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- 2024 Yil sarhisobi!!!

- Bu yil rejalashtirgan deyarli hamma narsalarimni qildim, front - endni o'rgandim, prava oldim, universitetga kirdim hullas to do listimdagi deyarli hamma narsa bajarildi. Hozir men nimalar bajarilganini haqida emas, nimalar bajarilmay qolib ketganligi jaqida aytmoqchiman. Bu yil YouTube ga IT soham bo'yicha blog yurutishni va 500+ obunacha yig'ishni reja qilgandim, lekin ma'lum sabablarga ko'ra buni qila olmadim. Ieltsimni yangilamoqchi edim, eng kamida 6.5 ga, buni ham mavridi bo'lmadi.

- Bu bilan nima demoqchiman, bu yil qila olmagan ishlarimni, bir necha daqiqadan so'ng kirib keladigan 2025 yilda qilishni maqsad qildim, lekin endi bu maqsad kattaroq, YouTubeda, 500+ emas 1k obunachi, Ielts 6.5 emas, balki eng kamida 7 ballga yangilash. Buni hozir aytishimdan maqsad, keyingi yili, bajarilmay qoldirilgan maqsadlar shunchaki yo'q bo'lib ketmasdan, undanda yaxshirog'ini huddi, jazo sifatida qilish. Ishonamanki hozirgina keyingi 2025 yil uchun tuzgan rejalarim, va 2024 da qoldirilgan rejalarimni 2025 yilda albatta qilaman Inshaalloh.

- Siz ham keyingi yil uchun reja qiling va uni nima bo'lishidan qat'iy nazar bajaring, hayitda maqsadingiz bo'lsin, hech qachon maqsadsiz yurmang, maqsadsizmisiz demak yashamayabsiz, va eng asosiysi maqsadlaringizni amalga oshishini "Qorbobo" dan emas Allohdan so'rang.

- Bir necha daqiqalardan so'ng kirib keladigan 2025 yilda o'ylagan maqsadlaringizga erishishingizni tilab qolaman, BAXTLI BO'LING☺️...


#Yil_sarhisobi
@Suhbatdoshim 🫀
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- 2024 Yil sarhisobi!!!

- Bu yil rejalashtirgan deyarli hamma narsalarimni qildim, front - endni o'rgandim, prava oldim, universitetga kirdim hullas to do listimdagi deyarli hamma narsa bajarildi. Hozir men nimalar bajarilganini haqida emas, nimalar bajarilmay qolib ketganligi jaqida aytmoqchiman. Bu yil YouTube ga IT soham bo'yicha blog yurutishni va 500+ obunacha yig'ishni reja qilgandim, lekin ma'lum sabablarga ko'ra buni qila olmadim. Ieltsimni yangilamoqchi edim, eng kamida 6.5 ga, buni ham mavridi bo'lmadi.

- Bu bilan nima demoqchiman, bu yil qila olmagan ishlarimni, bir necha daqiqadan so'ng kirib keladigan 2025 yilda qilishni maqsad qildim, lekin endi bu maqsad kattaroq, YouTubeda, 500+ emas 1k obunachi, Ielts 6.5 emas, balki eng kamida 7 ballga yangilash. Buni hozir aytishimdan maqsad, keyingi yili, bajarilmay qoldirilgan maqsadlar shunchaki yo'q bo'lib ketmasdan, undanda yaxshirog'ini huddi, jazo sifatida qilish. Ishonamanki hozirgina keyingi 2025 yil uchun tuzgan rejalarim, va 2024 da qoldirilgan rejalarimni 2025 yilda albatta qilaman Inshaalloh.

- Siz ham keyingi yil uchun reja qiling va uni nima bo'lishidan qat'iy nazar bajaring, hayitda maqsadingiz bo'lsin, hech qachon maqsadsiz yurmang, maqsadsizmisiz demak yashamayabsiz, va eng asosiysi maqsadlaringizni amalga oshishini "Qorbobo" dan emas Allohdan so'rang.

- Bir necha daqiqalardan so'ng kirib keladigan 2025 yilda o'ylagan maqsadlaringizga erishishingizni tilab qolaman, BAXTLI BO'LING☺️...


#Yil_sarhisobi
@Suhbatdoshim 🫀

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Telegram has no known backdoors and, even though it is come in for criticism for using proprietary encryption methods instead of open-source ones, those have yet to be compromised. While no messaging app can guarantee a 100% impermeable defense against determined attackers, Telegram is vulnerabilities are few and either theoretical or based on spoof files fooling users into actively enabling an attack.

That strategy is the acquisition of a value-priced company by a growth company. Using the growth company's higher-priced stock for the acquisition can produce outsized revenue and earnings growth. Even better is the use of cash, particularly in a growth period when financial aggressiveness is accepted and even positively viewed.he key public rationale behind this strategy is synergy - the 1+1=3 view. In many cases, synergy does occur and is valuable. However, in other cases, particularly as the strategy gains popularity, it doesn't. Joining two different organizations, workforces and cultures is a challenge. Simply putting two separate organizations together necessarily creates disruptions and conflicts that can undermine both operations.

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