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Description
Figurine Hot Toys MMS668 - Warriors Of Future - JohnsonLES GUERRIERS DU FUTUR JOHNSON FIGURINE DE COLLECTION ? L'? CHELLE 1 6 Une mtorite s'est crase sur une Terre future strile, ravage par la pollution et le rchauffement climatique, apportant avec elle une vigne extraterrestre croissance rapide qui purifie la plante mais tue tout sur son passage. Arme de la carte gntique de la plante, l'arme lourdement blinde d'une ville sans nom tente sans succs de la dtruire et dcouvre un complot. Avant la sortie
LES GUERRIERS DU FUTURJOHNSON
FIGURINE DE COLLECTION ? L'?CHELLE 1/6
Une météorite s'est écrasée sur une Terre future stérile, ravagée par la pollution et le réchauffement climatique, apportant avec elle une vigne extraterrestre à croissance rapide qui purifie la planète mais tue tout sur son passage. Armée de la carte génétique de la plante, l'armée lourdement blindée d'une ville sans nom tente sans succès de la détruire et découvre un complot.
Avant la sortie officielle de Warriors of Future, Hot Toys est ravi de dévoiler le commandant Johnson sous la forme d'une figurine à collectionner à l'échelle 1/6, afin de préparer les fans aux attaques de Pandora !
Finement sculptée d'après l'apparence de Sean Lau dans le r?le de Johnson dans le film, la figurine comprend une nouvelle tête sculptée avec casque lumineux à LED, d'une ressemblance remarquable, une exosquelette patinée vert foncé et noir avec des décalcomanies et un exosquelette mécanique, une torche à LED sur l'épaule, des étuis à équipement sur la combinaison complexe avec des armes et des accessoires très précis, notamment une mitrailleuse lourde, une hache, un poignard, un pistolet, des grenades et un socle diorama sur le thème de la roche.
Préparez-vous ! C'est maintenant l'occasion de précommander cette figurine du commandant !
CARACT?RISTIQUES
CODE PRODUIT DMS668
NOM DU PRODUITJOHNSON
HAUTEUR ENVIRON 30 CM
POINTS D'ARTICULATION 30
CARACT?RISTIQUES SP?CIALES NOUVELLE SCULPTURE DE T?TE AVEC CASQUE, FONCTION D'?CLAIRAGE LED ET MASQUE AMOVIBLE, NOUVELLE EXOSUIT
DATE DE SORTIE DU PRODUIT : APPROXIMATIVEMENT AU TROISI?ME OU QUATRI?ME TRIMESTRE 2023
ARTISTES
La figurine collector Johnson à l'échelle 1/6 présente les caractéristiques suivantes :
- Une ressemblance authentique et détaillée de Sean Lau dans le r?le de Johnson dans Warriors of Future
- Une nouvelle sculpture de tête casquée avec fonction d'éclairage LED (fonctionnant à piles) et masque amovible
- Traits du visage fidèles au film avec texture de peau détaillée
- Hauteur d'environ 30 cm
- Plus de 30 points d'articulation
- Caractéristiques spéciales de l'Exosuit :
- Armure de couleur vert foncé et noir avec décalcomanies noires et blanches et effets vieillis
- Torche à LED sur l'épaule gauche (fonctionnant à piles)
- Exosquelette mécanique détaillé sur les épaules, le haut des bras, les jambes et le dos
- ?tuis à armes à l'avant de la poitrine et autour des jambes
- Huit (8) mains interchangeables, dont :
? Une (1) paire de poings
? Une (1) paire de mains détendues
? Une (1) paire de mains pour tenir des armes
? Une (1) paire de mains pour tenir des accessoires
- Chaque pièce de la sculpture de la tête est spécialement peinte à la main
Costume :
- Une (1) nouvelle exosuit
- Une (1) combinaison noire finement taillée
- Une (1) ceinture utilitaire avec pochettes et chargeurs de munitions
Armes :
- Une (1) mitrailleuse lourde
- Une (1) hache
- Un (1) poignard
- Un (1) pistolet
Accessoires :
- Une (1) grenade fumigène
- Une (1) grenade assourdissante
- Un socle pour figurine spécialement con?u sur le thème des rochers
Date de sortie : environ au troisième ou quatrième trimestre 2023
*Prototype présenté, le produit final peut être légèrement différent
**Piles incluses pour la figurine de collection, piles boutons requises.
***Les détails du produit peuvent être modifiés sans préavis.
? 2022 One Cool Film Production. Tous droits réservés.
? 2022 Hot Toys Limited. Tous droits réservés.
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4.3 ★★★★★
Based on 26 reviews
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Product Reviews
★★★★★ 5
Improve any size business-use everyone's brainpower!
Format: Kindle
Use of OKRs is fantastic in any size business. Global goal setting and feedback- everyone in the company on the same page! Get ideas from all levels to solve problems and see improvements. Love it. Get input from everyone. Super great examples of how it works. Very good summary of each chapter at the back for quick refresh. Every business owner should read this book to make that company run well.
WAS THIS REVIEW HELPFUL?YesReportShare
Reviewed in the United States on November 7, 2025
★★★★★ 5
Great Execution Book!
Format: Hardcover
I just finished "Measure What Matters" by John Doerr. Such a great book full of advice for companies struggling with #execution.
My favorite #quotes from this book:
"Good ideas with great execution are how you make magic." @Larry Page
"Ideas are easy. Execution is everything."
"I view this year's failure as next year's opportunity to try it again." @Gordon Moore
"Specific hard goals produce a higher level of output than vaguely worded ones."
"Set goals from bottom up."
"Dare to fail."
"... four OKR superpowers: focus, alignment, tracking, and stretching."
"Bad companies are destroyed by crisis. Good companies survive them. Great companies are improved by them." @Andy Grove
"When you are tired of saying it, people are starting to hear it." Jeff Weiner
"Done is better than perfect." Sheryl Sandberg
"... if we try to focus on everything, we focus on nothing."
"Growth costs money."
"... you can only do one big thing at a time really well, and so you better know what that one is."
"Doing too much too soon will definitely end in pain."
"To inspire true commitment, leaders must practice what they teach"
"Transparency seeds collaboration."
"Having a good mission is not enough. You need a concrete objective, and to need to know how you're going to get there."
"... my favorite definition of entrepreneurs: Those who do more than anyone thinks possible ... with less than anyone thinks possible."
"If you set a crazy, ambitious goal and miss it, you'll still achieve something remarkable." @Larry Page
"Stretch goals can be crushing if people do not believe they're achievable. That's where the art of framing comes in."
"Feedback is an opinion, grounded in observations and experiences, which allows us to know what impression we make on others." Sheryl Sandberg
"Feedback can be highly constructive- but only if it is specific."
"Continuous recognition is a powerful driver of engagement."
"... a really good company values different opinions."
"... behavior defines a company more meaningfully than product lines or market share."
"Vision-based leadership beats command-and-control."
"People watch what you do more than what you say."
"Time is the enemy of transformation."
"... there was no shame in trying your hardest and failing, not when OKRs help you fail smart and fail fast."
"Goal setting is more art than science."
WAS THIS REVIEW HELPFUL?YesReportShare
Reviewed in the United States on September 20, 2018
★★★★★ 3
helpful and moderately entertaining
Format: Kindle
Like most business books this likely could have been a long journal article, but overall still worth a quick read.
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Reviewed in the United States on March 10, 2026
★★★★★ 5
Excellent way to learn about a framework used by Andy Grove and Google. Specific examples and case studies are terrific!
Format: Hardcover
I couldn’t put this book down, so I read it in one sitting.
Many business books talk about the organizational brilliance of Andy Grove's Intel, Google, disruptive startups, and high-performing charities. This one actively teaches you how to mimic their organizational brilliance. The book distinguishes itself by providing clear examples of how OKRs help organizations achieve their full potential. Primary source documents, including internal memos, show how Intel CEO Andy Grove used OKRs to rapidly respond to competitive threats.
As an admirer of Google, I enjoyed learning how OKRs were used at key points in its history. When Google employed 25 people, CEO Larry Page set OKRs for every engineer. When Chrome sought to disrupt the browser market, OKRs enhanced the product team’s creativity. When YouTube sought to establish its own identity within Google, OKRs helped the team set appropriate business goals. It’s really nice that specific OKRs from Google’s history are included in the book.
Some people mistakenly believe that OKRs only work for Google, and the book provides clear examples of how OKRs were successfully implemented by startups, large corporations, and non-profit organizations. Entrepreneurs will enjoy learning how fitness, education, healthcare, and food delivery startups used OKRs to find new markets and manage their expanding headcount. Fans of corporate transformations will enjoy learning how OKRs led to human resources and technology process overhauls at some of the world's largest companies. Non-profit leaders will enjoy learning how the Bill & Melinda Gates Foundation and Bono used OKRs to impact millions.
All in all, I found the chapters to be short yet impactful, and arranged in a logical sequence. I particularly liked that as the book progresses, it provides clear examples of how to overcome the nuances of implementing OKRs. I felt my OKR-setting muscles getting stronger by the end of the book.
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Reviewed in the United States on April 30, 2018
★★★★★ 4
... Doerr began his career under the tutelage of the great Andy Grove
Author John Doerr began his career under the tutelage of the great Andy Grove, CEO of Intel, who transformed that company into the world's largest manufacturer of semiconductors. It was Andy Grove who turned a simple method “OKRs”, into a devastatingly effective business tool which became the lifeblood of Intel.
In 1978, Intel had developed the first high-performance, 16-bit microprocessor, the 8086. Soon it was getting overtaken by Motorola’s 68000 which was easier to program. Using OKRs, Intel launched “Operation Crush” to deal with this threat. The results were fast, focused and effective. “When we smacked Motorola between the eyes,” Doerr writes, “A manager there told me, ‘I couldn’t get a plane ticket from Chicago to Arizona approved in the time you took to launch your campaign.’”
Doerr left Intel to join the venture capital firm at Kleiner Perkins Caufield & Byers, and became an early investor in Google. There he managed to entrench Andy Grove’s business tool to great effect and it is acknowledged as a key contributor to Google’s success. The results have made Doerr the 105th richest man in the US. This book describes how to use this tool.
John Doerr is the current evangelist for OKRs, OKR stands for Objectives and Key Results. As a strategist, I know the importance of knowing where you are going or as Yogi Berra pithily said: "If you don’t know where you’re going, you might not get there.” However, as Doerr writes, and as you and I know, “Ideas are easy. Execution is everything.”
OKRs are for executing. An “objective” is simply what is to be achieved, no more and no less. Key results benchmark and monitor how we get to the objective. The difference between ‘key results’ and ‘key performance indicators’ are very different. I may really be impressed that you performed well, but your efforts are only useful if you achieved the results I need.
Marissa Mayer would say of OKRs, “It’s not a key result unless it has a number.” With a number attached, OKRs are either met of not met. There is no grey area, no room for doubt. The time frame for an OKR can vary from a month to a quarter or more, but at the end of the period, they have either been met or they have not.
When the objective is clear and specific, it produces far better results than when it is vaguely worded. ‘Performance excellence,’ or ‘Customer satisfaction’ are very different when expressed as ‘98% error free’, or ‘delivered within 12 hours’.
Aside from Google and Intel, OKR adherents include IT firms such as AOL, Dropbox, LinkedIn, Oracle, Slack, Spotify, and Twitter. But adherents also include firms such as Anheuser-Busch, BMW, Disney, Exxon, and Samsung.
The simplicity of the design of OKRs hides the complexity of implementing the method. When the OKR is formulated, it will undergo iteration – this is inevitable. And this is not the problem. The problem is the commitment of the most senior managers to the discipline that is required.
Without the most senior managers' commitment this will fail, much as your previous systems have failed to produce the promised result. In a meta-analysis of seventy studies, high commitment to managing the company by objectives showed a productivity increase of 56%. Where that commitment was low, productivity increases were a mere 6%.
The problem with getting results is compounded when we are employing people to think. On an assembly line, it’s easy enough to distinguish output from activity. It gets trickier when employees are paid to think.
In a thinking environment, many of the benefits of OKRs are highlighted. A particular challenge for many in such an environment is separating the person from the activity. All too often, feedback becomes very personal leading many managers to avoid confronting non-performance. When the focus is on unequivocal results that can be tracked, then non-performance can move to an analytical discussion. After all, a performance management system is a tool, not a weapon.
The OKR is formulated as “We will achieve a certain objective as measured by the following key results. This begins at the highest appropriate level of the organization and then all below can align their OKRs to this meta-OKR.
When Bob Noyce and Andy Grove began the “Crush” project, the directive to Intel’s management level was simple and clear: “We’re going to win in 16-bit microprocessors. We’re committed to this.” This objective was given to the top one hundred people at the meeting. It was conveyed to the next level in 24 hours. Intel was close to a billion-dollar company at the time, and “it turned on a dime” - through a clear, aligned, objective and a clear required result.
The “Crush” project included top management, the entire sales force, four different marketing departments, and three geographic locations—all working together as one. It was proof of Andy Groves assertion that “Bad companies are destroyed by crisis. Good companies survive them. Great companies are improved by them.”
Great companies are not great because they have a great idea, but because their execution is great. There are no exceptions. Those who do not have excellent execution are an accident waiting to happen. Using OKRs, a successful organization can focus on the handful of initiatives that can make a real difference and defer the less urgent ones.
The very act of formulating the objective makes communication with clarity possible. Focusing on results rather than activities allows people to adjust their activities to meet the results, rather than to slavishly following performance indicators, as the environment changes.
Consider this horrifying finding: In a survey of eleven thousand senior executives and managers, a majority couldn’t name their company’s top priorities!
“There are so many people working so hard and achieving so little,” Andy Grove noted. To address this issue will require commitment to making the OKR process effective, and this commitment should not be understated, which is why it has to start from the very top.
If you are a leader of your business your commitment should start with a reading of John Doerr’s book, and then share it with your colleagues.
My personal experience with the process is best summed up by actress Mae West’s famous statement: I never said it would be easy, I only said it would be worth it.
Readability Light --+-- Serious
Insights High ---+- Low
Practical High +---- Low
*Ian Mann of Gateways consults internationally on strategy and implementation and is the author of the recently released ‘Executive Update.’
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Reviewed in the United States on July 27, 2018
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