�@Tc3�ȭ���E-M�U�5�kR�zC����gppf�g������ _��;,n�Vr��G��Jqgr���I�-

L�Q�W����Ez�)Jpa��NY*�ǣ��^����� ��&F|��I4��{sD��x 28썰J�:U�:7_vzZd�yTv��I���vl��t�"�W'ג5Ӯ#j9g�۬���6�zO@�̦M���F}��@6#& �����#�4N>hr�@kj����c{)�0�Gr%YǂN�Ƒ���n�2�֯�C�s�*�Ol�H����/�-t}��L;�G�5.�S$q��H�@�zj2q����E�+�9-?쩩���o�'<`�ޅ�¸WMtR4}2�p����ZU#��_�%���q\���jc5��|���� /_PN��ly��O,��^NG.��5��1��4��������I\��Wy���5�v��OPWb�)���t�)1�R��`�f�H3�#�������LQ����ϡ�'��Iy�ӟ���+7iTx�9.ş(^O2H�-����R����J�9mY�F�L%�F�"{ ��{���E�Bm���S����8,P��z>���u��I`���p�6�k���*Z����k���� A�D�m\C�:�Tl�m͋� ^0��k��<'��5���w�-Jd��JqMcŵb�t!!���

�Q����Ȭ�*��ݛ��"U���H ���R�c \����g��"����N��f�=M C��3�w�Ǯ��W(;�ć>u��&0�����D��9�H }������ �oO o=�!��N���{9�Z|���"G���<�e����'��cL�!�������;��4�p��O��"�Spƒ����AR�a�.SK�S8�|�9C��cm��ؠ�E�H���[�O���

���9��w Df!;�)x��O���k#�j�(K���flj�KnT!�(�H�]�3��� H�.���<�\�f߹y��嵶��9YO��4ψj�$��H 3ֵ&��b��ɡ�,H�R����/>� jӵ�0�S=���ݦ��q5�8 :�TFT�Ul';��9\)� �`P��͊?{K��z��ث�G�Y{�?u2�:���՘�$�C���$r\yzaG�-�&%BgE�k��%'΀U3����3����!�A7Dv�f?,��7�O ����}�s�-\�G+���#h�����]��]�#�M晚��������(K�]�&�s�:oԋj�����rT�N%��)�@��,��>�T��:�,�R�Z 8zVbo1�1v�"�nv�$�ŸS_��)3N  �b�LV���VM0\ůy���Nuu �М:}Gb�9���}B*��0��l��X�L�3G����ǘ� �ẎnkH���XM�;�PƯt>� p�C��

���h�v��h]\jR,�4�1������d�b�8��+#b�V!V�4$�`���z���^ZD��SIy<�^�Ҿ���R��ŋ�O�3��P�� ��KP����<�|C*�"�cc����{\�m�o��i��g�������w

endstream endobj 33 0 obj <>stream

h�240U0P���w�(q.I,I�݃  ḾAvv�n�y%@��#��%H�6V045��M�l�•���Ԓh�7��Ԋ�X;;����

endstream endobj 34 0 obj <> endobj 35 0 obj <>stream

hބXێ�H}��ȧ�l���A3Ziz�=�Z�v,�C�>�!m3M�EBy���'"3��j�Z���8q��~�=��a���v�Hl�OQ����Ea&6�4H�!~y

��)�'N��O޷/~��������ϞTg.������/��d|S��7�(Z��$�zY�<��U߄a���l� #+c$I�0Z�`d�=���f/J|s�{��p4G��I$�U"�Qǫ���f�����0 �5yЭdp��$�|x?���J+�)��F/įr8��Z�g/����N��U���&Hr��҆@Y�cR|V��m�틟�W5��E�6=�<�ZpZ�qHF�&Nm.µs,Z��l�P'*��_D����_U/�ViѴ=[DE�,��� !v6D������0։c{���������'

�K�b��%��&֚�ȱ�� ��^6��1_E/:YV�*�B�G�o��:X{&[�r��<�m'��m�lJs^�҅9O~h�O7�co]������%��`�(�(m��1��h4����~��E|n�s�ʃ���a�R(�0���jL�G;:�‹�Qu���9�*�]��!���;"���~�?��(��\�~l ,h�h5���ʃ(�E���j�e3bb��]0cZ���C����$m�v�?+հ�5߼ 붃�ۅ�7��@�rK?�s�D�

�+?�����n��Hv/����Y8&A�� ������T�3�+~UG��fd7��8��Jj�D��?> ��

Q�C��$A(4

,: f3 �c�rch7�Q�O�tZ M�/����j���۩���?y�y�4�E\0�'iz{N:�J��b���8��Ad3��[����5bu�U���MXc#1o��dDC�h���P^�:���@5x}Lv�^U��}.]>��5FS���:�NEv�ZIi�l���^;�9n*9��g�,#�< ��Q�u�^]<�

#r$�k�F쉳�D�mQI�� ����R��K���<�}U�X�7�1�'ա/ @$6���0�a��u���xC6g&�Rd&58K=-��ИKԈHߋl�A�KxY�Ế��^ӢT���f�'���c� �2�`6��j�{z=��LO�����g!�_ ����B� ���Zim˗��[�ǰ��Y�� $Mm�V;z��L:̓8�I�)���Ah�#��4c#�����I1���Hg��S��`���K�J<��Щr���WX���D꫺F߸�ͽ5�N�%D)���M���}�3�����z�ͭ8�q?�A����~F�,�W�G�'}��c#P1�]��8aEkf4���X���סd|�6E=0��Wb5�g�G����p8��#A�4 U���+�)K���>���n\B�@*�T�2D?#�T\�8K�7.��

�8�go@� \KHLSA�Q�EsTo�8��ǜ{= k�@�N]L���*@�"���to� ��A�� fM�����-��SK�49z����z51�H�wGe�>�ҁ>��0NEC��F������B���;��Q�yͻ������4pMwJ�������zf�=@(�2��w�sָ���)�?�t���[��p��<���I�EK�Bъ���7{���:G4�+6j @(�'��f�goM)��`�A�e�����zVS��ua�]�H�����U�j8�ڶ nEs�d-�&"�遀��i��2���R�S���S�C� W���+�4i����z�������z�C�-�-+]��

1!(̾���ȝ,�nUc�0������W�� P���P�v��nF|�Z�����J�ܨ��j0����G�Rf!�B�lE��+]x7�nf�� *+��Z�ޓ� �@�P%Z��剚�N��|Gw��g ȼ�$��jkRXL��;ʋ""�@���,_�"�P9�������V\�_dø��)�

�?�-2�7Ln;Ү w�N]��h�4o7�7i��i�8$-^���gװN��!�)��x����^l}�!8��!֭��;��9텼maS\yLq��4�@�d_��p�����#�wJ5�־����h�ّ�˱U�k 7�"� �ɬ�P�g��F[�x��0?|�\]�L���+��(���CG���ᓚ� ;Ih\��/|#�5�@ߕ"���3�����QW�C)�q]�̧�r�$��U�gN|o� ^Yo�>>�r���a��ܬ�O

endstream endobj 36 0 obj <>stream

h�240S0P���w�(q.I,I�݃  ḾAvv�n�y%@��#��%H�6V045��M�l(�B����1�(?98�$Z?��M?$��$�� ��j

endstream endobj 37 0 obj <> endobj 38 0 obj <>stream

hބX�r�}�W�i�����K�l�j/��$[I�Do�<@$$!�A-/�����s�R�,ojg-"}9}������8tw?n��nc���.

�0!��ߢp#�idy�ߟ�Bq� �0�E�����7�'?J���i?�G�^{��Z�`���?����i�b3�oQ�I��,����b���0 �������I� ��F�?�_QJ7{Q���ƽfw��92�J� I�D�� �ӈ��~�Ϙ����&(rr�vd�V��ئ����v�� �J?���E��'��ϼ'?E�(M����3�����Hw��*��P���/��

K�>�ZU�og2*�0��э(�nH��퓿 "o���D��� ����uc��N�pA�Z�x���Z^Y���:�F��ff��G%N��#kQ6�S�2�:mT� �B�:(�k�#��ߛ On�o������_�p:�Z�����>K���u%����rO���U{x�z��?5�fÊ7�x'�Ѕժg�^�9�c�"������qLf��t���kԪUJ�զRcU� �t��G'���������#����Ju�/Cih�m��B��P�V�Z?nP��zEE w'���q峬FSN

. \�X��pDBP�6C���^�Tp@e�����R�ME���s��^��.5a�����Dk�DFd/v p:G���.�A�_\�@�y��9��m�a�C�m<~K��j4׳�_�{�Ƥ�C��#��ЙƦה s���VcM��_���>��7Yc��ڐ�2Ir��MZo����f�K`�1

�r

D���-�ߑwsGe��f�ML� !����8��q�e7��Zf{T#T��(Q�hx�<����;��>��']"�ɘ��Q��΀��e����>�=�z����̗�< �ϓ�u��hP�>* �@�b������75+��g��=�LhY{-"5�Z�-Z��+����DA.;��Z��^Ou��^"��Z�v�U�ٌ�i1�y��=x?���=��^�H�G�\)�{���о"�91�'K�j%Y�E������3x��E�G��ylN6�8 ����c#� ���Gٲ'19�����j �/��Th=d[7'���w� Z�O3�t�kt�@��'�9J�&z�Yt^M�

��j�)�CNҔ�� �\

o���I���owX��v��n�6��7�N�´}�K�)���F5pz:� ��G�-����ss=?݆��SW�ĩ����iu6�*]

����m��#j26[_beT�L� ��^T����y;���������2��+�Ʈy�mc�<��C'=I��-a����i1.ޒ�e�'(Z�]H��@�4�F @q�m���H ��x�E� F��,6pD� /uSb��_2��wji�u�+�<_8�� * LV��|)+��P��C�zz�s��F;Kb�є~�N��Tp�/, ��dف㇪V�vEcFEQ|?*c0:?�����3� ����)Zϔ:O��j�j�Ϝ�JӨ9c|�� �"ۻT'x�q���#��v]�:M2��})�P������Y���@|� {J��E��"�i�����~�����9��3�N�+q��PjրԱT����m0

��� "[��҅6�k�iG�:����m� �YT#�Jk;��[��1�qV�nN�c�&��� P>I�]�#A��˒�%�M�N�kA{a�Ù�M{�������Y�Y�C���F����_��0�a���I���N��1���˽�x_

�/<� �ճ��9��zpIS�Or�Y~�����?�Kaj"I���ѕ ��&�� �EJ��{\�^HgD��`.�f=:�<0����UA*���Y������׶��k �\�?�]�/{�IX���e���6����@^�A|�l�G^�UuM� ݜ#ډ~F�[qAI*�o*2&�,���$&F�z����IJ���.v��瞶%���Q���#��SPwg�51�|��9�A)�����4s��k�g���j�c�9q��ad�9�QU��zɝc懯7�t/���2M^"r�g�+Y�@m��K�^Wg��X�a��T��kϡ�/$r&s���;~�t�7|8��C���v�����Pe��x�O�������f0�D�O: FR>���տ�V�^5���.����$�DƗ.����u��C��ƃ�;w�t�幋�#�:�߿�ׯ�\A�eAA�H+&1em% -]��qt� 1��;��k�����7olx2P��s�[�vDt'2���n4��g�ͻ�����t.�� �1qT��m=[���_�. ��Z��B����g��"�dy�+ofpK�3ؑ�C>譒�҇�Æ���z�s�*�i�=�^��=3'ΠHg��@��w5p��=��f��9�4p�^�����Y��Ѯ�1��?m��'��B8

endstream endobj 39 0 obj <>stream

h�240W0P���w�(q.I,I�݃  M@Avv�n�y%@��#��%H�6V045��M�l(� �6�j (�ON-��pq�I�(���0Zn

endstream endobj 40 0 obj <> endobj 41 0 obj <>stream

hބXێ�F}��觀$�w�H���l� ��EV��}hQ-�w8��&G�~������)J�������u9U�T����X��Ç�û�:�X��(���G+���0/"|����CE ~������{��i�al�,�[�������?�g�^�B'��I�ʟ�OqQ�iruX��Y�'t�Q���/�����I�0�� F�?�_qFq>����&OE�92�H�0ͲT,�0I����ar�O�ˉKH�

˂<đQN���t��;��EP���u-:�4[�i g�p�����(�J��| "J�E�D&E�6���r��8͖afa�^;Ui��3*z��v ���^6����{�|�"��(D�Lr�}��un���(c�&���1�X㘽j�M%�D�t��e���`2o�jC�'.�9����x��A �l����� �"<�=�bC�v�3�o9)r�k2O����FC�n������wK�,�,j�7��P��Q�`���@��p.s���#{�NR�'��V��jz`R��E�G[��ի�дu��� �B7COHIx��8�mli�c�JkP���,�]��@ײC�6z?P��mzc}Dk.�yJo�o(�d(&�p����˱n;��ǚ��U1���/��[(��;�bJa��4�1j.�i�� ����zM9Y�CS�R\���CȐY��j��]��<� ����}N�6g�ӝ�%������j��� =����B^w2�N�؎�$����XT������~�l�BC��]�*��6��ա���㥂�'��ޣ9W����of/┽�����E_��f�~3�/B�n�~'�� =��42��F�L[�94[*UԿ�Xi���k�����l���L(~�;F�Hs�D�8[c�� �K�B������)��j�5`�ƕ���!ݰ��q+{�yl���$m\ͣ�(����� 0��˥

endstream endobj 42 0 obj <>stream

h�24�P0P���w�(q.I,I�݃  ḾAvv�n�y%@��#��%H�6V045��M�l(�B����1�(?98�$Z?��M?$��$�� �yl

endstream endobj 43 0 obj <> endobj 44 0 obj <>stream

hބX�n����+jP���S`�`:� fd��Ew%�$UL�Di�z�����[U%�ݘ���[�yι�ᗏ�8ػ��6�L�b��K�8�D���U��IJ(�r���ǻD��$��‡���S���,��2��Y�?;��� e���y���otR>��^��p�.q�]�fq�.3:��$Ir��O�������8I�l~&�҂n�����Κܕ����<_�yQ�b��YV�tǏ�sBZ|N��%�x� qb™���KJGd���f���

��t%{��Q �ߒgl��N�`"+\FEߊ�QWGzN��̓P��U�E�Q��e�����v�T�[/'�q]"��խ��n��Q��9��<�}����Ep&O���L}�ى�%.>GY�,?τQ]kz��I��%�� �jr��t-���^��i�WB

+�e7�Q�D��}#�Z���?6�^V�`ts{m�O1P�s�%�I~��c;8����N++�Q�pƮmԽн�V��~������E��P���=�"�ϓ��pV���}q��Ͽ�ِ�� �<�JTmӫ/�Q��^��T���3N�oU�{&�C0� �$NW�M�L�*�������/�c�`)��g؛��f��$u�u���M[��3uܖ�(kay��v��X�j��5׽��b�x6��;&[7O�f�tD��H��A���;���vw}=��"��)d�@_�"����[:|���P�x*�ߌ�

>�� \B�6��b�A��ZUܺB�t@;�'�f+��sS�U����1���mp#G�OS@'�B`ɫ���7�:���&X��!�厥�X��X����Xvϑ�Ng\��t�x� +xy�t�p����&"@e@ |БrJ�R���Δ��p[?��?a�kK�, t�$��E�e8<�n%ۯ�%�k�A��Ȁ9�h�0����&vF8̠7#�G�����WP�Oz8f*_q�j*%��a֗H]�;#�H#ǻ[}A1�bې�5�NRQj�- W!+�Z���f0P(�7Y�{0���m�q<�I$u5ɓGfӃT,64F���;�CW��.qNь|��R,���9룝���[�1��^���{5�[+�� ���@0�9MȖ���-��3}6L0GpӨU�8eώs����z�!×��F@*K�j;�z?��ҧZW�S���U$�.u(nbz%�7�wڀ�k̃UGB�Ut���"N�I�e�� �Y;�R]�`)ū �_c��-D�9�L�2��a��w�����D��u��'q�~Tݙh��( �&�*n@ %�Ĕ�2��7��6�!O��o�;���[ҿ� ���h����HŇ�^�������bZM���6��Gy�X ,�G ���C�;���ꦪ����1�\:A�Qe�ߘ�A5�\� �\e�MT+��,k}h0a��J�#(�wH�����~���Xũ58���[�/wr'�^nu�`�v��%�yc��|�5�FvzW�_>�b�s����?n���'G��Z,��ݡ�����; ��.�fp�������[���7r� �=� �XsW�$��޸L��M2s���L����5ݢ̵�x#�l,����Ca�״�9sxj+�����o�yr;��W�����)����-As���$�P��Io�{U׆i\$���^x�d�@Za��=lY/��I~��Nt6�~�\�he���zqQ��`��Rn��

"�L8{�Pd��v&�"�hp+�#�@<��R�؍� ���7cB_.���*�h��ʼnZ.�T��X���..\3���\� x0 >��,�����&��8�ۓ{���ml|�U��}w���k��q�/Fk��ED��\} ��hv�He��ޠʰsޚP����~�Î���������

endstream endobj 45 0 obj <>stream

h�24�T0P���w�(q.I,I�݃  ḾAvv�n�y%@��#� Hu�m�`hje��&P�E����%��.n�!�%�vv�l�

endstream endobj 46 0 obj <> endobj 47 0 obj <>stream

hބX]�۸}�_��� x���$ �(�l��]`�"kt:}�%�b�UQ��ip�%�{�� �$^ޏs�=������~x�{�~��X�v��0����g��`˲M�'i���;>�A�G���ÿ�7ϫ0�o/W�W�O����a�W���F;��N�v� Wa��qt�Y��<�h�� ���/�ddc�ı��Fv�ȯpC/{a����{-�

&sd�1��x���c�G�&�7~\�:.'.!���n�C���Z�E��"Hi�GwE)zwn��,�O��{Y�~��'�Fj�0�R�`ͅ��d4�.�u_��X1Κ�y��co�2g���J�N���5;t�>�U��f�ꔱ 6{l/D�-J�+&>�5� Sݑ7�3�j`�Dd�2�lr1�.�m  �?�ጲw�:֊N����X�ό�m�Z�c�q2;N ��N�^�Z4K;��S%��|��İ������� ��G��e�i���E����W�(�4��r\����w��&ď�c����l�0��XJ��w�V

/�ϰ�Dž-�x'X)�qv�q��� ���-�쿔փ�,���1w�,��ҼVvBk��V���o��9��4�މ pY͋�TCۄ��k���(�?V)�0��=�žcT�h�,��l�Z�%a�����0B�� hFS�v+�ٴS�

�5��/i�~kl��љ$K�еJ��PSԝ0 7(�A4�*���$B��U�p^�G]5/��{�"�U���V�x��YP�i� ԩ��&"|Z��O����d_9J��(� �λ���.���Lj=���'�VL�ͥ� �d1� nݞ�I�Gn{p�5�VG�m%�v��e�"�%�f��QŐʃ�i���]p r�,R0�fk�(��Ϝ�4��F����T#Q3��@�[|�F[��trE�K�2=��P���%1��}H�{�<8#����eq�Q[�Bj� �Z4�� VC��Gp�ڤs��8L���Do���g3�ȷ�CRW�� 缮U��#��ac L�`��s)���*�|2�;��(�Z�=��B �7d��W� �{�13O�&�L��fzD+�

��P��o�}cWL�S��y���=1Xao=������O��@��&�:��K�"jղ��&`���[\�Mt�߿����;�tu"��`���s |�~�Xn�'������9������?�o��Z��vA���Eo?�d�L��k��}c��Q��jІ���G�7�:"�5Hj(H 4ws)����j� ���oJF��p��f��[}����'V��%��-��^P�5�T۾�B~v��}�$�mU���n}x�0I�{<]獽k<U�g�4_k�E���.�+<�|E��,a��,�m;�����<���B �ո�RG����İo%S�+~���J��mA��X��|�ƙx/�y�.�����9_���\�

���"���΃����q4��l5٫�)yw&���ҏf(:J l�7}5�ҚX�&^�V�����^�����t:j�9M^��xԎ�qE�zӸHB��"�N;&��k6�eh{�f�nD1o�ef�MIfe�I���B�Y��#u|��S���Ə�䞀 ��q`γ)�梔wͻ��G�k0ZSgLB�{�r��g.x��6�i������j^�g3ۜ��9���Bp �a�& R�@�4��UG4Gaw���}r#M����T���,�d��#���&�2Uu���$��xl6n��/e�+�������e<�ŴgIY3����4l;�Q.���#�=[ϞK�R�f)�`�G��X�ǜ%�FW�ynF����ɉT������"�W*�⊢J��r�R��0�$6#���� b�k�D8+hF��ycdv!\��v�p@��$-�@��O��yx���v����

H߂x�g h�yx{��t6��c�A����`��@�F~=��������6[�A�V1P�3���@� �3�:}*���P����ͱz/hة��O���z�d��ό��

�-�F�X�*IR�|w���F��E /��c����7�\��|hp�>���bK��j ��B߉��2�r*H��A�peЃ�ҽ��y'l���_w�`P�L�

endstream endobj 48 0 obj <>stream

h�244P0P���w�(q.I,I�݃  ḾAvv�n�y%@��#��%H�6V045��M�l(� �6�j (�ON-��pq�I�(���0�h

endstream endobj 49 0 obj <> endobj 50 0 obj <>stream

hބXێ�F}��觀4 o���.g'�E��66އْ:�e^$+��/�SUM�Ҍlx�Q%*�?����Zd�p6����!R��0�|��a}z�#��i��,��I�?�����|:O����VJ��V�~%\��y�&W��I��f -�ME)����O2���4 �x����{�+��� ^N�~��[�`�L=��0ͲT=�a�d1���h�>->'�?�2\�����${��������5�5���ݛZ5mWXӨ�V�-�c���q�ߧ+Jg�S�х���=(]J?M�

���"��Y���pB�,\�.ֲ�Z�k�0O�e��j�Z��P�^��%��c2��a�����ҡ�yks��J����-��t9�6��J¹w�qȋ���l��x(\�����mqç%��M �W��©��4�9N�ϺjL5U����T��c����%2�j4��|�|��R��rc�BOU��+�Zה-`��x�F�>��p��K����ز<�����\�'�qP��I���!�מ�c���{[e+T�4��v���*BcT�T�Z���

\���ޡvG��۷d٩�;�pP(t��{�eD֮=� &}.)a)�.�J��)qy� 3�Ɍ��ۓA�n� )^��(�C�"d�vAW�j=���~��F��ʍr��v��r�NW�/z�oW��.�

��� �,��#�_|�|�QH�ƨ��ྭ8d��%=�%��3#~�WGnUd�4GSk�_ƫї.} � �_����4BnI!� ��7�̇x�O��)�h[;

/ 8��J΃���߄�C7]c+nv_��86�,IJ��G��&�������2̱ݭZB ޮ���uOJ�F7����Tiv[�[\�FM�=r�0�τ��ZU�Ss�C�"t'#�ݔ>�v(���L�

��苋p9}o9�l&Y(9�Q��%�i�a`�ٻIO��0Z} ��2fm*zxSA�:�{�X�.L \���.�4�vksk���u55lϳ�:"�D`�

��ߛNj�-�迶%����R�������ԁ����� ��Q��qO -<� ���:���=�@�YT��K����Y�f�e�0s䫼f

�#pە

��2kGd1���_dʥ+cߕ=�J�t��iɾF��W��>+ ��%+C�>)�����DM`.����& 5�s�v���4}��3y��D�<��R@��m�'�֜Gu/z]D����,�� � pH�z3Z�����s)�a|`RH�㤾

i_�p����-I�%�.�Jy���!��ϚIP��Į��4�Lԗ��m��=i��Q��[��s�g���{��0�I�/SAW��~x��z:�Po�Erъ�F�0�5Q�>�0����͹�U��!��yv�o��VƘż o�iN�����z�����h���1+�C��rﮂ�X��nϼ=a��}xI`e1�y\���_�p)�?Q�b�a:�y�<���������աy��R�%Mޟ�x�H��V2yk��=@rD�gG鍅���O2�g����(>�ܫE���+�K��ON�U9��

��,�7���z( �� 3'�Z�JΧ��U8xTn@)�����������Y,_R�m�YY�0��zɝL(j(c~�p2�Y1��F�2����}.���ʰdC�t�-�U�G]2iЂ���>�Q�7��mقɾR�]]�~�C�gq{�6(}_d !}�^C�]�l��eq2e9��}�L]~�8g/���9E���{�/��7���4u�M�3)��P��h\m�Fq]�C��O�=��վ���O��'�^� ��P�W�~w��Ľ}���,��3��>�NJ� �ЎP��U�ȩ9�i�g��; 6�q�h�@�����jS;=�0_:��lqż N�ߑ��]W�{(o�Bl�Y�y��$O

�E�A �n���#� �J�v>����D�]x���oک2G޷�n���p�/ w��Pa|��L9���Q ��0���t��F@������FM�����Z9��P�

�A@帱��,�����Y��3�5tR��s�J��Od��~��� �

endstream endobj 51 0 obj <>stream

h�244T0P���w�(q.I,I�݃  ḾAvv�n�y%@��#��%H�6V045��M�l(�B����1�(?98�$Z?��M?$��$�� ��f

endstream endobj 52 0 obj <> endobj 53 0 obj <>stream

hބXے�6}���S���мH�TN햝�d�ص��*/�}�(HD�Cjrd�3����� �6�r��}9}��~����z��z��&"��U�Q""���h-V�e��"|��UE >���=_}����4\;=[��^}i�A��}������vJ��6�n'<�Y��d�8 �eB[�EQJ��}�Y8#iFq����?ɯxA��x3s˺�F�����N7a�X��:�dӊG�ti�9��7Z���Ď�wM{S6����m�����_�F6�2�)d%l}h��(a��j�^�����:uΑ�dņ��;]��"�Z4�N ���~&�er��H�U#�J�X�b�������]'�0�r��J��v��U1�'��V6�BY%�lZ�++������f9x/��UՐ���QS��~���T�FV �����X&Cqܧp���r6��8P�Ł���80dvi�Y�%��z���� ��"�T���y+Ji��K^�߷<�ϵꋄ��T��x��

+n�$��ۙ�+�"��t9J�[Ϝu��S��2�Ġ�Q�]Y�>4x]��*o eQV���u�w�|�n�i�="_]���nF���qo,�<��!��

��Y4*/����ڕ�Gٗ(��1WH�SQ7���Sqa�4�TxW վ��a<1��ѩ����ڹ�I�=p{����_ͮ�E`2���eN�X�7�6G~����_%�jt]��R����a�yd���-�r��m��5�+ ��P�+�:k��w�Y�J])W��߮|�ƹ�����]NQ*1�x;�_0`P/Y�c�8���ؖJ'Q��Vٳ���~gxH���,rp�a�F��j��F�Ji�� H�x��`�41�L�{K�̣8V���q_�]Q�cb f���3��N���(��rW�T�j�ő��ܼ�74���Sڕ.y\�8��<@P�{�u)� >����C�Q�Rvޕ�MO�<�2�Vz;�� }}ڧ>�3��yN�j�m-a H����(��������:������HܷD+)i�Ӂ¼�pn�5Zpv�aE1c�w$�׷6(�Q�����D8A�A�(�:��Q)6f%a��:��d�Q[t^��1���^l��C��

7��p�̃�Q�ѯ���#k������$��Ƶ<(gߖ����J7|�/AdnE��⋮��3c)I�� 1�r��Us����ɉ�b4�]R���HJTU��;벓�q��aK����ʋ��>4�o/$�� ��&3���c���Tf.��Z�gn4�u�� 08�TɿZ��B���������,z���V�N=G7CNb(���Ȫwēe!]�S%�A=#��{�C��9���k�DKD���f���t�{�3�i݂6��q�>A!TSLA�O0�0���h�(I�m�mGgY�L�����A�2"s�09�i�z� �Ja����oĔ*�՞�� ��g��[�>����aL_��M��wu[��Z\,X�<��b�Dh� *�F 1/t9 V�<��I:A4��y��;���L�W�;����;��\����|�~�b�|�Ȭ��9Cf�ڂhI-U�4B�E�OH��I�/� ��j����Dc�w �7���]��g�O��JěM<��{�{ZD�]W�4�~�'k��Y��z���P�e�v�-�&^E�y2ڪo��r���N�����uu���{�~��YNC]������Mk�un����QՑd&�b���1S�+�)1�#f�i@`9�8(�ӈmRWO�� �җN`���AwW=��tv�rj�;�K>Ci�y�$��Nw5����hd�'�!ʍ��b$���Y�py��6��S7L�G�M��%�{�C��x�n4mȿ��@�:>��1�Q'0L�Y�5N�6=b����dM��ʻ�D! C�Y��׳��(.��� R�-��G#?��=wz�6��� ��������U�L�s��A�����wt+c@��p����棷=����i�E�G�>p�^Ҫ�x�I���R卩+��|�DC�]0�A�N��Z�o�hJX�F/0|F���B�P�̌Ԃ[�b�,�,x�,�K��{J� �o�R�i��ZJ�����sMn�iV�i�o������+�MW%�~��|�N"�!�^��i8hu���|`2Ȃ��)���Jm�I �Gw�St9�_�3��ɧu��u�]h-6�����^�G#ս~ܮ����w8 Ƙ�:�e��cn���|í�c��t�3@�h��AW8��}�sY�4���!���89qā�!y�I*�ߍ$�p�"7J}�0�!�k��� ���s�������� �6v

endstream endobj 54 0 obj <>stream

h�,�A

� ��� l̬@\�n%�E�� 1������> endobj 56 0 obj <>stream

hބXێ��}��觀 F4�� ;6�����yhQ-��6�$gF� �OU7)jF� �w%��:u�T���C"N���vw��v�H��x��Q����OI�����u���bq���8ŗ

_v�w���a�EE��a��e�ʺ ��9���d)�-���>%�u��Wƒ4��"%S��q��������!Y��:�!�ɯ$���4�m���]�|���(��L��(M���nag��c��'�F���xM��'���c���@��cM+E-��8Jݨ��p��p���J ���-#�l���X��(��i{�)�Q��RM/�8I��H�h]3q6������4�")��[����e/�$��U���-E�I������օ�3M㰈�A�)�Įֽ��=_2!�j!b�Wt�c����  �H�5E[\}�c��U��%B�|�;�s��x�� N��V���3e0� �nª Zeƾ9�SK�J��A �

wI:|F�

g�Jt�eW�lo�0�t��k!�k�nh�zK�<�bۂq�V|O���� ����4ܤO=;���yGZ��a��E\�h��/��<����4��Ѫy6)/ʲ��/��=�|�`�`�� ݶ|�<��{t:��� �>׺��35���ja�@<������MU��_d�%c*�"]H����gN?+ ��+��_A�@���S�$�)}�S�ls�y�q����Bv���q�� ��V�������\��]��=��C�G@0L-*�E.�'���)vz�`z�z�k8�J1�?���4Tc4���c}#�7���Ӯ��b�[

��O��F���͏�CYY�CD���8ꠏGMNn�jl�H|���QA}���` ii�{��� ��A�|K ? ������&�T�4Y��.䂲=:�S �n�XCt{��N3TaoӸ��v��{R0�]ߢ@�ݣ�yv�Q�8�k�sי��j�nʄ:�^�0*M�8�$�� ���FV�i��c3U�<^��4��2�{�R/|��h���� �e�E�w�=�����Q������+�z�/�D����kjÍ�N/��)0�=a�-��n�#ۀ_/�'9��M��l�S�cޑ�,j���Ko�vT9;F��/����P�H���xq�f�L�L~a7h���}_�OF������j��KcW3 O%h�`�P�+W�Iy���į� �fe�kB���P9�r���d�<�~o��Z[Y@,����"�$�Je��ܻ�����`y6�

endstream endobj 57 0 obj <>stream

h�244V0P���w�(q.I,I�݃  ḾAvv�n�y%@��#��%H�6V045��M�l�•���Ԓh�7��Ԋ�X;;����

endstream endobj 58 0 obj <> endobj 59 0 obj <>stream

h޼Yms�6��_��Ѝ�|��s7v�M�֍��������3Ej@R����.R"%;�2s�Ɉ��v��g���{�`d�\�.��[.}��ru�<�����R������������<���e�|���lg,p#�(g!|�k�/�27̷�����R0����Jp��� ��b�w�,�q��=� �����@#�1����,��X�S���c�Z'Oy�94���a@��~����O։���I��M��MC�$��%h�3�$VB�* x�Q�{lc��eq�K%,���Z�6w�b��8��A.J���w圼�ˢ^����[���W�8�]F�́���s�����40p���� eY�}���])��GY��@�B5]C�j%s ��2sb�&�!9o�q�1�G��x�+4mWH�"�Y����9�XJ�ox�5.EdEڍ K��9�-';U]�ʺ"͡i�y������r�b��Z�J���z� � ���e�I@XoʼkN���5']���Co�����OW����6J�"j� �x���=��{�����р��V�aN>�'�B�|�:W�6� oJ^5��ɛ�,�c����}���Q���zc'o���ngv�U������F6�F���V�&�q��`շ����%�H�&�!�ڃK~[�!ϵz�՚��N(�߰��Z�/���,��7����SP�������S���u U�vπ��/�K?�U�a_���I����B����E.�jD�]�J��{��J[����dkx��� �;�`�q5��G�

����_gug�!`u��x`'�M H㼬w��Cʁ�bZAfNW�0w[����Vps��b/sA!4x��V�E�:�%���_w%b�V������x�p�sV�̾� �`��Û���˞�|���ӄC),�d#��ZTB�z 7�1m�C�),x�cp��j��Q"!��mՏ�3���ؼ�eG'����Ē�`P�� {���'0Jo:��B����tz

r/�u�C �J�1�E��[\��>C���L�0�}֐�ј�.[KZ��)6�]�}�' ��k;I]��nJI��1�;l5>�Լ&�VT��hf5�� ˘��f�K��Orx�5�h��|��

kk�B� ��EiB�נ|":f}"R7K^' z ��{�5�OIL��L�����X�1�ς��ݩD�l�\#����E�;#���\B$Nzt�Բ�ն![��D�X���hg &��_)!

��(v(����4�������$��?8�J������ 9}O1����'� C]a��9��|5�-D�)� Mb:y)?����~� a��{�D�~`�;�;{��>���2��*^��ߊ|S�e���L��3޲Lm��5��CY�� �B��!����׊�6]�X0

� �~��+��� c{�e=6��#d�}��wb��3��$�w�Etl�5�;ך��=���#��d!�|�XvZ�ݝ���ޠ@r� �k���7<ژm���k$�i�5tٗ�Y�Rl��^B1��2GL�C�9��G����0�*�S�bg� �X�O�A0A�>NGi��P63����Rl�J譪�5 ��5

��N6���Z�vS

Q�{�?���ł�g_�>�p�b��@���!�$`N��i��>|~�Ӄ+�a#��������|[i~�#oD�OЀp�F:j9���A�8�7J�?��B �K����l��J�2Ȩ\�C�S��q Я7�ͦ��K<�>����>sr�~�SƎ{�6T�ׄ�F�{�[^�K�6іG

endstream endobj 60 0 obj <>stream

h�,�A

� ��� ll�qU��t-"�&�,:~����J�w�ry�p�``?�

endstream endobj 61 0 obj <> endobj 62 0 obj <>stream

hތX�r�F}�W�#8Ev�/��LI�Ų��T�C h�mA�(s>#5�{{�BRҔ��=�{n����#���ry��r��,Wg�K]���G_ynJ�0�Q����\�>����M7�dz?�����ȹ�~�{�.����~���5��3e�� ��8��?���i�E>N��������A���^� �׸./ėߟ���\���~8jd4À,<����o�8�dž���ݔf1.�!8��{~��5�*6���̹�����k���p��rN��j%��\Qª���$<��p@/�Q���UX�+ x�a՜|���n�uF�{ζ�Z��&$��a����{�6�d��D�����������媖0�q�:U�I^W ���pݐz�������k�����2��c;��V�9%�LA��7�jyAX��Q�|x*�-�ᢪ:V��[حZ~��S��]v^ϳQ��sV��=~w�*��I���̩�9��%�Rn7���E�;�s��3x}�� �o�͚W�"^˦���,�) ��� 0nUH��%+�mܲ����2�R���G�f��/kE]A�l;@�Qq0cL���L�2�R�#�;�� �gM�� �blj�;��h��Z��T�4���(\1� P���%2����H!�GCX�5f���9�xL���F�& �F

�Х��ˋu�vr�% xM����+�@�� �R9��U��*Yꦣ-���^IE.k�[ Ð `C��DY���.�,�uO�=ˀ$��*�3D�d���߲�o׹me� ��X�����$j��V �i����m��Lv�m'!��j���������#�.9 %1�9D���l��U��2;sd"d�i�y�^9��8uE4���-Bx�D�9U�C �j

��$� ���kDś�|����ف��8�F�B���kv�~:J��`F����R�����HR�z��ȶ��P�Z�

��ǿ>sQ��9y�a�� ���!�x�tLh��

^�QE����e-�d�) $�t�A|��ȓ*����ߖH�5u/Z��g��ЦN.�ŪY�s��X��*���aԀ��Ũ�R��*>� 4 �=ڽ�.�MLj�g+߸$Y�2�:���ڂꁮ�Ϥթ����T�iP@�B3'��~��j�S�6���&�*6��J�嶅�������e�׫Ȉ��1C��;

9�`._TU�SH����Q����:��Pd�z���i_��g��g���s�J�w�`��z'�9y#�x���0���ԋ�����Z+�4��Ֆ������W]R�x���d��ڈz琸��A^�N� ��h��C�9�;�k�&|�Y�~*�%�6 �V\�E��C��|$�ۆ���z�P�2Tc3Ana�

}��lbZb!zZ�A�ޙDH�]�z�$���SAܣ{2]F@�bQ�1��s�;�c�GHZ- ��nMu����X�,20�[ E�� ��f��7m����ɸ�jy�$��0�{9:(��{�~C9.[7C*޶]|8*[��;LΡ}I|(��E�+�}.'*��$i�wtq'ن�

�+V�s�2�����o�G(�:Y�lB^Տ��l�.LL&��l�&aZ��rdi9���߀��rp �J�7F%k�E^�Q���J�P#�bw�U{��Q�:Bނ��ȥ�G^�x�hL1��(�Xf�n VK��2�_ �j�`s����$�7u������lĖ��1 ��9R��ޡL�n��!tF�]j�px�u�b륖} ���r�u���g��P�R@b�n��v3O���R4Ճ�ܪ�d�G]���8�3��\4�� S ��,�ƍU�:��/Z�������j�h 3��j0�T�B)��Y'��5����e�Ъ����Q��v�<��&��W;!�JӅc�t�?� �� y���"���o�}��D�7��Q�f���Xߪ(�r%a]hnu�q��݁��L��܀��8桡���;��W� A��teΝnJ�(�P>o.�A����ѲA��lF�\ྫྷ���q���d�Q�MYU ����ހ���볃��v��iz2�uXʽ�.lc��x,uɡ���P%A`C�0C�!c�g-4}�L4�N�p&�=�#Mr�d#���|S�e��c���ԑ��sH'H��p��9�Y��Ϊ��`_�� Y ³n7P�k�Em� �����d���E�ﯱ�H�DU�|���ojK�.J�#��p� �lN> ѶL[���,v�f��7�R��%�}�܇Z���s��=�^�;7���� �� 3s�%Oj:�����~��� �o�x*�r% t�z��Da�̈��xkNnZ��a���� ,�F��yݶ;^Я�'��tA��-���=�n9�v�(����i����a#Wx�]%1�Ny8���۹�\���CI�

��s_(�DA*���S���L�`R

�O�ȯOҜkO�����7��r�S�VG�d4Щ��X�#3�i���#�'!�@h�;�XL�z�>2��R@.O�$�Ԃ�)�Zsd����Ȣ�~�d){�!�#���?���O���x�<�[�I~�

endstream endobj 63 0 obj <>stream

h�244U0P���w�(q.I,I�݃  ḾAvv�n�y%@��#��%H�6V045��M�l(�B����1�(?98�$Z?��M?$��$�� ��j

endstream endobj 64 0 obj <> endobj 65 0 obj <>stream

h��X�r�|�W�i�LIX�w������z����J��� 3�I{4������u�7�sj/�l�8�Ow�x��Ȫ���^�8������y���'�$ #�������z��/s|�>]|r.7. h�̤��B|����/췝���^)�W��n%|bqL�`1��0�|��O����?O�� � �cq� �k�/�?p�c�Z���>�52�a@ƌ�~��? ������ÿ^J�Xo+zf{���N�5/

!�jDn��Q."�Γ,�g����R2U;Y�H]����7us' �\

eR�{4���h(D��څDQ�z��\�����b��M������G���F�Vww�M�v�H��ę�9���e-EExm����zI�SŢ.f���l�*qd�&�JU����MfL�tp��:��X�9y� �}λ�Q�G�=� ��6� ap�~@���65�`J���3�?_����G��Ȝ��2H�O6�n7� M�N��( /�oB'hDn%/�q��m܄f�+4`q�w�����Ɣ~�w<|v��Z�?���jY7�D�\~�Xk+Ҕe�)af:�'�T+^���>�B)� D-�����|ݾ"��}�nc-��Z��"(cQI�,���;d#�k,6�:u�E�� ;�y�=�4��y�D5^/ʼ\�(� ��:��e樯�C&��)3 �������|+���AcǁO��Ҝ��w����K�¥)��/gB�䊢Hql�|-�'g G͋�l*�K�Ґ���v��(r-*�*������|��h�F(_��HsU�f^7�w�-iE��겅Z{����.��|4[�䗂�S�3%od�Q�i�~K�=Ph�c�+�!1�!�b�3����!��Ţ��ݾ�[�`�F� ]�Ӻ�s�o�-��>d$:{,�N�tD�)���mn�>b��f�y���O���:!�K��9

O�>�D'c��-�ۈ�vh֞� Qof3�,����}���c�{W���t#�D��W�(�i��,�Җ%;(K/��չD{�Fd��o�P>� ,۠%rȬ����ZAn�W �@rY �Ϯ7l֧���$96���n�8�Z�3�j�j�@���<'��Z���N�)M���i��IY��;���c���1�UtR�\��&�5nd%�5T��7�^�B�5E6�z?h���)�)p��0�5Q����2����g�p��a�(�v;9ĭ֥� ��A�d�ʹ�*QM��b������TU.�3dO�p5:u����y�S��e���mS � ���G|��$�����r����X2[}0H� W��� 1M� ���Л�4�s! ���dP�����ڒ�k^�F��Za�R��[!��bm��a��9Zϼ&AI��p䲪8����<]�+:�[`��>JR|�楲����"{PD߮f��Q;��j� �B��b�� �jn�U���檙�T�����N�l-�y�\p�e�ڸё���ۖ��PZ8�5R6�S��%i����֙��)��؏�q�w��C�FG��D�_����bD���j�ι�#�b��OG\��W��;�O��݇J�X����:.�.��K?u�w�,�k4���9�=�G��m9��

�*��7k�FO�< �������S���кA0!I����:��7\l�+�T}�j_��9���� �[o�ɮg��%S�|��.` x� �ߔE����P�%/�h�`C�!:T�O��C"KT;Ҧsw.�u:i�}ݙ4�K��3�!L�%��e�@�9s`i����5��d���_�[�����&�ns)P>�%�GKrs�&���ܹ�s�7�8d� �~x����D�&��9��B;�J陯"o,�"� -�sPUOԺe���-����[Y|�)�Z&9=�"���1}�

���e�g84<�B9a�f|�_+ij�Ϭ� ~�����0���8�3��

��~�u�4�G������汾 �l� =@Gf��W-��(fM�L�O��KU������^0q�~���!K��$]i�-�������n�*A��Z�owt.��֏j����\�n ��I���A`���kn�� ��h��o�A�Q�KG���NA�,��T�������g� �P�Oj����;�dЊ�k&�{�؇�`)�����؀��f�fz�o�D��

endstream endobj 66 0 obj <>stream

h�,�A

� ��� l̬@\�n%�E�� 1������

endstream endobj 67 0 obj <> endobj 68 0 obj <>stream

hޜY�r��}�W�#�"g1����-]l����b1��x�#r"��B-�I>8�=� AʩJٖ@����sN���� ئ��Z_|�^�L��Ӆp��2��+��,��<�p��;� 2��~��b]������l~��.d�o�O��;��fJ�~&�a�=�h2�r? \��{�q<����?q_�y����op]�Ǘ-׷�k�\���a8j�%��}�-w]_��O��a1�����$�Œ!�4WLJJ� v#�R5�/�}���:ߦ�=l��m�n��mj/C.�;≥�����^F�M)�O��eή���;�G ��ܫ�}��7�u�������.D`�p�ae�^�/�&-�״UU�L�lU{`OU�b�ܵ� ͗�j7Ҍ 8���G��33åZ��V�˗��ا�L7�fb�%��,X�����y �y����-E���#�`�EТG�?����j$��)�[@�оJ�~M�*����^����,v $��ڐh��˃�E����QM �),Kw��T�5+��J�Z3԰�/�N�1���2�L>=ɬm�F�tE�����5����R���$q����ƽ`)FЇ���kff�Z��-���U�e�A�i��(q<=(�U,� ��|��C�߲��lM�@\��!�B5��CK�nS��NsY��zު�Pwb@�"��0�Dh�ӱb�~h봕� hdB�$9�"^�N�@B�xHa�R_]�uc� y����-�+�� ��� �

�kva]�9�$���GP/�ā;Q{�2%aP5n��G2U����Q]x^���Ĕ���;T�m

<�۔�F�k�~>W��n�G��$Q "�p���,^D^�l[VE�9�Ǻz�� �� ��;Y�hVYV{�<u

�Z�]֚�'�B�

�ԙo��vL�k>^}Z�������S0�O���TA�Bp�k�bi^��0��Gs�y"&{ �l�S_���:�K�S � �)_'��qw� Cl\ڌ�'+报�qf�2�"9_�S����0��B ���?)����ܪ܀E���S-�T�M�1����]Qպ~� g?��n���`s�T�LF@�3dok�@Ā}Zٴ=���x��"=��Wi\�7U�=�*���A8��`b�4l3kbjp1c�d �r�(�(ҏ!P��ӟ���Tܲ�ruT���]���C���^a�xֳ ?d��о�f^�Q�m��U�1�E.`�.�%@�>��m�Z�|h �*�h�GU/FIv&��v� �DTn����I)$��B��as\�o�u�0-�S;OYcH|�y�E������e�P妦���\�՛�hO�$_M���Y�!CDx�!��"'Ow�bWE�=��W`��c��-,��Z��A��l C^6�t�ul��O�1"�wնlP?Ⱥ>LP��H�b�����vx �R�W�t���

7���z���k�H��$ ���"U�<S�������z�d��X�uZ6��"��V� �����DS���)/���4q���O����l�M_)�W&��PA��b�U)����-��-��C�@��^^��Y��6��

t_d� �%�F\6T`|6�}'5PU�v�]�W{l�J�Ut��!1�� ��;3H�1ϻR�cM�B�F�\��š��Q�g�J�c Ap5T�j jcZ� ��7����

�_�?����G�|F�A��� '�Aᢳ����2�K�p�`���Z�H�ܡ)����Y9��W�[u�N{��<��U�o�&�of�P�*��٦�r�����r/�jg~衎 �߷GJ��N�m�) ��2r���}D����B�*Gz���sz@(*�Sy[�:��9�!Of�����ؕ��0��ql�z�F���=�$oذuOs��9>!��o��� ����ACP7��=KW�׺�i�S���Dv Aݺ�V鞫Vծ�

�]()�^w�Чb��3�Lx����V~< 2��R����Da���sn~_u��x�Eiڷvh�[p�4}��ϯ2�KJ���{��\�`��Jk$��Ϫl��g����J� 0�6;2���y���� ��Q%��s;D���s�Y �=8�_A8����������|#�!F���cT<]{߯U�v�����.��G NlW�tT �K3�t,���Ĩ�4?�hqh�D0A��nJ2����Z��������-�\�l�O{R:�i!�~��60�� �&:�7�n8ْ5�֌��vN���%IFP�XE��tN��;�Ƨ9����I����`�DQ�e$;��B��N8���G�����Y�������{����� 7������ ;�U�i����0���N��F"7�l�J��,|�h���]�y��<�r�ꪤ�X���� �sE� �E/�gЈO���$}&��f:��Ϣ�=ε1�5k~x7v���;�b)�ȴ����`����

endstream endobj 69 0 obj <>stream

h�244W0P���w�(q.I,I�݃  M@Avv�n�y%@��#��%H�6V045��M�l(�B����1�(?98�$Z?��M?$��$�� �zl

endstream endobj 70 0 obj <> endobj 71 0 obj <>stream

hެX�r�8}�W���1�tM�g'�&3V�<��K��1 �x������n�@J�d���Ttc7�������-#���rq��bF�3� $�1�X��,Nh����Y@6g4Bx��7�������E4���Y ����~!j�y�<���f��LE�g�W,Mi�����Eb�� �����a���"�4� �+<���^�����\ί�!��Fq��0���G'O_[8� rZ�x@�`�/f�=B�K��WOg�.!��C״�$��"j>'W�p�"oj�4~���;���E2�T��XG ����Qr�ּ�rI*�W�n�厬UM��J�w��:�m�ᬾ �� �V_qN[Ag9 =Q��Oh���7�V� jM�ܗ���GB��"�g���r9r�y���<7e �ܘ�Yn����u+��yNf��=�k���$���(�q��N00�c9�1�� }��J��id� Uo�_�zHqIVB K�XX-5E�T�r;'��!,�0����{Q���B>�_g�Gg�y������K])ߦ�)���&ͭ�%`�

[n�۶.�V4:%���@>�i��D!3qd�M� ��H� �m�- *�ф�_=$�É�؇��z�l�M���b��||����i�K���n��AdJ�՘��K���JH�*EsĨ��I�؁I'㔴pD�z�H4�'g�<�YdԪ�8AӁ��[���`�B@9�� �V�����(��RT� 5<5HA��1�9�}�rRL�3�������kDݲ�j��r�5�vhՄ4�O�?���9�?hB��*{f疏��r��鍉YJ0I��0��De,rڣ��Xn�,���Ď-��;�1V�3h���]�B.Ŕ�>>�b�������S}7^Vd~�X�Ĕ�컈� ����m'7����0�JQU��R�-�)@��P��`a@�`�N;@�ɒ�Jl���!^ b)�jc�jkl�ѐ�V]cn)

hX$'���xJ-��䂬kK3���+�����F�=�м2O�I�A|��?��ZDc���p��{�)N�p�6���I���v���~_¶�@�?�e�r]ŋm��π�yǻ��"Z͡V��}ݘ��H���ᄊYh2��T�Qn��-~!�V�RrS�MKH���V�����6�qt�WG�F mȽ��=�B�/�Av�Z����+�ݴ����ɩN�t�.�Ђ�'XY�:IL׈&F�����g��� #�����B9�B��v��UU�_��נ�A{S �zO6���)h�1�c�n�͒��Eb(�=��\�F�8N��9u�6�N��j���B��������"����Ð�鱉��t�O�y�h�E̪uY�j�G��q˿A-�%��W��7�i�����y`�x]r)���v�;��̬d�ì��K�,` �( B�%�Qs�ĸ�R�uʹ�}L�z �I�m����� �F�fC�¤[vtza�s�dK�с`����i2坡��ŞW�;�P�R4 �?�O@j��ı��;a���ቡ:<���1X_I8'!�;Ϙ�罶�%��������p ��F�B� ��K�a�}ë} �����߫'�*�e��=��1���&�u��u�����ׄ6��C�$`m�=O��<�Gﶼ1{ RRU

$���f�`:�����p�9�}��К�p@("`.n �> �6��0!��2�l�˒yB��5�T�X����?����[˝�в.Ju��a 0���'����

�ǩ~���r ��~�/��������7��� ����� ����!Q��ґ�����u��G%�au�F�\�N�ଢ���\��m�;Ք֌m� �gapB��*�N^��^Y�� ����O���(��kht��.b'�k�7�%����w��T �����n6?v����p��R��-pV=�{��/��7IyN���:\m쨠A���D�����U��FNV|N�V\��&��n�v�������a���ď�px�c��c� �U���t.���5�x�� �9@��b u����'Q�^��'���Vz��Sq=hZPi3 -�3��ƹ&�R?�ȵ�ȦVO�7�-��-x���r �e�P? ���yZ�:eR�؋����������o<���t� ��,�%�p��b������=�� �L )�R|vcѩ�`�T������Z�sn)h&�X�(ML�Jw��2�Ԫ�;X<����c}�#`ֹ�8'f����:�q��j��H ���?@��z. P��2��B���T���0�B/�a3Y)��\)����� ���q��:ji��UV%�ՆF& -�x�Y��攆f4�gO ;�����-���(K���rx"��] �`�C,a�ϒЏ~�� �vq�

endstream endobj 72 0 obj <>stream

h�24�P0P���w�(q.I,I�݃  ḾAvv�n�y%@��#��%H�6V045��M�l(�B����1�(?98�$Z?��M?$��$�� ��m

endstream endobj 73 0 obj <> endobj 74 0 obj <>stream

hޔX�r�8}�W���1�TM��x3�ؙl�lj��MB"�4��Ŏ�[��� �Q�=SI*�6�s���77�l��W볟�k�0�ޜ1�:.q���Ĝ�D~@�Ё����=����C�dz�����y4�n�‡�r��Ux���OO����L�0S�3�'��s�&c.���ũ~v��]��A|���B��_㺘��-7\�a�\�Q�C�^B=���ͨ�� G�<����`냿NL�Hq$Ƴq�ᰮ����|�Kr��x�$�j�K��b���d1ƴ�ɺk��EDc+]���jI�EV���%�,�aη��0wY0l�a�B�,����R�i+dE0:�g��/p%�P'

p���q�8���(�B�iV˦!�ަ����4��c�G�����

�.89�Ҝ�?�!�i�n�=�Zr^Ui�,�(=���9F��?w�m�fQh���!�Il��?�a8n_Me������h���ǚW0�aR_�du%�HBW�n�bIަO�3ƒ0� ��w�%J^�͆C�V�L���[�`���]ɿ�5�0��Yϲ�8I1̞���M�=pr� ��G��-�˧R�!�d̝%�ˤ����ۏzN���)�~����8��VVۆ˻%я���|�%��~��B�����:]3���X�1O���j!�w5o���j[�C�dVjC�p��oe}��P���Jh>�^�5)#Cޜ��:ޑ�z�~�"A��A��YD�9����Uᚪ�)���e�a{SȦHKh���Bw3��D#���ēP�9P49H� �&�>��!�N�y�e�����;(�;n6�nˆl�"�'�6�&���Rq�iAy�4�.[�8

�8 �j��uHk���M�;1�_(@*�fa����_�����vI��VℲd���L�Qn���6��)*�w-/N����ǔ���*E��XU�mz

��X&v����(�QȠ�4�]Yڤ�D?q5"�~�����Y���Ap�PZv�A�iIjY��[_���W'>-�����r/�w^p���;U�n�B�4����PƂӉ�+�l��f�KY3Kޯ���� ��U��J���^�t�ּ�i����tS�,N��\� ��aAz�$����l�Q�o�ƞ�j�6ù��j F̎{�`� ��*�BM���<��2�J����)�M���"m�E��AW�W\��t�=�!� �W�Iۮ�d�Ӭ ��7қ�Q#��Td,�"�����d�1W���͎g� P���tP����8��Q~pJ&��W�8x�J6* /��]���؝�

���U�� �{�n���uK�ƒ��t���4�����@�{d��981�k I q��%0p(D>e�Y/`}��^~�Y��.����g���+⺶��

���{�G̝0Т���M͟ȹ���L 0�C�z��E�y����;�'��&�|䏢�V�� v���U�lF>녾Z�,���t�ێ�nĖ�h���Rz���� ��ZU%��Q�Hr��<�)�j�� �4d��z`o ��U^sP�/�����6�.H�x�5}Gq�m�3 ��g�9��iW�ݤHt��i�V�OU�*4������؛mJmC�����2EZm1��q�o��]��`p-�X��A�����&X�jSv��U���F{��f�G �^�C�������U[��D4��� )K��%1=����?�;<����&�o;�K������:{�� 5y����y���HO�(�^����&8�e�.�Dkr* '�r�+�@�HjW�*W��R �=�'b[��� �s�AW�&y�{c�y�k���E��f^_{���z���Q��

P�HY��*a%Hr`��TP���R !��� m��"I�I�5���*X\�&�1W�/����� ����l@�D�(�]C��&�U�=lg5 ̳���t���BV�7�Q�*����,1ov��'�m��ޡ��r�6|P��& /:�Y����I��ӆ���t�����O�1!�W3}�

)2>?Q

�˳�ϕ�� v%�#;{_9w�/�轼��J� ��ڑ\t��}��hh�R��ꮴ���ӎ$Ib�� �;ﲖ4�5�֤%oȶ��m��'��uep�+�����N�$b �El��`�f�k,4���9�ܡR�ߓ�y}�R��U��gJ0BBa������85�^���/�亨l

endstream endobj 75 0 obj <>stream

h�24�T0P���w�(q.I,I�݃  ḾAvv�n�y%@��#� Hu�m�`hje��&P����� Tc@Q~rpjI�~���~HjEI��@�Vn

endstream endobj 76 0 obj <> endobj 77 0 obj <>stream

h޼Ymo�8��_����ҊzW��C��m�H� 1p��������RR�ޟ��|�ɒe{[�ph�H69$�yf���� Z�W�����x�"��(�?��9���O���^h}�A/%�,ޮ���vF"?�K>��׊�֘���m?���^)�W*�n%x"i�G�h1�q��z�� ��߿.�����H�Ic0�x��Eb=������

zsڔ~���1�#~�ӹ���?A��� Fz�@O&��B��<����糬YU�9�38�����*��p5����=��SD�ʌD����3���#�IR����nU��W}�e0\.�j$��À�� �_g>Zl⢁]��i��t��1�P [*2X,��-��U ��Y��<�������݈Tk*��`Ȯ�K�½V�ng9|��;@�f�nВ/+.�W�NT����������kkK[�/� ��3��B��#�7��#،���Q���@�$��� ���Z�XQ�ۈ�ך��Ҿ:�8S#���_�W̮�h6b[���`};�=�]a\�8 �8M|3ӳ�U�~�������qO�̗?��=���� ���b5����|��r��Vs��G�@

��h������_#�k,�zj3�I?�rCY��|Cʠ�|:�V����z����n�������'�=���a�Q�Ac�Ԛ�5Z�5������jZ��j�&�ҀF`��~�;Z�g���'*�m�h�{���dH�a6HI�����ܬ����x`��t|D�@�nbj'ڤ������O2[��"P� ��2 8�u���!:�S/t䈻dE�b%[�h�� BY��C�}�ꕪ���(�!�G;"-���p�L��(:�S\��7;ūk(d^��43���9�n�t_]�� �i��k?��0D����,��tE���v�H�D%��%/�6��B��ߡf�ZB�xlL��6R�Q�����I�&P���sS�L%�FU��'�[���\�IlB���'�0�F$O�0H�Qu0��C�w �dE���5 �D���7���cp�� ����>� ��� �5�����x���`B(�S��=)t���s���I��d#�t�*� '��K�Zcv����k�m�2�`��R���{��t;m)�U����i�drEG 3m�=�J�K�Yi{S���5�}�T`<ț��T�P�O�qq��4��,_��[$�w{���|Tw9���n�sk���q�[�mar�0�Fi��R��:��V`�o�R<�uk�9���R�ax� ��p�������������$)&�� �1 ��7|7?ܩp�J渥С�f�ha�C+�=q�/��' ��(��s׌~~�����}��>u�`��cAI���� ������qh�6A��N՘��k@O�!�kZ~Z\�W��\�

endstream endobj 78 0 obj <>stream

h�,�A

� ��� t̬@\�n%�E�� 1 ���>�� ֊�QHtQa���z�awN��ǜ���pTݚ�� �tπJ����;:D\�ȥ���'�^��

endstream endobj 79 0 obj <> endobj 80 0 obj <>stream

hޤXm������b>���`���Z{ϱ}w���%U��af%�,��Z����g��v��$4��t?�4��u�٪�z���n� g˻+�{~�|�3߸��Y$<�����g�+��d8X>]}r�&<�s[L"|��k���Ɯ0G�ɿ���I��4韄o<��08x�(=�{��C����2#a��<�`dyC~�.v�db.�5��̑)7L�0�B�r/"NW|?zN����??�Ҙt=ǧ���.���~��|���T��$�GM\/q�){���-=&��]��+>5e?˦�8���o�!<������f������������vL�H�Ľ�`�. NQ�Ne�.�Վ���Ɋj5ׁ������g��o6�1�r��}�m�J�-{[7ŷ�B�"��4

u�k�V$\!l�p���yH�.��,����QV��+�����(�˺�)��)�D3�읇�Q�Ε�-R��i7*�T�<�Y���Q`�\��Z��1�Y�9L[���8mA��pʂh�8�ܾ]s� �3��7���5Ev?E急i?YU �Z�̊[����x�ڧ캪dk�9�俒(sbxM6{&�]���y���������Dx�3�������2��(���O٨�n�(�3c��|+ ���v�'�шCD��Lӳp�)� ]���|r>4u�F�-4I�MP��d��v���%-}�,#��܅�q��V3�7� ���U�5���SS��=�b�&�c�� ���B�s�[��9�(��/0�><��X�n��^� /�� ڋ��m�LT*�R�4D�n�^��[+i��4VY�\&jJԢ�j�7��h�e�ncT�U`k��P��{�����բ4;��i��2�鶲4�pÑҶKTOӱ�1eVo;ₙ�w� �)`� j�V~|�ↃQ�G���>�2�c���G2I��M�h�t��P

�T'�iK�c7���v-�5�J����3�cѴ��#J0U���g��J�#������8<��6*���it碓�=T�|������( !�v �mc8���G$��IЂ�l��d�R2X�™�.��6��k�2�T�҂Dk9}����T�I���΍#gw�*��/���{z��#�ƛcz�tp�� �{(��+�� �^W�����

:~OЫm���ֺ�WmU�c?zv�=�}�VU�^�M���O���4��ߋ�q�c��O��� ������_�J���a �'뵲1�>stream

h�242T0P���w�(q.I,I�݃  ḾAvv�n�y%@��#��%H�6V045��M�l(�B����1�(?98�$Z?��M?$��$�� �Ug

endstream endobj 82 0 obj <> endobj 83 0 obj <>stream

hޜX�r�}�W�)E�D,�;U[[e�'3�ZϺ,f��v�K�� M�HJ��I>8�H�"igS{1)Qh�O�ӧ�Ç#���&��!�<�H�|�\�zą�s! #��r�����7K��^�~��_l���z�vV�Q��軃���#�]�4i#��"�{�`̣Az�G�u}��쟸H��}�(�E�[� �a�Km�X����-�K9~J� ��è� ����M�� ��u�F�A�誈���x��Y���ȯv

��vhb�Ì�Ȣ�g�Z��bE�]��?�����ˍ�Ki�ݻ�!Fr���"�����jS�ĕ|kkC�s�Fnv�,D]��r%�zNԲ�Yޘ���~���׾�_�bMv�0��S��X�%y�_�o�& �A���!r��B��:?P�� ����wa]<��K�ȋ� 9/

�lHh��;Ӭ[3�s�_�8A� 8B��4����v%k�ﳿ"Z�<��۲���|�l�4M1��F�ա�/v �Hۉ�eM�gR�k�p�����$J,֙��e���� �1.��O%�,�d%�_����IT�"� ɕ<7p����Tb_�F��~�c��^�[]9|��:�G���uF��:�I�F�a����B�Jt�Y@�4����J�=�����������zՕ�_(����W�AF��D����Z�F�D��N ��Tk^�q�eBC/<[��[�FH�5�����L)�Ys���(�dJ���{�p��:�!�]�z���!�n+�Q�%_ �G��0 O�R���!���b�Ƚ�ۅ[CD�,���l��>�Pu�1���!/+P�|�$E��Мٰ�Y����|��ƌ�\7��cR����cM�ˊԻj/��B��ԊS"8=�m�rS�y *�-7()s��m.��9n80�׵Л��o6 k@�G�&�j� 2�i�a��J

y�]�Lwt�n�V���b)�q�F������Б��;'1K���N���wS�0Q }��rE��<Ț�|PY�W[lv�0a�f���g:�A i��*��d�oI�|˟d. @��u�vӢt��^�^�"�����:UlMrvZxB1]����]9QG���`ɜ�n��LLт�D��D�2�5�9�D�y���9y�*i_xAn�R� ����JNh�Ǧ딉^:�7�]���c;!��k�,0��t��Y.u��ʼ躔 ;@lLyܴb�L�mAQT�;�Z�G���y6R!�pi���_ʊl���z���p��@`ϨM?~�����m��H*H��B;�B���Q}Y�gH��������>X4 a�9�"F��CO�����j��/ǙzIF�fe�"k[�@�;��p���ɭv6�"�ؙ��v��~D��R�V —x9'�r�.�^*�|��g7��������OF�C�z��Tj�M��g4��uZ��� �ƂhD�~��,^�oe�mN�*��|�Fm,xS�j�?"��I���*��Ѩܣjpѵ14vؗ�K����P�MM:PU���L�x˞�:�?�4}c�$A!�U�WPU��P� � ^��F�)ğ��X

��we�E^ �Nmy"�>��%͉0Ǐ�֫����C᪯��!� �P̸�#*`X@�

!4��O�iZ&"�$睢�9@�D�*Dq41

U�z,<�m��� 4���Y;��3CY[#�t+j�.�����d�f̪Zc3���gڔܔ8��y.8_�Uڎ��o�%%��Xe����d�hv���q�j������r�x U�N\�Qrb>Zg1#�r �AʼnX���'` ���ɠ��3·��@u�t��\CWʉ��epf>a���|����#� ��Ƃ�a �`cAR5�\��� ���YH�x�U�C���ؽ����a��G�����G^�šG��� T/Yk���^_c�N-s�`�J�~R����<6d��b��ա�I����y���k�����9�ͽ�h�r+�o��R�'@�b���zήg�� ��N� �cȡx.8N`?���������-'�9T�v�����m���G(��0C]�rh�״3���+���')�d� |@O��KN�~�1�zcӏ��|�3J5�Dw� �Խ�;!�;�K(�d!�$W�`��x���w�ʇ��9^;�trH�A��p~����x�LZ�Ju��y �1n[�E�(@�� �?b+�o�ѳ���TiJ� �'k�1a���MEOc�t%��tz��K�8�����0^��� �U�M�A3�;= F�]#�&E�"�����r��s����d�6����9�~�����3U1?�P���K�މP;i��+m������u��#�9k���39˲�\�U����:�S�`����zlE]����{�v���X�o�1�3~#H7u��!}�]�O��x�

endstream endobj 84 0 obj <>stream

h�242R0P���w�(q.I,I�݃  ḾAvv�n�y%@��#��%H�6V045��M�l(�B����1�(?98�$Z?��M?$��$�� ��h

endstream endobj 85 0 obj <> endobj 86 0 obj <>stream

hެX�r�8}�W�i�ڒ0)P�kj��ĕر'��&����KXӄ$�h>c�x��&��}�JR�H���}��z�Ⱥ:y�<�i��#���0"!�qW,L�b�)OBx�x�� �~������68{�����NM��_.��Bw���M���DOq�)K[OpŒ������<���9 �����7�;#qLC��������8�É[���

;shjg4��c2c4�� W�<�Ӧ��⃿aJ����8�W��eSm')�1��4(��Z�6B�Nɧ��&UQ���F�BV�Q���A81w��Q����0F��\R��4+I�<�>��J�\�kR�F�r�V7?�`_���Qkd�Y�gQ���F�U��$�6�n�PN �r-I�1h�%��ad�ۮn���R?�Z�Ð�T�]1�HxW�0��p��U�R�B�൐”�����n�R�ٗ>��4dkd%K W��$��'/}��u.�}[���i*pYU�f�Ѻ�:�ɦ3�� 4�,�Y���,�4���gi�y��Z�?Ar �q�T����� .�[���G���:�v��+����朗8��ji�<���@��\=:�a��>����!�Y�R�e�/

�7�_�I>[��rY�u�r��͂���0R_��AEyWQn+zQ� P�}��VcGx%4 �Ha�b�3����/fL6�y�2���� ǶVp��>�� b���1����E�-����#�h��c�r��kU �f3�4��̂�� 7��Z����f�#TtJ��eg���#2@�

�o6��ɗ�

S����m�Y��xH��:*amW����+�Y@�Kﵙ���,(W�h~_�M`C�JUDߓ�|&< ��|T]��]�F���t�x �����"�If�>�#H��1���Ы� ���%4�!��,�m���D{�Ґ� �9M��v� �VAa�͟%���(ɕ���o���e�@PҘ���;y'VPyk�#�c| ��Q���[��|��(?Pc(OY���M�k�X�:��<�7�)�TZ����*ŝ*T���J ��!�N��9�螎,��#T�$�+�zo��@ �;&�'(O%G���փl=�.��z����e�S��tx�h_ӂs2䆽�o�/�|z�iг��Z\I�ӆ�}��޼�I��(D�(Y/�3H�-y�%�;J8>q��aϧ���|x-<�����z$@

]�U���]˪IpH����0p!W�nA���"��)ya,��3��|_'���l�ݵ���$ �s��a�]�\�}�p�/��!- c�?�RM���xJM�Y�X{ �d�T3N�����J`�s���l�gB-^��;��WH��/{� V��Qk�# #���*r������e���\_,ap���;

��pg/�_Ad!)�P*W��K%j��f���^ְ����:@�3��0'��!�t�Iً�u��k�%'4�ڀ S���l,dK��Q���v�t�(��&Œ]H��z�+}[� N�A�R�w�Ȁ�>1��\b���#��8�Y��~������,��?}ͺ����FZ�x<�hЯ�0p%�;�Ə�l0

�k ���m �xV��픥��vp��(��@H����J���b�ۤ}�'���_(�F�h�������N9L��!mǷ�{��:�g#������n���ƳC�{[��fU'qOߋ�ԟHo="�艨q#� �>���G� ���ݍ k���me(�����t�$PQ�~��'؁/�~�Bhw4���(��A�I@G�|���"�-�n@�n0�E�N��g�q�G�[�a3v| ��d�oJr)��7��)�T��;sEXH�(R�g��5�ȇ���t��-� ^r���c w��9����3���-t(ԝ�[�����̓*aY��,m�d�D�}6>$���A1�T�_���c��_Nwf^{��

F�}�O;;��FW�d���5=���r'(�e{�J�tv����>r�r��ۅ�w�>.���6U%�l$\��k�.��{<� �Լ�� yE��{m���;�9���#y����ǭ��F�|���I�Y�U���g����zʂmSw_8��Q�x���N>��1�_�58ެ�q_�E��duҿ��S’9�����yz�%�Y�8)�/O�+����

endstream endobj 87 0 obj <>stream

h�242V0P���w�(q.I,I�݃  ḾAvv�n�y%@��#��%H�6V045��M�l(�B����1�(?98�$Z?��M?$��$�� �1i

endstream endobj 88 0 obj <>stream

hޤ�[K�0���yԇ�[/)�`S��q� ��؅6��h#꿷']�96�����r�|a�

����C����K2Q��V�% S�f�?��B��s�Ϊ�$ rS&�ڔ)Y�r\6f7����W��Ap�5�u��fc�ڭD�ܫm������F�E��N��[}i�6k^y@���!��d�K��2�IAĹ�ю:��>O� ]fӏ�v�����Ϟ�Z?�H��V�uػ���> c�gQ�w�t��W�Q{��&ѥ3r�6�ڤ�F)%x9��8 �4Wi�t�?�T���K���ZB(+睪��_gh�ȹ��T�O��s[k�ddVՅʝi�5�=u��2�5x, s��g��E���+�#�ߓ�N�|�?�cy@0g�"����1�'ϿU9Fc�.:� @�Z�w/�6���-]� 0 �

endstream endobj 89 0 obj <>stream

h�242W0P04�P02P����+�-��(���ł�]�� � \

endstream endobj 90 0 obj <>stream

application/pdf

Microsoft Word - O'Reilly and Tushman AMP Ms 0514131.docx

tbarrow

2013-09-06T10:20:13-04:00

PScript5.dll Version 5.2.2

2013-09-06T10:20:13-04:00

Acrobat Distiller 9.5.5 (Windows)

uuid:1b326f5d-07fa-4424-9043-27c5805ca925

uuid:b597e3da-a54b-4d6e-b3f7-5a7baa5d1add

endstream endobj 91 0 obj <>stream

hޜο

�0�W�7Hr�s)�.�.���C� .*V����Q�%���w��伥�p���ę�m����<�[�=�}�Y����{݊��S��n�r�TB[ߠ����� fD�Џ�Rw��w���.Gz�d@�d� #�2�L ���2�̿ɷk�c�

endstream endobj 92 0 obj <>stream

h�|�1k�0��r��!�Ɏ

)!`��Դ�Y�(�J���Τ��u�s�ox�϶- ��u�ȍX��3�C�G�^ͽ����m�;|���6����je����S� 9�{�Jp�1��

���La�"�nb�z�>I9G��q��E���Q.Zק$9�!�m��3q� �T�q5�������~�na(��nmkM��K? ��IU

endstream endobj 93 0 obj <>/Filter/FlateDecode/ID[<2CFAB6D216EFCFFE5ED42568DBF91D1C>]/Info 133 0 R/Length 230/Root 135 0 R/Size 134/Type/XRef/W[1 3 1]>>stream

h�Ē�AFgf ̆g��-��[�i

���

�WP����z�@�2�N2��z[ܜ���3�

�>��t�c|���G�2�

�LF6�+�&���㏐YÄ0Cp S��y3o,su2\�L&�%�&��fg���K.Ȯxoe�����ɉ;G�H�K�݌����B�U�9ZwN�m�uvM�f�ȁg����T�KZ���#�qp�����[7�*�{�3���>k

endstream endobj startxref

116

%%EOF

Ambidexterity | Description | Britannica

Ambidexterity | Description | Britannica

Search Britannica

Click here to search

Search Britannica

Click here to search

Login

Subscribe

Subscribe

Home

Games & Quizzes

History & Society

Science & Tech

Biographies

Animals & Nature

Geography & Travel

Arts & Culture

Money

Videos

On This Day

One Good Fact

Dictionary

New Articles

History & Society

Lifestyles & Social Issues

Philosophy & Religion

Politics, Law & Government

World History

Science & Tech

Health & Medicine

Science

Technology

Biographies

Browse Biographies

Animals & Nature

Birds, Reptiles & Other Vertebrates

Bugs, Mollusks & Other Invertebrates

Environment

Fossils & Geologic Time

Mammals

Plants

Geography & Travel

Geography & Travel

Arts & Culture

Entertainment & Pop Culture

Literature

Sports & Recreation

Visual Arts

Companions

Demystified

Image Galleries

Infographics

Lists

Podcasts

Spotlights

Summaries

The Forum

Top Questions

#WTFact

100 Women

Britannica Kids

Saving Earth

Space Next 50

Student Center

Home

Games & Quizzes

History & Society

Science & Tech

Biographies

Animals & Nature

Geography & Travel

Arts & Culture

Money

Videos

ambidexterity

Table of Contents

ambidexterity

Table of Contents

Introduction

References & Edit History

Related Topics

Images

Read Next

13 Questions About How the Human Body Works Answered

What Are the Symptoms of a Stroke?

Do We Really Use Only 10 Percent of Our Brain?

Are There Really Right-Brained and Left-Brained People?

Discover

Inventors and Inventions of the Industrial Revolution

12 Greek Gods and Goddesses

Why Are U.S. Elections Held on Tuesdays?

How Did Helen Keller Fly a Plane?

America’s 5 Most Notorious Cold Cases (Including One You May Have Thought Was Already Solved)

Ten Days That Vanished: The Switch to the Gregorian Calendar

6 Fast Facts about Alexander Graham Bell

Home

Health & Medicine

Anatomy & Physiology

Science & Tech

ambidexterity

physiology and psychology

Actions

Cite

verifiedCite

While every effort has been made to follow citation style rules, there may be some discrepancies.

Please refer to the appropriate style manual or other sources if you have any questions.

Select Citation Style

MLA

APA

Chicago Manual of Style

Copy Citation

Share

Share

Share to social media

Facebook

Twitter

URL

https://www.britannica.com/science/ambidexterity

Give Feedback

External Websites

Feedback

Corrections? Updates? Omissions? Let us know if you have suggestions to improve this article (requires login).

Feedback Type

Select a type (Required)

Factual Correction

Spelling/Grammar Correction

Link Correction

Additional Information

Other

Your Feedback

Submit Feedback

Thank you for your feedback

Our editors will review what you’ve submitted and determine whether to revise the article.

External Websites

Harvard Business School - Ambidexterity as a Dynamic Capability: Resolving the Innovator’s Dilemma

Print

Cite

verifiedCite

While every effort has been made to follow citation style rules, there may be some discrepancies.

Please refer to the appropriate style manual or other sources if you have any questions.

Select Citation Style

MLA

APA

Chicago Manual of Style

Copy Citation

Share

Share

Share to social media

Facebook

Twitter

URL

https://www.britannica.com/science/ambidexterity

Feedback

External Websites

Feedback

Corrections? Updates? Omissions? Let us know if you have suggestions to improve this article (requires login).

Feedback Type

Select a type (Required)

Factual Correction

Spelling/Grammar Correction

Link Correction

Additional Information

Other

Your Feedback

Submit Feedback

Thank you for your feedback

Our editors will review what you’ve submitted and determine whether to revise the article.

External Websites

Harvard Business School - Ambidexterity as a Dynamic Capability: Resolving the Innovator’s Dilemma

Written and fact-checked by

The Editors of Encyclopaedia Britannica

Encyclopaedia Britannica's editors oversee subject areas in which they have extensive knowledge, whether from years of experience gained by working on that content or via study for an advanced degree. They write new content and verify and edit content received from contributors.

The Editors of Encyclopaedia Britannica

Article History

Table of Contents

ambidexterity

See all media

Category:

Science & Tech

Related Topics:

handedness

(Show more)

See all related content →

ambidexterity, the ability to use both the right and the left hand with equal ease. Handedness is the most visible manifestation of laterality, a characteristic of the human brain that localizes certain functions to either the right or left hemisphere. The origin of handedness (or the absence of it, in the case of ambidextrous individuals) remains a matter of debate. Some researchers have posited a genetic origin, while others have suggested environmental forces; it is possible that both contribute to hand preference to some degree.

This article was most recently revised and updated by Adam Augustyn.

Building Ambidexterity Into an Organization

Building Ambidexterity Into an Organization

Mobile Menu

Menu

Search

Topics

< Back to Menu

Data, AI, & Machine Learning

Innovation

Leadership

Managing Technology

Marketing

Operations

Social Responsibility

Strategy

Workplace, Teams, & Culture

All Topics

Trending

AI & Machine Learning

Culture

Diversity & Inclusion

Our Research

< Back to Menu

Big ideas Research Projects

Artificial Intelligence and Business Strategy

Responsible AI

Future of the Workforce

Future of Leadership

All Research Projects

Spotlight

< Back to Menu

AI in Action

Most Popular

The Truth Behind the Nursing Crisis

Work/23: The Big Shift

Coaching for the Future-Forward Leader

Measuring Culture

Magazine

< Back to Menu

Winter 2024 Issue

The winter 2024 issue features a special report on sustainability, and provides insights on developing leadership skills, recognizing and addressing caste discrimination, and engaging in strategic planning and execution.

Past Issues

Webinars & Podcasts

< Back to Menu

Upcoming Events

Video Archive

Podcasts

Me, Myself, and AI

Three Big Points

Subscribe Now and

Save 22% on Unlimited Access.

Subscribe

Topics

Data, AI, & Machine Learning

Innovation

Leadership

Managing Technology

Marketing

Operations

Social Responsibility

Strategy

Workplace, Teams, & Culture

All Topics

Trending

AI & Machine Learning

Culture

Diversity & Inclusion

Our Research

Big ideas Research Projects

Artificial Intelligence and Business Strategy

Responsible AI

Future of the Workforce

Future of Leadership

All Research Projects

Spotlight

AI in Action

Most Popular

The Truth Behind the Nursing Crisis

Work/23: The Big Shift

Coaching for the Future-Forward Leader

Measuring Culture

Magazine

Winter 2024 Issue

The winter 2024 issue features a special report on sustainability, and provides insights on developing leadership skills, recognizing and addressing caste discrimination, and engaging in strategic planning and execution.

Past Issues

Webinars & Podcasts

Upcoming Events

Video Archive

Podcasts

Me, Myself, and AI

Three Big Points

Search

Store

Sign In

Subscribe

Magazine Summer 2004 Research Feature Building Ambidexterity Into an Organization

A company’s ability to execute today’s strategy while developing tomorrow’s arises from the context within which its employees operate.

Julian Birkinshaw and Cristina Gibson

July 15, 2004

Reading Time: 26 min 

Topics

Leadership

Workplace, Teams, & Culture

Organizational Behavior

Performance Management

subscribe-icon

Subscribe

Permissions and PDF

Share

Twitter

Facebook

Linkedin

The technological downturn, political turmoil and economic uncertainty of the last five years have reaffirmed to managers the importance of adaptability — the ability to move quickly toward new opportunities, to adjust to volatile markets and to avoid complacency. But while adaptability is important, it is not enough. Successful companies are not just nimble, innovative and proactive; they are also good at exploiting the value of their proprietary assets, rolling out existing business models quickly and taking the costs out of existing operations. They have, in other words, an equally important capability we call alignment — a clear sense of how value is being created in the short term and how activities should be coordinated and streamlined to deliver that value.

For a company to succeed over the long term, it needs to master both adaptability and alignment — an attribute that is sometimes referred to as ambidexterity.1 For example, Finland’s Nokia Corp. is trying out a vast array of new mobile technology offerings, while continuing to invest in its dominant handsets franchise. GlaxoSmithKline Plc is experimenting with alternative organization models, alliance partners and technologies in its search for new blockbuster drugs, and it is also pushing hard to maximize the return from its existing drug portfolio.

The trouble is, it’s difficult to find the right balance between adaptability and alignment. Focus too much on alignment and the short-term results will look good, but changes in the industry will blindside you sooner or later. Lloyds TSB Bank Plc, based in the United Kingdom, delivered spectacular shareholder returns throughout the 1980s and 1990s, in large part through CEO Brian Pitman’s single-minded focus on return on equity. But little attention was paid to understanding changing customer needs or to the morale of the workforce, which ultimately undermined the company’s performance. From 1998 to 2003, Lloyds TSB lost 60% of its market value.

Similarly, too much attention to the adaptability side of the equation means building tomorrow’s business at the expense of today’s. Consider the case of Sweden’s Ericsson, which has led the technological development of the mobile telephony industry. Ericsson developed one of the first analog mobile systems; it led the industrywide development of the global system for mobile communication; and it has pioneered general packet radio system and third-generation mobile technology standards. But the impressive growth in sales in Ericsson’s systems business masked a high-cost and bloated organizational structure. At its peak, the R&D organization employed 30,000 people in approximately 100 technology centers with considerable duplication of effort. Adaptability, in other words, had taken precedent over alignment, and the subsequent crash in the telecom industry meant that Ericsson was hit harder than most. Since its peak in 2000, Ericsson has laid off around 60,000 employees and closed most of its technology centers in a bid to restore the profitability of its current businesses.

Two Forms of Ambidexterity

The concept of organizational ambidexterity has been around for years, but the evidence suggests that many companies have struggled to apply it. The standard approach is to create structural ambidexterity, that is, to create separate structures for different types of activities.2 For example, the core business units are given responsibility for creating alignment with the existing products and markets; and the R&D department and business development group are given the job of prospecting for new markets, developing new technologies and keeping track of emerging industry trends. Structural separation is necessary, the argument goes, because the two sets of activities are so dramatically different that they cannot effectively coexist.

But separation also can lead to isolation, and many R&D and business-development groups have failed to get their ideas accepted because of their lack of linkages to the core businesses. Many companies have experimented with variants of the structural ambidexterity model. Some pull individuals out of their current jobs to work in a dedicated cross-functional team for a limited period of time. Others separate the different types of activities within a single business unit — for example, they create a small business-development team attached to a business unit. These approaches avoid the extreme form of separation that is typical of dual structures. But they nonetheless remain top-down in nature in that they rely on business-unit managers to judge how best to divide employees’ time between one set of activities and another.

In an attempt to shed new light on the phenomenon, we have developed and explored the concept of contextual ambidexterity,3 which calls for individual employees to make choices between alignment-oriented and adaptation-oriented activities in the context of their day-to-day work. (See “About the Research.”) In business units that are either solely aligned or solely adaptive, employees have clear mandates and are rewarded accordingly. But in a business unit that is ambidextrous, the systems and structures are more flexible, allowing employees to use their own judgment as to how they divide their time between adaptation-oriented and alignment-oriented activities. For example, should they focus on current customer accounts to meet quota, or should they nurture new customers with slightly different needs? To foster this sort of ambidexterity on the individual level, a much greater level of attention has to be paid to the human side of the organization.

Contextual ambidexterity differs from structural ambidexterity in many important ways (see “Structural Ambidexterity vs. Contextual Ambidexterity”), but the two approaches are best viewed as complementary. Indeed, many successful companies, including Hewlett-Packard, 3M and Intel, use a combination of both approaches to deliver simultaneously on the needs for alignment and adaptability.

About the Research »

About the Research

Ambidexterity has been seen as a desirable organizational trait for decades, but the concept has typically been associated only with the structural separation of activities. We offer a complementary way of thinking about ambidexterity that sees it emerging through a company’s organizational context as well as through its structure.

Our research was conducted over a three-year period in cooperation with researchers from the Center for Effective Organizations (Marshall School of Business, University of Southern California) and Booz Allen Hamilton Inc., and with the collaboration of the World Economic Forum. We adopted a systematic, multiphase research design, consisting of (1) interviews with top executives in 10 multinational companies; (2) interviews in two to seven business units in each corporation; (3) development of a detailed survey to measure organization context, ambidexterity and performance; (4) administration of the survey to a stratified, random sample of 50–500 employees at four hierarchical levels in each business unit; (5) identification and understanding of the key context characteristics through qualitative analysis of interview notes and quantitative analysis of survey data; and (6) feedback sessions in each company. The total number of survey respondents was 4,195 individuals across 41 business units in the 10 multinational companies.

AMBIDEXTERITY AND PERFORMANCE

To examine the link between ambidexterity and performance, we surveyed two separate groups of individuals. In each business, we interviewed midlevel managers about their company’s alignment and adaptability, asking them to rate a variety of factors. We then multiplied the overall alignment and adaptability ratings to arrive at a measure of the company’s ambidexterity. Similarly, we then asked a set of senior managers to rate business performance. We examined the correlation between ambidexterity and performance across the 41 business units and found it to be highly significant (r = 0.76, p < 0.01), as shown below.

ORGANIZATIONAL CONTEXT AND AMBIDEXTERITY

The second stage of statistical analysis sought to test two hypotheses. The first argued that a supportive organizational context — characterized by a combination of performance management and social support — would be associated with a higher level of ambidexterity. To test this, we asked respondents questions about a range of contextual factors, out of which we created two indexes — one for performance management, the other for social support. We multiplied these two to create an overall index for organizational context. The correlation between organizational context and ambidexterity across the 41 business units was highly significant (r = 0.55, p < 0.01), as shown at right.

The second hypothesis argued that ambidexterity would mediate the relationship between organizational context and performance. To test this, we undertook a series of regression analyses, which showed that (a) ambidexterity is correlated with performance, (b) organizational context is correlated with ambidexterity, (c) organizational context is correlated with performance and, the critical step, (d) when ambidexterity and organizational context together are analyzed as predictors of performance, only ambidexterity has a significant influence. This is known as full mediation, and it demonstrates that the influence of organizational context on performance only occurs through the creation of ambidexterity.

For a full description of the research and statistical analyses, please refer to C.B. Gibson and J. Birkinshaw, “The Antecedents, Consequences and Mediating Role of Organizational Ambidexterity,” Academy of Management Journal 47, no. 2 (2004): 209–226.

Structural Ambidexterity vs. Contextual Ambidexterity

View Exhibit

Structural Ambidexterity vs. Contextual Ambidexterity

The traditional view of organizational ambidexterity revolves around a structural separation of initiatives and activities. The notion of contextual ambidexterity, which manifests on an individual level, represents a complementary process.

Contextual Ambidexterity

Our research, which included interviews with a wide variety of employees, ranging from senior executives to front-line workers, identified four ambidextrous behaviors in individuals:

Ambidextrous individuals take the initiative and are alert to opportunities beyond the confines of their own jobs.

For example, a regional sales manager for a large computer company, in discussions with one large client, became aware of the need for a new software module that no company currently offered. Rather than try to sell the client something else or just pass the lead on to the business development team, he took it upon himself to work up a business case for the new module; once he received the go-ahead, he moved full time into the development of the product.

Ambidextrous individuals are cooperative and seek out opportunities to combine their efforts with others.

A large beverage company’s marketing manager for Italy was primarily involved in supporting a newly acquired subsidiary, and she was frustrated with the lack of contact she had with her peers in other countries. Rather than wait for someone at headquarters to act, she began discussions with peers in other countries that led to the creation of a European marketing forum. This group met quarterly to discuss issues, share best practices and collaborate on marketing plans.

Ambidextrous individuals are brokers, always looking to build internal linkages.

On a routine visit to the head office in St. Louis, a Canadian plant manager for a large consumer products company heard discussions about plans for a $10 million investment in a new tape manufacturing plant. He inquired further into these plans, and on his return to Canada, he called a regional manager in Manitoba, who he knew was looking for ways of building his business. With some generous support from the Manitoba government, the regional manager bid for, and ultimately won, the $10 million investment.

Ambidextrous individuals are multitaskers who are comfortable wearing more than one hat.

For example, the operations manager in France for a major coffee and tea distributor was initially charged with making that plant run as efficiently as possible, but he took it upon himself to identify new value-added services for his clients. He developed a dual role for himself, managing operations four days a week and on the fifth developing a promising electronic module that automatically reported impending problems inside a coffee vending machine. He arranged corporate funding, found a subcontractor to develop the software and then piloted the module in his own operations. The module worked so well that operations managers in several other countries subsequently adopted it.

These four attributes — which collectively describe an ambidextrous employee — have several important commonalities. First, they constitute acting outside the narrow confines of one’s job and taking actions in the broader interests of the organization. Second, they describe individuals who are sufficiently motivated and informed to act spontaneously, without seeking permission or support from their superiors. Third, they encourage action that involves adaptation to new opportunities but is clearly aligned with the overall strategy of the business. Such behaviors are the essence of ambidexterity — and they illustrate how a dual capacity for alignment and adaptability can be woven into the fabric of an organization on the individual level.

Still, an individual’s ability to exhibit ambidexterity is facilitated (or constrained) by the organizational context in which he or she operates, so contextual ambidexterity can also be diagnosed and understood as a higher-order organizational capability. At the organizational level, contextual ambidexterity can be defined as the collective orientation of the employees toward the simultaneous pursuit of alignment and adaptability. It is manifested in the behaviors of hundreds of individuals in the ways described above and in the unwritten routines that develop in organizations. In this respect it is analogous to the well-established concept of market orientation, which is a collective orientation of people throughout a business toward the gathering, interpretation and dissemination of market knowledge.4 And just as with market orientation, ambidexterity is a potentially important capability for contributing to long-term performance.

So what does an ambidextrous organization look like? There are numerous paths to ambidexterity, but consider two examples from companies whose units rated very high in our research on both contextual ambidexterity and performance:

Renault, the French automobile company, went through a radical transformation during the 1990s. When Louis Schweitzer became CEO in 1992, the state-owned company was languishing. Schweitzer cut costs through a number of well-publicized plant closures, but he also invested in new-product development (leading to such models as the Espace and Megane) and began the search for a strategic partner to take Renault into the top tier of the industry. After an abortive merger with Volvo in 1993, Renault gained control of a struggling Nissan in 1998 and, to the surprise of many observers, quickly turned around its performance. By 2001, the Renault-Nissan Alliance had joined the ranks of industry leaders and was one of the most profitable auto companies in the world.

How did the transformation take place? Schweitzer developed a simple and consistent strategy built around what he called the “seven strategic goals.” The strategic planning and budgeting processes, and the bonuses and stock option plans, were all aligned with these goals. The communication of the message was, in the words of one executive, “doggedly consistent.”

At the same time, the company developed what one executive called a “deep desire to adapt.” The seven strategic goals were updated every two or three years, the organization had an informal style of management in which expressing alternative views was encouraged and managers developed a self-critical approach, always looking to improve. The result was an organization that became proficient at continually making small adaptations to its strategy without losing alignment.

As a second example, Oracle Corp. is the leading enterprise software company in the world with more than $10 billion in revenues. Oracle’s rapid growth, and the continuing presence of its founder, Larry Ellison, created an entrepreneurial style of management that eschewed formal structures and processes wherever possible. And perhaps because of this, the concept of ambidexterity sits easily with its senior executives. As one of them put it, “We align around adaptability.”

The company has shown a “remarkable ability to turn on a dime.” Consider Oracle’s shift into e-business in 1999 and its current shift into services. Oracle achieved this adaptability by hiring very smart people, setting aggressive but not unrealistic targets and avoiding too much formalization. As one executive explained, “Moving at this high rate of speed makes it impossible to maintain formal processes. Instead, a lot of people are making unilateral decisions.” At the same time, though, the objectives, goal setting programs and incentive systems are carefully aligned. “Employees in all lines of business have a clear idea of the company’s objectives,” observed one manager.

Renault and Oracle are not alone. Tesco Plc, the leading grocery chain in the United Kingdom, delivers industry-leading profit margins through a well-aligned operational strategy while continuing to push the development of new store concepts and new product lines. 3M Co. is famous for its highly innovative work practices, also delivering impressive margins through its systematic financial control and continuous improvement systems. An ambidextrous organizational context can be achieved through a variety of means, but they all share one thing in common: They enable individuals in the organization to exhibit initiative, cooperation, brokering skills and multitasking abilities.

Building Contextual Ambidexterity

How can managers begin to think about building contextual ambidexterity into their organizations? Sumantra Ghoshal and Chris Bartlett define context as the often invisible set of stimuli and pressures that motivate people to act in a certain way.5 Along that line of thinking, top managers shape organizational context through the systems, incentives and controls they put in place, and through the actions they take on a day-to-day basis. It is then reinforced through the behaviors and attitudes of people throughout the organization.

Ghoshal and Bartlett argue that four sets of attributes —stretch, discipline, support and trust — interact to define an organization’s context. In combination, these attributes create two dimensions of organizational context: The first, performance management (a combination of stretch and discipline), is concerned with stimulating people to deliver high-quality results and making them accountable for their actions; the second, social support (a combination of support and trust), is concerned with providing people with the security and latitude they need to perform.

Performance management and social support are equally important and mutually reinforcing. The strong presence of each will create a high-performance organizational context that gives rise to a truly ambidextrous organization. However, if there is an imbalance in these organizational characteristics, or a lack of both, a less than optimal organizational context will exist. (See “Four Types of Organizational Context.”)

Four Types of Organizational Context

View Exhibit

Four Types of Organizational Context

The more a company emphasizes performance management and social support, the more likely are its employees to behave ambidextrously — aligned and adaptive — and the more likely the organization is to achieve high performance. A deficiency of either performance management or social support will create less than optimal contexts for ambidexterity.

For example, a demanding, results-driven orientation that lacks social support will create a burnout context. Many people will perform well for a limited time in such a scenario, but its depersonalized, individualistic and authority-driven nature typically results in a high level of employee turnover, making ambidexterity difficult to achieve. Conversely, strong social support without high-performance expectations will engender a country-club context6 in which employees benefit from and enjoy a collegial environment but rarely produce up to their potential. Companies in this position also have low ambidexterity and produce satisfactory but lackluster results. An absence of both a high-performance ethic and social support will, of course, produce a low-performance organizational context. Employees are unlikely to be either aligned or adaptive, let alone ambidextrous.

Creating a High-Performance Organizational Context

While performance management and social support factors do not directly create high performance, they do shape the individual and collective behaviors that over time enable ambidexterity, which does lead to superior performance. The challenges of building such a high-performance context are illustrated by the cases of Renault and Oracle.

Renault’s transformation during the 1990s involved a shift from the country-club to the high-performance context. Until 1990, employees had viewed the company as a comfortable and secure place to work, with an informal atmosphere. Over the following 10 years, a number of changes were brought about, primarily through top-down initiatives revolving around cost reduction and quality and through greater focus on, and commitment to, key strategic objectives. One executive commented that his business unit was run as a “commando-type organization — appraisal and evaluation interviews are run in a pyramidal form and compensation is [now] geared toward short-term objectives.” Most of these changes were instituted through a new executive team that gave people more structure, which led to a focus on new products and new opportunities as a means of delivering on the more ambitious goals. Stated slightly differently, the emphasis during the transition was placed on performance management but building on the social support that had existed in the early 1990s. Indeed, two of Schweitzer’s seven goals were concerned with the internal organizational context (develop a coherent and open group; work more effectively together).

Compare this to Oracle, which was positioned on the cusp between the high-performance and burnout contexts. Performance expectations were very high, people were well rewarded and the style of working was competitive and aggressive. One executive, for example, compared the business to “the engine of a Ferrari, which revs at very high rpm but can burn out at any minute.” But at the same time, employees rated the company moderately high on social support, citing the development of a balanced-scorecard system and the leadership forums at which the top 275 managers gather to share ideas.

The contrast between these two companies raises three critical points:

First, there is no single pathway to ambidexterity: Renault achieved it by building a performance context around its existing social support; Oracle built a performance context first, then looked for ways of building support and trust across the organization.

Second, there is no single leadership model for an ambidextrous organization. Larry Ellison is charismatic and directive; Louis Schweitzer is no less powerful, but he works in a more collegial manner.

Third, despite all their differences, Renault and Oracle both exhibit a clear and simple set of priorities. In our survey analysis, Oracle employees emphasized goal setting, individual performance appraisal and risk management; Renault employees highlighted capital allocation, recruiting and vision. Obviously, the choice of focal elements is important, but even more important, our evidence suggests, is the consistency with which they are applied and the number of employees they affect.

Escaping From Suboptimal Contexts

Many companies find themselves mired in contexts that do not effectively support ambidexterity and high performance. Those companies have to look for ways to engineer dramatic shifts in the behaviors they encourage.

The burnout context, for example, puts so much emphasis on performance management that social support systems are either neglected or never put in place. Eventually, performance suffers as exhausted and disenchanted employees have neither the capacity nor the incentive to execute or innovate. Clifford Chance Llp, the world’s largest law firm, had clearly reached this stage in October 2002 when an internal memo was leaked to the press revealing that staff in the New York office were expected to bill 2,420 hours per year —or roughly 10 hours per day. The memo explicitly stated that “the stress of billable hours is dehumanizing and verging on an abdication of our professional responsibilities.”

Scotch Inc. (not its real name), one of the largest consumer products companies in the world, provides another example of burnout. Scotch had grown quickly during the late 1990s through a strategy of focusing on a small number of core brands and rolling them out quickly on a global basis. By 2000, however, growth was slowing, and the foreign subsidiary managers were starting to voice some concerns. The managers had limited influence over the positioning of the global brands in their local markets; they were short of resources; and they felt the strategic planning process was too top-down. At the same time, the growth goals were demanding, and there was little or no tolerance for failure. The emphasis on performance management had led to solid growth, but executives were concerned about where the next phase of growth would come from. Scotch senior management recognized the potential for burnout and introduced several initiatives to increase the quality social support offered by the organizational context, including changes to the strategic planning process, introduction of systems for sharing best practices among subsidiaries and refinement of programs for professional development.

The country-club context — in which there is a strong sense of support and trust, but no one works too hard and mediocre performance is tolerated — can be as dysfunctional as the burnout context. Many government agencies, universities and state-owned companies fall naturally into this category as do a fair number of commercial organizations. For example, Lufthansa AG had such a culture during the late 1980s in large part because, as the state-owned airline, it was too important to fail. When Jurgen Weber took over as CEO in 1991, however, he clearly demonstrated that the company was very close to bankruptcy. He put a performance management dimension in place, and the context began to shift toward high performance.7

Similarly, Cowes Ltd. (not its real name), a formerly state-owned European dairy-products company, sold farm produce to consumer goods companies, typically within a strict set of regulations and quotas. Faced with impending deregulation, however, Cowes’ country-club culture put the company in a noncompetitive position. Senior executives realized this and made two significant changes: They broke the company down into distinct profit and loss units and instituted a pay-for-performance scheme for unit managers, and they introduced innovation processes to seek out new sources of top-line growth.

Although the strategies employed by Scotch, Lufthansa and Cowes were initiated in a top-down fashion, each sought — by emphasizing performance management alongside social support — to create a high-performance context in which ambidextrous behavior on the individual level would be encouraged and rewarded.

At some companies, there is not only little concern for performance, but also no sense of trust or support among the employees. That is the worst of both the country-club and burnout syndromes and constitutes a low-performance context in which ambidexterity is impossible. For example in one company we studied, there was evidence of inconsistent messages from top management (making it hard to create trust) and a sense that the business lacked the ambition or focus needed to generate stretch. As one manager said, “There is no overarching vision, each division devises its own vision and objectives.” In another company, there was evidence of a lack of follow-through when using management systems (making it hard to create discipline). For example, there had been a number of new initiatives, which according to one manager “had lost accountability and steam” within less than a year. Support systems, in terms of providing training, feedback sessions and information across the functions, could be identified in both companies, but were insufficient on their own to develop an effective organizational context.

Companies that find themselves in a low-performance context must place an immediate priority on developing improved performance management. Social support mechanisms can follow well before the risk of burnout becomes an issue.

Pathways to Ambidexterity

For executives who are seeking to build an ambidextrous organization, there are five key lessons that emerge from our work.

Diagnose your organizational context.

Before an organization can take steps toward a high-performance context, it must discover where it currently stands in terms of performance management, social support and the balance between the two. A simple diagnostic tool (see “Diagnosing Your Organizational Context.”) that involves responses from a large cross-section of people throughout the company will produce a basic, helpful quantitative analysis. It can be supplemented with a more qualitative discussion of the context in the organization. To the extent that the two analyses reinforce each other, a reliable picture emerges of what changes need to be made along what lines to move the organization toward high performance.

Diagnosing Your Organizational Context

View Exhibit

Diagnosing Your Organizational Context

How does your company rate in terms of organizational context? To get a quick indication, answer the questions below, calculate your average scores, and plot your answers on the graph.

Focus on a few levers, and employ them consistently.

We found no evidence that specific organizational levers, such as incentive compensation or risk management, were consistently linked to success. There are many ways to build an organizational context that enables ambidexterity. The higher-performing companies, however, are those that focus consistently on just a few levers. For example, Scotch decided to focus on levers intended to bolster its social support side of the equation: professional development, knowledge transfer and a more participative strategic-planning process. The more consistently those are applied, the easier it will be for employees across the organization to make sense of the changes that are under way. Consistency is crucial since organizational context does not, on its own, create high performance but enables the individual-level ambidexterity that, over time, leads to high performance.

Build understanding at all levels of the company.

In our survey research, we found that the lower the respondent was in the corporate hierarchy, the lower he or she rated the organization’s ambidextrous characteristics — a pattern we call the erosion effect. Intriguingly, the magnitude of the erosion effect varied with the performance of the company. In lower-performing companies, front-line employees rated elements of organizational context an average of 1.5 points lower on a 7-point scale than did their top-management counterparts. In the more ambidextrous and higher-performing companies, the rating disparity was typically 0.5 points or less.

The interview component of the study revealed that the erosion effect is a measure of the consistency and quality of communication in the organization. That is, for organizational context to be effective in creating ambidexterity, its message has to be disseminated clearly and consistently throughout the organization. Unless lower-level employees genuinely understand the initiatives of top management, the initiatives will have a minimal impact on individuals’ capacity for ambidexterity.

View contextual ambidexterity and structural ambidexterity as complements.

Almost all the previous research on ambidexterity has focused on structural separation between alignment-oriented and adaptability-oriented activities. There is evidence that this approach can be highly effective, but there is also evidence that it can create as many problems as it solves. For example, many large companies, including British American Tobacco, Royal & SunAlliance and British Airways, established corporate venture units during the dot-com boom to nurture new business ideas, but as those units lacked sufficient connective tissue with the core business, most eventually became isolated and irrelevant to the company’s strategy.8

Contextual ambidexterity isn’t an alternative to structural ambidexterity but rather a complement. Structural separation may at times be essential, but it should also be temporary, a means to give a new initiative the space and resources to get started. The eventual goal should be reintegration with the mainstream organization as quickly as possible. Contextual ambidexterity can enhance both the separation and reintegration processes.

View contextual ambidexterity initiatives as “driving leadership,” not as being “leadership-driven.”

Ambidexterity arises not just through formal structure or through the vision statements of a charismatic leader. Rather, it is achieved in large part through the creation of a supportive context in which individuals make their own choices about how and where to focus their energies. Leadership, in other words, becomes a characteristic displayed by everyone in the organization.9 The impetus toward ambidexterity may sometimes be driven by top-down initiatives, but the goal is to allow leadership to emerge from the organization at all levels and for that ubiquitous, emergent leadership to be inherently ambidextrous.

Topics

Leadership

Workplace, Teams, & Culture

Organizational Behavior

Performance Management

About the Authors

Julian Birkinshaw is an associate professor of strategic and international management at London Business School and a Fellow of the Advanced Institute of Management Research.Cristina Gibson is an assistant professor of organization and strategy at the Graduate School of Management, University of California, Irvine.Contact them at jbirkinshaw@london.edu and cgibson@uci.edu

References

1. A number of business writers have used the term “ambidexterity” over the years. See R.B. Duncan, “The Ambidextrous Organization: Designing Dual Structures for Innovation,” in “The Management of Organization Design: Strategies and Implementation. Volume 1,” eds. R.H. Kilmann, L.R. Pondy and D. Slevin (New York: North-Holland, 1976), 167–188; E. McDonough III and R. Leifer, “Using Simultaneous Structures To Cope With Uncertainty,” Academy of Management Journal 26, no. 4 (1983): 727–735; M.L. Tushman and C.A. O’Reilly III, “The Ambidextrous Organization: Managing Evolutionary and Revolutionary Change,” California Management Review 38, no. 4 (1996): 8–30; and C.A. O’Reilly III and M.L. Tushman, “The Ambidextrous Organization,” Harvard Business Review 82 (April 2004): 74–82. For a full description of the research and statistical analyses, please refer to C.B. Gibson and J. Birkinshaw, “The Antecedents, Consequences and Mediating Role of Organizational Ambidexterity,” Academy of Management Journal 47, no. 2 (2004): 209–226.

2. Duncan argued that ambidexterity should be managed through “dual structures.” The concept of structural separation between different types of activities is also evident in much of the organization literature. See P.R. Lawrence and J.W. Lorsch, “Organization and Environment: Managing Differentiation and Integration” (Boston: Harvard University Press, 1967); P.F. Drucker, “Innovation and Entrepreneurship: Practice and Principles” (New York: Harper & Row, 1985); and J.R. Galbraith, “Designing the Innovating Organization,” Organizational Dynamics 10 (winter 1982): 5–25.

3. The term “contextual ambidexterity” is new, but a number of similar ideas can be found in the literature. See P.S. Adler, B. Goldoftas and D.I. Levine, “Flexibility Versus Efficiency? A Case Study of Model Changeovers in the Toyota Production System,” Organization Science 10 (January 1999): 43–68; and S. Ghoshal and C.A. Bartlett, “Linking Organizational Context and Managerial Action: The Dimensions of Quality of Management,” Strategic Management Journal 15 (summer 1994): 91–112.

4. The concept of market orientation emerged in the early 1990s. See B.J. Jaworski and A.K. Kohli, “Market Orientation: Antecedents and Consequences,” Journal of Marketing 57 (July 1993): 53–70; and J.C. Narver & S.F. Slater, “The Effect of a Market Orientation on Business Profitability,” Journal of Marketing 54 (October 1990): 20–35.

5. See S. Ghoshal and C.A. Bartlett, “The Individualized Corporation: A Fundamentally New Approach to Management” (New York: Harper Business, 1997).

6. The term “country-club context” was first used by Robert Blake and Jane Mouton to describe a particular type of individual in their managerial grid. While their work focused on the individual level of analysis, there are strong parallels with our work on contextual ambidexterity. See R.R. Blake and J.S. Mouton, “Corporate Excellence Through Grid Organization Development: A Systems Approach” (Houston: Gulf Publishing Co., 1968).

7. This example is taken from H. Bruch and S. Ghoshal, “Lufthansa: The Challenge of Globalization,” London Business School teaching case, ECCH no. 396-142-1 (Bedfordshire, United Kingdom: European Case Clearing House, 2000).

8. See A. Campbell, J. Birkinshaw, A. Morrison and R. van Basten Batenburg, “The Future of Corporate Venturing,” MIT Sloan Management Review 45 (fall 2003): 30–37.

9. For additional insights on this approach to leadership, see J. O’Toole, “When Leadership Is an Organizational Trait” in “The Future of Leadership: Today’s Top Leadership Thinkers Speak to Tomorrow’s Leaders,” eds. W. Bennis, G.M. Spreitzer and T.G. Cummings (San Francisco: Jossey-Bass, 2001); B.A. Pasternack and J. O’Toole, “Yellow-Light Leadership: How the World’s Best Companies Manage Uncertainty,” Strategy+Business 28 (second quarter 2002); and B.A. Pasternack, P.F. Anderson and T.D. Williams, “Leadership as an Institutional Trait,” Strategy+Business 26 (second quarter 2000): 11.

Acknowledgments

We acknowledge the contributions of James O’Toole, Tom Williams and others at Booz Allen Hamilton Inc., the World Economic Forum and the Center for Effective Organizations.

Tags:

Business Model Innovation

Organizational Structure

Performance Management

Reprint #:

45408

More Like This

Add a comment Cancel replyYou must sign in to post a comment.First time here? Sign up for a free account: Comment on articles and get access to many more articles.

Comment (1)

Davey Jones

November 28, 2019

Very well written article, a highly informative and educational read.

Copyright © Massachusetts Institute of Technology, 1977–2024. All rights reserved.

Home

Subscriber Services

About Us

Newsletters

Careers

Advertise With Us

Contact Us

Masthead

Help

Author Guidelines

MIT SMR Connections

Policies

Get free, timely updates from MIT SMR with new ideas, research, frameworks, and more.

sign up

Please enter a valid email address

Thank you for signing up

Privacy Policy

Follow Us

Facebook

Twitter

Linkedin

Youtube

Instagram

Login

Create an Account

Business Access

Ambidexterity | SpringerLink

Ambidexterity | SpringerLink

Skip to main content

Advertisement

Log in

Menu

Find a journal

Publish with us

Track your research

Search

Cart

Encyclopedia of Creativity, Invention, Innovation and Entrepreneurship pp 1–5Cite as

Home

Encyclopedia of Creativity, Invention, Innovation and Entrepreneurship

Living reference work entry

Ambidexterity

Christian Garaus2, Wolfgang H. Güttel3, Stefan Konlechner3, Hubert Lackner3 & …Barbara Müller3 Show authors

Living reference work entry

First Online: 28 April 2017

209 Accesses

Synonyms

Balanced organizational learning; Exploration-exploitation balance; Innovation-Efficiency

The question how organizations survive and prosper within changing environments is a central topic in contemporary management theory and practice. In order to gain and sustain competitive advantage, organizations need to reconcile two seemingly incompatible learning capabilities simultaneously: exploration (i.e., building new competencies) and exploitation (i.e., using and refining existing ones) (March 1991). The tensions between exploration and exploitation emerge from their competition for scarce resources and their self-reinforcing nature (Gupta et al. 2006). Most firms tend to overemphasize exploitation because payoffs of exploitation are more predictable and closer in time. Although firms focusing solely on exploitation may reap the short-term benefits of exploitation, they suffer from the lack of new ideas in the long run (“competency trap”). Likewise, focusing on exploration to...

This is a preview of subscription content, log in via an institution.

ReferencesBenner MJ, Tushman ML. Exploration, exploitation, and process management: the productivity dilemma revisited. Acad Manag Rev. 2003;28:238–56.

Google Scholar 

Garaus C, Güttel WH, Konlechner S, Koprax I, Lackner H, Link K, Müller B. Bridging knowledge in ambidextrous HRM systems: empirical evidence from hidden champions. Int J Hum Resour Manag. 2016;27(3):355–81.Article 

Google Scholar 

Gibson CB, Birkinshaw J. The antecedents, consequences, and mediating role of organizational ambidexterity. Acad Manag J. 2004;47:209–26.Article 

Google Scholar 

Gupta AK, Smith KG, Shalley CE. The interplay between exploration and exploitation. Acad Manag J. 2006;49:693–706.Article 

Google Scholar 

Güttel WH, Konlechner S. Continuously hanging by a thread: dynamic capabilities in ambidextrous organizations. Schmalenbach Bus Rev. 2009;61:150–72.

Google Scholar 

Güttel WH, Konlechner S, Müller B, Trede JK, Lehrer M. Facilitating ambidexterity in replicator organizations: artifacts in their role as routine-re-creators. Schmalenbach Bus Rev. 2012;64:187–203.

Google Scholar 

Güttel WH, Konlechner S, Trede JK. Standardized individuality versus individualized standardization: the role of the context in structurally ambidextrous organizations. Rev Manag Sci. 2015;9(2):261–84.Article 

Google Scholar 

Levie J, Lichtenstein BB. A terminal assessment of stages theory: introducing a dynamic states approach to entrepreneurship. Entrepreneurship Theory Pract. 2010;34:217–350.Article 

Google Scholar 

Levinthal D, March J. The myopia of learning. Strateg Manag J. 1993;14:95–112.Article 

Google Scholar 

March JG. Exploration and exploitation in organizational learning. Organ Sci. 1991;2:71–87.Article 

Google Scholar 

O’Reilly CA, Tushman ML. The ambidextrous organisation. Harv Bus Rev. 2004;82(4):74–81.

Google Scholar 

O’Reilly CA, Tushman ML. Organizational ambidexterity in action: how managers explore and exploit. Calif Manag Rev. 2011;53(4):5–22.Article 

Google Scholar 

O’Reilly CA, Tushman ML. Organizational ambidexterity: past, present, and future. The Acad Manage Perspect. 2013;27(4):324–38.Article 

Google Scholar 

Raisch S, Birkinshaw J. Organizational ambidexterity: antecedents, outcomes, and moderators. J Manag. 2008;34:375–409.

Google Scholar 

Simsek Z, Heavey C, Veiga JF, Souder D. A typology for aligning organizational ambidexterity’s conceptualizations, antecedents, and outcomes. J Manag Stud. 2009;46:864–94.Article 

Google Scholar 

Turner N, Swart J, Maylor H. Mechanisms for managing ambidexterity: a review and research agenda. Int J Manag Rev. 2013;15(3):317–32.Article 

Google Scholar 

Tushman ML, O’Reilly CA. Ambidextrous organizations: managing evolutionary and revolutionary change. Calif Manag Rev. 1996;38:8–30.Article 

Google Scholar 

Download referencesAuthor informationAuthors and AffiliationsWU (Vienna University of Economics and Business), Institute for Strategy, Technology and Organization, Welthandelsplatz 1, 1020, Vienna, AustriaChristian GarausInstitute of Human Resource and Change Management, Johannes Kepler University, Altenberger Strasse 69, 4040, Linz, Upper Austria, AustriaWolfgang H. Güttel, Stefan Konlechner, Hubert Lackner & Barbara MüllerAuthorsChristian GarausView author publicationsYou can also search for this author in

PubMed Google ScholarWolfgang H. GüttelView author publicationsYou can also search for this author in

PubMed Google ScholarStefan KonlechnerView author publicationsYou can also search for this author in

PubMed Google ScholarHubert LacknerView author publicationsYou can also search for this author in

PubMed Google ScholarBarbara MüllerView author publicationsYou can also search for this author in

PubMed Google ScholarCorresponding authorCorrespondence to

Christian Garaus .Section Editor informationFaculty for Interdisciplinary Studies, Alpen-Adria-University Klagenfurt, Schottenfeldgasse 29, A-1070, Vienna, AustriaDavid F. J. CampbellRights and permissionsReprints and permissionsCopyright information© 2017 Springer Science+Business Media LLCAbout this entryCite this entryGaraus, C., Güttel, W.H., Konlechner, S., Lackner, H., Müller, B. (2017). Ambidexterity.

In: Encyclopedia of Creativity, Invention, Innovation and Entrepreneurship. Springer, New York, NY. https://doi.org/10.1007/978-1-4614-6616-1_253-2Download citation.RIS.ENW.BIBDOI: https://doi.org/10.1007/978-1-4614-6616-1_253-2Received: 30 July 2016Accepted: 18 April 2017Published: 28 April 2017

Publisher Name: Springer, New York, NY

Print ISBN: 978-1-4614-6616-1

Online ISBN: 978-1-4614-6616-1eBook Packages: Springer Reference Business and ManagementReference Module Humanities and Social SciencesReference Module Business, Economics and Social SciencesPublish with usPolicies and ethics

Access via your institution

Search

Search by keyword or author

Search

Navigation

Find a journal

Publish with us

Track your research

Discover content

Journals A-Z

Books A-Z

Publish with us

Publish your research

Open access publishing

Products and services

Our products

Librarians

Societies

Partners and advertisers

Our imprints

Springer

Nature Portfolio

BMC

Palgrave Macmillan

Apress

Your privacy choices/Manage cookies

Your US state privacy rights

Accessibility statement

Terms and conditions

Privacy policy

Help and support

49.157.13.121

Not affiliated

© 2024 Springer Nature

Just a moment...

a moment...Enable JavaScript and cookies to continue

Just a moment...

a moment...Enable JavaScript and cookies to continue

Just a moment...

a moment...Enable JavaScript and cookies to continue