How The Power Of Predictive Analytics Can Transform Business

Tableau analytics visual

With the acceleration of digital transformation in business, most CTOs, CIOs, and even middle management or analysts are now asking, “What’s next with data?” and what ongoing role will technology play in both digital and data transformations. Other questions that keep these individuals up at night include:

  • How can people throughout all organizational levels be more empowered to use data and help others make better decisions?
  • What prevents people from more deeply exploring and using data?
  • In what ways can analytics tools and methods help more people use data in the daily routine of business—asking questions, exploring hypotheses, and testing ideas?

With this in mind, plus observations and discussions with many Tableau customers and partners, it seems that today’s circumstances, behaviors, and needs make it the right time for predictive data analytics to help businesses and their people solve problems effectively.

Current realities and barriers to scale smarter decision-making with AI 

With growing, diverse data sets being collected, the analytics use cases to transform data into valuable insights are growing just as fast. Today, a wide range of tools and focused teams specialize in uncovering data insights to inform decision-making, but where organizations struggle is striking the right balance between activating highly technical data experts and business teams with deep domain experience.

Until now, using artificial intelligence (AI), machine learning (ML), and other statistical methods to solve business problems was mostly the domain of data scientists. Many organizations have small data science teams focused on specific, mission-critical, and highly scalable problems, but those teams usually have a long project list to handle.

At the same time though, there are a large number of business decisions that rely on experience, knowledge, and data—and that would greatly benefit from applying more advanced analysis techniques. People with domain knowledge and proximity to the business data could benefit greatly, if they had access to these techniques.

Instead, there’s currently a back-and-forth process of relying on data scientists and ML practitioners to build and deploy custom models—a cycle that lacks agility and the ability to iterate quickly. By the end, the data that the model was trained on could be stale and the process starts again. But organizations depend on business users to make key decisions daily that don’t rise to the priority level of their central data science team.

The opportunity to solve data science challenges

This is where there’s an opportunity to democratize data science capabilities, minimizing the trade-offs between extreme precision and control versus the time to insight—and the ability to take action on these insights. If we can give people tools or enhanced features to better apply predictive analytics techniques to business problems, data scientists can gain time back to focus on more complex problems. With this approach, business leaders can enable more teams to make data-driven decisions while continuing to keep up with the pace of business. Additional benefits gained from democratizing data science in this way include:

  • Reducing data exploration and prep work
  • Empowering analyst experts to deliver data science outputs at lower costs
  • Increasing the likelihood of producing successful models with more exploration of use cases by domain experts
  • Extending, automating, and accelerating analysis for business groups and domain experts
  • Reducing time and costs spent on deploying and integrating models
  • Promoting responsible use of data and AI with improved transparency and receiving guidance on how to minimize or address bias

Business scenarios that benefit from predictive analytics 

There are several business scenarios where predictive capabilities can be immensely useful.

Sales and marketing departments can apply it to lead scoring, opportunity scoring, predicting time to close, and many other CRM-related cases. Manufacturers and retailers can use it to help with supply chain distribution and optimization, forecasting consumer demand, and exploring adding new products to their mix. Human resources can use it to assess the likelihood of candidates accepting an offer, and how they can adjust salary and benefits to meet a candidate’s values. And companies can use it to explore office space options and costs. These are just a few of the potential scenarios.

A solution to consider: Tableau Business Science

We are only at the beginning of exploring what predictive capabilities in the hands of people closely aligned with the business will unlock. AI and ML will continue to advance. More organizations, in a similar focus as Tableau, will also keep looking for techniques that can help people closest to the business see, understand, and use data in new ways to ask and answer questions, uncover insights, solve problems, and take action.

This spring Tableau introduced a new class of AI-powered analytics that gives predictive capabilities to people who are close to the business. In this next stage of expanded data exploration and use, we hope business leaders embrace data to help others make better decisions, and to provide transparent insight into the factors influencing those decisions.

When people can think with their data—when analysis is more about asking and answering questions than learning complex software or skills—that’s when human potential will be unleashed, leading to amazing outcomes. Learn more about Tableau Business Science, what this technology gives business teams, and the value it delivers to existing workflows.

Olivia Nix is a Senior Manager of Product Marketing at Tableau. She leads a team focused on the use of AI and ML in analytics and engagement, including how to use technology to enable more people in organizations to make data-driven decisions. Olivia has been at Tableau for four years where she has worked closely with development teams on new product launches. Prior to Tableau, Olivia worked as an analyst at the Pew Center on Global Climate Change (now C2ES) and Johnson Controls. She has her MBA from the UCLA Anderson School of Management.

Source: How The Power Of Predictive Analytics Can Transform Business

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Critics:

Predictive analytics encompasses a variety of statistical techniques from data mining, predictive modelling, and machine learning that analyze current and historical facts to make predictions about future or otherwise unknown events.

In business, predictive models exploit patterns found in historical and transactional data to identify risks and opportunities. Models capture relationships among many factors to allow assessment of risk or potential associated with a particular set of conditions, guiding decision-making for candidate transactions.

The defining functional effect of these technical approaches is that predictive analytics provides a predictive score (probability) for each individual (customer, employee, healthcare patient, product SKU, vehicle, component, machine, or other organizational unit) in order to determine, inform, or influence organizational processes that pertain across large numbers of individuals, such as in marketing, credit risk assessment, fraud detection, manufacturing, healthcare, and government operations including law enforcement.

Predictive analytics is used in actuarial science,marketing,business management, sports/fantasy sports, insurance,policing, telecommunications,retail, travel, mobility, healthcare, child protection, pharmaceuticals,capacity planning, social networking and other fields.

One of the best-known applications is credit scoring,[1] which is used throughout business management. Scoring models process a customer’s credit history, loan application, customer data, etc., in order to rank-order individuals by their likelihood of making future credit payments on time.

Predictive analytics is an area of statistics that deals with extracting information from data and using it to predict trends and behavior patterns. The enhancement of predictive web analytics calculates statistical probabilities of future events online. Predictive analytics statistical techniques include data modeling, machine learning, AI, deep learning algorithms and data mining.Often the unknown event of interest is in the future, but predictive analytics can be applied to any type of unknown whether it be in the past, present or future.

For example, identifying suspects after a crime has been committed, or credit card fraud as it occurs.The core of predictive analytics relies on capturing relationships between explanatory variables and the predicted variables from past occurrences, and exploiting them to predict the unknown outcome. It is important to note, however, that the accuracy and usability of results will depend greatly on the level of data analysis and the quality of assumptions.

Predictive analytics is often defined as predicting at a more detailed level of granularity, i.e., generating predictive scores (probabilities) for each individual organizational element. This distinguishes it from forecasting. For example, “Predictive analytics—Technology that learns from experience (data) to predict the future behavior of individuals in order to drive better decisions.”In future industrial systems, the value of predictive analytics will be to predict and prevent potential issues to achieve near-zero break-down and further be integrated into prescriptive analytics for decision optimization.

See also

3 Ways to Get Minority-Led Small Businesses Back to Business

3 Ways to Get Minority-Led Small Businesses Back to Business

If the pandemic deepened the challenges of dealing with long-felt issues among business owners of color, the recovery is putting them in focus. Access to capital and racial inequity in America continue to weigh on underrepresented small-business owners.

That was the key takeaway from a recent virtual briefing dubbed “Back to Business: Restarting Main Street in the Wake of Covid-19,” which was hosted by Reimagine Main Street, a project founded last year to lead small businesses toward an inclusive economic recovery. The discussion convened business leaders and officials, who offered their own ideas for how to resolve these longstanding issues so that minority-led businesses can get back to business.

Here are their top three tips:

1. Help people get vaccinated.

As the pandemic fueled much of the recent difficulty hitting underrepresented business owners and entrepreneurs, a good first step is to do all you can to overcome the pandemic, which can be achieved by helping people get vaccinated. “You can’t get the economy back on track without beating Covid,” says Cedric Richmond, a senior adviser to President Biden. Specifically, he suggests offering vaccine incentives to employees, customers, and the communities you serve.

He proposes offering paid time off for employees to get a jab, and providing compensation for missing work because of vaccine complications as motivation. “So many people can’t afford to lose a day or two of work,” says Richmond, therefore servicing the needs of your employees is a crucial part of getting the economy up and running again.

As for customers, the more people who are vaccinated, the quicker it is you’ll return to normalcy. So consider rewarding consumers who are fully vaccinated. United Airlines, for instance, last week launched its “Shot to Fly” campaign, offering the chance to win a year of free flights to vaccinated customers. “We just appreciate the business community partnering with us to get it done,” says Richmond.

2. Create an inclusive recovery.

Ensuring Black and Latinx business owners continue to receive financial support is vital, says Tammy Halevy, co-lead of Reimagine Main Street. Passing the American Jobs Plan, Biden’s nearly $2 trillion plan to shore up the nation’s crumbling infrastructure and boost green jobs, would be a start, adds Halevy. Additionally, it would be helpful to offer new grant programs and to “push the [Small Business Administration] to process forgiveness applications faster” to Black and Brown business owners, who need help accessing capital.

But you can’t just rely on the government for help, says Richmond. It is important for all small-business communities to help one another. Yes, you need to focus on supply chains and other internal matters. However, intentionally supporting other ancillary businesses, such as law firms, accountants, and even the local car wash, is an important step in getting minority communities as a whole back in business.

3. Demand greater access to capital.

For many minority-owned small businesses, federal relief was not accessible throughout the pandemic, says Chiling Tong, president and CEO of Asian/Pacific Islander American Chamber of Commerce. “Sixty percent of AAPI businesses, who did not apply for federal relief, did not apply because they did not think they were eligible for relief.”

Tong notes that a lack of awareness was a problem. But also, she adds: There was a potential language barrier. She says that information regarding some federal aid programs was not translated into other languages, at least initially.

These technical disadvantages pervaded long before the pandemic, she adds. The government at all levels needs to partner with various chambers of commerce to disband technical disadvantages these communities face, making sure they have the capability to apply for and maintain the same access to capital that other businesses have, says Tong.

Through investments targeted toward an inclusive recovery, vaccine incentives, and expanding access to capital, small businesses will thrive, says Richmond, and “as [small businesses] succeed and flourish, we know that the economy and the country will do the same.”

By Alicia Doniger

Source: 3 Ways to Get Minority-Led Small Businesses Back to Business | Inc.com

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Critics:

Marketing plan

  • Market research – To produce a marketing plan for small businesses, research needs to be done on similar businesses, which should include desk research (done online or with directories) and field research. This gives an insight into the target group’s behavior and shopping patterns. Analyzing the competitor’s marketing strategies makes it easier for small businesses to gain market share.
  • Marketing mix – Marketing mix is a crucial factor for any business to be successful. Especially for a small business, examining a competitor’s marketing mix can be very helpful. An appropriate market mix, which uses different types of marketing, can help to boost sales.
  • Product life cycle – After the launch of the business, crucial points of focus should be the growth phase (adding customers, adding products or services, and/or expanding to new markets) and working towards the maturity phase. Once the business reaches the maturity stage, an extension strategy should be in place. Re-launching is also an option at this stage. Pricing strategy should be flexible and based on the different stages of the product life cycle.
  • Promotion techniques – It is preferable to keep promotion expenses as low as possible. ‘Word of mouth’, ‘email marketing’, ‘print-ads’ in local newspapers, etc. can be effective.
  • Channels of distribution – Selecting an effective channel of distribution may reduce the promotional expenses as well as overall expenses for a small business.

References

How to Spot Business Ideas Worth Pursuing

How to Spot Business Ideas Worth Pursuing

Nothing propels a company more quickly than innovation, and nothing stifles it more quickly than a “that’s how we’ve always done it” attitude. News startup Axios is an excellent example of a company breaking barriers and thinking outside the box. The company is making a big bet that other companies will pay to learn how to write like Axios reporters.

The new communications platform, AxiosHQ, launched in February and enables companies to send Axios-style, just-the-facts internal newsletters. Its cost? At least $10,000 annually. It remains to be seen whether executives will be willing to invest that kind of money, but it’s a fascinating proposition.

Related: Why Your Marketing Team Should Be Journalists

What does it take for organizations to vet, approve and develop similarly innovative ideas? The answer is not simple, and it varies from company to company. Innovation efforts get plenty of lip service, but it’s much harder to perfect a process for selecting and implementing top ideas.

No magic wand for innovation

In the same way that data-driven decisions run many aspects of an organization, leaders need to use data to create a rubric for vetting innovative ideas. This enforces discipline and keeps everyone on the same page.

Without an evaluation process, innovation programs become short-sighted and may fall out of alignment with long-term organizational goals. Having an organized process also removes emotion from decision-making to keep project focus and dollar spend as data-driven as possible.

For innovation to succeed, leaders also have to be aligned around critical factors. This forms a living rubric that can be adapted throughout the organization as business needs shift and evolve. Generally, some sort of innovation leader — a chief innovation officer, a chief strategy officer or a business unit leader — will lead this team to ensure the process runs smoothly and stays on track.

When we developed our rubric at Coplex, we struggled to find a technical solution that was flexible enough while still enabling us to manage our ideas. We ended up building one ourselves. We now use this tool to drive the underlying engine of our entire idea management process, and it works because effective innovation strategy always starts at the top. Bring your entire leadership team together from the beginning of the process to discuss priorities and foster conversations about ideas, outlining your concrete vision along the way.

Related: Did Someone Reject Your Idea? Because of Coronavirus, They Might Reconsider

Here are three ways to evaluate your innovation ideas and create a framework to make them a strategic reality:

1. Create an innovation blueprint

Before you begin to gather ideas from your team, you have to first come up with a blueprint — such as Google’s Eight Pillars of Innovation — that defines the initiative’s overall structure. This helps put up guardrails around the problem spaces the organization is willing to play in and, more importantly, which problem spaces are off-limits.

An innovation blueprint consists of three distinct components: statement, antithesis and thesis. Your statement defines your company’s ambitions and outlines why you believe in what you’re doing, why now is the best time to do it and what makes you the best candidate for the job.

From here, develop an antithesis that defines the problems, business models and core technologies you don’t intend to address. Why? It removes distractions and keeps the focus on priorities. Finally, create a thesis that gives you a clear lens into how you’ll invest in problem spaces, business models and technologies to create the change you want to see.

2. Define innovation themes

Once you’ve developed a solid blueprint, it’s time to identify the themes of problem spaces you intend to solve. This step will define the categories in which your innovation ideas should fall while clearly outlining how your solutions could come into play.

Think of this as similar to how the National Association of Engineers (NAE) outlines the many challenges left to overcome in its field. In its report on the grand challenges of engineering, NAE defines themes (e.g., joy, sustainability, health and security) as areas ripe for innovation and abundant with opportunity.

The core reason for taking this approach? It allows you to consider potential ways to innovate beyond what the organization had imagined before — and to set goals with those parameters in mind.

Related: What Sustainable Innovation Might Look Like in 2021

3. Map measurement criteria back to a rubric

Once you’ve defined your innovation themes, it’s time to develop the criteria you’ll use to measure your success. Global design firm IDEO made it a goal to quantify innovation by looking at its clients’ internal team dynamics as well as other companies focused on innovation.

The firm identified six areas key to innovation and then sent its survey, coined “Creative Difference,” to larger organizations to understand how team members were performing when it came to innovation. Once the survey was complete, IDEO sent results with tangible innovation metrics and recommendations on how to follow and meet them moving forward.

As you define how you measure innovation and create your unique rubric, keep in mind that you aren’t limited to traditional metrics. Feel comfortable being creative and innovative as you decide on those! It’s possible to measure everything from societal impact and economic value to organizational scale and new market discovery.

The process of pursuing innovative ideas requires much more than a quick brainstorming session or selecting an appealing idea from a list. By creating an underlying philosophy and structure governing the prioritization of ideas that flow through an organization, you can retain control over your innovation program’s outcomes instead of leaving anything to chance.

Business ideas that solve problems are fundamental to developing the world and companies such as Curemark are one of many who do this. Curemark is a biotech company founded by Joan Fallon, who noticed that a lot of the children she treated were low on an enzyme for processing protein and since then she has quit her job and has built Curemark to solve this problem. Curemark has now raised $50 million and is on its way to solving a problem that truly exists.

Profitability is a business’s ability to generate earnings compared to its costs over a certain period of time. This is possibly the most important aspect of any business idea in the long term, as this is what makes a business survive in order to keep having the impact that it has. Profitable ideas need a strong revenue stream against its costs and this tends to create the success of the business, however, some companies defy this and make losses to begin with, yet are still exceptional business ideas that are worth billions.

Brenda Schmidt

By: Brenda Schmidt / Entrepreneur Leadership Network Contributor

 

Source: How to Spot Business Ideas Worth Pursuing

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References

Newcomer, Eric (30 June 2015). “Uber bonds term sheet reveals $470 million in operating losses”. bloomberg.com. Retrieved 29 October 2015.

Here’s How You Can Use Decentralized Finance To Draw Passive Income Streams

Here's How You Can Use Decentralized Finance to Draw Passive Income Streams

With the European and global crypto markets going mainstream in 2021, the term DeFi — short for Decentralized Finance —  seems to have seeped into the consciousness of the masses, at least those looking to invest in this yet nascent space. In this regard, it bears mentioning that the DeFi ecosystem has grown from strength to strength over the last 12 odd months, with the amount of money coming into this space increasing from $1 billion to $40 billion since Q2, 2020.

From a conceptual and operational standpoint, one can see that DeFi projects are designed to function in the same way as their centralized finance (CeFi) counterparts. This is to say that they enable users to lend and borrow funds, speculate on the price movements of various assets, earn interest rates and so on, much like traditional bank accounts except without a bank intermediating the transactions, thus removing the associated cost overhead and delays. Transaction rules, on the other hand, are enforced by the software, leaving no room for human error or oversight.

The onset of DeFi has been beneficial to both the crypto maximalists as well as the traditional investors looking for yield. The reason is that the so-called stablecoins are as eligible to participate as the traditional crypto. Stablecoins are the cryptocurrencies pegged 1:1 to conventional currencies and are backed by the respective reserves. Some of the most widely used ones are USDT and USDC, both of which are pegged to USD and can be acquired from most cryptocurrency exchange providers. Accessing DeFi through these eliminates price risk stemming from the volatile nature of cryptocurrencies.

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Start trading Bitcoin and cryptocurrency here: http://bit.ly/2NI4xtF DeFi applications – https://defipulse.com/defi-list/ DeFi is becoming more and more popular as the main use case for cryptocurrencies. This video explains in detail what DeFi is and what you should know about before getting involved. 0:38 Bitcoin and Our Financial System 1:24 Our Centralized Financial System 1:59 What is DeFi? 2:22 DeFi Components 4:16 – DAI explained 5:51 – DEXs explained 6:33 – Decentralized money markets 8:06 Money Legos 8:56 DeFi Advantages and Risks 10:02 Conclusion For the complete text guide visit: https://bit.ly/2R35g6Z Join our 7-day Bitcoin crash course absolutely free: http://bit.ly/2pB4X5B Learn ANYTHING about Bitcoin and cryptocurrencies on our YouTube channel: http://bit.ly/2BVbxeF Get the latest news and prices on your phone: iOS – https://apple.co/2yf02LJ Android – http://bit.ly/2NrMVw2

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The DeFi difference and how it can work to your advantage.

From the get-go, it is important to understand that before the advent of DeFi, crypto owners did not have access to any decentralized avenues for lending, farming, staking their assets. Centralized options were also few, far between and of questionable reliability. However, with this space continuing to grow, there are now a plethora of ways through which token holders can see their assets multiply.

The simplest and most convenient means of earning passive income through DeFi is by depositing one’s crypto into a platform that provides users with an APY (annual percentage yield). The core difference here is that while most banks provide users with interest rates ranging between 0.2 percent to 0.6 percent at max, DeFi returns can go as high as 15 percent.

Yield Farming.

As the name seems to quite clearly imply, the concept of “Yield Farming” entails the generation of a passive income stream via the use of a variety of different crypto assets. In its most basic sense, Yield farming can be compared with traditional finance offerings such as bank deposits, fixed-term deposits, and even government bonds wherein investors lock in their fiat assets with a financial institution, allowing for increased liquidity. This liquidity in turn generates growth for the institution, thus allowing for steady interests to be paid out to investors.

Similarly, yield farmers can make use of DeFi money markets, liquidity pools, etc to draw in steady returns for themselves. For example, an individual locks up 10,000 USDC (US dollar-pegged stablecoin) into a DeFi protocol, providing it with instant liquidity. In return for locking up these funds, the person is rewarded with fees generated by the underlying DeFi platform. These reward tokens can then once again be deposited in other liquidity pools, allowing users to constantly accrue a flow of income by continually switching between different protocols.

Popular platforms worth considering.

Uniswap: The name UniSwap has almost become synonymous with the term “passive income,” at least across the global crypto landscape. The protocol provides users with a tangible avenue through which they can earn returns on their assets by becoming liquidity providers (LPs).

In their most basic sense, LPs are those individuals that deposit an equal USD amount of two tokens, known as a pair, to a liquidity pool.  Whenever these tokens are moved — for example, borrowed by a third party —  the fee that is generated from such a transaction and is shared with the LP depending upon his/her stake in the pool.

UniSwap is perfect for those individuals who may be in possession of “idle crypto assets” and looking to invest their funds in a platform that is relatively risk-free and easy to make use of.

Aave: This is a platform to lend and borrow assets. You put assets in a pool — for example the USDC pool — and anyone who needs to get USDC can come and borrow some, by collateralizing the loan. Depending on demand they’ll pay roughly between 2 percent and 80 percent APR, while you’ll get between 0.5 percent and 75 percent APY for lending into the pool.

While providing to liquidity pools such as Uniswap involves some degree of risk (the “impermanent loss”) depending on the pair of assets you are dealing with, Aave is really the simplest product to understand: deposit 1 asset, get paid a certain interest percent in that asset.

The risks.

Though on paper, the concept surrounding yield farming looks extremely attractive, it is not free of its share of risks.

The very first risk — the thing which resulted in the most money lost in 2020 — is greed. “Rug pulls” and “exit scams” were the No. 1 risk in terms of money stolen last year. A good reminder to do your own research!

The second type of risk, tech risk, means that if there is a bug in the smart-contract you are using, you could lose all your money, and that’s why you want to make sure they have been independently audited. For the same reason, you are best advised to not “put all eggs in the same basket” and deposit across several protocols.

There have also been a lot of attacks associated with “price oracles.”  This is somewhere between a tech risk, a design risk and a financial risk. An “oracle” is the service through which a DeFi protocol obtains real-time price data. Those can potentially be manipulated or tampered with, especially since these instruments are totally automated and there is no way to audit or verify the accuracy of the data provided by these platforms. A lot of “attacks” in 2020 were executed through manipulating the price information of assets and getting a lot of tokens for cheaper than one ought to from a service.

Lastly it is no secret that the crypto market at large is the subject of daily price swings, causing the value of many assets to jump up and down wildly. In this regard, if the value of a cryptocurrency that is being farmed dips to extremely low levels, users could incur heavy losses compared to the currency they use to go shopping. Two hundred percent APY on something whose price is dropping by 300 percent a day isn’t going to make you rich any time soon. That’s a financial risk, and the conclusion is to choose your assets wisely.

Anton Altement

 

By: Anton Altement/ Entrepreneur Leadership Network VIP

Source: Here’s How You Can Use Decentralized Finance to Draw Passive Income Streams

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Finance

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Finance

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Prepare to Succeed

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Small Businesses

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Developing an Agile Work Culture

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Finance

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Starting a Business

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Finance

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Developing an Agile Work Culture

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Finance

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Finance

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Finance

The Benefits Of PropTech For Property Managers

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Leadership

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Finance

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Press Coverage

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Business Growth

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Success Stories

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Finance

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Entrepreneur Index

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Finance

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Prepare to Succeed

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Success

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Finance

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Finance

A Hypothesis For A Bitcoin ‘Triple Top’ In 2021

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Finance

7 Steps To Ensure Long-Term Business Success

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Finance

4 Reasons To Consider Fixed Income Investments

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Finance

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How Fashion Design Rebecca Minkoff Pivoted In the Pandemic: “We Were Not Going to Go Down Without A Fight”

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People are Exhausted. Here’s How to Inspire Them to Buy Your Product.

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These Were the Countries with Most Billionaires in 2020

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Warren Buffett Says You Should Practice the 4 Habits That Separate The Best From The Rest

Berkshire Hathaway CEO Warren Buffett.

Warren Buffett, the chairman and CEO of Berkshire Hathaway, turns 91 in August. Remarkably, at an age where most people’s cognitive functions have entirely regressed, where many are now at the hands of caretakers, Buffett still captures the world’s attention as the fifth richest person on the planet.

The greatest investor of this generation has amassed a following of millions who’ve learned, like Buffett, that long-term success is achieved by making smart decisions — in investing and in life.

Here are four Buffett lessons that will yield good returns when you choose to act on them.

1. Master the practice of “boundaries”

With all the demands on him every day, Buffett learned a long time ago that the greatest commodity of all is time. He simply mastered the art and practice of setting boundaries for himself. That’s why this Buffett quote remains a powerful life lesson. The mega-mogul said:

The difference between successful people and really successful people is that really successful people say no to almost everything.

Buffett’s advice is a bull’s-eye to our conscience. We have to know what to shoot for to simplify our lives. It means saying no over and over again to the unimportant things flying in our direction every day and remaining focused on saying yes to the few things that truly matter.

2. Invest in your personal development

What assets should you be investing in the most? In a 2019 interview, Buffett said: “By far the best investment you can make is in yourself.”

As Buffett has repeatedly taught us, it means to never stop acquiring knowledge — the kind of knowledge that betters yourself as a whole person, not just as an investor.

Buffett’s lifelong pursuit of learning, which he shares with his longtime Berkshire Hathaway partner and colleague Charlie Munger, is the secret sauce of his success.

3. Model the leadership behaviors of the best managers

In Buffett’s 2015 letter to shareholders of Berkshire Hathaway, he summarized how one arrives at leadership greatness in a few words:

Much of what you become in life depends on whom you choose to admire and copy.

The quote was in reference to Tom Murphy, who taught Buffett everything he learned about managing a company. Murphy, who was Buffett’s biggest admirer, gave plenty of lessons on the best management practices that Buffett has adapted for his own companies, including:

  • Give autonomy to workers.
  • Delegate your authority effectively and wisely.
  • Hire for integrity.

4. Build a positive reputation

Buffett’s reputation is founded on his principled and level-headed approach to his personal and professional life. When it comes to building a good reputation, these are some things worth prioritizing:

  • Establishing trust, transparency, and fairness
  • Offering good value and high-quality products and services
  • Treating people with dignity and respect
  • Communicating clearly and promptly
  • Providing a service to the community

You should treat your business practice as a reflection of yourself, and that means being thoughtful and considerate of how your decisions affect others. If you embrace professional opportunities as a chance to add value to your community, your reputation will reflect your own personal growth.

Source: Warren Buffett Says You Should Practice the 4 Habits That Separate the Best From the Rest | Inc.com

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More Contents:

6 Most Commonly Overlooked Cost Savings In Business

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In a quest to cut costs, many businesses inadvertently leave money on the table by overlooking legitimate savings or chasing false economies.

From paying more than necessary to cutting budgets on activities that bring home the bacon, here are some of the most commonly overlooked savings in business to look out for in 2021.

1. Marketing waste

Advisors warn against cutting marketing budgets at the risk of plunging into obscurity. However, that spend should deliver a decent return on investment (ROI).

Giving into Facebook’s prompts to boost a post might seem harmless, but it’s an easy way to burn through cash.

Not targeting ads effectively is akin to pouring good money down the drain. Determine who your ideal customer is, which media they consume and when they’re most likely to buy. Then tailor your ads accordingly.

Have a plan and a budget and stick to them.

2. In-house efficiencies

Efficiencies are the holy grail in business – doing the same thing (or better) for less money. Yet, some are less obvious than others.

Improving employee welfare and workplace culture can reduce staff turnover – saving on recruitment, training and exit payouts while stemming the loss of skills, experience and intellectual property.

Don’t confuse busyness with productivity: teams should work on revenue-driving activities, not administration. Look for ways to simplify operations, freeing staff to work on core tasks.

Avoid sacrificing existing clients for new ones. It’s more expensive to attract new customers than to give existing ones more attention and value.

Automate inventory control and staff rosters to reduce errors. Running out of stock or being short-staffed ultimately means lost sales.

Streamline business finances and develop strong financial foundations. Invoicing promptly means money coming in sooner, while paying bills and taxes on-time eliminates interest and penalties.

3. Risk mitigation

“Prevention is better than cure” typically applies to health, but the same goes in business.

Review your risk mitigation strategies and stress test them for weaknesses. Risk mitigation includes:

  • insurance against business interruption and loss/damage/theft
  • contingency plans for key staff absences
  • automatic back-ups of essential software and data
  • security protocols, password management and staff cyber training to avoid fraud and hacks
  • work-from-home capabilities should staff be unable to attend the business premises (as COVID-19 has demonstrated)

Insurances and staff hours spent on these are up-front costs, but they’ll save big bucks should disaster strike.

4. Misplaced cost-cutting

Why slash the stationery budget only to blow those savings elsewhere? It sounds silly, yet many businesses fall into this trap. It’s important to deliver real savings.

For instance, stop paying rent on unused space – downsize to smaller premises or sub-let surplus space to subsidise the cost.

Upskill employees in revenue-generating activities to boost income, rather than fire them and face hefty exit payouts.

Don’t overlook taxes when looking for cost savings. Claim legitimate depreciation of business fit-outs, office furniture, vehicles and equipment. Update vehicle logbooks to claim eligible mileage allowances. Apply for relevant tax concessions and COVID stimulus.

5. DIY

“It’s cheaper to do it myself”, many business leaders claim. But are you sacrificing your ability to earn more in the process?

Weigh up the cost of outsourcing against the additional revenues and cost-savings you could generate by spending your time elsewhere.

Outsourcing could involve delegating tasks to new or existing employees, hiring contractors or implementing new technologies.

6. Buying power

Consider how to get the best value for your money.

Interest rates are at record lows, making money cheaper to borrow to upgrade equipment or expand. Refinancing debts could also slash repayments. However, plan your finance needs ahead of time – cash flow quick-fixes like short-term loans typically cost more.

Could you buy the business premises in a self-managed super fund (SMSF)? That way, your retirement fund receives the rent rather than a third-party.

And avoid the “lazy tax”: annually reviewing subscriptions, utilities, loans and insurances can net substantial savings. Often, you don’t even need to change providers – just ask for a better rate or get them to price-match a competitor!


 

By: Helen Bakerhttps://onyourowntwofeet.com.au/

Helen Baker is a licensed Australian financial adviser and author of – On Your Own Two Feet Steady Steps to Women’s Financial Independence. Helen is among the 1% of financial planners who hold a master’s degree in the field.

Source: 6 most commonly overlooked cost savings in business – Dynamic Business

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14 ways to cut costs and save money in your small business. – http://selfmadesuccess.com Let’s Connect! Twitter – https://twitter.com/MrJustinBryant Facebook – https://www.facebook.com/justinbryant… Google+ – https://plus.google.com/+JustinBryant… In this video, you will learn how to cut costs and save money in your small business. I’ll talk about strategies that include making sure you use all the best tax deductions, use freelancers instead of hiring more employees for certain jobs, cutting out expensive software in favor of free online tools and much more. Enjoy the video! https://www.facebook.com/mrjustinbryant
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How to Ensure Love Doesn’t End Your Business

Surely you have ever heard that mixing love and business is not a very good option, which is not necessarily true, since the success of a business will always depend on how its owners manage it and not on their kinship.

The simple fact of starting a business is a great challenge that generates fear, and if your idea is to start with your partner, this can become an even greater challenge, which few dare to try. According to figures from the 2016 Global Entrepreneurship Monitor (GEM) Annual Report, approximately 34% of entrepreneurs are afraid of failure.
So that this does not happen to you, it is necessary that you take into account the following tips, which will be very useful when starting a business together with your partner:

1. Define objectives: before starting your business, it is important that you define the objectives you want to achieve in the short, medium and long term, as this will help you to have a guide for decision making.

2. Make a budget: it is essential that from the beginning they consider what expenses they will have month after month and that they keep an updated record of their income and expenses. To do this, I recommend you download the Monthly Budget format for free, with which you can significantly improve your business finances.

3. Establish their functions: discuss and agree on what functions they will have, the position they will carry out and the specific and general objectives. This will help them to have a better organization and avoid conflicts.

4. Separate personal finances: when they have defined what functions they will perform, it is necessary that each one has a salary assigned, since one of the worst financial mistakes they can make is to take the money that is destined for the business to pay your personal expenses.

5. Emergency fund: they must take into account that if they decide to work in the same business, all income will depend on a single source of work, so if the business stops operating, the income of both can be seriously threatened. For this reason, they must have a cash emergency fund that allows them to cover at least three months of their monthly expenses and which they only use for a true emergency.

Remember that love should not be an impediment for a business to grow and be maintained, undertaking as a couple can also bring you great benefits that improve your relationship. The only thing that must be maintained is communication and organization.

By: Alejandro Saracho

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TEDx Talks

Community growth expert and business mentor Best-selling author and business strategist Jadah Sellner believes that all business is personal, and that love has a very important role in the workplace. Why You Should Listen: At no other time in our history have humans been so connected — and so lonely. And companies that can tap into our innate need to be part of a tribe will stand head and shoulders above the crowd.

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How To Keep Sustainability At The Forefront Of Decision-Making

In times of great upheaval, it can be difficult for businesses to see the big picture. Sure, making quick, data-driven decisions to reach the right customer at the right moment is important, especially when business is uncertain. But bigger aspirational goals are still essential—maybe more so.

This dynamic can be especially true when it concerns corporate sustainability—sometimes referred to as environmental, social, and governance (ESG) goals that measure the societal impact of a company or business. ESG goals are designed to allow businesses to meet their present needs without compromising the ability of future generations to meet their own needs. And ignoring those longer-term goals in the service of the here and now can undermine the future health of both the company and their customers.

In many ways, deprioritizing ESG goals in times of crisis is understandable. When economic strains are great and the business future looks cloudy, leaders often hunker down with a laser focus on the bottom line. But they must also continue to focus on the soul of their corporation, and what differentiates their products and their people.  

Today, sustainability should be front and center for companies. Business leaders increasingly see sustainability as a key facet of their mission and build it into their principles and strategy to ensure business resilience. Further, they need to acknowledge the business risk of ignoring sustainability, whether through supply chain disruptions, public perception, or lack of investment in upcoming technologies. 

A plan for progress

First, let’s define our terms—what do we mean by “sustainability”? A good place to start is with the United Nations 17 Sustainable Development Goals (SDGs), a collection of 17 interlinked goals designed to be a “blueprint to achieve a better and more sustainable future for all.”

The SDGs include decreasing hunger and poverty, combating climate change, creating clean water, reducing income inequality, and forging better educational opportunities. They were set in 2015 by the U.N. General Assembly and are intended to be achieved by 2030.

Today, we hear quite a bit about climate change and the need to reduce carbon emissions, but sustainability is much broader—including environmental and societal impact. Not all management teams and boards are up to speed on what their company can and should do to improve their footprint, even if employees have good data and solid proposals. Here are six things business leaders can do to stay on track to meet ambitious ESG goals.

1. Make the business case 

Sustainability makes business sense. A focus on ESG can help management reduce capital costs and improve the firm’s valuation. That’s because as more investors look to put money into companies with stronger ESG performance, larger pools of capital will be available to those companies. According to a study by the United Nations Global Compact and Accenture, “between 2013-2019, companies with consistently high environmental, social and governance (ESG) performance enjoyed 4.7x higher operating margins and lower volatility than low ESG performers over the same period.”

“Over the past several months, when global markets have faced tremendous pressures and volatility, companies with high ESG scores have continued to outperform, experiencing a cumulative relative return 6.3% higher than bottom performers and facing lower volatility.”

– Accenture report, “The green behind the cloud,” September 2020

Additionally, according to a 2018 global survey by Accenture of nearly 30,000 consumers in 35 countries, 62% of respondents wanted companies to take a stand on current and broadly relevant issues, including sustainability. And 42% of consumers walk away from the brand in frustration if the company doesn’t align with customer beliefs.

2. Keep an eye on the data 

Everything around us is affected by big data today and your work on sustainability should be no exception. Keep a close eye on measuring your goals, performance, and operational changes with data. Be especially mindful of the sourcing and reliability of the data collected.

One big tire company, for instance, uses data generated by sensors in their tires globally to reduce waste, increase profits, and reduce the number of defective tires going to landfills, thus doing their bit for the environment. Small improvements in efficiency due to resource optimization can result in big savings.

Related: Unlock the transformational power of information you’re already collecting. Get the “CIO’s Guide to Data Analytics and Machine Learning.”

3. Make sustainability a key part of your executive structure 

Organizations should have a chief sustainability officer and team working closely with line-of-business and tech leadership. The chief sustainability officer needs to be in board meetings and other gatherings where the long-term health of the company is considered. They must be a bridge between technologists and business strategists, pushing them to look at sustainability through a new lens—a technology lens—and asking how technology can help a company build a more sustainable world.

4. Expand your ecosystem 

Reaching your sustainability goals doesn’t happen in a vacuum. It requires an ecosystem of both government and nongovernment organizations, researchers, scientists, technologists, and businesses, for example, who share the same views. Establishing this ecosystem enables collaboration through the sharing of knowledge, data, analytics, and technologies. Seek to collaborate with others who support and foster similar goals.

Throw out your regular playbook. Sustainability is not just about technology—it is about enabling change to the business processes. It requires us all to think much more collaboratively. We are in this together.

Google Cloud and Unilever, for instance, are working together to fight deforestation through sustainable commodity sourcing. By combining the power of cloud computing with satellite imagery and AI through Google Cloud and Google Earth Engine, Unilever is building a more holistic view of the forests, water cycles, and biodiversity that intersects their supply chain—raising sustainable sourcing standards for suppliers and bringing them closer to their goal of ending deforestation and regenerating natural resources.

This will allow Unilever to provide a better picture of the ecosystems connected to their supply chain, and create a better mechanism for detecting deforestation. Ultimately, it will lead to greater accountability while simultaneously prioritizing critical areas of forest and habitats in need of protection. 

5. Be an internal evangelist for change

As a business leader committed to helping the organization meet ambitious ESG goals, being an internal evangelist and continuously championing the importance of sustainable practices is key. Make it your mission to reinforce the mindset that sustainability is not optional—it’s imperative not only for the success of the organization but for much broader, purpose-driven motives beyond that. Work on collaborating with other managers to propose and execute on initiatives to “green” operations within each department. Commit to following through on these initiatives, measuring the impact, and improving the effectiveness as you go.

6. Make bold commitments—even if the path there isn’t clear

As Accenture underscores in this September 2020 report on how a thoughtful cloud-first approach can help boost your profits and benefit the planet, “the greater the ambition, the greater the reduction in carbon emissions.” Broaden the scope of possibility by setting ambitious sustainability goals and timelines for your organization. You might not know how to get there, but making bold, transparent commitments opens the door for increased collaboration and sets the direction for others who might be able to help find a way.

For example, in September Google announced a new goal to operate on 24/7 carbon-free energy in all our data centers and campuses worldwide by 2030. Sundar Pichai, CEO of Google and Alphabet was candid, saying, “this is far more challenging than the traditional approach of matching energy usage with renewable energy, but we’re working to get this done by 2030.” Establishing executive buy-in, setting shared goals, enforcing accountability, and consistently measuring and evaluating your progress will make all the difference when it comes to moving the needle.

It may be hard to do, but I believe that now, even during a global crisis, sustainability should be at the center of a business’s decision-making. Sustainability is not only good for your bottom line, but it’s also good for your top line and good for the planet—the perfect trifecta.

Keep the momentum going: Reduce your environmental impact with Google Cloud. Explore tools and technology for sustainability at scale.

Jen Bennett

Jen Bennett

Jen is a Technical Director in Google’s Office of the CTO where she collaborates and co-innovates with Google’s strategic customers. She has spent her career leading engineering and product organizations leveraging data and analytics to transform a number of industries from sports and media to manufacturing. In her free time, Jen reached the pinnacle of soccer (football) as a FIFA referee refereeing several Women’s World Cups between 2002-2010. Jen holds a MS BioEngineering from University of Pittsburgh and a BSEE from Cornell University.

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Churchill College, University of Cambridge

Businesses are under pressure to become socially and environmentally sustainable, but this creates difficulties in decision-making, as executives need to reconcile competing social, environmental and economic demands. Most of the solutions proposed to this problem have focused either on improving information and analysis (Zapico, 2014), on cognitive approaches (Hahn, Preuss, Pinkse, & Figge, 2014) or on organisational issues, such as shared values (Epstein, Buhovac, & Yuthas, 2015). However, there has been very little work looking at the integrated set of capabilities that organisations might need to be able to address multiple tensions. We therefore set out to understand how executives experience the conflicting demands of sustainable business, and how they resolve these tensions in decision-making.

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Five Lessons From The Pandemic Light A Path Forward To The Future Of Work

Finally, we are nearing the end of the 2020 tunnel and seeing encouraging glimmers of light. While the pandemic is not yet under control, we do have promising vaccine news as 2021 approaches, and many countries in the Asia-Pacific region have returned to on-site work. We see stabilization in US government after months of uncertainty, and the beginning of commitment and action to address longstanding racial and social justice inequities.

At a more granular level, these months of operating in survival mode have provided valuable insight into how organizations and people can truly move forward from this disruption and position themselves to navigate the future disruptions that are bound to occur. In short, we see a path toward thriving, not merely surviving.

The lessons learned over the past eight months bring sharp focus to global human capital trends that have been evolving for years—trends in well-being, reskilling, superteams (combining humans with machines), workforce strategies, and the role of HR. Even more, these lessons reinforce the overarching need to build the human element into everything an organization does in order to create lasting value for workers, organizations, and society at large.

1. Human potential is our greatest untapped asset.

Organizations have tended to think about what people can do in terms of the bullet points on their resumes and job descriptions. But none of us really knows what we’re capable of and what our limits are until we’re tested and pushed to those limits. The past eight months have been a defining test. They’ve taught us that people can operate differently. They can adapt and perform in ways far beyond what their jobs and roles specifically call for and do what has to get done.

We must now challenge how we think about the workforce and use technology to help identify and unleash human potential within and beyond the organization. This includes retaining the magic that comes from empowering people to break through hierarchy and bureaucracy, lead at all levels, and roll up their sleeves to get the job done.

2. True top-of-the house leadership looks like nothing we’ve seen before.

For years we’ve talked about “tone at the top” and the importance of top-down leadership. Now we have stellar examples of what that looks like: examples of CEOs being more transparent and human than they’ve ever been before. This includes opening dialogues on tough issues like racism and well-being and allowing them to be front and center, and generally leaning into issues that go way past the traditional C-suite agenda.

Senior leaders now have the opportunity to embody the organization’s purpose—its set of values supporting economic, social, and human interests—to infuse meaning into work that mobilizes employees around common, meaningful goals.

3. Leadership and culture are about connection and empowerment.

As people isolated at home, team leaders became the organization’s lifeline. It became their responsibility to not only focus on outcomes and organize the work accordingly, but also think about the moments that mattered culturally and foster trust in the organization. If they didn’t have empathy, listening skills, the trust of their teams, and the ability to communicate, manage, and lead, work suffered or at times didn’t get done at all.

Going forward, leaders and teams at all levels (not just higher levels) must develop capabilities that enable them to work and lead effectively while supporting the human needs of their team and representing the organization’s culture.

4. Work is the most underutilized source of value.

Work is more than simply the output it produces. It’s a powerful human force—a way for people to connect to a purpose, feel motivated, build relationships, and showcase their true capabilities. Yet no one is responsible for driving work transformation, keeping up with the pace of change, or harnessing what it can bring to the enterprise.

Organizations now have the opportunity to re-architect work for the future, not as a mechanized process, but as a flow that aligns with ways humans think and engage, and that continues to evolve. By its handling of COVID-19 challenges, HR has earned the right to spearhead this effort on behalf of the organization.

5. Ecosystems are essential to extend organizational capabilities.

The sheer enormity of the past year’s challenges proved the value of being able to leverage external partners and resources to accomplish what organizations couldn’t do on their own. For example, one transportation industry CEO related to us that, given the company has no Chief Medical Officer, he was able to enlist a top academic medical center to provide that guidance. In another example, we’re working with a group of 10 CHROs to build a cross-organizational learning program aimed at moving Black and Latinx professionals from the director to the executive level.

Going forward, organizations should deliberately cultivate an ecosystem of partners, vendors, alternative workers, and professional networks, realizing it’s the new reality of how work gets done.

From hard-learned experience to a leap forward

It would be a tremendous waste to treat the past year as a detour—a momentary delay that leads us right back to the path we were on. Instead, we need to treat 2020 as a shortcut that showed us how to leapfrog to our desired destination: a place where we’re not merely surviving, but thriving.

With the end of 2020 in sight, we have the means to createthe light we want to step into. There’s no “waiting for a better time”—the time is now. We’ll be sharing more insights on how organizations can get this done in the coming weeks in Deloitte’s 2021 Global Human Capital Trends (sign up to receive a copy here).

This piece was co-authored by Jeff Schwartz, principal and US leader for the Future of Work, Deloitte Consulting LLP.

Erica Volini

Erica Volini

Erica Volini is the Global Human Capital leader for Deloitte Consulting. Throughout her career, she has worked with some of the world’s leading organizations to link their business and human capital strategies. She is a frequent speaker on how market trends are shaping the future of work and the HR profession and is a recognized thought leader in the trends shaping the world of human capital today.

Steve Hatfield

Steve Hatfield

Steve Hatfield is a Principal with Deloitte Consulting and serves as the Global Leader for Future of Work for Deloitte. He has over 20 years of experience advising global organizations on issues of strategy, innovation, organization, people, culture, and change.

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IAEAvideo

A new global initiative will use nuclear science to better manage pandemic threats, such as COVID-19. The IAEA Zoonotic Disease Integrated Action (ZODIAC) project will establish a global network to help national laboratories in monitoring, surveillance, early detection and control of animal and zoonotic diseases such as COVID-19, Ebola, avian influenza and Zika. ZODIAC is based on the technical, scientific and laboratory capacity of the IAEA and its partners and the Agency’s mechanisms to quickly deliver equipment and know-how to countries. Subscribe for more videos: http://goo.gl/VxsqCz Follow IAEA on social media: Facebook – https://www.facebook.com/iaeaorg/ Twitter – https://twitter.com/iaeaorg Google+ – https://plus.google.com/+iaea Instagram – https://www.instagram.com/iaeaorg/ LinkedIn – https://www.linkedin.com/company/iaea © IAEA Office of Public Information and Communication http://iaea.org

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How Entrepreneurs Can Use Data Aggregation to Grow Their Business

One of the rising tech sectors today is data aggregation with many millennials coming to the forefront of the industry to bundle information and convey it in a summary form.

Aggregating is all around us

To fully understand what data aggregation is, let’s look at this example: Data-collecting companies, like Facebook, gather intelligence such as likes or page-visits users consume. This information is carefully organized to promote ads or document what users see in their feeds. In business using behavior metrics such as the number of transactions, or average age of the consumer, helps the company focus on bestsellers. 

Related: Opportunity For Startups in Manufacturing, Logistics and Supply Chain

What does this mean to the average entrepreneur? Using these kinds of systems can pinpoint and increase productivity to boost sales and growth

Related: [Funding Alert] Healthtech Start-Up Innovate Raises $70 Million

Dollars for data

Vasiliy Fomin is an excellent example of someone currently cashing in by way of running a data aggregator, bundling information from various sources into a single API, and allowing all types of businesses to power their offerings to consumers. He’s been able to build a thriving business earning millions in revenue by selling aggregated vehicle data, arrest record data, and more to a network of qualified resellers. 

For entrepreneurs, research and development are essential in understanding the market behavior so as to provide the best services to their customers. Data aggregators embrace innovations, new ideas and critical questioning by syncing with the industry’s changing trends in various aspects like leading, hiring, retaining and technology.

Related: 4 Ways Businesses and Consumers Can Take Back Their Data

By: Luis Jorge Rios Entrepreneur Leadership Network Contributor

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