18 ноября, 12:21

Как смартфоны и социальные медиа влияют на современных подростков

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Рожденные после 1995 года дети «iПоколения» выросли со смартфонами в руках, имели аккаунт в Instagram еще до того, как пошли в старшие классы, и не помнят жизни без интернета. Они физически в большей безопасности, чем их предшественники, но их психическое здоровье под угрозой.

17 ноября, 11:09

Сегодня в Сети: трагедия в Марий Эл, электронный грузовик Илона Маска, Малахов стал отцом

Федеральное агентство новостей представляет подборку последних трендов соцсетей.

17 ноября, 09:00

Больше так не будут! Как просят прощения крупные компании

Принесение извинений клиентам, сотрудникам и акционерам — это целое искусство. В современном мире, где репутационные кризисы обходятся дорого, руководство корпораций обязано им владеть. Впрочем, далеко не всегда процесс проходит гладко.

15 ноября, 18:59

В России изготовили iPhone X с бриллиантами за 2,4 млн рублей

Известный люксовый бренд Caviar анонсировал выпуск уникального iPhone X, посвященного России.

15 ноября, 18:30

13 научно подтвержденных признаков того, что вы умнее, чем вам кажется

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Все хотят казаться скромнее. «Кто умный? Я? Да нет, мне просто повезло…» Связано это, наверно, в первую очередь с тем, что большинству из нас не хочется быть объектом пристального внимания или чьих-то предрассудков. Конечно, есть и те, кому просто неважно мнение окружающих. Но так как мы существа социальные, то очень сильно на подсознательном уровне стараемся […]

15 ноября, 17:00

Как добиться успеха в карьере: Секрет Стива Джобса

Творческий подход нужен не только людям искусства, и вот несколько доказательств.

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15 ноября, 16:57

La doppia vita di Jack Dorsey

Perché il fondatore di Twitter e di Square sta seguendo un cammino per alcuni aspetti simile a quello già percorso da Steve Jobs. Le prossime mosse tuttavia non sono del tutto chiare.

13 ноября, 14:36

9 успешных людей без высшего образования

Считается, что если у вас есть высшее образование, то вы с большей долей вероятности будете получать хорошую зарплату и будете иметь возможность устроиться в хорошую компанию. Однако это правило не всегда действует в среде самых богатых людей.

13 ноября, 14:36

9 успешных людей без высшего образования

Считается, что если у вас есть высшее образование, то вы с большей долей вероятности будете получать хорошую зарплату и будете иметь возможность устроиться в хорошую компанию. Однако это правило не всегда действует в среде самых богатых людей.

13 ноября, 10:57

Взрывной бой: пять принципов борьбы Там Куи, которые пригодятся в бизнесе

Почему ни с кем не стоит соревноваться, как медитация помогает больше успевать и почему так важно всегда действовать быстро

12 ноября, 19:45

«Такого Франциска мы не знали»: о чем побуждает задуматься фильм о Скорине, презентованный телеканалом СТВ

Новости Беларуси. Фильм, после которого невозможно уснуть и который заставляет думать, хочет снять любой режиссер. А посмотреть – каждый киноман, сообщили в программе «Неделя» на СТВ.

11 ноября, 11:38

Проверь себя: 10 привычек успешных людей

Business Insider составил список привычек, которые присущи успешным людям.

10 ноября, 16:57

The Zacks Analyst Blog Highlights: Walt Disney Company, Apple, 21st Century Fox, Comcast and Netflix

The Zacks Analyst Blog Highlights: Walt Disney Company, Apple, 21st Century Fox, Comcast and Netflix

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10 ноября, 14:11

Вы успешнее, чем думаете: 11 признаков

Очень часто мы недооцениваем себя. Мы смотрим на руководителей крупных компаний, на миллионеров, у которых такие доходы, что нам и не снились, и видим тот успех, какого мы никогда не достигнем.

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10 ноября, 14:11

Вы успешнее, чем думаете: 11 признаков

Очень часто мы недооцениваем себя. Мы смотрим на руководителей крупных компаний, на миллионеров, у которых такие доходы которые нам и не снились, и видим тот успех, который мы никогда не достигнем.

09 ноября, 20:50

Your Complete Guide to All the Things Owned by Disney

The Walt Disney Company (DIS) is one of the biggest media and entertainment corporations in the world. So what all, exactly, does Disney operate? Here's a breakdown of the companies by industry that the media conglomerate owns.

09 ноября, 12:55

Смерть от рака списали на генетику

Обнаружены гены, которые могут убить или спасти при злокачественной опухоли поджелудочной железы

08 ноября, 20:15

3 Things Wrong With the iPhone X That Cast a Shadow on Apple Inc.

Without fail, when someone dares to suggest Apple Inc. (NASDAQ:AAPL) is fallible and that AAPL stock has the potential to lose value, the fanboys come out in spades and “explain” to that person that they simply don’t appreciate the greatness of the company’s products and the profitability of the corporation. It’s a reality that should have smart investors at least wondering if AAPL stock has lost the luster it had when Steve Jobs was at the helm. Giving credit where it’s due, Apple’s newest smartphone is an amazing device, functionally and conceptually.

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07 ноября, 23:01

No Courage To Extend Duration

Authored by Kevin Muir via The Macro Tourist blog, For a supposedly shrewd guy, Treasury Secretary Mnuchin sometimes astounds me. When he first took over the job, Mnuchin said the “concept of ultra-long bonds made sense for us to explore.” With interest rates knocking at multi-generational lows, the idea of the government extending duration seemed prudent. So what did Mnuchin do? He sent out a survey to the Federal Primary Dealers asking them for their opinions. Isn’t that like asking your barber if you should grow out your hair? After all, these dealers make some of their living continually rolling over the Treasury’s debt. If that debt’s maturity was extended, that would reduce the number of auctions the government would need each year. Big surprise, the answer came back that there wasn’t enough demand for an ultra-long bond. Shock! This is one of those Steve Jobs/Henry Ford moments where a leader should step up and show some vision. Henry Ford once said that if he asked customers what they would want, they would say “faster horses.” And when Steve Jobs first introduced the idea of the Apple Store, the pundits speculated how it would be the death of Apple. Sometimes doing the right thing takes guts. I am aware that US pensions rules are different than European ones that require liabilities to be more duration matched. But are you kidding me that the Reserve Currency issuer cannot float a boatload of 50 or 100-year bonds at a good price? Not a bloody chance. The demand would be huge. If Austria can sell a 100-year bond at 2.1%, then the US can do the same. No, Mnuchin is just scared to stand in there and make a sale of ultra-long bonds. Issuing longer dated bonds is, in essence, a big bond short bet. And if he is wrong, then it would look bad. What if rates go even lower? He would have just locked in a relatively high cost of funding. But let me paraphrase the immortal Jesse Livermore - “sell when you can, not when you have to.” My guess is that we will look back at those countries that had the foresight to lock in the longest duration funding and wonder why everyone didn’t do that. It will seem obvious in hindsight, but the fact that it is so hard to do today, is the exact reason Mnuchin doesn’t want to do it. And it’s probably the reason why we should make the sale instead of Mnuchin. Hey look - the Austrian 100-year bond has rallied since its issuance. It’s now below a 2% yield. Think the Austrian government is regretting their sale? Well, let me tell you - a 3% yield would be a price of 71.50. A 4% yield would be $53. Here is my prediction - at some point, this bond will trade for less than 50 cents on the dollar. For governments with tons of future funding requirements, not extending your duration by as much as the market allows down here at these crazy stupid low yields is imprudent. But hey, what do I know? I think shorting a 100-year bond at a 2% yield is a good idea.

07 ноября, 16:02

Is Execution Where Good Strategies Go to Die?

VCG/Getty Images Execution is an odd word. On the one hand, it means “the carrying out of a plan or course of action.” On the other, it means, “the carrying out of a death sentence.” When leaders “execute a strategy,” they usually mean the former — putting an idea into action. But those efforts all too often end up meaning the latter. Execution is often where strategies go to die. So what determines whether execution brings life or death to your strategy? It’s not what you think. It’s how you think. The mental models that inform strategy are usually different from those that determine implementation. To close the strategy-execution gap, leaders have to close several other, smaller gaps. First, the thinking styles of the people who create strategy are often different from those of the people who implement it. In my work analyzing the thinking styles of leaders in organizations, I’ve found that strategy is usually developed by people who have a big-picture orientation, while execution is often done by those with a detail orientation. Furthermore, strategy is usually done by people who are focused on ideas and connections, while implementation is done by those who focus on process and action. This difference in thinking styles creates a problem when strategy turns into execution. Those who create the strategy are often thinking about the destination, particularly the opportunity and intended outcomes. Meanwhile, those responsible for implementation are thinking about the realities of what it will take to get there. When the strategy is presented, they naturally begin to ask questions about risks and roadblocks — a natural consequence of having a detail-oriented thinking style. But to strategists focused on the big picture, this seems like resistance: “Don’t they see the brilliance of the strategy?” So they get defensive and begin working on overcoming the “resistance.” In turn, this makes the implementers feel suspicious: “I was just trying to understand it better. Why are they being so defensive?” Right from the start, the relationship is adversarial rather than collaborative, not because of a problem with the strategy but because of a difference in thinking styles. The solution is for strategists to expect different kinds of questions from the implementers than from their fellow strategists. Understand that this can just as easily be a sign of engagement as a sign of opposition. Realize that it takes all kinds of thinking styles to turn a vision into a reality: big-picture and detail, ideas and actions, processes and relationships. If you want to change other people’s behaviors, you have to shift their thinking. You also may have to engage in a bit of unlearning yourself. Insight Center The Gap Between Strategy and Execution Sponsored by the Brightline Initiative Aligning the big picture with the day-to-day. The second gap is a result of the connection between participation and ownership. In a phenomenon dubbed “the Ikea effect,” researchers found that people preferred things they helped make to things that were preassembled, even if their creations were of lower quality. What applies to furniture also applies to strategy. Often stakeholders are kept out of the strategy process out of concern that they will slow things down or compromise the quality of the outcome. But this is a shortsighted view. By involving stakeholders earlier, you give them a sense of ownership that speeds things up when it comes time for execution. Furthermore, the evidence suggests that diversity will actually improve the quality of the strategy. And it’s far more likely the strategy will stick to its flight plan, because those responsible for its execution will have a stake in defending it. The third gap between strategy and execution is in the narrative around the strategy. The strategy itself may be sound, but what matters for execution isn’t what is said but what is heard. Strategy is inherently about creating something new or getting somewhere new. But the way humans are wired, it’s difficult to process something that is completely unrelated to what we already know. A good narrative helps people move from the past to the future. Steve Jobs’s genius in announcing the iPhone was explaining it as three devices: a touchscreen iPod, a new kind of phone, and an internet communicator. He built a conceptual “horseless carriage” — a bridge between the old and the new. The lack of narrative is particularly a problem in the relationship between sales and marketing. Too often, marketing puts out a new advertising campaign, a new value proposition, or new messaging for the sales team with the expectation that the sales teams will just start using the new language, almost as if they were changing the content on a web page. This behavior is a result of the underlying mental models of sales and marketing. Marketers see the world as campaigns, messages, channels, and audiences. Salespeople see the world as prospects and products, offers and opportunities. To a marketer, sales is a channel for reaching their audience. But salespeople wants to be treated as customers, not channels. Here the “Ikea Effect” can be particularly helpful. Too often, salespeople aren’t involved marketing conversations about messaging and sales enablement strategies. When I conduct workshops with marketing and leadership teams on the design of strategic narratives, I’m often asked, “Should we include the sales teams?” The question itself reveals the mental model at work. Inevitably, the sales leaders make vital contributions to the conversation. In addition, the deployment of the narrative into the field goes far more smoothly, both because the sales leaders have a sense of ownership and because the strategy is framed in a way the sales teams will best understand it. The fourth gap between strategy and execution is in measurement and metrics. This, too, is a reflection of mental models. You only measure what you can see. And your mental models determine what is visible or invisible. I consistently see measurement as an afterthought in strategy development. The assumption is that financial measures like cost and revenue are sufficient metrics to measure progress. But that would be like a coach only tracking points on the scoreboard. You need metrics that tell you how well your game plan is being executed — metrics that all of your players can organize around. If you’re a basketball coach, those metrics might be focused on rebounds, turnovers, or assists. If you’re managing a new product launch, those metrics might be free trial sign-ups, preorders, or product reviews. The mismatch between metrics and strategy is common in the digital transformation efforts of many companies. Their strategies are designed to create network efforts through platform-based business models or to leverage advanced technologies like AI or the internet of things. These companies expect the organization to execute exponentially, but their mental models — and therefore metrics — are still incremental. In the beginning of a disruptive innovation, the thing to measure is not ROI. As an example, from the beginning Amazon was primarily concerned with the number of online reviews per product, the number of affiliates selling on the platform, and the number of Prime members joining the program. Meanwhile, other retailers were still focused on year-over-year same-store sales, treating their e-commerce operations as a “digital store.” Their mental model constrained their metrics, which in turn distorted their behavior. Focus your metrics instead on learning and the creation of network effects. How many experiments are you able to run per week or even per day? How well are you connecting the various forms of capital across your business? How rapidly is your ecosystem growing? How easily can people share data across the enterprise? These are much better indicators of whether you are truly aligning strategy and execution for digital disruption. Execution doesn’t have to be the place good strategies go to die. As you are developing your strategy, take into account the thinking styles and mental models of the people who will be responsible for its execution. Involve them to generate a sense of ownership and to tap into their collective wisdom. Craft a narrative that connects the past to the future. And design metrics that focus attention and motivate behavior around what will really make the strategy successful.