Exponent Inc. (EXPO) saw its shares rise almost 9% in the last trading session.
The share of women in computing jobs is on track to decline from 24% to 22% over the next 10years. That's the stunning news coming out of a new report from Girls Who Code and Accenture, released today. According toCracking the Code: Get 3x More Women in Tech, despite increased [...]
13-14 октября 2016 года в Казани состоялся форум инновационных финансовых технологий Finopolis, в котором приняла участие компания Platiza (проект фонда FinSight Ventures, учредителями которого являются группа "ФИНАМ" и компания "Скагит Инвестментс"), одна из лидеров в сфере онлайн-микрокредитования в России. Спикерами мероприятия стали председатель правления "Сбербанка" Герман Греф, председатель Банка России Эльвира Набиуллина, генеральный директор QIWI Сергей Солонин, председатель совета директоров "Тинькофф Банка" Олег Тиньков, управляющий директор Accenture Эдвин ван дер Аудера, руководитель глобальной практики PWC Найджел Вут и другие. Основной темой форума было выбрано развитие инновационных технологий в финансовом секторе. Участники пришли к выводу, что основным драйвером роста сектора в ближайшие 10 лет станут финтех-компании: банки и сервисы должны адаптироваться к новым реалиям и начать внедрять новые технологии.
Most students turn to loans to cover the cost of tuition and room and board, but some use their student loan money to fund less academic pursuits.
За последние 4 года количество компаний, занимающихся разработкой решений в области ИИ, возросло в США в 20 раз. Консалтинговая компания Accenture провела опрос, в ходе которого 70% опрошенных руководителей заявили, что их инвестиции в ИИ-технологии существенно увеличились за последние 2 года. При этом 55% респондентов планируют активно применять системы машинного обучения, а также интегрированные ИИ-решения в своей работе. Самое время участвовать в мероприятиях и хакатонах посвященных теме ИИ. Поэтому мы в Web-Payment.ru стали партнером хакатона Neurohack 4.0, посвященного разработке решений с использованием искусственного интеллекта в области финансов. Мероприятие пройдет на площадке Санкт-Петербургского ВУЗа ИТМО в период с 5 по 6 ноября 2016 года. Организаторами хакатона выступили научное сообщество Science Guide и финтех-сообщество Future Fintech. Читать дальше →
Clare Parker, Marketing & Trade Manager, International at The Exchange Lab Fresh from the Festival of Marketing in London, some clear themes stood out. It is evident from speakers such as Unilever’s CMO, Keith Weed and WPP’s CEO, Sir Martin Sorrell that understanding a digital native’s mind-set is vital if brands want to be a part of the future, especially since by 2025, 70% of the workforce will be Millennials. Younger marketers may have less experience, but they are adept at learning technology, highlighting the importance of marketers keeping their fingers on the pulse of the latest tech and trends. The way in which we engage consumers must reflect this shift in attitude. With that in mind, here are the three key learnings from the Festival that prove marketers need to push limits, bend traditions and experiment with new platforms. You’ve got to be in it to win it There is a lost generation of people who are not digital natives and are bluffing that they are ahead of the next digital wave. “Don’t be one of those CMOs who reads the FT and Economist and then pretends you know where digital is heading,” warned Keith Weed, CMO of Unilever, “immerse yourself with where your customers are active. I’m not saying go and be a tech junkie, but you’ve got to be in it to win it”. Weed went on to express the importance of learning how to think differently by working with start-ups, upskilling your team by leveraging digital partners, and getting under the hood of how digital natives behave and communicate. Digital has injected colossal fragmentation into the consumer journey for marketers, as Weed said, it’s no longer about “marketing to consumers – it’s about mattering to people” and to do that you need to have the right “tool set, skill set, and mind set”. For brands to survive, they must challenge what they’ve done in the past and ensure they keep up to date with the latest technologies and social platforms. Adhere to the rules of engagement, in the era of personalized advertising When it comes to data monetization, it’s clear that some companies are walking a thin line between tailoring to a consumer’s needs and being seen as creepy. Christine Conner, Managing Director at Accenture Interactive stressed the need for data permissions to be handled very carefully. She emphasised the importance of brands being clear and up-front on what they’re going to do with the data they generate. Being more curious when asking customers questions when sourcing data can add more value for brands and the customer for example, a pet food retailer could ask “do you buy your cat a present for Christmas?” The question was then posed to the audience, where about 10 of us were left shamelessly holding our hands up. This survey tone can be a lot more telling, not only increasing engagement in the short term but when married to data, it ultimately creates more relevant advertising in the long term. Involve your audience Consumer generated content (CGC) has been challenging traditional advertising for the last few years. In terms of convincing the traditional board of Wimbledon Tennis Club to bend their 140-year-old brand guidelines and go with Snapchat (most of whom are Snapchat virgins), Alexandra Willis, Head of Communications and Content’s advice was to start small and recognize wins. Wimbledon shared their 2016 social campaign at the Festival, with personalisation at the core, they initially mirrored the concept behind Snapchat stories in their newly built mobile app. Following this pilot, the Snapchat campaign was underway with two live stories to test, distributing authentic content to users that implied that Wimbledon is more than just tennis – it’s about the overall experience. Snapchat provided a number of creative tactics and tools, including a strawberry head filter and a snapcode to unlock exclusive content into the distribution queue. The drawbacks were the content quality threshold declines so marketers must be prepared to relax brand guidelines and not expect in-depth analytic reporting, as it’s not as detailed in comparison to other social platforms. Attendees had the chance to show what was important to them in 5-10 second snapshots, which were then filtered out to Wimbledon’s Snapchat audience. Serena Williams held centre stage, which was extremely nerve-wracking for the marketing team to hand brand control over to her in near-real-time. However, it was a success, the platform enabled Serena to offer ‘behind the scenes’ insights of her life, which provided an intimate, real-time and virtual experience to Wimbledon’s audience. Adjusting the golden hand-cuffs After Unicorn brands like Uber and TransferWise have shaken up the finance and transport industries, we are now witnessing a ripple effect through 100+ year-old brands like Wimbledon and Unilever who are leading the charge by stepping up their game to be just as challenging in the Sport & FMCG sectors. Both brands have the consumer experience at the forefront and are embracing technology as the vehicle to ensure they keep their audiences both engaged and loyal. Consumers now expect a two-way transparent dialogue online resulting in brands being increasingly exposed by consumers for the good as well as the bad experiences and interactions. P&G’s Director, Scott D. Cook says “a brand is no longer what we tell consumers it is, it’s what consumers tell each other it is”. Reverse mentorship was touched on by various C-suites who expressed that It’s as much about coaching millennials as it is being coached by millennials; there is a lot to learn from their mind-set and digital savviness. When WPP’s CEO, Sir Martin Sorrell was asked “if you were to start your career again, what would you do?” he answered with “I would learn two languages – code and Chinese”, which is living proof that marketing professionals (whatever the age) must truly embrace digital in order to be a part of the future. -- This feed and its contents are the property of The Huffington Post, and use is subject to our terms. It may be used for personal consumption, but may not be distributed on a website.
«Никому не нужны ваши мудрые глаза»: Греф и Набиуллина на Finopolis в Казани обсудили развитие банковского сервиса
На первой пленарной дискуссии российского форума Finopolis, который проходит в казанском «Корстоне», выступили президент Сбербанка Герман Греф, глава Центробанка России Эльвира Набиуллина, председатель совета директоров банка «Тинькофф» Олег Тиньков и главный исполнительный директор Qiwi Сергей Солонин. Греф задал направление дискуссии, предложив спрогнозировать, что будет с банковской отраслью через 10 лет. Предварило обсуждение голосование по теме «Каков, на ваш взгляд, главный вызов для банковской системы?» — треть респондентов указала именно ИТ-технологии.
Аудитория считает, что главные вызовы для российских банков — это 1. развитие технологий 2. кризис экономики (голосование). Сергей Солонин (QIWI): банки будут становиться коммодити.боимся, что регулятор ограничит конкуренцию. регулятор должен способствовать развитию конкуренции, тогда будет развитие технологийследующий шаг технологий — развитие VR Nigel Vooght, PWC: банковское регулирование будет меняться драматическифокус клиента банков меняется в связи с развитием технологий — главная темаГреф: Тиньков — наш главный конкурентОлег Тиньков: главный челендж для банков — современные кадрысредний возраст наших сотрудников — 25 летмы хотим быть привлекательным работодателям. Грамотные технари не хотят работать в банке.мы конкурируем за кадры со «Сбербанк технологии» и «Силиконовой долиной»Набиуллина: народ только сейчас понял, что технологии оказывают самое главное влияние на банковский сектор. 2 года назад этого никто не сознавал
Accenture is an impressive stock as it has a strong Momentum Score, favorable Zacks Rank and is also seeing positive estimate revisions.
Olof Schybergson, CEO and Shelley Evenson, Head Of Organizational Evolution At Fjord, Design and Innovation From Accenture Interactive Faced by growing competition and nimbler start-ups, many organizations are struggling. They suffer from a crisis of innovation. Unable to differentiate their brands, their products and their services in a digitally disruptive world, organizations’ future success depends on better managing and responding to change. Their very existence hinges on their ability to continuously and rapidly innovate. In order to do so successfully, they must place people at the heart of everything they do. They must harness the power of design. Business leaders once distinguished business strategy from customer experience but, today, that mindset is changing: business strategy has become experience strategy. In fact, 89% of companies recently surveyed by Gartner claim that experience will be their primary basis for competitive advantage this year. These shifts, along with growing evidence that design-centric companies are outperforming the market average, are fueling private and public sector interest in design – an agile and collaborative discipline that enables human-centered innovation to be brought to market, fast. The appetite for design thinking to reframe experience has never been greater. More corporations are opening their eyes to the power of design thinking as a way to solve the crisis of innovation. They see disruptive companies like AirBnB get this. But misguided efforts -- however well-intentioned -- may do more harm than good. The truth is, design thinking has become broken in today’s digital age. The current interpretation of design thinking is often shallow and, as widely understood, not the answer. Simply put, design thinking is not enough. True success comes from building a complete design system, and no organization can build such a system on design thinking alone. Here’s how to do it. The Design Rule of 3 The fact is, design thinking only has value when combined with design doing and supported by a strong design culture. You can’t be good at only one or two. The Design Rule of 3 constitutes the three fundamental rules that underpin every successful design system employed by leading organizations, across sectors. When optimized and deployed in unison, organizations can effectively unlock the full potential of design to transform not only their own value and performance but peoples’ experiences of the products or services they provide. Re-Thinking Design Thinking Design thinking should bring a quest for truth, empathy with people, and a systematic reframing of the business challenge—zooming in and out of the opportunity space, and providing a strategic compass to help executives understand how to reorient their businesses. Co-creation has to be integral. An organization must be willing and able to break down organizational silos to enable it. Fundamentally, design thinking must align a design perspective with business realities and technical possibilities. Key Tenants of Modern-Day Design Thinking: Co-Creation Top Down, Bottom Up Design Prototyping Continuous Feedback & Testing Measuring customer delight is essential, by employing Net Promoter Score (NPS) or an equivalent. At Fjord, we use our research-based Love Index to quantify and understand people’s engagement. The Love Index is an actionable tool that allows you to understand what people feel about your offering, and why.Mastery requires both C-suite and grassroots support; this simultaneous top-down and bottom-up commitment is essential for design thinking to become broadly embedded across an organization. Staff training and “learning by doing” project-based experiences will help get you there. Crucially, successful design thinking must also include an element of making – early experience prototypes are important to validate thinking and align teams. Proponents of design thinking often get caught up in the methodologies (“how to get there”) versus the actual destination. Hands-on creation is often forgotten in today’s rush to apply design thinking organization-wide. Financial software giant Intuit is a powerful example of an organization that has optimized design thinking and the context in which it lives. VP and Executive Creative Director Suzanne Pellican oversees the company’s Design for Delight program that aims to inject design thinking into the company’s DNA. She’s trained and cultivated a community of 200 innovators who’ve run more than 1,000 workshops over five years to change the way people work across every function. By becoming design-driven, Intuit shifted from what Pellican has described as “the best run, no growth company in the Valley” to “a 30-year-old startup.” Make no mistake, design thinking is crucial to improving everything from the value of a company’s offering to reimagining the employee experience. But misunderstanding what it is and how best to apply it risks sidelining design thinking into just another passing management fad. The reason is simple: design thinking is just the beginning -- a catalyst. What’s critical is to convert theory into reality to catalyze change. This is where design doing comes in. Not Just Design Thinking, but Doing Design doing is where design thinking meets the real world. While design thinking should be embedded across the organization, design doing must involve design experts. It must be driven by people passionate about the craft of design across its every application, powered by design practices such as rapid iteration and real-world testing. As the digitization of everything takes hold, the medium for design doing constantly evolves. Instead of designing for print or TV, today we design for mobile consumption and voice interaction. Instead of creating static products and websites, we design living services tailored for each individual, and powered by data. We are designing for experience in an ever-broadening context. This requires interdisciplinary teams of designers collaborating with experts as diverse as data scientists and developers. “Design thinking is nothing without design doing.” This broader context brings unprecedented complexity. Great design cuts through the clutter and helps prioritize and progressively reveal -- without dumbing down. The ability to simplify and make complex systems easy, engaging and intuitive for people is one of the critical contributions of good design (and great designers) at a time when the strategic business value of simplicity has never been greater. An emotional connection to brands, products, and services is also crucial for success. Rather than focus narrowly on Minimum Viable Product, the aim should be to imagine and shape a Minimum Lovable Product. Great design did not always come easy in the engineering-obsessed culture of Google. But after Larry Page took reigns as CEO in 2011, the company started crafting a common design language for experience that, for the first time, unified a vast collection of offerings into one coherent family. C-suite support, willingness to invest and strategic commitment created a program led by a core team of designers that enabled and applied great design doing across Google’s diverse initiatives. In this way, an everyone-for-themselves approach to design was replaced by design becoming a central guiding force for the organization. The results speak for themselves. Google products are now perceived by many as having made the most strides at improving design, according to KPCB’s 2016 Design In Tech report. Some 64% of those surveyed rated Google as “most improved” when asked which tech companies were best improving their design. Only 33% said so of Apple. Design doing can generate powerful results. But it can only do so within a considered and optimized organizational culture conducive to innovating and doing design well. This brings us to the last rule in the Design Rule of 3. Why Design Culture is All Design culture is equally important as design thinking and design doing because it enables the others. Creating a design culture is no trivial undertaking. It requires organizational commitment and patience. This is where most organizations stumble. Brilliant people will fail if the environment in which they work doesn’t foster creativity, collaboration and innovation. Fostering a Design Culture: Diverse teams including change agents Learning & evolution of individuals Flexible physical spaces Given that great ideas emerge from diverse teams, change agents should be recruited as ambassadors and implementers of cultural transformation. Care must be taken to ensure they are set up for success. Money alone will no longer secure the best designers. People want environments in which they are challenged, continuously learn and make impact. Our own Fjord Evolution team helps our clients create a learning design environment, a culture that will encourage the best design talent to come, learn, thrive -- and stay. Flexible and open workspace is important to facilitate the best design work; and visual representations of ideas and their impact are a powerful tool. Design and innovation requires full mind and body engagement. Photo: Werner Huthmacher, Fjord Berlin It’s relatively easy to copy a good business idea today, and technology solutions are cheaper and more flexible than ever. Differentiation through a clever business model or a novel technology is challenging. Culture, however, is hard to emulate. A vibrant design culture can be the best and most sustainable differentiator for an organization. Commerzbank, the global banking and financial services company, is one organization working to build such a culture through a considered deployment of design. Having initially considered buying a design consultancy to import a fully-fledged design function, it decided to change its culture from within. Work is now underway to create an internal design function that will embody and enact the company’s new vision. The design space and design team is being built and managed by Fjord, as their strategic partner, until the bank’s management team takes over day-to-day operations. As they’re discovering, fostering a culture of design is an organizational and mindset shift that does not happen overnight. It requires commitment to a multi-year process, one that constantly evolves. Benefits of an Effective Design System In today’s world, digital may look like the driving force of change but, in reality, people are at the heart of digital. Design, by its very nature, creates a culture obsessed with people willing to listen and learn from multiple vantage points, ignore hierarchies and experiment until finding the best solution. This explains why human-centricity is what powers successful organizations, across sectors, and why design is a fundamental part of their DNA. Harnessed properly, design can boost an organization’s performance and value because enduring customer relationships are a natural outcome. Other evidence points to a happier workforce too. Bottom line -- mindset matters. Acquiring design thinking methods is a great first step, but must be followed through with changing how products and services are conceived and delivered, every day in every way. Effecting that transformation means simultaneously creating the right culture. Good intentions can only become reality if underpinned by a considered, effective design system built on solid foundations: the Design Rule of 3. Comments? Find us on Twitter: @fjord. -- This feed and its contents are the property of The Huffington Post, and use is subject to our terms. It may be used for personal consumption, but may not be distributed on a website.
НРД первым в России прошел сертификацию качества программных продуктов Университета Карнеги—Меллона CMMI
Национальный расчетный депозитарий получил третий уровень зрелости процессов разработки программных продуктов и оказания услуг с использованием программных продуктов собственной разработки.
* Accenture PLC - Co is approved to provide U.S. Federal agencies with human capital, training and other HR services under $11.5 billion award vehicle Source text for Eikon: Further company coverage:
Today’s workforces are designed for speed and flexibility. To achieve these goals, organizations are using more part-time, project-based freelancers to supplement their internal staff. Our research at the Agile Talent Collaborative reinforces findings from Accenture and other consulting and research firms: the use of freelancers — or agile talents as we call them — is growing, and for reasons that go well beyond cost efficiency. According to executives surveyed by the Collaborative, access to difficult-to-find technical or functional expertise, speed, flexibility, and innovation are the top five drivers of using talent outside your organization. But none articulates the workforce of the future as well as the observation of HR executives in a series of recent workshops we’ve led in in Hong Kong, Western Europe, and Silicon Valley. When asked about the composition of the workforce in 5-10 years, HR leaders consistently report that, in their judgment, full-time permanent employees will account for only about 50% of their staff. Insight Center Developing Tomorrow’s Leaders Sponsored by Korn Ferry How talent management is changing. What does this mean for workforce learning and development? As Patty Woolcock, the executive director of CSHRP, the California Strategic HR Partnership, says: “The future of learning is three ‘justs’: just enough, just-in-time, and just-for-me.” It means that training is going to have to be just as agile as the workforce — where speed, flexibility, and innovation are key. It means that more learning will happen in teams, and on platforms where training can be delivered any time, any place, at the user’s convenience. In particular, we see several interesting developments: Technology-supported peer learning is disrupting the old paradigm. Training magazine reported that 2015 training expenditures were approximately $70 billion dollars, a 14% increase from 2014. A growing percentage of this investment supports peer learning. For example, JOLT, a new startup, offers companies access to video-based learning from recognized technical experts in a wide variety of functional areas, providing a just in time skill “jolt” to individuals or teams on exactly the topic they need. Teva recently used JOLT for its R&D Communication team, providing public speaking skills from a PR professional in an online, video-based, and highly interactive workshop. Instead of weeks to organize an expensive, on-site, day long workshop on teamwork (arranging facilities, ensuring “butts in seats”), JOLT gave the team just what they needed, when they needed it, at a fraction of the cost, and delivered by a professional with high credibility. Team-based learning is providing more benefits. DAMCO, the multi-billion dollar Logistics division of AP Moller Maersk, has taken a different peer tact: utilizing team-based learning that starts with identifying solutions to critical market opportunities and threats. Each year 40 high potential young leaders from around the globe come together and work in teams on projects like “How do we grow our business in the chemicals industry?” or “What is the growth potential for business in Mexico?” These projects accomplish several ends: they establish strong working relationships among individuals that pay off in global collaboration. They enable individuals to learn from and respect the best practices of different regions, and adopt or adapt best practices for back home advantage. And, they reinforce the global strength of DAMCO for the global companies that DAMCO serves. Now in its 7th year, DAMCO’s investment in young commercial leaders has grown because the ROI of the program has been considerable, measured both in financial terms and in the growth of new business opportunity. Bringing customers and providers together is becoming more common. I’ll be joining Toptal, the agile talent staffing firm, at an upcoming conference on innovation through agile talent, where 60 primarily tech managers and directors from a wide range of companies — from huge organizations like Wal-Mart to startups still working in incubators and seeking seed funding — will explore their experiences in working with freelance technical talent, and how they see the opportunities, challenges, and risks. This quick, two-hour event will inevitably create subsequent networking opportunities, learning opportunities, and collegial relationships that will last well beyond the actual event itself. Investment in the whole team is becoming more critical. Organizations depend more on freelancers because they are more available and accessible as a result of platforms like Toptal, and because they lack the in-place talent needed to complete critical projects. As a senior tech leader at Wal-Mart put it, “It often just takes too long to recruit, hire and on-board full-time staff.” These agile talents are matched to projects typically for 3 to 6 months. In past, these individuals were often kept at arm’s length, and treated as marginal to the “real” team. That’s changing – slowly, but clearly. For example, Qualcomm includes its agile talent when the team is in training. So does ScanDisk and Shire. This is an important shift for both the organization and for the agile talents themselves. When treated as a full member of the team, rather than as outsiders, the productivity and satisfaction of the freelancer grows, as does project performance. As importantly, more and more top agile talents, for example those represented by 10X Management, are only interested in working in environments where the work is interesting, and they are welcomed as a team member. Companies that want to attract the best technical talent, need to treat them accordingly in order to develop a reputation of interest to the best of the agile talent community. Development, not deficiency, is motivating learning. Millennials and Generation Z have a different view of workplace learning. They understand more than the rest of us that rapid and discontinuous change in products, services and ways of working mean that life-long learning is a critical element of the workplace. Deloitte points out that for millennial professionals, ongoing development support trumps all other “benefits.” Bersin, a Deloitte division focused on employee development, recently reported that over 35 million workers have enrolled in MOOC’s such as Coursera and edX in the past year. This in turn has given rise to innovative cross-organizational collaboration in learning of a variety of forms. For example, ADIA, the sovereign wealth fund of the UAE, chooses external investment partners based in part on their ability to contribute to the ongoing development of their full-time staff. These developments in training reflect the broader trend in how organizations are rethinking the resources they need to perform and grow in an increasingly competitive global marketplace. As the agile workforce evolves, so organizations need to rethink how they approach training for the full workforce.
Одним из способов поиска акций с растущим дивидендом является отслеживание увеличений дивидендов. Компании, которые склонны регулярно увеличивать дивиденды, весьма вероятно будут это делать в будущем. А если компания, которая обычно увеличивает дивиденды, начинает их снижать, то это сигнал к тому, что что-то поменялось. Как бы то ни было, важно отслеживать фундаментальные показатели компании, чтобы определить, являются ли дивиденды постоянными и существует ли возможность дальнейшего роста дивидендов. Ниже представлены 4 компании, каждая из которых существенно увеличила дивидендные выплаты в течение последнего десятилетия.Enterprise Products Partners L.P. (EPD) — эта компания обслуживает производителей и потребителей природного газа, газоконденсатных жидкостей, сырой нефти и нефтепродуктов. Эта компания увеличила дивиденд до 40,5 центов на акцию, что на 5,2% выше чем было в прошлом году. EPP хорошая дивидендная история, т.к. она увеличивала дивиденды 18 лет подряд. За последние 10 лет компания увеличивала дивиденды на 6,2% в год. Распределение прибыли на дивиденды — консервативное, т.к. компания приберегает часть денежного потока для реинвестирования в различные проекты. Accenture plc (ACN) предоставляет управленческие консультации, технологии и аутсорсинг по всему миру. Компания увеличила полугодовой дивиденд на 10% до 1,21 долл.\акция. Это уже 11-ое увеличение дивиденда. За последние 10 лет компания наращивала дивиденды на 20,8% в год. Прибыль на акцию выросла с 1,59 долл. до 5,92 долл. за период с 2006 по 2016 год. Компания оценивается примерно в 20 прибылей и имеет дивдоходность 2,1%. Хотя это и не сильно большая переоценка, разумным будет подождать более низких оценок, чтобы нарастить позицию. RPM International Inc. (RPM) производит и поставляет химикаты для промышленности и конечный потребителей. Этот дивидендный чемпион увеличил дивиденды на 9% до 30 центов на акцию. Это уже 43-е по счету последовательное ежегодное увеличение дивиденда для RPM International Inc. За последние 10 лет эта компания вознаграждала лояльных акционеров средним ежегодным ростом дивиденда в 5,6%. В настоящий момент компания торгуется за 18 годовых прибылей и имеет дивдоходность 2,4%. Хотя рост прибыли волатильный, похоже, что компания является дружественной к акционерам. Northwest Natural Gas Company (NWN) хранит и распределяет природный газ в США. Компания работает в двух сегментах — локальное распределение газа и хранение газа. Компания увеличила квартальный дивиденд на полпроцента до 47 центов за акцию. Это 61-ое последовательное годовое увеличение дивиденда. За последние десятилетие этот дивидендный король увеличивал дивиденд в среднем на 3,5% в год. К сожалению скорость роста дивиденда существенно снизилась за последние несколько лет. Эта акция торгуется за 24 ежегодных прибыли и имеет дивидендную доходность 3,3%. Несмотря на длительную историю увеличения дивидендов, весьма сомнительно, что эта компания будет хорошей покупкой при текущей оценке. С учетом того, что компания не способна наращивать дальше прибыль на акцию и в настоящий момент имеет коэффициент дивидендных выплат 80% весьма вероятно, что этот дивидендный рост оборвется в течение нескольких лет.Вместо резюме: при поиске дивидендых акций необходимо помнить, что длинная история повышения дивиденднов — это лишь один из факторов, которые нужно учитывать при инвестировании. Однако об этом нужно помнить во время поиска дивидендных акций.Оригинал: http://www.valuewalk.com/2016/10/four-companies-rewarding-shareholders-raise/
На Санкт-Петербургской бирже в четверг стартовали торги акциями еще 33 крупных американских компаний. Среди них несколько компаний финансового сектора (American Express Company, Citigroup Inc., Equifax Inc.), промышленные холдинги (Deere & Company, Cummins Inc., Emerson Electric Co., Rockwell Collins, Inc.), компании из сферы услуг, IT и биотехнологий (Accenture, Apache Corporation, Biogen Inc.) и другие.
John Oswald, Business Design Director at Fjord, Design and Innovation from Accenture Interactive Design has always been an inspiring force to be reckoned with, influencing every element of our lives from the arts and architecture, to fashion and gaming. However, what if the power of design and design logic could be harnessed to rewire the very heart of businesses? Moving beyond aesthetics, the emergent field of Business Design is a way of applying Design Thinking to business strategy and organisational problems. It’s a hybrid approach to problem solving and strategy, centred on the human experience. When applied to a business context, design enables organisations to dig deep, examine their purpose as well as explore pragmatic solutions. Organisations typically struggle for two reasons. The first is where the goals and the purpose are almost so all-encompassing and massive that they become an impediment to progress – they’re too ingrained and can really slow down progress. The other reasons is when your sole measures of success are profitability and growth, focussing primarily on operational excellence and shareholder value. Business Design as a concept attempts to bridge the gap between these two extremes, enabling an organisation to adopt the pros of both approaches and therefore create a more focussed and balanced business strategy. This will equip businesses with the capability to meet their profitability needs but also deliver against their purpose, taking it beyond purely financial objectives. Some might perceive Business Design as a means to cut costs by finding smart areas to make economies, but while that can be one possible outcome, it’s not the full game. Business Design attempts to help companies be more than just the numbers in their filings, and not shy away from goals, ideals and principles. It helps businesses to find the harmonious balance between business and human needs. An example of an organisation recognising the importance of Business Design as a critical strategy is Commerzbank. Observing the gap opening up between the type of the experience they offered consumers and the ones that customers had expected in the age of connected services and digital communications, they prioritised user experience, establishing an in-house design team to take the task on. Their ambition? To become the world’s most customer-friendly bank. By placing its consumers first across every element of its organisation, they’re well on the way to being a ‘customer-friendly’ bank. This push also catalyses the wider organisation, showing a real sense of purpose towards a mission of being more for the people it serves. Companies are no longer defined by their heritage and longevity – companies tend now to last for years rather than decades. To manage this, everyone needs a strong future-proof strategy or risk managed decline or rapid disruption from the ever-growing army of startups. Early leaders are turning to Business Design to get there. During Fjord’s recent work with Kingfisher, we helped the home-improvement store establish a core digital strategy and human approach by asking them about the customer experience on offer. When a customer goes into a home improvement store, they don’t simply want a quick solution or product; they’re after advice and confidence, something that will help them make improvements that stand the test of time. Kingfisher now thinks as its consumers do and its in-house hub for design thinking is a long-term proposition that can iterate and build a roadmap, securing its future, as well as give a sense of purpose to the wider organisation. When we envisage the most obvious candidates who adopt design thinking, we think of consumer brands, ones that we engage with on a daily basis. Consumer-facing companies naturally tailor their strategy and approach to their customers; their core focus. However, as Business Design grows to become a key trend in the traditionally-minded B2B sector, they will have to strive to stand out and be recognised for their customer-first business approach. The value of Business Design can be complex to illustrate, but it can be done. For example, when developing a new application or tweak to an existing proposition, use it as an opportunity to trial design thinking. Test a new team and encourage them to go beyond what’s expected and measure the work that emerges out of that. If the quality improves, then the value of Business Design is unquestionable. That’s not to say we should replace traditional approaches altogether. We just have to blend and hybridise, finding ways to achieve purpose as well as profit: Business Design is a methodology that can be utilised by all forms of enterprise to encourage and future-proof organisations. -- This feed and its contents are the property of The Huffington Post, and use is subject to our terms. It may be used for personal consumption, but may not be distributed on a website.
On Oct 6, Zacks Investment Research updated the research report on Omnicom Group Inc. (OMC).
Даже если цена черного золота упадет до $57 за баррель, добыча сланцевой Нефти будет рентабельна. Сообщает российское издание «Вести» со ссылкой на аналитический отчет компании IHS, передает информационный ресурс OnPress.info. Еще год назад американским компания нужна была цена в $70, чтобы добыча сланцевой нефти была рентабельна, но с прогрессивным ростом технологий уже на сегодняшний день даже цена в $57 является приемлемой. В свою очередь в США заявили, что падение цен на нефть не пугают нефтяные компании страны, которые только за этот год просверлили 18 тысяч скважин. Как заявил генеральный директор компании Halliburton на данном этапе их цель — снижение цены за баррель нефти. Но это еще не все, согласно просчетов американской компании Accenture, запас повышения эффективности добычи нефти который существует на данный момент может привести к понижению стоимости добычи на 40%. Напомним, что главная смета Российской Федерации на 2015 год рассчитана исходя из цены на баррель нефти на отметке в $96. А один из нефтедобывающих гигантов РФ компания Лукойл в свой бюджет заложила стоимость черного золота на отметке в $80-85 за баррель. http://onpress.info/v-ssha-zayavili-chto-ix-ustraivaet-cena-v-57-za-barrel-nefti0015866?_utl_t=fb