Here's a look at the important tech collaborations from last week.
Мягкие, гибкие пальцы вытягиваются, чтобы деликатно снять яблоко с полки и мягко положить в корзину. Затем задача повторяется с лимонами, затем с перцем. Пальцы никогда не жалуются и не устают. Все больше компаний обращаются к умным машинам, чтобы сэкономить на медленных и затратных рабочих в лице людей. Автоматизация. Что это такое? Что это значит для […]
«Мультисервисность» стала главной концепцией для поисковиков, рекомендательных сервисов и электронной коммерции. Выиграют от этого «метаигроки» или будущее за нишевыми проектами?
The author is Doug Woodham, and the subtitle is Market Insights for Everyone Passionate About Art. I liked everything in this book, note that the author is a Ph.d economist, has been a partner for McKinsey and also held a major position for Christie’s. That said, I felt it should have done much more to […] The post *Art Collecting Today* appeared first on Marginal REVOLUTION.
Анализ больших данных и алгоритмы искусственного интеллекта на базе Connected Car-платформ помогают автопроизводителю прогнозировать поведение клиента. На основе этого можно создавать рекламные и маркетинговые кампании. Благодаря непрерывному сбору и анализу данных, станет возможным точно прогнозировать и считать экономику процессов обслуживания в дилерских центрах, с помощью текстовых каналов связи понимать степень лояльности бренду и предлагать различные подходящие конкретному портрету клиента рекламные акции.
«Умные дома» пока не вышли из стадии бета-тестирования, но интерес к технологиям в этой сфере потребителей явно растет
Facebook, McKinsey & Company, Adobe, Salesforce, Box, Square, Deloitte, KPMG US, Pandora and Walt Disney Company are the most recommended companies by employees to friends looking for a job. 26 of the LinkedIn’s top 50 companies to work for in 2017are cloud-based.
http://www.weforum.org/ How can we shift towards a growth ecosystem that supports social cohesion and puts individuals’ aspirations at the centre? This session is related to a System Initiative (Shaping the Future of Economic Growth and Social Inclusion). This session will be livestreamed on TopLink and the Forum website. · Bassem Awadallah, Chief Executive Officer, Tomoh Advisory, Jordan; Chair, Middle East and North Africa Regional Strategy Group, World Economic Forum · Dominic Barton, Global Managing Partner, McKinsey & Company, United Kingdom · Ghassan Hasbani, Deputy Prime Minister of Lebanon · Majid Jafar, Chief Executive Officer, Crescent Petroleum, United Arab Emirates · Hayat Sindi, Chief Executive Officer, i2 Institute, Emerging Explorer, National Geographic Society, USA Chaired by · Philipp Rösler, Head of Regional and Government Engagement, Member of the Managing Board, World Economic Forum
http://www.weforum.org/ Meet the Co-chairs of the World Economic Forum on the Middle East and North Africa as they share their expectations for the meeting and their view on the region's current status. Speakers Dominic Barton, Global Managing Partner, McKinsey & Company, United Kingdom; Co-Chair of the World Economic Forum on the Middle East and North Africa Khadija Idrissi Janati, Founder and Chief Executive Officer, KMK Groupe, Morocco; Co-Chair of the World Economic Forum on the Middle East and North Africa; Young Global Leader Majid Jafar, Chief Executive Officer, Crescent Petroleum, United Arab Emirates; Co-Chair of the World Economic Forum on the Middle East and North Africa; Young Global Leader Maurice Lévy, Chairman and Chief Executive Officer, Publicis Groupe, France; Co-Chair of the World Economic Forum on the Middle East and North Africa Arif M. Naqvi, Founder and Group Chief Executive, Abraaj Group, United Arab Emirates; Co-Chair of the World Economic Forum on the Middle East and North Africa Moderator Adrian Monck, Head of Public and Social Engagement, Member of the Managing Board, World Economic Forum
David Garvin, who died earlier this month, was by all accounts one of the great Harvard Business School teachers, lighting up the classroom and the minds of his students over the past 38 years. He was deeply generous to colleagues, younger faculty members, students — and, yes, to editors. Garvin was a generalist more than a specialist, perhaps because he came of age at HBS during the 1980s, when the school’s primary focus was the development of skilled general managers. That quality made him (arguably) the quintessential HBR author. He didn’t produce one signature idea, like Robert S. Kaplan’s balanced scorecard or Clayton Christensen’s disruptive innovation. But he gave us something just as important, I think: curiosity about — and great insight into — the gnarly, complicated work that general managers do. I’ll give a few examples, starting with his first HBR article but mostly concerning later work. (A review of his contributions, it turns out, provides a quick tour of several big ideas that practitioner-focused academics were consumed with in the relatively recent past.) Garvin generally got right down in the weeds, examining how managerial work really gets done. “Managing as if Tomorrow Mattered” (1982), coauthored with Robert Hayes, certainly did that, looking in detail at how manufacturers’ use of “hurdle rates” to judge investment possibilities led to systematic underinvestment in both plants and human capital. But the article aimed higher, arguing that when corporate leaders invest with short-term results in mind, they put long-term performance at risk. (Sound familiar? One of the many articles circling back to this topic of late revisited the still-common use of NPV hurdles in investment decisions.) This prescient piece won the McKinsey Award, given each year to the HBR article judged to be the most significant — the first of several that Garvin took home. I’ll fast-forward through the next decade, when Garvin, trained in operations, helped to answer the question much of America was obsessed with at the time: How Japanese automakers could make higher-quality, more-reliable cars than Americans, while charging less for them. The articles — “Competing on the Eight Dimensions of Quality” (1987) and “What Does ‘Product Quality’ Really Mean?” (Sloan Management Review, 1984) — hold up well, but as the new millennium approached and the economy grew less dependent on manufacturing, Garvin became less focused on quality management specifically and more concerned with all the processes organizations use to get work done. A Sloan Management Review article (which I had the pleasure of working on) provides valuable context for Garvin’s most-read HBR articles. “The Processes of Organization and Management” (1998) explains why Garvin and others had grown so interested in using processes as a window into general management. For starters, examining processes is a good intermediate way to study organizations, more aggregated than looking at individual tasks and more specific than looking at the organization as a whole. Beyond that, it’s a coherent way to study managerial work holistically. To quote the article, “If organizations are ‘systems for getting work done,’ processes provide a fine-grained description of the means.” Garvin offers a framework for classifying processes and describes some of the ones he would return to in-depth in the pages of HBR: decision making, organizational learning, and communication. For my money, “What You Don’t Know About Making Decisions” (2001), which Garvin wrote with Michael Roberto, is the best piece on organizational decision making in HBR’s archive. The central idea is that decision making is a process, not an event. The article defines the types of decisions executives have to make; lays out best practices for structuring major decisions; and warns about typical mistakes that get made along the way. Pair it with “The Hidden Traps in Decision Making” (2006), by John S. Hammond, Ralph L. Keeney, and Howard Raiffa, which looks at the cognitive biases that distort individual decision making, and you’ve got a beautiful primer on this most important of managerial tasks. No disrespect to recent articles on the topic, several of which break new ground. But if you could read only two articles, those would be the ones to go with. I love two things about “Building a Learning Organization” (1993), Garvin’s initial foray into that topic in our pages (and his most-cited article). First is the fact that he mocks the overinflated claims that even respected scholars make when they’ve gotten excited about something: “Discussions of learning organizations have often been reverential and utopian, filled with near-mystical terminology,” he writes. “Paradise, they would have you believe, is just around the corner.” Second, as that quote demonstrates, the article is tough-minded. Garvin stresses the importance of rigorous experiments (years before experimentation became the rallying cry for a new generation of innovators); thoughtful problem definition; and smart, well-designed metrics. He doesn’t neglect the softer side of the topic (providing time for reflection, opening up boundaries), but they’re not the main course. A follow-up article, coauthored with Amy Edmondson and Francesca Gino, delved more deeply into such issues as psychological safety, openness to new ideas, and leadership attention. But the main contribution of “Is Yours a Learning Organization?” (2008), it seems to me, is that it serves as an assessment tool that allows managers and executives to benchmark their organizations against other units and companies. Again, creating the right atmosphere won’t accomplish anything unless you define, measure, and manage what you’re trying to do. Garvin was a prolific case writer, and although the cases informed his articles, they rarely took center stage. In “Change Through Persuasion” (2005), another piece coauthored with Michael Roberto, he departed from that norm, describing how Paul Levy, then CEO of Boston’s Beth Israel Deaconess Medical Center, led a painful turnaround. The article takes the reader through Levy’s process step by step, describing who needed to be persuaded, of what, when, and how Levy structured those communications. Turning around a troubled organization is tough — it may be the toughest thing managers are called on to do — and the authors don’t pretend to have discovered a secret ingredient. However, they build a good case that by treating a turnaround as a political campaign, one in which you must persuade disparate parties to join you, you’re starting in the right place. When Garvin pitched the article that became “How Google Sold Its Engineers on Management” (2013), I laughed — how could anyone intelligent doubt that management matters? But it became clear, as my colleague Lisa Burrell worked on the piece, that while old-economy workers assume that management is important (even if they sometimes doubt the usefulness of their own managers), both founders and employees at the tech firms taking over the economy don’t necessarily share that belief. (This may pose a bigger problem for HBR and for business schools than anyone has acknowledged.) When Google’s founders realized that, yes, they did in fact need managers to help run things, they persuaded engineers of that necessity in a typically Google-esque (and Garvin-esque) way: They collected data, ran experiments, and shared their results with the staff. The bottom line was that teams with good managers perform far better than teams with average managers. Case closed (until engineers develop an algorithm that does the job better). Garvin was famous at HBS for being a good mentor and a great listener. His last piece for us, “The Art of Giving and Receiving Advice” (2015), must have drawn on his own experience, although it’s research-based and filled with case examples. Coauthored with Josh Margolis, it takes what looks like an art and breaks it down into its parts: the stages of mentoring someone (or being mentored) through a big decision; the mistakes people typically make, on both sides of the relationship; the roadblocks to watch for; the troubles that arise after you think you’re done; and how to know whether the decision was the right one. My impression is that David Garvin took more satisfaction from his reputation as a generous teacher and colleague than he did from his stature as a management thinker. Yet his published work is rich in wisdom and practical insight. Great leadership is extraordinarily difficult. Even basic managerial competence is way harder to achieve than most people imagine. For anyone aspiring to do that important work, Garvin on management is a must-read.
Несостоявшаяся сделка по слиянию Лондонской фондовой биржи (London Stock Exchange, LSE) c Deutsche Boerse стоила немцам 77 миллионов евро. Такую оценку озвучил на ежегодном собрании акционеров глава Франкфуртской биржи Карстен Кенгетер.
Несостоявшаяся сделка по слиянию Лондонской фондовой биржи (London Stock Exchange, LSE) c Deutsche Boerse стоила немцам 77 млн евро. Такую оценку озвучил на ежегодном собрании акционеров глава Франкфуртской биржи Карстен Кенгетер.
The McKinsey Global Institute's recent study showed CEOs who defy shareholder activists (who press for immediate gratification) perform consistently better than those who can see only into the next quarter. Leaders need to Ignore short-term pressures and think primarily about future growth.
H.R. McMaster's strong defense of Trump on Russia leak brings credibility — and sharp criticism.
How Do You Fix A Problem If The People In Power Don’t See A Problem? The question posed above is a disturbing one and it refers to gender parity. So, what better day to breach the subject than on Mother’s Day! Only a few months ago, on March 8, 2017, we celebrated International Women’s Day. This year’s theme was “Women in the Changing World of Work: Planet 50-50 by 2030” and was accompanied by the hashtag, #BeBoldForChange. At the heart of the issue is that most global women (including women from our country) are not convinced that this is anything more than “blah, blah, blah” about supporting gender equality without putting real commitment behind the words. Scary Facts Behind The “Blah…Blah…Blah…” Women today are paid 83 cents for every dollar a man earns, as per Gallup. This has “…barely budged in over a decade.” According to a report from the National Women’s Law Center, “The average full-time working woman will lose more than $460,000 over a 40 year period in wages due only to the wage gap. To catch up she will need to work 12 additional years.” A report by LeanIn.Org and McKinsey indicated that “Women are less likely to receive the first critical promotion to manager—so far fewer end up on the path to leadership—and they are less likely to be hired into more senior positions… Corporate America promotes men at 30 percent higher rates than women during early career stages…” Women are not seeing the advances they want in the workplace and are dropping out. Gallup reports that in 2000, the percentage of women in the U.S. labor force was 59.9%, but had dwindled to 56.7% by 2015. Women are more educated than men, according to the National Center for Educational Statistics. For the class of 2013-1014, women earned more than half of bachelor’s degrees (57.1%), masters degrees (59.9%), and doctorate degrees (51.8%). In 2015, “Men held 73.1% of S&P 500 new directorships, while women held 26.9%,” according to Catalyst. Women are the world’s most powerful consumers, controlling $12 trillion or 65% of consumer spending, according to Oxfam International. Should We Really Wait 170 Years For Equality? As reported by Alan Jope, President of Personal Care at Unilever, during the World Economic Forum’s Annual Meeting this year, “…things have gotten worse during 2016 and economic gender equality will not be achieved for another 170 Years.” For me, another disheartening finding of people losing hope was noted within the Western Union Multi-Generational Survey, Unlocking Gender Inequality & Education. When asked what percentage of “women and girls feel very optimistic about achieving gender equality in their country and globally,” only about one third of respondents were very optimistic. The Faces In Government Are Those Of White Republican Men It’s even more depressing to note in a survey conducted by PerryUndem, The State Of The Union On Gender Equality, Sexism, And Women’s Rights, found that many Republican men, who are in power in our country, don’t even perceive that there is a gender inequality issue. There is an alarming disconnect between perception and reality. According to the survey, 39% of Republican men don’t see a gender inequality problem and say that we have achieved gender equality for women. Nearly two-thirds (64%) believe women have equal or more financial stability than men and close to half (46%) say there are equal or more women in positions of power in society than men. Finally, 51% of Republican men are more likely to say it is a “good time to be a woman in America.” Sexual Assault Is Under Assault The study went on to say that, “Four in ten (men) (40%) agree that women like to tease men and then refuse male advances. Three in ten (29%) say grabbing a woman by her genitalia without consent is either not sexual assault or they are not sure. Two-thirds of Republican men (65%) were not upset by Trump’s comments and behavior expressed in the Access Hollywood tape.” The survey goes on to say that, “Fewer than half of Republican men in the survey say the following factors affect women’s rights or equality: sexism (48% perceive it affecting equality), violence against women (47%), unequal caregiving responsibilities (36%), racism (35%), access to abortion (34%), and access to birth control (32%). Only one in four Republican men (24%) say a lack of women in political office affects women’s rights and equality.” We Need To Be The Change Phumzile Mlambo-Ngcuka, Executive Director of UNWomen said, “We want to construct a different world of work for women. As they grow up, girls must be exposed to a broad range of careers, and encouraged to make choices that lead beyond the traditional service and care options to jobs in industry, art, public service modern agriculture and science…” We need to raise our girls (and boys) to understand that equality is a right and not a privilege. We are all entitled to safe, humane environments at home and at work. We all need never to worry about being respected and valued, being paid the same, or if we will have access to education or training. Malala Yousafzai, the Nobel Peace Prize recipient, stated this more eloquently than I. “We cannot succeed when half of us are held back.” We need to all embrace the ancient Chinese proverb and understand that indeed, “Women hold up half the sky.” -- 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.
Представители глобальной «супербогатой» элиты по итогам 2010 года скрыли от уплаты налогов благодаря оффшорным схемам по меньшей мере 21 трлн долларов, следует из опубликованных в воскресенье результатов исследования известного экономиста Джеймса Генри. Эта цифра эквивалентна экономикам США и Японии вместе взятым и являет собой лишь самую скромную, «консервативную» оценку. На самом деле объемы спрятанных в […]
You won’t find the Raudat Tahera, a beautiful mausoleum for two holy leaders of the Dawoodi Bohra sect of Ismaili Muslims, on any of the standard tourist guides to Mumbai. In part that is because the Raudat isn’t ancient (but like the Akshardham Temple people will be coming to this shrine for hundreds of years so why wait?) and in […] The post The Raudat Tahera and the Power of Religion to Induce Cooperation appeared first on Marginal REVOLUTION.
Бестселлер Мартина Форда "Восхождение роботов: технологии и угроза будущего без работы" назван лучшей книгой для бизнеса 2015 г. по версии издания Financial Times и консалтинговой компании McKinsey & Company.
Richard W. Fisher, President and CEOFederal Reserve Bank of DallasDallas, Texas February 11, 2014 - - - - - - - 05 Февраль 2014 О ценах на газ в США http://iv-g.livejournal.com/997777.html 23 Октябрь 2013 U.S. Natural Gas Proved Reserves, 2011. 2 http://iv-g.livejournal.com/956077.html 28 Август 2013 McKinsey: Five opportunities for US growth and renewal (Energy) http://iv-g.livejournal.com/931584.html 26 Август 2013 API.org: Инфографика о добыче сланцевых нефти и газа. 2 http://iv-g.livejournal.com/931067.html 24 Август 2013 API.org: Инфографика о добыче сланцевых нефти и газа http://iv-g.livejournal.com/929565.html 17 Январь 2013 IEA: World Energy Outlook 2012. Presentation to the press http://iv-g.livejournal.com/818512.html 26 Декабрь 2012 forbes: Влияние нетрадиционных газа и нефти на экономику США http://iv-g.livejournal.com/806390.html 25 Июль 2012 Занятость в США и добыча углеводородов http://iv-g.livejournal.com/715320.html 28 Март 2012 Citigroup report. Energy 2020: North America as the new Middle East http://iv-g.livejournal.com/633928.html