Some other ones that I just saw:

 

 

 

 

 

 

Today is the day for videos, been watching them pretty non stop, heres another favorite one from my childhood... I just love the way she dances, so care free!

 

This kid has not gone to school but can sell his fans in more than 10 languages... amazing!

The global middle class is expected to swell by more than 1 billion people over the next decade, with the biggest increases in China and India. While millions are being lifted out of poverty as a result, the booming middle class is also consuming more global resources. As a result, prices for everything from steel to gasoline to food are soaring.

This week NOW reports from Pune, India, where college graduates are getting tech jobs, traditional families are flocking to the new mall, and professionals are hoping their new-found economic might will make their country an even bigger global player. But can America's middle-class—and the rest of the world—afford this unprecedented shift in the global economy?

The world is buying like never before, but who's paying the price?

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Very detailed report on the rising middle class and its effect on the world food supply. Check out the video.

This guy is awesome, video is so happy and inpiring, makes your day!

 

 
Where the Hell is Matt? (2008) from Matthew Harding on Vimeo.

Click here to view full story

very interesting movie, I hope i can get a dubbed/subtitled DVD!

R G Vijayasarathy | June 13, 2008 | 11:05 IST

What a super human effort! That will be the first reaction of any normal film buff who watches Kamal Haasan's Tamil magnum opus, Dasavathaaram. The film is certain to thrill and entertain the audience for all of its 165 minutes, making them feel that they are watching something unusual and spectacular on screen.

Also Read: Showcasing Dasavathaaram

The film starts off with an incident that occurs in the 12^th century when Shaivite intolerance against Vaishnavites was at its peak. An ardent Vishnu devotee loses his life to save the idol of Lord Ranganatha. Kamal plays his first role of Vishnu devotee Rangarajan in this episode which is marked by excellent technical work and the actor's extraordinary performance.

From here, the film goes to a time when the whole world is on the brink of a biological warfare waged by terrorists. Actively opposing them is the American president who urges the rest of the world to combat this evil.

Meanwhile, a computer chip containing a vicious biological material goes missing from a laboratory in the United States. An in-house scientist Govinda (again played by Kamal Hassan) who is aware of the dangers of the material launches a hunt for the missing material, which takes him to India.

In the course of the hunt for the missing chip, Kamal takes on eight more characters and travels to many continents.

?The film is a scientific thriller par excellence and it is certain that Kamal has excelled in his eleventh role of the story and script writer. It is difficult to imagine that any normal script writer can think of weaving such a fantastic subject that mixes intelligence with commercial ingredients. It requires an extraordinary intelligent mind to write the sequences some of which are food for thought to the intellectuals as well as ordinary people. Perhaps this is the best script of Kamal Hassan till date. Throughout the film, the writer, an atheist questions the existence of God.

Now comes the challenging part -- picking Kamal's best role out of his ten. Will it be Annachi or Padikkadha Medhai, who fights against the Sand Mafia? Or will it be the investigative officer Naidu? Better yet, will it be the 100-year old woman Krishnaveni, who still yearns the return of her son? But what about the Punjabi pop singer Avatar Singh or for that matter the former CIA agent, Fletcher? Will it be President George Bush or the lanky Afghan merchant? You get the point. So excellent is the make-up and voice modulation that picking any one character is difficult.

Though Kamal had performed many roles that were similar to the roles of 12^th century priest, Rangarajan and scientist Govinda, you still see some novelty in Dasavathaaram.

It is very difficult to single out the best sequence of the film, yet the tsunami episode is perhaps the outstanding presentation mainly because of the top class visuals backed by a superb background effort.

It is not necessary to say how great an actor Kamal Haasan is but one thing has to be said; no other actor would have dared to take on these varied roles. And hats off to him.

As for the heroine, Asin, she has improved since her debut. In a way, Dasavathaaram is an extension of her excellent performance in Ghajini. All the other artists have also performed very well.

K.S. Ravi Kumar should also be complimented for his handling of such a complicated but challenging subject. This may well go down in the history of Indian cinema as a unique experiment in the commercial circuit. He has taken the best out of his artists and technicians.

Only Himesh Reshammiya fails him. Except for Ulaganayagane and the Bhangra song, the rest are nothing to write home about.? However, background music by Devi Sriprasad is excellent.

So is the camera work by Ravi Varman. The special effects and stunt choreography are of international standards.

All in all, Dasavathaaram as an extraordinary effort.

by Antal E. Fekete,
Gold Standard University Live
June 5, 2008

 

The title is a bow to Peter Schiff for his admirable article It’s Not an Oil Crisis: It’s a Dollar Crisis.

Thirty-five years ago gold, symbol of permanence, was chased out from the Monetary Garden of Eden, replaced by the floating irredeemable dollar as the pillar of the international monetary system. That’s right: a floating pillar. The gold demonetization exercise was a farce. It was designed as a fig leaf to cover up the ugly default of the U.S. government on its gold-redeemable sight obligations to foreigners. The word ‘default’ itself was put under taboo even though it punctured big holes in the balance sheet of every central bank of the world, as its dollar-denominated assets sank in value in terms of anything but the dollar itself. These banks were not even allowed to say ‘ouch’ as they were looking at the damage to their balance sheets caused by the default. They just had to swallow the loss, obediently and dutifully join the singing of the Hallelujah Chorus of sycophants in Washington praising the irredeemable dollar and the Nirvana of synthetic credit.

For a time it looked like a clever coup as America has benefited at the expense of the rest of the world. It could now buy all the goods and services it wanted from foreign countries in exchange for “little scraps of paper on which some ink has been sprinkled”. More importantly, America could establish military bases and start wars on foreign soil paying for them with dollars created out of thin air. Foreigners had to put up and shut up. What used to be “deficits without tears” before, has now become “deficits with laughter”. 

 

Few people realized at the time that America, far from giving itself a gift at the expense of foreigners, has fatally shot itself in the foot. At first the wound from this self-inflicted gunshot did not hurt and was quite invisible. Festering and pain came later. The long time-lag makes the causal relationship between the two events fade. Yet the connection exists creating ever more mischief, misdiagnosis, monetary quackery and, ultimately, the greatest credit collapse in history.

 

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Facebook fanatics who have covered their profiles on the popular social networking site with silly games and quirky trivia quizzes may be unknowingly giving a host of strangers an intimate peek at their lives.

Those mini-programs, called widgets or applications, allow users to personalize their pages and connect with friends and acquaintances. But they could pose privacy risks. Some security researchers warn that developers of the software have assembled too much information — home town, schools attended, employment history — and can use the data in ways that could harm or annoy users.

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Here are some articles besides the usual Business and Politics that caught my eye:

 

Swimsuit technology

Making no waves

Jun 12th 2008
From The Economist print edition

A new swimsuit is shattering records and unleashing debate

ATHLETES in the ancient Olympics competed in the buff, on the grounds (among other things) that clothes were a hindrance to performance. Modern technology, however, has changed that. In some sports, notably swimming, the right attire can be an enormous boon. Take Speedo's LZR swimsuit, which was introduced in February. Fully 38 of the 42 world swimming records that have been broken since then have fallen to swimmers wearing LZRs. Indeed, some of those records have been claimed by less-than-notable racers, suggesting that the difference lies in the apparel, not the athlete.

To make the LZR, four innovations had to come together. The first is the fabric. The new suit is cut from a densely woven nylon-elastane material that compresses the wearer's body into a hydrodynamic shape but is extremely light. Moreover, there are no sewn seams. Instead, the suit is bonded by ultrasonic welding. Seams act as speed bumps in the water. Ultrasonic welding removes 6% of the drag that would otherwise occur, according to Jason Rance, the head of Aqualab, Speedo's research and development centre in Nottingham, Britain. Compared with Speedo's previous suit, which was used by numerous gold medallists in the 2004 Olympic games, the new material has half the weight yet triple the power to compress the body.

Second, the suit has what Speedo calls an “internal core stabiliser”—like a corset that holds the swimmer's form. As a swimmer tires, his hips hang lower in the water, creating drag. By compressing his torso, the LZR not only lets him go faster, because it maintains a tubular shape, but also allows him to swim longer with less effort. In tests, swimmers wearing the LZR consumed 5% less oxygen for a given level of performance than those wearing normal swimsuits did.

The third innovation, a further drag-reduction measure, is that polyurethane panels have been placed in spots on the suit. This reduces drag by another 24% compared with the previous Speedo model. Fourth, the LZR was designed using a three-dimensional pattern rather than a two-dimensional one. It thus hugs a swimmer's body like a second skin; indeed, when it is not being worn, it does not lie flat but has a shape to it.

The results are a suit that costs $600 and takes 20 minutes to squeeze into, and a widespread belief among swimmers competing in the Beijing Olympics this summer that they will have to wear one or fail. The director of the American team, Mark Schubert, for example, thinks the LZR improves performance by as much as 2%—a huge leap considering that tenths of a second may mark the difference between first and fourth place. Arena, a rival swimsuit maker, called the situation “unprecedented” and, initially, lobbied for a review of the garment rules in an open letter to the sport's governing body, FINA (the Fédération Internationale de Natation). Another maker, TYR Sport, has launched another type of suit altogether. It is suing Speedo's parent company, Warnaco Swimwear, Mr Schubert (for more or less insisting that members of his team wear the LZR) and others on antitrust grounds. The LZR is thus being referred to by some people as high-tech doping on a hanger.

Speedo's success is partly due to a subtle rule “clarification” made by FINA in April. It was this which confirmed that polyurethane areas can be incorporated into racing swimsuits. Other manufacturers complain it is unfair that a revision with sweeping implications took place a few months before the Olympics. Still, they are rushing to bring forward rival products. On June 4th FINA approved new suits by Arena, Adidas and Mizuno, so Speedo's technological lead may not last. In technology as in sport, records are simply there to be broken.

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Philosophy and sociology

Bored by philosophy

Jun 12th 2008
From The Economist print edition

RICHARD RORTY, who died last year at 75, was one of the most talked-about thinkers in America. Every professional philosopher in the English-speaking world had to grapple with his magnum opus, “Philosophy and the Mirror of Nature”, published in 1979. But the reason why he was a superstar is that it was not only philosophers who read him. Students and teachers in many other branches of the humanities fell under his spell. This wide appeal was partly due to his approachable style, trenchant polemics and breadth of learning. It also helped that he attacked philosophy as a puffed-up pretender with no monopoly on deep truths.

In fact, for Rorty there weren’t really any deep truths at all. He saw himself as a pragmatist in the American tradition of William James and (especially) John Dewey. Pragmatists say that beliefs should be judged by their usefulness, and not by any supposed correspondence with an ultimate reality that lurks behind the landscape of everyday life. This sort of pragmatism—or so Rorty argued in “Philosophy and the Mirror of Nature”—demotes philosophy to just one form of edifying conversation among many. 

In 1982, three years after the book was published, Rorty left the philosophy department of Princeton University to become a multidisciplinary professor of the humanities at the University of Virginia. In 1998 he packed his bags again to teach comparative literature at Stanford University in California.

This was not a particularly eventful life. Rorty’s parents were left-wing anti-communist intellectuals. He was precocious and began studies at the University of Chicago at the age of 15. He was married, divorced and remarried. There were rows with departmental colleagues. He wrote a lot (in newspapers and magazines, as well as academic journals and books) and died of cancer. If Neil Gross, who is an American sociologist, had set out to write a traditional biography of Rorty, he would not have had a gripping tale to tell. Instead he has used Rorty as a case study in the sociological analysis of academe.

In theory, Rorty is a promising subject for such treatment. Here was a star of the dominant “analytical” movement in philosophy who, it seemed, suddenly turned on his colleagues and became an eclectic iconoclast.

Why did he do it? Unfortunately for anyone who is not a professional sociologist, Mr Gross is more interested in distinguishing subtly different ways of answering this question than he is in the question itself. And his writing seems almost designed to make pedestrian generalisations sound as if they are insights: “As thinkers move across the life course and are affiliated with different institutions, they may pick up from some of them identity elements that they integrate into their self-concept narratives.”

Almost by accident, Mr Gross does shed some light on Rorty’s development. He shows that his estrangement from his colleagues at Princeton was no volte-face but a natural evolution from his early studies in Chicago and graduate work at Yale. The two chapters about Rorty’s parents may be useful raw material for scholars of the minor figures in pre-war intellectual life. Similarly, information about the minutiae of tenure decisions and rivalries in leading philosophy departments will be of interest to institutional historians.

But none of this is woven into an engaging narrative here. Those who agree with Rorty's critique of philosophy will be tempted to conclude from this volume that sociology is even worse.

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Executive pay in Europe

Pay attention

Jun 12th 2008 | PARIS
From The Economist print edition

European politicians have declared war on “excessive” executive pay—but companies are more prudent than they think

AT THE height of his career at Vinci, a French construction giant, Antoine Zacharias, its chairman, had a salary of several millions, a lavish pension and stock options worth €250m. On one occasion the French financial police visited Vinci's headquarters to investigate the firm's purchase of furniture for a luxurious Paris townhouse bought for his use. In 2006 Mr Zacharias was forced out and left with a generous severance package, but he sued the company for €81m for allegedly preventing him from exercising some stock options. The case, notorious in France, was finally closed two weeks ago when a court ruled against him.

Bosses in Europe should take heed. Even when performance is outstanding—Vinci's shares went up ninefold during Mr Zacharias's nine years at the top of the firm, and its revenues more than tripled, to €26 billion ($33 billion)—opinion has turned squarely against big pay packages. Jean-Claude Juncker, president of the European Commission's “Eurogroup” of finance ministers, recently called excessive pay a “social scourge” and demanded action. When L'Expansion, a French business magazine, calculated that pay for the country's bosses went up 58% in 2007, the finance minister, Christine Lagarde, said it was “scandalous” and threatened regulation. Nicolas Sarkozy, president of France, and Horst Köhler, president of Germany, have also denounced high pay.

“If we go into a major recession with job losses, but top executives are still being paid huge sums, that's bad for the reputation of capitalism,” says Peter Montagnon, director of investment affairs at the Association of British Insurers. Banks in particular have come in for criticism. Not only are they blamed for the credit crunch, but some, such as Switzerland's UBS, have admitted that the way in which they rewarded senior employees led them to take greater risks, resulting in huge losses on subprime mortgages.

Already in the Netherlands new legislation on executive pay is making its way through parliament. The law would set €500,000 as the level of annual salary or severance payment at which extra taxes must be paid. Germany's Social Democratic Party is pushing for legislation to clamp down on pay, though its partner in government, Angela Merkel's Christian Democratic Union, has so far resisted. And the European Commission is working on a response to the Eurogroup's complaint.

How excessive is bosses' pay in Europe? It has certainly risen sharply in the past ten years, as European firms have had to compete globally for talent. Foreign bosses now run seven of the firms in France's CAC 40 index and five of Germany's DAX 30. American-style bonuses and long-term incentive plans are now the norm.

European firms now benchmark pay against international peer groups in their own industries, rather than against domestic rivals, according to Piia Pilv, a pay expert at Mercer, a consultancy. But they still pay a fraction of the sums trousered each year by American executives. According to Hay Group, a management consultancy, the median European executive earns just 40% as much as his equivalent in America (see chart).

Most importantly, European companies appear to be more determined than American ones to link pay to performance. “Firms in Europe have tended to put more stringent conditions on long-term incentive awards than in America,” says Richard Bednarek, global director of executive remuneration for Hay Group. In America grants of shares are often not tied to performance, whereas European firms generally attach performance criteria to any grant of shares, typically depending on a comparison with a peer group. Such schemes often do not pay out at all, says Mr Bednarek. Dan Vasella, boss of Novartis, a Swiss pharmaceutical giant, and a favourite target of pay activists, earned SFr17m ($14m) in 2007, down 33% from 2006, because he missed his targets.

Last year France introduced a new measure, unheard of elsewhere, which makes severance payments conditional on performance. Usually only bonuses and long-term incentive plans are tied to results. At the end of May, to comply with the law, Alcatel-Lucent, a maker of telecoms gear, changed its contract with its chief executive, Patricia Russo. If she leaves or is fired after January 2009, she will get her severance money only if the firm achieves 90% of its revenue target or 75% of its operating-profit target during the period. Remuneration consultants complain that the law could make it harder for companies to get rid of underperforming chief executives. But it is undeserved “golden parachutes” that enrage public opinion the most, and the government wants to stamp them out.

Big differences in pay persist between European markets. Companies in Scandinavian countries and in the Netherlands, which are particularly egalitarian, usually pay less than French, German or British firms. Britain and France make use of stock options, whereas firms elsewhere prefer to give “free” shares. Use of stock options, never so widespread in Europe as in America, is in fact declining in most countries. Another trend is for publicly listed firms to copy private equity's pay structure, to avoid losing the best people, according to Mercer. Executives make a big private investment in the firm, but gain many multiples of their annual salary if they meet extremely high performance criteria.

Few shareholders are unhappy with the increase in executive pay in Europe, says Jean-Nicolas Caprasse, head of European corporate-governance research at RiskMetrics Group, which advises institutions on how to vote at annual general meetings. They are gradually winning more say over pay deals, as in America (see article). By law in the Netherlands, Sweden and Norway, shareholders get a binding vote on compensation packages; in Britain they get a non-binding vote. Some Spanish and Swiss firms are voluntarily starting to offer shareholders a vote.

In Britain, where “say on pay” has been in place since 2004, says Mr Montagnon, shareholders now have a far better understanding of the structure of executive pay packages and their link with performance. “But nothing stops the volume of payments, and the amounts seem to rise inexorably,” he says. It is near impossible, of course, to determine the correct absolute level of executive pay. Shareholders will find it hard to prevent headline-grabbing paydays, even if they wanted to. So expect further political outrage, and more red-faced bosses coming under fire.

This girl is amazing, take heed to everything she says..   

Very interesting blog entry, love the comments.

 

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Economist.com | LONDON

Categories:

Air India

THE high court in Delhi has made an extraordinary ruling against five Indian air hostesses. The women had filed a case against their employer, Air India, after they were grounded for being overweight. For example, under company rules an 18-year-old woman who is 152cm (5ft) tall, can weigh 50kg (7st 10lb) at most. The court ruled that, "In the highly competitive industry of civil aviation, the company has to focus on the personality of its employees. By the very nature of their jobs, their overall physical personality is one of the primary considerations.”

This is ridiculous. Whatever the fantasist clichés may suggest, "physical personality" is no more relevant for an air hostess than in any other career which requires walking. If a hostess's size physically prevented her from working, then Air India would have a case. But if she’s able to do the job, then why does it matter if she’s five feet tall and eight stone? This sets a dubious precedent (whose weight will be limited next?) and the court should be ashamed.

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My first time today, unfortunately it was raining but it was wonderful because we could drive the whole thing, very slowly and check out a bunch of very interesting looking plants.

 

HOOMALUHIA BOTANICAL GARDEN

"to make a place of peace and tranquility"
400 acres of geographically laid out botanic garden
endangered and rare plants
network of trails to facilitate visitor enjoyment
32-acre lake (no swimming)

VISITOR CENTER | MAP | PROGRAMS | GUIDELINES

Hoomaluhia Botanical Garden was designed and built by the U.S. Army Corps of Engineers to provide flood protection for Kaneohe. The facilities include a day use area, campgrounds, and a Visitor Center with lecture room, exhibition hall, workshop and botanical library. The hours of operation are:

• 9:00 a.m. to 4:00 p.m. daily
• Closed Christmas (December 25) and New Year's Day (January 1).

The geographical regions which are predominately represented are the Philippines, Hawaii, Africa, Sri Lanka & India, Polynesia, Melanesia, Malaysia, and Tropical America. The environment is ever changing as the plants are maturing.

 

Map

 

I love visiting this place, I took mom there today.. specially the setting. It doesnt look like they do regular prayers here but its very quiet and soothing to just visit this place and sit there for a while.

 

 

Brief History of the Temple

 

The Byodo-In Temple is a non-denominational Buddhist temple which welcomes people of all faiths to worship, meditate or simply appreciate its beauty. The temple grounds are often used for wedding ceremonies for Hawaiians or visitors from Japan.

The temple grounds are expertly landscaped and impeccably maintained. They include traditional Japanese gardens and a 2-acre koi pond. The smell of fresh lavender and the sounds of the trickling brooks and chirping sparrows make for a peaceful and restful stop away from the hustle and bustle of Waikiki. Peacocks wander the grounds displaying their beautiful feathers.

 

I just saw this movie, its really something how this one guy is making such a big change to the situation of people with disabilities in Ghana. All it started was with a bicycle ride across Ghana... on one leg!

 

Info:

I have been consulting for this software for years, thats what I am doing in Hawaii also. If you read far back you will know that I worked at Epic also...

Issue Date: June 2008 Behind the Curtain Epic's unwavering commitment to its unique values has created an unusual recipe for success. What's behind Epic's gains in the clinical IT sphere? by Mark Hagland When readers of HCI were asked what vendor they most wanted to read about, respondents picked one company by a wide margin (see graphic on page 28). The results weren't surprising, as one clinical information systems vendor has a truly unusual profile, and its very unusualness has given it a certain cachet. What's more, that company is different not just in one way, but in many. It has a unique operating methodology, sales approach, market strategy, history, and culture. It's even been described by some over the years as a “cult.” That company? The Madison, Wis.-based Epic Systems Corporation. Of course, there are ways in which Epic does resemble its competitors. It sells corporately designed clinical systems software, which it implements in patient care organizations; it has a team of internal software developers and a team of implementers; and it competes with other core-clinical companies for the same essential base of customers, in both the inpatient and outpatient spheres (though Epic started in the outpatient sphere and moved into the hospital, while most have done the opposite). And it makes money — lots of money ($500 million in annual revenues as of late 2007 — see Epic's entry in the HCI 100, page 52). But one quickly runs into a host of intriguing differences that make Epic different from the other major EMR and core-clinicals vendors in healthcare. Epic almost never advertises, and relies almost entirely on word-of-mouth recommendations to market itself. Epic does retain salespeople, but they make no commissions on sales, and act more like advisers and consultants than traditional salespeople. Epic turns away potential business. Indeed, prospective customers meeting with Epic representatives find they are being evaluated as much as they are evaluating. Epic executives regularly turn down potentially lucrative contracts with hospital, medical group and health system organizations if executives don't believe those organizations can implement successfully. Epic executives have evolved a very specific implementation process over time, one that involves intensive pre-implementation analysis and planning, but then focuses very strongly on meeting go-live dates. And in contrast to the pattern with most large vendors, Epic executives and implementers strongly discourage delays. This process is so rigorous that it has sometimes sparked charges of “rigidity,” a rare phenomenon in the healthcare IT world. Rather than seeking experienced healthcare IT professionals, Epic relies on hiring a large corps of the brightest young, just-out-of-college IT professionals for its programming and implementation positions. The organization has worked to build a culture of dedicated, loyal employees with a generally uniform approach to development and implementation. The downside, many say, is that this team generally lacks deeper knowledge of the patient care processes. All employees are also virtually required to move to Madison and work out of the corporate headquarters. Epic never grows through acquisition, but rather relies on internal development, in extreme contrast to all its competitors among the largest clinical IS vendors. This has not only been the case with the company's move into the inpatient world, but for product expansion as well. For example, executives confirm Epic may someday add PACS to its offering, but will only do so if the technology is developed internally.   Most of all, Epic has a very unusual corporate culture, one that intrigues and sometimes puzzles those who encounter it or hear about it, and which was described by one interviewee as “unique and funky.” That culture emanates to an extraordinary degree from the personality of the company's visionary, media-averse founder and CEO. Given this unusual combination of characteristics, policies and strategies, it's no wonder Epic has become the most talked-about IT vendor in the industry. Indeed, the combination is so odd in certain ways that it would seem to be a recipe for market failure. Whoever heard of not advertising? Of turning away lucrative business contracts? Of making all its employees move to snowy Wisconsin? Of requiring masses of employees at its customer organizations to become formally certified in the mastery of its software? Of refusing to ever acquire another company? Yet, for a variety of reasons, Epic has within the past several years grown at staggering rates, and become one of the most successful EMR vendors in healthcare IT. As it turns out, an unusual combination of strategic vision, cultural rigor, market strategy, and sheer luck have combined to make Epic an odd-duck success, and give it a unique mystique in the industry. The question is: Where to begin unraveling the Epic mystery? More...

Fernand Léger, Les grands plongeurs noirs, 1944, The Big Black Divers, Oil on canvas, 189 x 221 cm. Musée national d’art moderne / Centre de création industrielle, Centre Pompidou, Paris, datio 1982. © 2008, ProLitteris, Zurich.

BASEL.- Fondation Beyeler presents today Fernand Léger: Paris – New York, on view through September 7, 2008. Fernand Léger (1881-1955) is a classic. The cool style and bold color of his paintings wrote a chapter in art history. Represented with several major works, Léger is a key artist in the Beyeler Collection as well. In fact, his famous statement that the pretty is the greatest enemy of the beautiful became the motto for Ernst and Hildy Beyeler’s collecting activity – sufficient reason for the Fondation Beyeler to devote a large special exhibition to the artist. This is a concentrated retrospective, a review of the key phases of Léger’s career from 1912 to 1955, of a kind not seen in Switzerland for many years....More